Guidelines for Implementing Managed Lanes (2016) / Chapter Skim
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Pages 23-35
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23 C h a p t e r 2 Overview Planning a managed lane project or system is the first step toward determining if the concept is feasible for implementation. This process helps project sponsors identify the key goals for the project and whether they can be met, determine the roles and responsibilities for those involved, and assess the feasibility of the project to be built and operated.
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24 and revenue maximization are not directly correlated objectives (31)
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25 the rationale for increasing an occupancy requirement, especially when some facilities appear to be underused. Careful consideration and analysis should be done with effective public engagement to understand user behavior and what changes could be readily accepted.
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26 to provide input for those who are not principally involved (2)
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27 • What operational periods meet demand? • What are the optional plans for operation?
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28 maintenance of a managed lane facility. Some projects may use a combination of support from the federal-aid program and state funding programs, or be partially or principally backed by toll revenue bonds.
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29 but future projects may seek to use this method as an alternative as more traditional sources become unsustainable. Financing Tools Priced managed lanes can leverage additional financing to help pay part of the implementation costs of a project.
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30 Traffic and revenue forecasts are toll studies that primarily assess the effectiveness of using pricing on managed lanes to manage demand and generate revenue. These reports are commonly referred to as traffic and revenue studies.
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31 duct an assessment of the appropriateness for public–private partnerships. The phasing plan should include components that describe each phase, including the scope, cost estimate, and schedule.
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32 Operating agencies should proactively alleviate the risk of negative public reaction concerning high toll prices. For priced projects, sponsors should spend considerable effort on explaining how tolling can meet the goals and objectives of the project.
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33 ects if the project goal is to retain local control. The I-10 Katy Freeway Managed Lanes (branded as Katy Tollway)
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34 direct specific agencies to enforce managed lanes and specify which policies should be handled by each agency (or if multiple agencies should be involved)
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35 Engaging Policy Makers and Stakeholders The engagement of elected officials can be a very sensitive topic when developing a project, but it is often critical for success. Elected officials tend to evaluate a project from a variety of different angles as they consider the impacts to constituents and financial budgets.
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