Crescent City Connection Operations

Devolution or Evolution

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Presentation

February 18, 2013

Contents

1. Recent Legislation

2. CCCD Restructuring

3. Toll Funded Services

4. Toll Operations

5. Estimated Annual Revenue and Costs

6. Future Plans

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ACT No. 866

• Effective January 1, 2013

• Abolishes Mississippi River Bridge Authority

MRBA • Terminates Crescent City Connection Division

CCCD DOTD

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ACT No. 866

• Transfers From CCCD To DOTD – Books, records, paper

– Funds (previously appropriated)

– Property (movable and immovable)

– Buildings and Improvements

• Abolishes Crescent Connection City Oversight Authority

CCCOA

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ACT No. 866

• Creates Crescent City Transition Fund

– Toll Fund Balance as of December 31, 2012

– First $4M for CCCD Ferry Capitalization

– Balance to NORPC for lighting, landscaping, grass cutting, trash pickup, improvements to ingress/egress

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ACT No. 866

• DOTD may take over, control, operate, and regulate the Crescent Connection City Ferries

• DOTD may privatize, franchise, or enter into a contract for ferry services

– Alone or jointly with parishes or municipalities

– Appoints NORPC as an advisor to ferry service contractor

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ACT No. 865 • Effective January 1, 2013

• Creates a Special Fund, Crescent City Connection (CCC) Toll Fund

– Source is Tolls, Administrative Fees, and Late Charges Collected

– Not less than $10 M Annually into CCC Capital Projects (CP) Fund

– Not to Exceed $2 M Annually to DPS for Police Functions

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ACT No. 865 • Creates a Special Fund, Crescent City Connection

(CCC) Toll Fund (Continued)

– Operations and Maintenance Costs

– Unexpended Monies transfer to CP Fund

– All Monies in the Fund are Subject to Annual Appropriations by the Legislature

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ACT No. 865 • CP Fund for Projects

– “Pay-As-You-Go”, Match for Federal Funds, or Bond Payments

– All Monies in the Fund are Subject to Annual Appropriations by the Legislature

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ACT No. 865 • CP Fund for US 90Z between I-10 and US 90

– Repainting of Bridge No. 2

– Harvey Tunnel Rehabilitation

– Ingress and Egress Capacity at Annunciation, Barataria , Tchoupitoulas, MacArthur Interchange

• Use of Best Practices and Applicable State Laws in Executing Contracts for Procurement, Engineering, and Other

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ACT No. 865

• DOTD authorized to privatize or franchise for:

– Collection of Tolls

– Operations and Maintenance – inspection, landscaping, grass cutting, trash pickup, lighting

– Shall Hold at Least One Public Meeting in NO Metro Area Prior to Issuing Any Solicitation

– Adequate (at least one) Public Notice of any Solicitation in Official Journals

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ACT No. 865 • New Orleans Regional Planning Commission

CCCOA NORPC

– Shall Prioritize Projects for CP Fund

– Advisory Authority for:

• Collection of Tolls

• Recommendations for Operations and Maintenance

– Have access to all expenditures, revenues, project priorities, status of ongoing project, other matters

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ACT No. 865 • New Orleans Regional Planning Commission

CCCOA NORPC

– Advisory Authority for Privatization

– Provides direction on Ferry Service

– NORPC may set tourist rate or non-commuter ferry rate

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ACT No. 865 • Creates the Algiers-Canal Street Ferry Fund

– Derived from collection of truck registration and license fees and taxes collected in the Parish of Orleans

– Exclusively for Algiers-Canal Street Ferry

– Subject to annual appropriation by the legislature

– Unexpended monies to remain in fund

• All fares collected shall be solely for CCC ferry operations

• DOTD to use best practices for ferry service

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CCC Toll Facility

CCCD Restructuring Overview

• Transfer Police to Louisiana State Police

• Bridge/Roadway Inspection, Maintenance, and Operations to District 02

• HOV Lane Operation to District 02

• Tolling Operations to Section 56, Intelligent Transportation Systems

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CCCD Restructuring Overview

• Ferry Operations to Section 42

• Financial and Accounting to Office of Management and Finance

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Toll Funded Operations

• Lighting

• Mowing

• Litter Collection

• Landscape Maintenance

• Trash Can Maintenance

• Pump Station Operation and Maintenance

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Toll Funded Operations

• Drainage Maintenance

• Street Sweeping

• Bridge Drain and Joint Maintenance/Cleaning

• HOV Lane Operation

• Guardrail and Attenuator Repair

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Future Plans • Working with Jefferson Parish for Mowing, Litter

Collection, Landscape Maintenance

• Consider Outsourcing Maintenance ROW line to ROW line if economical for:

– Sweeping, Roadway Repairs, Lighting, Bridge Drain Cleaning

• Complete HOV Lane Study and Implement Recommendations

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Toll Collection Operations

• Toll Collections

• Count Teams

• Back Office Reconciliation

• Call Centers

• Customer Service Center

• Violation Processing

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Toll Collection Operations

• Integrated Electronic Toll Collection System Maintenance and Operations Support

