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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


2
Our mission…

   …leading, advocating,
       and delivering
quality public transportation
Our mission…

   …leading, advocating,
       and delivering
quality public transportation
    This is MST…




5
    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
6
    How many passengers
       does MST carry?




7
4.7 million boardings last year
  MST Ridership
Over 14,000
Customer trips
each weekday
     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


10
      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
 11
WOW!
     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




14
     The Dilemma
           How does MST support
            tourism industry and
            reduce traffic impacts
            from special events
            without running afoul
            of FTA charter
            regulations?
15
     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?


17
     What To Consider
     Under the control of the recipient?

     Contracts must demonstrate control of
      fares, schedules, and equipment




18
     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


20
     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
22
     Seeing the light
                APTA /ABA Negotiations

                Negotiated Rulemaking




23
        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”

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        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
25
Thank you

				
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