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7B Page 25 of Directors. The decision-making process for determining what is a fundable priority would be based on the recom- mended checklist for determining Alliance priorities in Section 4 of the Strategic Plan. There are three categories of existing and new initiatives in Program Area 3: I. Funding and Resource Development a. Nurturing existing (under relationships b. Seeking opportunities (or new funding partnershiPs 2. Development of Community-Based Mobility Services a. Community Shuttles b. City Ischool transportation alternatives c. Collaboration with Sam Trans on Senior Mobility 3. Community Facilitation of Transportation Alternatives c. Transportation management associations d. Community fair promoting transportation alterna- tives e. Mobility Enhancing Land Development Funding was the first thing that almost all interviewees mentioned. This is clearly an issue on the top of most people's minds. As discussed earlier, funding levels are suf- ficient to have a robust employer-based commute alterna- tives program. However, current funding levels and fund- ing agreements have limited the ability to respond to some Alliance Board member desires for increasing community- based mobility services. In responding to the question, "What opportunities are open to the Alliance?" the most frequent answer to this question came in the form of some sort of new program, ranging from senior shuttles, working with schools and colleges, to various ideas for getting involved at the early stages of new developments in the County. New fund- ing sources were seen as an opportunity and people also pointed out that working with others to streamline opera- tions and to deal with new developments could both be opportunities in the future. Collaboration with key partners such as SMCTD and CI CAG was extremely important to stakeholders. Efforts to avoid duplication of work with other agencies (mainly SM- CTO) was mentioned a lot as well as lack of focus and the need for a clearer definition of the Alliance's role, focus and priorities in relationship to these partners. The Alliance, SMCTO, and C/CAG have scheduled high level meetings in the near future to achieve better coordI- nation. The outcomes of this collaboration will need to be ongoing, and incorporated into the Strategic Plan. Program Area 3 is meant to be the collaborative forum for advocating and evaluating the ongoing needs and Ideas for new programs identified by Alliance Board members. Throughout the Alliance's history, members have advo- cated for specific projects that particularly benefit their jurisdiction or multiple adjoining jurisdictions. Program Area 3 provides the process for developing new resources and tools to expand transportation alternatives. 23