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Alameda County Congestion Management Agency Alameda County Transportation Improvement Authority Service Sharing and Consolidation Analysis Management Partners is also recommending four general phases for implementation, should the respective agency and authority boards choose to move forward with the project. These phases may be ambitious, but should be feasible: • Calendar Year 2010 Quarter 2 -Financial and administrative services integration • Calendar Year 2010 Quarter 4 - Merger of executive management function • Calendar Year 2011 Quarter 2 -Merger of program and project delivery functions • Mid 2013 -Collocation of staff (unless subleases can be found or other lease changes can be negotiated earlier) A complete merger of both the CMA and ACTIA Board of Directors cannot occur until the enabling or statutory legislation for both agencies is amended to allow for a consolidated board. However, this is not critical for the agencies to consider an organizational merger or consolidation of services. The re-authorization of the half-cent sales tax is being considered for 2012, representing one opportunity to address the merger of the boards. At that time, legislation could be incorporated into the measure that would authorize administration of the new program to be administered by a merged agency. While the sales tax is under consideration by the voters, the CMA could develop and present an amendment to member agencies of the joint powers authority to allow for a merged agency with additional duties and responsibilities. Anew governing board structure could also then be developed and presented as part of each of these efforts. Alternatively, the boards could decide to pursue a consolidated board structure earlier through means available by the authorities of their existing enabling legislation, should they so choose. Integration of the organizations which support the CMA and ACTIA boards though is not dependent on the merger of the board structures. Integration of both agencies could occur without a merger of the governing boards through a contractual relationship between the two agencies. The staff of a merged agency would continue to provide support to all three boards (CMA, ACTA and ACTIA). While there may be merit to considering the consolidation of the board structure earlier rather than later, the policy and political issues could inadvertently divert the effort needed to achieve the efficiencies that will result with integration of the agencies. Mergers or consolidations require a commitment to long term goals. They also require an upfront investment to move forward and once the project has begun, the process should move deliberately in accordance with an agreed upon implementation plan and schedule. Additionally, and equally important, there are always significant employee relations issues to consider as the process proceeds. Retention and recruitment of quality staff is essential in the delivery of transportation programs and projects, Management Partners, Inc.