S14_CCCD - Devolution or Evolution_LTC2013

7/29/2019 S14_CCCD - Devolution or Evolution_LTC2013

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Crescent City Connection

Operations

Devolution or Evolution

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PresentationFebruary 18, 2013


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Contents

1. Recent Legislation

2. CCCD Restructuring

3. Toll Funded Services4. 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, grasscutting, trash pickup, improvements to ingress/egress

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ACT No. 866

DOTD may take over, control, operate, andregulate 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 ChargesCollected

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 AnnualAppropriations 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 CommissionCCCOA 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 CommissionCCCOA 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


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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, LitterCollection, 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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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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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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Feasibility Study for Implementation of Best

Practices for Toll Collections

Consider Upgrading Tolling Hardware, cameras

and antennas, and Software to improve collectionefficiency 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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Revenues Algiers Point/Canal Street

Annual O&M = $3.1 M Capital = $0.9 M



Annual Fares Collected = $65K

Annual Ridership Pedestrians = 1.1 M Vehicles = 175 K

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Revenues Gretna/Canal

Annual O&M = $2.3 M Capital = $0.7 M



Annual Ridership Pedestrians = 82 K

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Ferry Hourly Cost


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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

[email protected]

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S14_CCCD - Devolution or Evolution_LTC2013

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