Priced 

Managed 

Lane Guide

2012 
Notice

This document is disseminated under the sponsorship of the U.S. Department of 

Transportation in the interest of information exchange. The U.S. Government assumes 

no liability for the use of the information contained in this document. This report does 

not constitute a standard, specification, or regulation. The U.S. Government does not 

endorse products of manufacturers. Trademarks or manufacturers’ names appear in 

this report only because they are considered essential to the objective of the document.

Quality Assurance Statement

The Federal Highway Administration (FHWA) provides high-quality information to serve 

Government, industry, and the public in a manner that promotes public understanding. 

Standards and policies are used to ensure and maximize the quality, objectivity, utility, 

and integrity of its information. FHWA periodically reviews quality issues and adjusts its 

programs and processes for continuous quality improvement.

Cover Sources (Sidebar Images Listed Top to Bottom)

Main Image: Jeffrey Katz 

Sidebar 1: Kimley-Horn and Associates, Inc.

Sidebar 2: Parsons Brinckerhoff

Sidebar 3: Jeffrey Katz

Sidebar 4: Kimley-Horn and Associates, Inc.

Sidebar 5: Minnesota Department of Transportation

Sidebar 6: Parsons Brinckerhoff

Sidebar 7: Parsons Brinckerhoff

Sidebar 8: Minnesota Department of Transportation
Technical Report Documentation Page

1. Report No.

FHWA-HOP-13-007

2. Government Accession No. 3. Recipient’s Catalog No.

4. Title and Subtitle

Priced Managed Lane Guide

5. Report Date

October 2012

6. Performing Organization Code

7. Author(s)

Benjamin G. Perez, Charles Fuhs, Colleen Gants, Reno Giordano, 

David H. Ungemah

8. Performing Organization Report No.

9. Performing Organization Name and Address

Parsons Brinckerhoff

One Penn Plaza

New York, NY 10119

With PRR, Inc. and Kimley-Horn and Associates, Inc.

Under contract to Cambridge Systematics, Inc.

10. Work Unit No. (TRAIS)

11. Contract or Grant No.

DTFH61-06-D-00004

12. Sponsoring Agency Name and Address

U.S. Department of Transportation

Federal Highway Administration

Office of Operations (HOP)

1200 New Jersey Avenue SE

Washington, DC 20590

13. Type of Report and Period Covered

Final Report

14. Sponsoring Agency Code

HOP

15. Supplementary Notes

The COTM for FHWA is Wayne Berman.

16. Abstract

This Guide is intended to be a comprehensive source of collective experience gained from priced managed lanes 

implemented in the United States through 2012. The Guide presents a wide range of information on priced managed 

lanes. The purpose of this Guide is to assist transportation professionals as they consider, plan, and implement priced 

managed lanes projects. 

The Priced Managed Lane Guide also updates the Federal Highway Administration’s (FHWA) 2003 Guide for HOT Lane 

Development. At the time the earlier Guide was written, there were only four priced managed lane facilities operating in 

the United States and few transportation professionals had firsthand experience with implementing or operating these 

facilities. As of May 2012, there are 14 operating managed lane facilities nationwide, an additional 14 in construction, 

and approximately 25 others in planning. 

The Guide addresses a wide range of policy, outreach, and technical issues associated with the implementation of priced 

managed lanes, focusing on the knowledge and experience gained from the new projects that have advanced in the 

past decade. The Guide also provides detailed profiles of 21 priced managed lane projects that are either operational or 

nearing completion. These resources represent the most comprehensive compilation of data and information prepared 

by FHWA on priced managed lanes to date.

17. Key Word

Priced managed lanes, policy, outreach, implementation, high occupancy toll 

(HOT), institutional framework, finance, procurement, design, operations 

and maintenance, value of time, public-private partnership

18. Distribution Statement

No Restrictions.

19. Security Classif. (of this report)

Unclassified

20. Security Classif. (of this page)

Unclassified

21. No. of Pages

184

22. Price

NA

Form DOT F 1700.7 (8-72) Reproduction of completed page authorized
Priced Managed Lane Guide

Authors Acknowledge Contributions From

Kenneth Buckeye, Minnesota Department of Transportation

Darren Henderson, Parsons Brinckerhoff

Gary Hessberger, Parsons Brinckerhoff

Ira J. Hirschman, Ph.D., Parsons Brinckerhoff

Dusty Holcombe, Virginia Department of Transportation

Angela Jacobs, Federal Highway Administration

Catherine R. Jones, P.E., Utah Department of Transportation

Anil Mirmira, P.E., Harris County Toll Road Authority

Nader Mirjamali, Houston Metro

Tyler Patterson, Washington State Department of Transportation

Rosella Picado, Ph.D., Parsons Brinckerhoff

Murali Ramanujam, Santa Clara Valley Transportation Authority

Hadley Rodero, PRR, Inc.

