Crescent City Connection Operations Devolution Or Evolution
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1 Crescent City Connection Operations Devolution or Evolution 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 2 ACT No. 866 • Effective January 1, 2013 • Abolishes Mississippi River Bridge Authority MRBA • Terminates Crescent City Connection Division CCCD DOTD 3 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 4 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 5 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 6 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 7 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 8 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 9 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 10 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 11 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 12 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 13 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 14 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 16 CCCD Restructuring Overview • Ferry Operations to Section 42 • Financial and Accounting to Office of Management and Finance 17 Toll Funded Operations • Lighting • Mowing • Litter Collection • Landscape Maintenance • Trash Can Maintenance • Pump Station Operation and Maintenance 18 Toll Funded Operations • Drainage Maintenance • Street Sweeping • Bridge Drain and Joint Maintenance/Cleaning • HOV Lane Operation • Guardrail and Attenuator Repair 19 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 20 Toll Collection Operations • Toll Collections • Count Teams • Back Office Reconciliation • Call Centers • Customer Service Center • Violation Processing 21 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 22 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 23 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 24 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 25 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 26 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 27 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 28 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 29 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 30 Ferry Costs, Ridership, Revenues • Lower Algiers/ChalmetteFerry Operations • 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 31 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 32 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 33 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 34 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 35 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 36 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 37 Questions ?? Contact: Rhett A. Desselle, P.E. Assistant Secretary, Office of Operations (225)379-1836 [email protected] 38 .