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