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Memorandum Page -2- Chapters 5' and 6 provide the most detail on alternative means to meet the transportation needs. The conclusion of Chapter 5 states: "Given the uncgrtainties described above, it appears that unless.Aping is wll~ing to make a major program commitment bo transportation, Alternatives B or C should- cost advantages, flexibility, and expertise in its favor -- if qualified bidders respond. Against it are the likely temporary disruption of existing services during a changeover period, and possible impacts on current employees. A recommended strategy might be to proceed on both Alternative ~ and C, with C favored if the result of the bidding.is po~i~ive (a qualified firm meeting the terms of the RFP submits a lower price than if the County did it). As part of-'this process, the County would set up its own transportation program in the interim, with the Alternative B as the fall back position if no satisfactory bid was submitted. Projected demands for JOBS service indicate that its needs for additional vehicles may start in August, so a strategy for additional vehicles at that time would need to be in place. In neither case should anything but an incremental expansion of the vehicle fleet take place. The final TDP chapter further evaluates the alternatives of overhauling the transportation system within the county government (Alternative B), or privatizing the program (Alternative C). Requests for proposals were sent to prospective bidders on June 4, 1991. Proposals were received and post-bid interviews were completed on July 11, 1991. All of this information was then used to compare the alternatives. The result is that contracting out this service will cost less and be more efficient than overhauling the system and retaining it in the county government. The JOBS program, as shown in Chapter 5 of the revised TDP, will require a major increase in the current transportation being provided by the County. Due to the restricted time frame on this increase imposed by the JOBS program, the County will not be able to adjust to provide the program service. Therefore, Alternative C presents the best means to meet the rapidly growing transportation needs. The rest of Chapter 6 is divided into (1) the organization of a coordinated transportation system, (2) the various agencies that need to participate, (3) funding, (4) needed vehicles and replacements, (5) operation and management of the service, (~) implementing the TDP, and (7) procedures for evaluating and updating the TDP. A review of these points shows that for the