Monterey-Salinas Monterey-Salinas TransitTransit

Navigating Navigating ThroughThrough

Charter Charter RegulationsRegulations

Prepared for CalACTPrepared for CalACT

October 4, 2005October 4, 2005

Carl SedorykCarl Sedoryk

General Manager/CEOGeneral Manager/CEO

Monterey-Salinas TransitMonterey-Salinas Transit

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Today’s Program Facts about MST MST Case Studies Pitfalls to Avoid Recent Attempts at Charter Rule

Negotiation Next Steps

Our mission…

…leading, advocating, and delivering

quality public transportation

Our mission…

…leading, advocating, and delivering

quality public transportation

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This is MST…

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This is MST… A public Joint Powers Agency Serving all of Monterey County 2.9 million miles a year 78 Buses, 6 Trolleys & 14 Minibuses Paratransit – 16 minibus, 4 minivans &

2 sedans Annual Budget - $22.6 Million 213 Employees No dedicated local funding source

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How many passengers does

MST carry?

4.7 million boardings last year

MST Ridership

Over 14,000Customer tripseach weekday

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Monterey County Facts:

Monterey County Population – 430,000

Monterey Peninsula only accessible from any direction via 2-lane highway.

Annual Visitor Trips – 8,100,000

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Monterey County Facts:Tourism is a $1.8 billion industry

Tourism-generated jobs in Monterey County in 2001 was about 24,000 FTE positions, $628 million in salaries.

$51 million goes into local taxes: •Transient Occupancy Tax - $36 million •Local sales tax revenues - $15 million

WOW!WOW!

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Special Events Attendance

AT&T National Pro Am: 100,000

Red Bull Moto GP: 160,000

California International Airshow: 45,000

Historic Automobile Races: 65,000

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Special Events Attendance

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The DilemmaHow does MST

support tourism industry and reduce traffic impacts from special events without running afoul of FTA charter regulations?

??

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What To Consider Is service under the control of the

recipient?

Designed to benefit the public at large?

Open to the public and not closed door?

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What To Consider

Under the control of the recipient?

Contracts must demonstrate control of fares, schedules, and equipment

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What To Consider

Designed to benefit the public at large?

Service must be designed to benefit the needs of the general public instead members of a special organization

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What To Consider

Open to the public and not closed door?

FTA looks not only at who rides the bus in determining if it is open door but also the methods to make the service known to the general public

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Current Challenges

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Current Challenges FTA Guidance is ambiguous

Lack of consistency in application of rules between FTA regions

Mere allegations of charter violations can result in hours of work attempting to provide proof of innocence

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Seeing the light

APTA /ABA Negotiations

Negotiated Rulemaking

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APTA /ABA NegotiationsAPTA Sub Committee formed in attempts to

negotiate agreeable charter language as part of TEA Reauthorization

Parties agreed that current system is broken

Parties disagreed on several issues including notifications, penalties, allowable charters, “community-based events”

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Negotiated RulemakingTEA Reauthorization language directs FTA to

conduct a “negotiated rulemaking” for charters

Federal Register to be released defining the rulemaking process

Anticipate private operators to spend significant resources on this process

Public transit will need a well-coordinated strategy

Thank youThank you