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<br />7B <br />Page 8 <br /> <br /> <br />private partners. Phase V is the adoption of the final Strate- <br />gic Plan, with implementation managed and measured over <br />the next 3 years. <br /> <br />Ongoing outreach and communication is a critical element <br />of the success of this Strategic Plan. The Strategic Plan will <br />be distributed to the Alliance's public and private partners <br />and will be formally presented to each City Council and <br />the County Board of Supervisors, as well as interested <br />community and professional organizations. <br /> <br />Key Findings of Stakeholder Interviews <br /> <br />In the interviews with 26 key stakeholders. a number of <br /> <br />strengths of the Alliance were emphasized. Generally, the <br /> <br />Alliance is regarded highly for: <br /> <br />· An exceptionally skilled and professional staff; <br /> <br />· A nine-year record of success in implementing <br /> <br />transportation programs; <br /> <br />· A diverse Board of Directors representing a cross- <br /> <br />section of the County; <br /> <br />· Developing highly successful partnerships with <br /> <br />private employers; <br /> <br />· Managing a clean. safe and reliable shuttle system; <br /> <br />· /An ability to manage tremendous groWth in the <br />budget and shuttle ridership; and <br /> <br />. Developing powerful communication materials in <br /> <br />support of alternative transportation. <br /> <br />Several areas of improvement for the Alliance were <br />brought forward in this process as well, including: <br /> <br />· A need for organizational focus; <br /> <br />· The need to develop criteria and performance <br />measures for evaluating existing and proposed new <br />Programs; <br />· The need to diversify funding and revenue sources; <br /> <br />· The need to understand the Alliance's role vis-a- <br />vis other agencies in the County and how to avoid <br />duplication of effort with other agencies: and <br /> <br />· The need to assess how much internal capacity the <br />Alliance has to carry out its current programs and <br />any new programs. <br /> <br />Appendix A provides a summary of the stakeholder interviews. <br /> <br />Organizational Funding <br /> <br />Funding was a high priority concern for stakeholders during <br />the interview process and particular attention was given to <br />existing and potential funding sources. The Alliance's existing <br />funding resources provide an important foundation to the <br />Strategic Plan. <br /> <br />In developing the Strategic Plan in subsequent sections. it is <br />important to start by recognizing who is funding the Alliance <br />and what their respective goals are in providing the funding. <br />In accepting the funds, the financial partner's goals and objec- <br />tives become the Alliance's goals and objectives. <br /> <br />The Alliance receives public funding from the City/County <br />Association of Governments of San Mateo County. the Bay <br />Area Air Quality Management District, the Metropolitan <br />Transportation Commission and the San Mateo County <br />Transportation Authority. <br /> <br />6 <br />