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Transcript
Monterey-Salinas Transit
Navigating Through
Charter Regulations
Prepared for CalACT
October 4, 2005
Carl Sedoryk
General Manager/CEO
Monterey-Salinas Transit
Today’s Program
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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
This is MST…
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This is MST…
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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
How many passengers
does MST carry?
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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
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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
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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
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The Dilemma
How 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
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Is service under the control of the
recipient?
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Designed to benefit the public at large?
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Open to the public and not closed door?
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
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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
APTA /ABA Negotiations
Negotiated Rulemaking
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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
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Thank you