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CHARGE <br /> <br />· Evaluate and report on workable, alternative transportation services <br /> which address immediate, short-term, and long-term needs. <br /> <br />PRINCIPLES <br /> <br />10. <br /> <br /> · An evaluation matrix was created to get a better understanding of the <br /> various markets to be served by transportation alternatives, as well as <br /> the factors influencing the development and operation of these services. <br /> The matrix was composed of all transportation alternatives viewed as <br /> potentially applicable to Charlotte and the region. <br />· Alternative modes were rated according to their desirability on twelve <br /> "critical factors" or criteria. A separate report on the outcome of this <br /> evaluation matrix is available. The plan was to create a "menu of service <br /> alternatives" which would reflect patterns of growth, political and com- <br /> munity acceptance, critical questions related to financing, and so on. <br />· Charlotte's transit future must indeed include the development of such <br /> a menu of transportation services. Services should be developed or mod- <br /> ified to effectively meet the needs of the various markets in the city and <br /> the region (disabled, commuters, visitors, etc.). <br />· Traditional transit will work best in traditional transit environments <br /> such as large compact employment centers (uptown) or high-density <br /> residential areas within close proximity to the employment centers. <br /> Other types of services w-ill likely be necessary for other types of mar- <br /> kets, and strong political support will be essential to create and support <br /> the diverse transportation menu necessary for our future. <br />· The city and region should begin now to identify key corridors for fixed <br /> guideway transit and, further, begin purchase of necessary land (right-of- <br /> way) for future services - including busways, high occupancy vehicle <br /> lanes and, eventually, light rail. <br /> <br />® in cities where transit is viewed as successful, key elements seem to be: <br /> flexible services, the right "mix" of services, effective planning, and sta- <br /> ble and adequate funding - according to a review of transit system oper- <br /> ations in more than 40 cities, presented by the consulting group of <br /> Barton-Aschman Associates. <br />® A needs assessment of local transit service, conducted by the Barton <br /> Aschman team, suggests that time-related (rather than cost-related) <br /> issues are most often cited for not using transit. Service improvements <br /> should ensure reduced waiting times and reliable service. <br /> <br /> <br />