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that -serious congestion may remain even after additional highways <br /> are built and regional public transportation services are <br /> substantially 'increased. To alter these undesirable outcomes <br /> will require leaders with the courage to stake difficult decisions <br /> that will influence the demand for travel as well as the supply <br /> • <br /> of facilities and services. An administrative mechanism with <br /> sufficient standing to carry out the mandate of area leaders will. <br /> also be required. Less ambitious organizational alternatives <br /> . will .probably prove to be inadequate. <br /> The RPTA will not arise full-blown tomorrow. It will grow <br /> • out of the process that this study has initiated. What . is. needed <br /> to move from this study_ to an authority with the mission and <br /> resources to do the necessary tasks is the establishment of a <br /> process to continue the work . The presentation of Reports No. 2 <br /> and No. 3 to the joint meeting of the Greater Raleigh -TAC and <br /> Durham-Chapel Hill-Carrboro TAC -ends this. study. That meeting <br /> should also mark the beginning of a process which continues the <br /> work on regional transportation problems. <br /> Local public officials are in the position to determine the <br /> agenda for future 'work . The NC Department of Transportation is , <br /> ready to respond to local initiative. The action -agenda <br /> suggested below is intended to identify some major issues that <br /> local leaders should consider . <br /> *UDATE TRENDS <br /> Timely information. on the rate and. distribution of area <br /> growth is essential to sound planning and assessment of potential <br /> problems. <br /> *DETERMINE THE FEASIBILITY OF PUBLIC TRANSPORTATION OPTIONS- <br /> . <br /> The analysis of choices in Report No. 2 represents a first <br /> cut examination of the feasibility of various public <br /> v - <br />