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AG 2015 12 14
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AG 2015 12 14
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12/15/2015 4:02:00 PM
Creation date
11/27/2017 10:40:27 AM
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Meeting Minutes
Doc Type
Agenda
Meeting Minutes - Date
12/14/2015
Board
Board of Commissioners
Meeting Type
Regular
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Coborrus County Transit System <br />Finol Report — September 2015 <br />Many private for - profit contractors (i.e. First Transit, Coach USA, Transdev, etc.) succeed <br />because they reduce costs via streamlined management practices, flexible procurement <br />practices and/or offering lower wages. However, they still need to make a reasonable profit <br />to sustain the relationship. <br />Wake County Coordinated Transportation operates primarily as a service agency /DHS <br />delivery method with adequate public transportation availability (i.e., seats available <br />concept). The feature that makes WCTS / TRACs efficient is a performance -based contract <br />instrument that was negotiated by the transit director with a private provider. This <br />contract delineates performance standards and quality indicators, including financial <br />penalties for unsatisfactory service and financial incentives for superior service delivery. <br />The WCTS contract even has cash incentives for achieving performance targets, which <br />trickle down as driver bonuses. <br />Also, Wake County has a completely separate branded service called TRACS; this is <br />perhaps the best example of clear branding on vehicles which specifically provide general <br />public transportation to residents of Wake County residing in non - urbanized areas. This <br />service is also delivered under the same contract as the WCTS service. CCTS could <br />similarly brand any vehicles that are focused on employment, education, or economic <br />development, i.e. alternatives that may come out of the CTSP for vanpools, feeder services <br />and connector services to CATS and CK Rider Transit. TRACS Service is priced by zone to <br />reduce the miles of travel per trip and help recover an equitable share of the cost. <br />WCTS eligibility is similar to COTS, in that it is based on sponsorship by participating <br />agencies /programs such as Medicaid, Public Health, Work First and other social service <br />programs. The big difference is that WCTS uses a contractor to manage operations and <br />deliver service, while the WCTS staff are primarily call takers who specialize in booking <br />rides efficiently on WCTS vans or brokering the trips to other options (e.g., GO Raleigh <br />Transit bus or Raleigh taxis). With some work, this example could be adapted to serve <br />Cabarrus County. <br />Transit Resides as a Separate Department of Transportation Outside of DHS <br />In order to promote greater independence from the DHS mission, it may be possible to <br />restructure the County organizational chart (see Figure 19 on next page) and place CCTS <br />directly under the Deputy County Manager. Alternatively they might fit well under <br />Emergency Management, as there is already an effective partnership between Emergency <br />Management and COTS. Lincoln County operates effectively under a similar arrangement. <br />The EMS location would be the correct choice for the shared radio /data communications <br />capability. This arrangement might also have the added benefit of access to Homeland <br />Security funding. <br />Attachment number 1 \n <br />F -3 Page 150 <br />
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