Implementation Guidelines - Federal Transit Administration - U.S. ...

esults (≥0.02) between the
BAT and the DER;
• Act as an intermediary in the
transmission of individual
SAP reports to the employer;
• Decide when reasonable
suspicion, post accident,
return-to-duty, and follow-up
tests are needed;
• Make a determination that an
employee has refused a drug
or alcohol test (except for the
MRO in the case of an
adulterated or substituted
test);
• Act as the DER;
• Send additional information
to a laboratory besides the
laboratory copy of the CCF;
• Impose conditions or
requirements on employers
not authorized by the
regulations; or
• Intentionally delay the
transmission of drug or
alcohol test results or related
documents due to a payment
dispute.
Section 4. TYPES OF
CONSORTIA
Consortia can provide the same
services as those available through
separate or individual contract
arrangements (e.g., education and
training, specimen collection, laboratory
analysis, MRO services). There are a
number of consortia models, each with
its own advantages and disadvantages.
Drug and alcohol testing consortia
are structured and managed in many
different ways. To a large extent, the
differences relate to the level of
management services the consortium
provides. In reviewing consortium
models, distinguish between the
administrative services the consortium
provides and the testing services the
consortium procures.
Administrative services include:
organizing the consortium and
developing a written agreement among
members, developing bids for testing
services and contracting with selected
service agents, monitoring service
performance, identifying and
implementing corrective actions when
necessary, and record keeping and
reporting. Testing services include:
urine specimen collection, laboratory
analysis, MRO services, BAT/STT
alcohol testing services, and in some
cases, SAPs.
Three consortium models for
administrative services are:
• Purchasing cooperative
• Separate management entity
• Managing partner
Purchasing Cooperative. In a
cooperative purchasing model, the
consortium seeks services at a reduced
price by taking advantage of largevolume
buying power and management
efficiencies. The consortium negotiates
terms and conditions with service agents,
but generally provides no other
management services. Once a suitable
pricing schedule is established, service
agents deal directly with each individual
participating agency.
Although the purchasing cooperative
model should help small agencies obtain
needed services at reduced prices, it
generally does not provide the
administrative services required of a
Chapter 11. Joining a Consortium 11-7 August 2002