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 [email protected]
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