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7B Page 7 The Alliance was established by a Joint Powers Agreement (JPA) in May 2000 as a result of the merger of the Multi-City Transportation Systems Management Agency and the Inter-City Transportation Systems Management Agency. This initial JPA declared an organizational purpose that was adopted as the Agency's mission: "To reduce the number of single occupant vehicles travelling in, to and through San Mateo County. reducing vehicle emissions, thus improving air quality." In pursuit of this mission, the Alliance established an array of transportation demand management programs including carpool and vanpool incentives, employer-based shuttles from worksites to and from Caltrain and BART, free transit ticket incentives to encourage auto commuters to try transit, community-based shuttles, and employer support services such as emergency ride home programs. Alliance Strategic Plan 2010 - 2013 Planning Process As the Alliance celebrates its tenth year, a confluence of threats and opportunities heighten the need for an ef- fective planning guide to programmatic and organizational growth and development. The Alliance embarks upon implementing this Strategic Plan with a clear sense of itself as a leader in developing part- nerships among cities and public and private employers to promote increased participation in alternatives to the single occupant vehicle. However, there has been an ever-increas- ing demand on Alliance staff to implement a wider array of employer-based commute alternatives and community-based mobility solutions. Despite its ongoing successes, this demand has led to a lack of focus and a clear sense of priorities. The Strategic Planning Task Force, an Ad Hoc Committee of the Alliance's Board of Directors, determined that a Strategic Plan needed to be established to meet the needs of the organization. its funding partners and the commu- nity. The Task Force presented a proposal to the Alliance Board of Directors on February 12, 2009 to employ a consultant to conduct the strategic planning process. The Board approved this recommendation. Phase I of this strategic planning effort involved establish- ing a Plan process. Phase II included one-hour interviews with 26 Alliance partners focusing on developing a better understanding of Alliance strengths and weaknesses and evaluating threats and opportunities. A thorough evalu- ation and analysis of Alliance materials - budgets, work plans. annual reports, performance measures, funding sources and communication and marketing tools was also included in Phase II. Phase III included a series of extended meetings with members of the Strategic Planning Task Force, a Board of Directors retreat and Alliance Staff. de- veloping draft Plan elements, a new Mission statement and a proposal for reorganizing the Alliance's Program Areas. Phase IV was a review of a draft Strategic Plan by the Alli- ance Board of Directors, staff and a number of public and 5