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o A narrative summary of each meeting will be completed and provided to the <br /> project management team staff for review <br /> 7.2 Community Listening Sessions <br /> ® Conduct two (2) meetings in each city, Dublin, Livermore, and Pleasanton, for a total of <br /> six (6) meetings <br /> o Work with project management team staff to determine meeting approach, location and <br /> times <br /> ® Develop all public information materials for the sessions <br /> © Interpretation services will be coordinated with project management team staff <br /> ® Summary memo of each meeting will be provided to project management team staff for <br /> review <br /> o Purpose of session is to learn through one-on-one contact about the community's <br /> expenences and perspectives regarding the value of existing paratransit services and what <br /> they perceive as the most critical needs for themselves, friends, and or family members <br /> o Discussion will focus on potential solutions to ensure every idea is considered and that <br /> creativity is built into the process Questions would include <br /> o Likely trip destinations <br /> o Times of day trips will take place <br /> o Frequency of trips <br /> o Transportation barriers (lack of linked trips, mismatch between travel times and <br /> service availability, availability of information about what transportation services <br /> exist, and language barriers) <br /> TASK 7 Deliverables: <br /> ® Outreach Plan <br /> ® Summary report from each meeting/presentation detailing attendees and comments <br /> received and any follow-up outcomes, providing an analysis of findings <br /> TASK 8: J EVELOPMENT OF ALTERNATIVES <br /> 8.1 Preliminary Alternatives <br /> ® Alternatives will be developed for both PPS and LAVTA <br /> ® The following type of alternatives may be identified, depending on data collected <br /> o Program design alternatives (the role of the two providers, service areas, <br /> registration, etc ) <br /> o Service delivery model alternatives (continued operation, use of vouchers, <br /> integration with other providers (e g , TNC's taxis, etc ), demand response versus <br /> routing, etc <br /> o Operations/procedural alternatives (trip scheduling and dispatching, ensuring <br /> ADA compliance, etc ) <br /> o Service change alternatives (service hours, vehicle types, transfers, transportation <br /> hubs and destination or service delivery model, etc ) <br /> o Oversight/governance alternatives (policy implications for tow paratransit <br /> providers, consolidation, etc ) <br /> l5jPage <br /> 1 <br />