1. Monterey-Salinas Transit Navigating Through Charter Regulations Prepared for CalACT October 4, 2005 Carl Sedoryk General Manager/CEO Monterey-Salinas Transit

2. 2 Today’s Program Facts about MST MST Case Studies Pitfalls to Avoid Recent Attempts at Charter Rule Negotiation Next Steps

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

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

5. 5 This is MST…

6. 6 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

7. 7 How many passengers does MST carry?

8. 4.7 million boardings last year

9. MST Ridership Over 14,000 Customer trips each weekday

10. 10 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

11. 11 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

12. WOW!

13. 13 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

14. 14 Special Events Attendance

15. 15 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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17. 17 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?

18. 18 What To Consider Under the control of the recipient? Contracts must demonstrate control of fares, schedules, and equipment

19. 19 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

20. 20 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

21. 21 Current Challenges

22. 22 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

23. 23 Seeing the light APTA /ABA Negotiations Negotiated Rulemaking

24. 24 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”

25. 25 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

26. Thank you