Should we Expect ITS Programs to Generate Revenue?
23
Should we Expect ITS Programs to Generate Revenue? ITS California Annual Meeting Carol Kuester Director, Electronic Payments September 23, 2015
Transcript of Should we Expect ITS Programs to Generate Revenue?
Should we Expect ITS Programs to Generate Revenue?
ITS California Annual Meeting
Carol Kuester Director, Electronic Payments
September 23, 2015
Transportation Funding Needs are Tremendous
2
Neglected Improvements are Adding Up...
3
California’s unfunded needs are
through 2021. - California Transportation Commission .
Statewide Transportation Needs Assessment 2011
Sources of Shortfall: • Local Streets & Roads: $78 B • Public Transit: $72 billion • State Highway System: $59 B
Presenter
Presentation Notes
The country’s inadequate road and transit systems cost it billions through increased delays, extra fuel costs and auto repair bills. Poor road conditions are also said to play a significant factor in about one-third of all traffic fatalities, or about 10,000 deaths a year.” New York Times Editorial “Raise the Gas Tax to Fix America’s Roads” January 10, 2015
Obtaining new funding from Sacramento remains stubbornly elusive • Governor Brown called for a
Special Session focused on transportation funding in June 2015. Despite support for tax increases by business, labor, truckers, and public sector, no progress.
• Any tax increase requires a 2/3 vote
• Statewide polling continues to shows most voters oppose gas tax or vehicle fee increases.
4
?
In the Bay Area, ITS is Deployed for Mobility
5
Regional ITS Mobility Programs
6
[CATEGORY NAME]
[PERCENTAGE]
[CATEGORY NAME]
[PERCENTAGE]
Bottlenecks 50%
Causes of Congestion
Traffic Incidents 25%
7
Congestion Mitigation: Regional Active Operational
Management Program
Transportation Management
System
Columbus Day Initiative
Express Lanes Network
Managed Lanes Implementation
Plan
Managing Congestion
Carpool and Vanpool Services
511 Traveler Information
Motorist Aid Services
Emergency Management
October 9, 2015
Make Every Day Columbus Day
Alameda I-80 Eastbound San Mateo US-101 Northbound
3% to 5% Lower Traffic Demand on Columbus Day Yields 50% to 70% Less Delay
8 October 9, 2015
Presenter
Presentation Notes
- We know that traffic tends to be lighter on holidays. And we have actual data that showed, with a 3 to 5% decrease in traffic demand (which happens to be on the Columbus Day), it translates to a significant 50 to 70% reduction in delay. - In other words…A small decrease in traffic can lead to a significant reduction in delay. - That’s the motivation behind the CDI, wouldn’t it be nice to make everyday a Columbus Day.
Some ITS Programs are Free to Users
9
Programs are free to encourage more use
10
• More use = better mobility for all drivers/travelers • 511 Traveler Information Services • Freeway Service Patrol
Next Gen 511: Saving Money is Making Money
• Modally siloed websites Single site, responsive design + new content
• 511 Transit Trip Planner 3rd party, multi-modal trip planner
• Custom driving times Purchased driving times/speeds
• 24x7 operations center Consolidated, peak hour operations
• Manual incident collection Automated incident data
• Limited data sharing Open data & new developer portal
• Separate agency data feeds Consolidated 511 standard feed
6
New Content
Tolls & Bridges
Parking & P&R Lots
Incidents & Closures
Construction & Events
HOV & Express Lanes
Cameras & Signage
Traffic Speeds Responsive Design
for All Devices
Trip Planning & Interactive Map
Data Sharing with Google
Annual contract cost: $13M $5.5M 60% reduction in annual contract costs
Presenter
Presentation Notes
As you know, 511 is a nationally recognized leader in multimodal traveler information. 511 is valued by both Bay Area travelers and our partners, and we want to build upon our current strengths to ensure our future success. Therefore, we will first and foremost be preserving our best used tools, including the 511 phone service, the real-time transit program, support for regional electronic signage, and delivery of emergency information. The key changes under the NextGen 511 plan are focused on streamlining and optimizing services, leveraging best-of-class 3rd party tools, and ensuring our ability to flexibly innovate within a reduced budget. We will be designing and developing a new multi-modal 511.org website that integrates a Google Trip Planner for transit trip planning, driving times and directions, as well as bicycling and walking options. To ensure that the Google trip planner provides comprehensive regional transit information, MTC will be providing consolidated regional static and real-time data feeds to Google. The new 511.org website will continue to provide information on traffic incidents and construction, tolls, parking, transit schedules, and regional programs. We’ll also integrate new content like express lanes information and bikeshare locations. To ensure the website meets travelers’ access needs, it will be designed to optimally adjust to whatever device it’s being viewed on, including a smart phone, tablet, or computer. Finally MTC will be reducing the operating hours of the 511 operations center and instead automating collection of incident and construction data from Caltrans and CHP. To implement the Next Generation 511 system, we will be returning to this committee later this year for new contracts and extension approvals. Today we are seeking approval of a contract amendment with Civic Resource Group to design and develop the next generation 511.org website, which is planned to launch in June 2016. I’ll now turn this over to Barbara Laurenson for presentation of the regional rideshare program.
