Updated January 28, 2011

Originally Posted January 10, 2011

 

January 28, Board of Directors VOTED to go forward with All Electronic Tolling at the Golden Gate Bridge

At today’s (January 28) GGBHTD Board of Directors meeting, the Board voted to move forward with All Electronic Tolling (AET) at the Golden Gate Bridge (GGB). The Board voted 13 “yes” and 2 “no” (John Moylan and David Campos) with 15 members present of the 19-member board. Three Board members were absent (Brown, Grosboll and Chu) and one position is not currently filled.

The Board voted to do the following relative to AET:

  1. Authorize staff to start implementation activities for AET;
  2. Authorize a budget increase to the AET project in the FY 10/11 Bridge Division Capital Budget in the amount of $2.9 million, to be funded from District reserves for a total project budget of $3.2 million.
  3. Authorize initiation of formal meet and confer discussions with unions who represent potentially affected employees, and authorize the filing of Notices of Exemption in the counties of Marin and San Francisco.

On January 27, the Finance Committee voted 8 "yes" and 3 "no" to approve going forward AET conversion at the Golden Gate Bridge.

Cost savings with AET implemented by the end of 2012 = $19.2 million in savings over the eight-year period following implementation at the end of 2012.

AET means the elimination of manual toll collection = eliminate 34 positions: 28 full-time and 4 part-time toll collection positions and 2 vault positions; resources used for toll collector supervision will be redirected to other toll road related activities including security.

 

AET PROPOSED TIMELINE:

Design and Build – ONE YEAR to January 2012 = Develop business rules, coordinate and resolve regional issues, develop RFPs and contracts. Build on existing toll collection hardware and software; refine and finalize system design; develop and test hardware and software functionality that provides new payment options.

Soft Launch – 7 MONTHS or February 2012 to August 2012 = Introduce new payment options to the public; verify functionality and address issues.

Implement and Monitor – September 2012 = Implement signage and striping; convert to all electronic tolling (cash toll payment no longer accepted); resolve contingencies and verify system accuracy.

GO LIVE FULLY = Sometime between September 2012 to December 2012

 

MORE BACKGROUND

GGBHTD Financial Plan Initiative #4 calls for evaluating conversion to All Electronic Tolling

October 30, 2009: GGBHTD Financial Plan for Achieving Long-Term Financial Stability (Financial Plan), approved and includes 33 initiatives to reduce the now $89 million (2010) projected five-year shortfall (the shortfall was $132 million and has been reduced to $89 million)

April 10, 2010: the Board authorized the development of Financial Plan initiative #4: Strategic Plan for All Electronic Toll Collection Conversion on the Golden Gate Bridge (AET Plan).

 

AET PLAN FINDINGS

  1. Electronic tolling is not new: Since July 2000, tolls have been collected: (1) manually and (2) electronically via FasTrak. Today, 67% of tolls are paid using FasTrak and 33% using cash.
  1. Conversion to AET will:
    • ONLY impact the 33% of tolls that are now paid by CASH
    • Eliminate manual cash collection
    • Require NEW and MORE toll payment options for cash paying customers who include infrequent users, visitors, those that prefer cash, and those that do not use bank accounts or credit card accounts.

There will be no change to the toll rates in AET conversion. License plate and invoice customers will be assessed the $6 base toll and FasTrak customers will receive the $5 discount toll.

 

AET PLAN BENEFITS

  1. Cost Savings
    • Cost savings with AET implemented in 2012 = $19.2 million in savings over the eight year period following implementation at the end of 2012.
    • Cost savings = elimination of manual toll collection = eliminate 34 positions: 28 full-time and 4 part-time toll collection positions and 2 vault positions; resources used for toll collector supervision will be redirected to other toll road related activities including security.
     
  2. Environmental
    • Reduction of emissions by reducing unnecessary vehicle decelerations and accelerations at the toll plaza as well as elimination of weekend traffic back-ups at the toll plaza.
  1. Customer
    • Customer safety = reduction or elimination in abrupt vehicle stoppages, speed changes and lane changes at the toll plaza.
    • Weekend motorists = reduction of weekend traffic backups at the toll plaza.
    • NEW and MORE PAYMENT OPTIONS for the 33% of Bridge customers that pay with CASH now:
Type of Toll Account
FasTrak Account
(pre-paid toll)
Registered License Plate
License Plate
Invoice
NEW & MORE Payment Options
Credit or Debit card on file with FasTrak account Credit or Debit card on file with License Plate account Credit or Debit card via phone or web
Check or Money Order via mail or in person at CSC   Check or money order via mail or in person at CSC
Cash via third party retail network or in person at CSC Cash via third party retail network or in person at CSC   Cash via third party retail network or in person at CSC

