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8 <br /> <br /> <br />Staffing & budget: The ADURC SMC would retain the Director who would continue to be <br />responsible for developing and overseeing the Center’s work plan, communicating with <br />jurisdiction staff, and managing the ADURC SMC’s budget. <br />Other activities – including TA, homeowner support and education, data management and <br />administrative support – would be shared across staff using a time-allocation model, with <br />hours charged to each Member Center’s budget based on work performed. Each Member <br />Center, including the ADU Resource Center of SMC, would retain its own separate budget. <br />The goal of such a structure is to ensure that the funding from a given Member Center <br />remains within that Member Center and is only used to serve its jurisdictions and <br />residents. <br />Communications and branding: The ADURC SMC would maintain its own branding, <br />including a separate logo, website and overall public presence. A central “hub” website <br />would represent the parent ADU Center, building on the structure already in place. <br />Community outreach and homeowner-facing communications would continue to be <br />conducted under the branding of the ADU Resource Center of SMC. This would largely <br />leverage the approach and structure that the ADU Center has already established for its <br />respective Member Centers (Napa Sonoma ADU & ADU Marin), as illustrated below. <br /> <br /> <br />Governance: Although the ADU Center would be overseen by an Advisory Committee, we <br />aim to preserve the advisory and oversight role that the ADURC SMC Steering Committee <br />has played for the San Mateo County Resource Center. The precise legal and structural <br />relationship between the Advisory Committee and the SMC Steering Committee will <br />require further dialogue between both bodies, in consultation with legal representatives <br />from the future likely fiscal sponsor, Community Initiatives. <br />7.A. - Page 15 of 16 <br />22