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Chapter 4 <br /> <br />Transit Operations <br /> <br />Introduction <br /> <br />One of the many challenges to improving the transportation choices in the Cabarrus / South <br />Rowan Urban Area is the organization and administration of the transit service delivery <br />system. There are almost as many options for organization as there are individuals with <br />opinions. However, this is one of the first significant policy decisions that you will make. It <br />assures that the potential market is served in the most cost effective manner. <br /> <br />There are three common characteristics that every community strives for in the development of <br />a transit program. They are: <br /> <br />1. Service quality must be of the highest standard possible; <br /> <br />2. the efficient delivery of service is the primary concern; and, <br /> <br />3. the services must be cost effective. <br /> <br />There are specific target measures that can be assigned to each of these objectives that may be <br />used to evaluate the way in which the system operates. The evaluation, after two or more <br />years of operations, should provide direction for the formal commitment to an ongoing transit <br />program. <br /> <br />Another significant planning goal is the integration of services that are offered throughout the <br />region. The multiplicity of social service transportation delivery systems and the introduction <br />of new transit service should be integrated to provide efficient passenger service. However, <br />the nature of the various services, the funding mechanisms, and the operational issues <br />(particularly with labor) often make total integration difficult. Where possible, the services, <br />their management, maintenance systems, and public information sources should be closely tied <br />together for better community service. <br /> <br />There are various models of organization used throughout the country that may be followed <br />here. In each case, there are four component parts that must be planned so they work <br />together. There are situations, such as most large transit systems, where all four parts are <br />contained in one organization. In other instances, these parts may be divided between agencies <br />and private contractors. A single, universal solution is not appropriate. In the case of this <br />urban area, we will examine the alternative organization structures to accommodate the four <br />components. The components are: <br /> <br />Gannett Fleming <br />ENGINEERS AND PLANNERS <br /> <br /> <br />