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

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test and the administrative costs. Given<br />

the existing demands on your staff, it<br />

may be less expensive in the aggregate<br />

to purchase administrative services from<br />

another entity rather than providing<br />

those services on an in-house basis. You<br />

should also consider if your agency has<br />

the necessary legal resources and<br />

expertise available to guide the<br />

development and implementation of<br />

your program. Is it better to have an<br />

independent, professional third party<br />

involved to help with program<br />

compliance?<br />

Exhibit 11-3 (located in the Sample<br />

Documentation section) defines<br />

consortium responsibilities for the four<br />

major program parts. Which of these<br />

functions can your agency perform?<br />

Which should be left to a C/TPA?<br />

After evaluating your needs and<br />

available resources, then decide if<br />

consortium membership is the best<br />

option for your organization. There are<br />

no uniform criteria for answering this<br />

question. In the end, your agency is<br />

responsible for full implementation of<br />

your drug and alcohol testing program,<br />

regardless of whether or not you contract<br />

for individual testing services.<br />

If, after weighing the advantages and<br />

disadvantages, you determine a<br />

consortium membership is the best<br />

approach, decide whether to join an<br />

existing consortium, or if you need to<br />

work with others to develop a new<br />

consortium to meet your specific needs.<br />

The Drug and Alcohol Consortia<br />

Manual, prepared for the Ohio<br />

Department of Transportation in 1996<br />

and reprinted and distributed by the<br />

FTA, provides guidance on how to<br />

design, establish, and administer a drug<br />

and alcohol testing consortium. This<br />

publication should be consulted for<br />

additional background information,<br />

sample procurement documents,<br />

contracts, and a member agency<br />

Memorandum of Agreement.<br />

Section 6. THE IMPORTANCE<br />

OF YOUR CONSORTIUM<br />

CONTRACT<br />

Regardless of the consortium model<br />

you select, you should realize that you<br />

are entering into a contractual<br />

relationship, and your interests should be<br />

protected. Although you are following<br />

the regulations through a consortium,<br />

you remain responsible to FTA for<br />

compliance. This means that if the<br />

consortium is implementing some aspect<br />

of the program incorrectly, your system<br />

is implementing it incorrectly. You<br />

should exercise due diligence in<br />

selecting a consortium, and in<br />

monitoring its operations.<br />

<strong>Federal</strong> law prohibits FTA from<br />

funding your transit system if it is out of<br />

compliance with alcohol misuse or<br />

prohibited drug regulations. Therefore,<br />

you must exercise your best<br />

management practices both before and<br />

after you select or establish a<br />

consortium.<br />

Depending on your needs and those<br />

of other consortium members, you may<br />

purchase a variety of required or<br />

optional services offered by the<br />

consortium. Some consortia require<br />

members to purchase all their services,<br />

where others allow you to buy only<br />

those you need. Consortium assistance<br />

might include the following:<br />

• Policy development<br />

Chapter 11. Joining a Consortium 11-12 August 2002

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