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7B Page 37 egories of budgets and the work plan items into the four recommended program areas. Action Items: I. Work with funders to revise the work plans to reflect the four recommended Program Areas. Discuss the recommended objectives. strategies and measures of effectiveness and incorporate them as appropriate into the work plans. 2. Revise the budget categories into the four recom- mended program areas. 3. Determine a methodology for a sample time and motion analysis to allocate administrative costs to program areas for existing programs. Segrega- tion of costs should include commuter incentives. school incentives, employer support services. employer based-shuttles, and commuter-based shuttles. Priority Recommendation #2: Reallocate resources in order to meet Alliance goals and objectives in the following order of priority: I. Outreach to large employers to use ridesharing and try transit incentives. 2. Campaigns aimed at medium and small employers in targeted geographical areas to provide rideshar- ing and try transit incentives. School Pool carpool incentives are included in this category. 3. Employer-based shuttle programs. 4. Employer-based support services: emergency ride home. 5. Community based shuttles. 6. Bicycle parking incentives. Rationale for the above prioritization is as follows: Ben- efit/ cost information is not available. Cost-effectiveness data is available only at the aggregate level and not by individual Alliance program. Therefore, the ranking of effectiveness is based on available cost-effectiveness data, the prioritization framework described above, stake- holder input and professional judgment of the consulting team. As new state initiatives to reduce greenhouse gas emis- sions such as AB 32 and SB 375 are implemented, there may be additional resources available to develop addi- tional innovative Alliance programs. This may require a re-thinking of the order of six priorities presented above. Ridesharing and Incentives: The Alliance incentive pro- grams were found to be highly effective programs. In order to achieve an additional market penetration of 30,000 additional employees in San Mateo County over a three-year period, significant resources will be required to achieve this objective. A proportion of Alliance ef- forts have been historically targeted at large employers. and the Alliance also has devoted some resources to the small employers. Additional staff resources would need to be allocated in employer outreach to small and medi- um employers as well as directly to commuter themselves if the 30,000 commuter threshold is to be achieved by 2013. Employer-based shuttles: The employer-based shuttles were very popular with stakeholders and provide high visibility results to the Alliance and help to generate additional ridership on CalTrain and BART. Available 35