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7B Page 16 . Increase ridership through employer promotion on existing shuttle routes and potential new shuttle routes to build ridership on SamTrans, Caltrain and BART by an average of 5% annually over a three- year period. Alliance Role: The Alliance currently performs directly, through Alliance staff or through contract with a vendor, all of the functions of a small transit provider: >> General management and organization (Alliance) )) Service planning (Alliance) >> Scheduling, dispatch and operations (Contractor) )) Personnel management and training (Alliance and Contractor) >> Administration (Alliance) )) Marketing and public information (Alliance) )) Maintenance (Contractor) In stakeholder interviews, the Alliance received particu- larly high marks for the marketing, public information. and general management functions for the Alliance shuttle program. There is distinct overlap in some cases with the SMCTD shuttle administration, including the vendor procurement, service monitoring, and service planning. As discussed below, there are planned discussions with SMCTD and C/ CAG to better coordinate efforts to achieve the goals of all Involved agencies. The objectives recommended above 5 Funding expansion and development are further developed in Program Area 3. could be adjusted to better meet the objectives of SM. CTD and C/CAG. Strategies: . Conduct coordination meetings that delineate shuttle functions with SMCTD and C/CAG. The Alliance should consider having SMCTD take the lead role in planning, vendor procurement, capital improvements (bus stop and technology upgrades), funding (including new Measure A shuttle funds) and grants administration. The Alliance should retain the marketing, employer outreach, and em- ployer partnership building functions that are rec- ognized Alliance strengths. SMCTD could consider outsourclng the service monitoring function to the Alliance as the direct feedback loop to employer clients. . In conjunction with SamTrans Comprehensive Operations Analysis (COA) and the new Measure A call for shuttle projects development, determine the need for additional employer-based shuttles. A partnership should be established among potential new consortiums, Alliance, and SamTrans in evalu- ating all new potential shuttle routes. The Alliance should have an active role in both the COA and Measure A call for projects development. · After the processes for # I and #2 above are complete, re-align staffing functions and resources to better meet the coordination objectives with its key partners. . For the Alliance Annual report, include the total dollar amount of all shuttle contracts that the Alli- ance is responsible for. Include measures of effec- 14