 

BUDGET ITEM COST
All Electronic Tolling Strategic Development Plan $337,000
All Electronic Tolling Conversion – Design $600,000
All Electronic Tolling Conversion – Construction $2,300,000
  Hardware and Software $1,125,000
  Implementation Actions and Equipment (e.g., signage) $450,000
  Technical Activities (e.g., testing) $200,000
  Project Management $525,000
TOTAL   $3,237,000

 

Additional Information

Questions and Answers for Finance Committee Meeting, January 27, 2011 (re: questions raised at January 13 Finance meeting)

Staff Report for Finance Committee Meeting, January 27, 2011 (same staff report previously issued for January 13 Finance meeting)

Media-friendly PowerPoint presentation for January 13, 2011

Press Release from April 9, 2010

  1. Golden Gate Bridge Toll Collectors are member of the Teamsters, local 250A
  2. The Henry Hudson Bridge in New York is now doing a “ pilot AET program”
  3. Toll collectors earn $27 per hour plus benefits
  4. Toll Violators now get three notices to pay the toll, if it not paid the third notice, it goes to DMV and is held for you to pay when you renew your registration. THIS IS more about the fees: It is a violation of the toll evasion statutes under California Vehicle Code Section 23302 et seq. and Streets and Highways Code Section 30843 if you fail to pay the established bridge toll. Pursuant to California Vehicle Code Section 40250 et seq., toll evasion violations shall be enforced by the issuance of notices of toll evasion, delinquent toll evasion and the imposition of civil penalties. The following is a schedule of toll evasion penalties:

    First Notice Issued: Toll plus $25 penalty

    Second Notice Issued: Toll plus $70 ($25 penalty plus $45 late fee). If toll is paid within 15 days, penalty is reduced to $25.

 

  Financial Plan Initiatives Implemented Since Plan Adopted in October 2009 Implemented when?
1
Provide Automated Ticket Vending Machines on Golden Gate Ferry System
(Financial Plan Initiative #5)
APPROVED: Target Implementation Summer 2011
2
Reduce Ferry Fare Discount for Clipper Card Users to 30%
(Financial Plan Initiative #13)
COMPLETED: Clipper Card Fare Increase: January 1, 2011
3
Reduce Ferry Trips with Low Ridership [on Larkspur Ferry Route]
(Financial Plan Initiative #9)
COMPLETED: Larkspur WEEKDAY Schedules Change on February 1, 2011
4
Increase Carpool and Multi-Axle Toll
(Financial Plan Initiative #23)
COMPLETED: Carpool Toll: July 1, 2010; Multi-axle Toll: July 1, 2011, and July 1, 2012
5
Reduce Underutilized GGT Commute Bus Service
(Financial Plan Initiative #9)
COMPLETED: September 12, 2010, GGT Bus Service Reductions Implemented
6
Freeze Salaries of Non-Represented Employees and Officers an Additional Six Months (Financial Plan Initiative #18) COMPLETED: Salary Freeze extended an additional six months from July 1, 2010, December 31, 2010
7
Implement New Banking Collections Methods (Financial Plan Initiative #1) COMPLETED: Implemented as an internal administrative cost reduction measure. It is included in the adopted budget for FY 2010/2011 and includes the elimination of two positions. It is estimated to save $200,000 annually.
8
Continue Reducing Manual Toll Collection (Financial Plan Initiative #3) COMPLETED: Implemented as an internal administrative cost reduction measure. It is included in the adopted budget for FY 2010/2011 and includes the elimination of two positions. It is estimated to save $170,000 annually.
9
Adjust 10-Year Capital Plan
(Financial Plan Initiative #16)
COMPLETED: Implemented as an internal administrative cost reduction measure as the initiative sets a longer timeframe for current projects and looks to increase grant commitments to reduce the yearly capital contribution amount from $19 million to $13 million. This is included in the adopted budget for FY 2010/2011.
10
Reduce Administrative Expense
(Financial Plan Initiative #17)
COMPLETED: Implemented as an internal administrative cost reduction measure with annual savings estimated at $745,000. This is included in the adopted budget for FY 2010/2011.