511 Revenue Generation Experience
• Attempts at ads & sponsorship have not achieved their objectives
• Roadside signs have greatest potential • Georgia and Ohio have bundled 511, roadside signs, and
FSP sponsorship and have agreements with State Farm • Metro areas challenged by lack of control of DOT signage
• Sponsorships on changeable message signs • Significant potential for revenue • Untried • Would need FHWA approval • Politically feasible?
12
Some ITS Programs are to Facilitate Charging Tolls and Fares
13
Bridge and Express Lane Tolling Fare Payment System
FasTrak® and Clipper ® exist to collect user fees and charge for services – not to generate revenue
Presenter
Presentation Notes
…but because we need to charge user fees to cover the cost of delivering these service – not to generate excess revenue for other purposes.
# Toll Tags / Active Cards 2.8 M 1.6 M
Average Monthly: Calls to Customer Service Center Tolls Collected / Settled Transit Operator Revenue
215,000
$37 M
55,400
$44 M
Average monthly data from January to June 2015
15
Electronic Payment Program Usage
Collecting payment for services is expensive
16
Clipper • Collects $500m/year • Costs $25m/year at the regional level to operate (plus operator
costs)
FasTrak® • Collects $475m/year • Costs $52m/year to operate MTC encourages use of Clipper and FasTrak® to • Lower operating costs • Simplify payment, ensure we collect fares and tolls
Presenter
Presentation Notes
Clipper/Fastrak is not apples to apples: For example, the FT costs include finance staff and all banking costs, whereas Clipper costs are only for the Cubic contract. From Eva for FY15: Total fastrak rev collected was 474,622,632 which includes violations. For the costs, it was 52,038,295. We get some reimbursements from gg, actc, vta, sfo that I included just fyi. I don’t believe we’ve deducted these reimbursements from the costs before
San Francisco Bay Bridge Time of day Pricing
17
Shift in Traffic Volume • $6 Toll Peak Period • $4 Toll Off-Peak Period
• Increase in pre-carpool
and post-carpool travel
• Decrease over the entire carpool period
Weekday AM Peak Direction Traffic Volume Westbound Direction
Carpool Period
550 Miles of Express Lanes:
• 20 miles existing express lanes
• 320 miles converted HOV lanes
• 210 miles new lanes
19
Express Lane Network
Bay Area Express Lanes • Single lane, not reversible • More open access configuration • Dynamic tolls keeps lane free flowing (congestion pricing) • Carpools, buses free • Revenue generation?
Page 20 20
22
Cash collection removed from the Golden Gate Bridge toll plaza in March 2013 • Toll collection methods
— License plate image used to bill the registered vehicle owner
— FasTrak tag • Introduced new payment options
— Image based license plate accounts — Cash payment kiosks at retail
locations • Other Bay Area bridges will be studied
Golden Gate Bridge All Electronic Tolling (AET)
23
Using Technology and Cost-Effective Strategies to Maximize Roadway Efficiency
Regional Benefits
Mob
ility
• Reduces Freeway and Arterial Delay: Recurring and Non-Recurring Congestion
• Improves Travel Time
Reliability
Safe
ty
• Reduces Primary and Secondary Incident Rates on Freeways and Arterial
Envi
ronm
ent
• Reduces Greenhouse Gas Emissions
• Reduces VMT Through
Improved Transit Services and Shared
PBA 2040 Program Cost: $800 M
Columbus Day Initiative
Adaptive Signal Timing with TSP
Connected Vehicles
Hard Shoulder Running Lane Queue Warning
Contra-Flow Lane Shared Mobility
Adaptive Ramp Metering
Creating Operational
Capacity
October 9, 2015
