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® In some cases, alternatives may apply to both LAVTA and PPS, while others may be specific to one provider e Evaluations will look at program design and oversight of ongoing operations, including whether it is appropriate for PPS to continue to provide transportation services to older adults and ADA-eligible residents of Pleasanton and Sunol o All near-term alternatives will, unless directed otherwise, be fiscally constrained, representing marginal increases or reductions in operating costs O Based on preferences by the project management team staff, Nelson/Nygaard will look at growth scenarios—even unconstrained in the long term—where appropriate O Alternative will include innovative changes at either or both agencies, considering the latest advances in technology 8.2 Refinement of Aflternatves: Developing Preferred Alternative "Packages" The stakeholder and subsequent prioritization process in this subtask is essential to arnve at a satisfactory preferred package Such a process also allows the public, paratransit providers, and decision makers to clearly understand all of the alternatives that were considered, and how well each was found to reflect the needs of the community, along with any management and financial goals and objectives Any alternative requiring a change to LAVTA's paratransit policies must be properly vetted with significant public input, and in line with FTA and ADA requirements Nelson/Nygaard will ensure that any of the elements of the preferred package of alternative recommendations will comply with FTA ADA and Title VI requirements ® Preliminary alternatives will be presented to project management team staff and stakeholders ® Following presentation of alternatives to project management team staff and stakeholders, perform analysis of the potential ridership impacts and/or other impacts of more promising alternatives ® Analysis of relative cost and benefits will be emphasized ® "Package" the stakeholder designated priority alternatives into complete concepts to address the vanous elements discussed in previous subtask (program design alternatives, service delivery model alternatives, operations/procedural alternatives, etc ) assembling a set of what will likely be three to five comprehensive approaches to addressing gaps, managing programs, and providing services ® For each "package" an operating cost assumption will be developed, taking into account, to the maximum extent possible, cost-saving strategies, but also details costs in comparison with benefits in a measurable set of tables o Cost estimates and budgeting techniques will be based on clear and realistic estimates of costs that accurately reflect the local operating environment o The vehicle and facility requirements will be determined to support each scenario o Capital needs required to support each scenario will be identified 16IPage