– Vendors and Contractors

– Engineering

– IT Support

• Toll Plaza Operation and Maintenance

• Contract Administration

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Estimated Revenues

• Approximately $20 - 21M Gross Toll Revenues

– Less $10M for Capital Projects

– Less up to $2M for LSP

• Estimated $8 - 9M Remaining for O&M Costs and Services

• Unused roll-over for additional Capital Projects at the end of each FY

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Estimated Annual O&M Costs

• Toll Collections – Approx. $4 - 5M

• Lighting – Approx. $800K

• Mowing, Litter Collection, Landscape Maintenance – Approx. $1.0 M

• Other Roadway Maintenance – Approx. $700K

• Insurance – Approx. $550K

• Administration – Approx. $600K

Total: $7.65M to $8.65M

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Future Plans for Toll Collection Operations

• Initiate a Marketing Plan to Increase use of Toll Tags (GeauxPass)

• Implement software enhancement to improve customer service, email and letter notifications of account status

• Improve Toll Lane Signage and Striping at CCC Toll Plaza

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Future Plans for Toll Collection Operations

• Reduce the number of Cash Lanes at CCC Toll Plaza

• Consider Possibility of Expanded Marketing Techniques and Simplification of the Violation Process

• Procure Third Party Collections of Violations, Mail Service, and Armored Car Services

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Future Plans for Toll Collection Operations

• Evaluate Outsourcing:

– Call Centers

– Customer Service Center

– Violation Processing and Collections

– Back Office Operations

• Engage in Interoperability Opportunities with other Tolling Entities

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Future Plans for Toll Collection Operations

• Feasibility Study for Implementation of Best Practices for Toll Collections

– Consider Upgrading Tolling Hardware, cameras and antennas, and Software to improve collection efficiency and support new toll tag technology

– All Electronic Tolling

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Current Ferry Schedule

• Lower Algiers/Chalmette • Operates 15 hours per day, 7 days per week, 6:00AM - 9:00PM

• 105 operating hours per week, 120 staff hours per week

• Vehicles and Pedestrian

• Algiers Point/Canal Street • Operates 18.5 hours per day, 7 days per week, 6:00AM -

12:30AM

• 129.5 operating hours per week, 144.5 staff hours per week

• Vehicles and Pedestrian

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Current Ferry Schedule • Gretna/Canal

• Operates 12 hours per day, Monday – Thursday, 6:30AM - 6:30PM

• 18 hours on Friday, 6:30AM - 12:30PM

• 12 hours on Saturday, 12:30PM - 12:30PM

• 8 hours on Sunday , 10:30AM - 6:30PM

• 86 operating hours per week, 89 staff hours per week

• Pedestrian Only

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Ferry Costs, Ridership,

Revenues Ferry Operations • Lower Algiers/Chalmette

• Annual O&M = $3.5 M Capital = $0.9 M

• Annual Total Costs = $4.4 M

• 5460 operating hours per year

• Averages $800 per hour

• Annual Fares Collected = $175 K

• Annual Ridership Pedestrians = 10 K Vehicles = 500 K

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Ferry Costs, Ridership, Revenues

• Algiers Point/Canal Street • Annual O&M = $3.1 M Capital = $0.9 M

• Annual Total Costs = $4.0 M

• 6743 operating hours per year

• Averages $600 per hour

• Annual Fares Collected = $65K

• Annual Ridership Pedestrians = 1.1 M Vehicles = 175 K

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Ferry Costs, Ridership, Revenues

• Gretna/Canal • Annual O&M = $2.3 M Capital = $0.7 M

• Annual Total Costs = $3.0 M

• 4472 operating hours per year

• Averages $670 per hour

• Annual Ridership Pedestrians = 82 K

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Ferry Hourly Cost Breakdown

– Staffing/Personnel

• Highest Cost - $250 to $300 per operating hour

• Fixed Cost, Minimum Crew Size determined by USCG – Based on tonnage, passenger capacity, number of decks

– 5 person crew minimum – 1 captain, 1 engineer, 3 deckhands

– Fuel

• $60 to $125 per operating hour (depends on size of vessel)

• Subject to inflationary pressure

• Offers some opportunity for savings $15 to $35 per hour

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Ferry Hourly Cost Breakdown

– Capital Costs

• Average Costs = $150 to $200 per operating hour

• Primarily Driven by USCG Annual Inspections and 5 year dry dock requirement

• Preventive Maintenance

• Greatly affects service reliability and annual O&M Costs

– Security Costs

• Average Costs = $30 to $60 per operating hour

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Ferry Hourly Cost Breakdown

– Insurance

• Fixed Cost

• $50 to $80 per operating hour

• Premiums and limits set by ORM

– Operating Services & Maintenance

• $50 to $75 per operating hour

• Includes in-house and external maintenance costs, operating services include utilities

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Ferry Summary

• Based on legislation, the NORPC is now responsible for directing the path forward for local ferry service – Chalmette: The Chalmette ferry fits into state ferry service

model

– Algiers Point-Canal: Legislation provided approximately $800K, which provides approximately 20 hours of service per week

– Gretna: There is no funding designated for the Gretna ferry

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Questions ??

Contact: Rhett A. Desselle, P.E. Assistant Secretary, Office of Operations (225)379-1836 Rhett.Desselle@la.gov

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