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Monterey-Salinas Transit. Navigating Through Charter Regulations Prepared for CalACT October 4, 2005 Carl Sedoryk General Manager/CEO Monterey-Salinas Transit. Today’s Program. Facts about MST MST Case Studies Pitfalls to Avoid Recent Attempts at Charter Rule Negotiation Next Steps.

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monterey salinas transit

Monterey-Salinas Transit

Navigating Through

Charter Regulations

Prepared for CalACT

October 4, 2005

Carl Sedoryk

General Manager/CEO

Monterey-Salinas Transit

today s program
Today’s Program
  • Facts about MST
  • MST Case Studies
  • Pitfalls to Avoid
  • Recent Attempts at Charter Rule Negotiation
  • Next Steps
our mission

Our mission…

…leading, advocating,

and delivering

quality public transportation

our mission1

Our mission…

…leading, advocating,

and delivering

quality public transportation

this is mst1
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
mst ridership

MST Ridership

Over 14,000

Customer trips

each weekday

monterey county facts
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

monterey county facts1
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
special events attendance
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

the dilemma
The Dilemma

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

what to consider
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?
what to consider1
What To Consider

Under the control of the recipient?

Contracts must demonstrate control of fares, schedules, and equipment

what to consider2
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

what to consider3
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

current challenges1
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
seeing the light
Seeing the light

APTA /ABA Negotiations

Negotiated Rulemaking

apta aba negotiations
APTA /ABA Negotiations

APTA 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”

negotiated rulemaking
Negotiated Rulemaking

TEA 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