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10A Action 2010 0621
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10A Action 2010 0621
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6/17/2010 5:58:06 PM
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6/17/2010 5:58:05 PM
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CM City Clerk-City Council
CM City Clerk-City Council - Document Type
Staff Report
Document Date (6)
6/21/2010
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_CC Agenda 2010 0621
(Reference)
Path:
\City Clerk\City Council\Agenda Packets\2010\Packet 2010 0621
MO 2010-032
(Reference)
Path:
\City Clerk\City Council\Minute Orders\2010
Reso 2010-083
(Reference)
Path:
\City Clerk\City Council\Resolutions\2010
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Alameda County Congestion Management Agency <br />Alameda County Transportation Improvement Authority <br />Merger Implementation Plan <br />EXECUTIVE SUMMARY <br />In January 2009 the Alameda County Transportation Improvement <br />Authority (ACTIA) and the Alameda County Congestion Management <br />Agency (CMA) initiated a study to identify service sharing and/or <br />consolidation opportunities between the two agencies. The study <br />examined whether mission critical responsibilities could be delivered. in a <br />more streamlined and cost effective manner if the two agencies operated <br />on a more integrated basis. Another project objective was to determine if <br />there was sufficient information to allow policy makers to make a decision <br />about whether to move forward with an implementation analysis and <br />develop a plan for a possible integration and potential consolidation. A final <br />report delivered to both agencies in July 2009 concluded that there were in <br />fact attractive opportunities for a range of service sharing and integration <br />efforts. The greatest opportunities for consolidation and efficiency <br />improvement were in the areas of financial services, administrative <br />services and capital project delivery. <br />In May 2009 Management Partners made a presentation to the ACTIA and <br />the CMA Boards of Directors during a joint meeting. The presentation <br />described the opportunities for service sharing and potential merger of <br />operations, opportunities for cost efficiencies and estimated annual <br />savings. The presentation pointed out that the ten-year return on <br />investment was very good, with up-front costs relatively minor considering <br />the long term goals and benefits. The joint meeting also surfaced the <br />potential for possibly blending the Boards of Directors into one Board either <br />as part of the merged agency process or during the next reauthorization of <br />the sales tax effort. <br />That engagement was designed as a threshold analysis or a high level <br />examination of opportunities for service sharing and/or consolidation to <br />determine whether they would be compelling enough to move forward with <br />an implementation analysis and plan. In that report, Management Partners <br />stated that significant costs could be saved and benefits could be achieved <br />through service sharing. <br />In the threshold analysis study, the transition was envisioned as a project <br />with four phases. Each phase identified specific transition costs and yearly <br />savings that should result from the completion of the phase. The phases <br />were identified as: <br />• Phase /-Integration of financial and administrative services <br />• Phase 11 - Merger of executive management function <br />Management Partners, Inc. <br />
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