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Coborrus County Transit System Re- affirming the Mission: Final Report - September 2015 The Transportation Advisory Board (TAB) needs to discuss the conflict that exists, when emphasis on medical care and adult nutrition eclipses other mobility needs of non - urbanized county residents. It is the County, not CCTS, that accepts State Rural General Public funds, which are intended to ensure those who live in rural areas have reasonable access to transit to meet basic mobility needs. The three elements of the historical County financial support, the present cooperative staff attitude, and a positive public outlook of CCTS may be enough of a platform to inspire a rejuvenation of CCTS under the existing organizational structure. However, one of the NCDOT Public Transportation Division objectives in developing CTSPs is to elicit the most efficient public transportation services possible. There are several examples that could be followed: • Contracted service as opposed to use of in -house drivers • Establishment of a transportation department outside of DSS • Community Transit provides ADA services to adjacent Urban Transit System • Consolidated urban - county transit system • Joint multiple county systems These will be considered in the assessment of organizational and service alternatives that follow. 6.3 ASSESSMENT OF CCTS ORGANIZATIONAL STRUCTURE Overall, as an in -house rural and social- service transit provider, CCTS has a similar organizational structure to most Community Transportation Systems of its size and business organization across North Carolina. One difference however is that few Community Transportation Systems are imbedded in a Human Services Department, though many do share the same buildings and reap certain benefits of coordination. According to the County budget request, CCTS pays $28,000 annual rent for their portion of the County building that they occupy. Given the fact that the office arrangement was specifically designed for CCTS just 1.5 years ago, this facility is an asset that CCTS should take full advantage of no matter which organizational structure is recommended. The Transportation Manager is responsible for the development, management, operation, and regulatory compliance of the transit system. The Transportation Manager was previously the operations director (e.g., he has been with CCTS since 8/2004) and is proficient in all functions of the scheduling software used by CCTS, which is called Route Match. The Transportation Manager is still adjusting to the business aspects of financing transit operations and the associated grant reporting, which is partially why CCTS was placed transit under DHS in the 2012 reorganization. Per the CCTS Manager Business Attachment number 1 \n F -3 Page 124