Joseph Rouse, P.E. CALTRANS

Rory Santana, P.E., PTOE, Florida Department of Transportation

Gian-Claudia Sciara, Ph.D., AICP, University of California Davis

Chris Swenson, Parsons Brinckerhoff

Derek Toups, Kimley-Horn and Associates

Patrick Vu, P.E. Georgia State Road and Tollway Authority

Stephanie Wiggins, Los Angeles County Metropolitan Transportation Authority

Melissa Williams, Maryland Transportation Authority
Peer Development Group Members 

Mark Bandy Washington State Department of Transportation

Ken Buckeye Minnesota Department of Transportation

Chris Burke San Diego Association of Governments

Peggy Catlin Independent

James Colyar Federal Highway Administration

Patrick DeCorla-Souza Federal Highway Administration

Ken Daley Transurban

Casey Emoto Santa Clara Valley Transportation Authority

Jeff Frkonja Federal Highway Administration

Diana Gomez California Department of Transportation

Robin Grier Virginia Department of Transportation

Tim Haile RBF

Angela Jacobs Federal Highway Administration

Greg Jones Federal Highway Administration

Brian Kary Minnesota Department of Transportation

Lisa Klein Metropolitan Transportation Commission

Jim Kranig Minnesota Department of Transportation

Monica Kress California Department of Transportation

Dan Lamers North Central Texas Council of Governments

Brad Larsen Minnesota Department of Transportation

Matt MacGregor Texas Department of Transportation

Jim McCarthy Federal Highway Administration

Todd Merkens Washington State Department of Transportation

Bob Poole Reason Foundation

Frank Quon Los Angeles County Metropolitan Transportation Authority

Murali Ramanujam Santa Clara Valley Transportation Authority

Ed Regan Wilbur Smith

Patty Rubstello Washington State Department of Transportation

Joe Rouse California Department of Transportation

Neil Spiller Federal Highway Administration

Jamie Strausz-Clark PRR, Inc.

Jim Sturrock Federal Highway Administration

Nick Thompson Minnesota Department of Transportation

Jennifer Tsien Florida’s Turnpike Enterprise

Daryl Van Meter Georgia Department of Transportation

Stephanie Wiggins Los Angeles County Metropolitan Transportation Authority

i

Table of Contents

1 Purpose and Need for Managed Lanes ..................................................................1-1

1.1 Managed Lanes in the Context of Congestion and Travel Demand Management ................................ 1-1

1.2 Priced Managed Lanes Defined .............................................................................................. 1-2

1.2.1 High-Occupancy Toll Lanes ........................................................................................... 1-3

1.2.2 Express Toll Lanes........................................................................................................ 1-4

1.2.3 Truck-only Toll Lanes .................................................................................................... 1-4

1.2.4 Bus Toll Lanes.............................................................................................................. 1-4

1.3 Goals for Priced Managed Lanes ........................................................................................... 1-4

1.4 Lane Management Strategies ................................................................................................. 1-5

1.4.1 Vehicle Eligibility .......................................................................................................... 1-5

1.4.2 Pricing......................................................................................................................... 1-5

1.4.3 Access......................................................................................................................... 1-5

1.4.4 Emerging Standards of Practice – Carpool Registration.................................................... 1-6

1.5 The Benefits of Priced Managed Lanes.................................................................................... 1-6

1.6 Priced Managed Lane Requisites ............................................................................................ 1-7

1.6.1 HOV-to-HOT Conversions and Extensions of Existing Facilities ......................................... 1-7

1.6.2 New Capacity Managed Lane Opportunities.................................................................... 1-8

1.7 Priced Managed Lane Experience to Date................................................................................. 1-9

1.7.1 Evolution of Priced Managed Lanes Facilities ................................................................ 1-10

2 Planning and Implementation ...............................................................................2-1

2.1 Development and Implementation of Priced Managed Lanes .......................................................... 2-1

2.1.1 Pre-Planning ............................................................................................................... 2-1

2.1.2 Planning...................................................................................................................... 2-1

2.1.3 Design and Procurement .............................................................................................. 2-1

2.1.4 Construction ................................................................................................................ 2-2

2.1.5 Operation and Maintenance .......................................................................................... 2-2

2.2 Common Challenges with Priced Managed Lanes........................................................................ 2-2

2.2.1 Technical Challenges .................................................................................................... 2-2

2.2.2 Institutional Challenges ................................................................................................ 2-3

2.2.3 Public Acceptance Challenges........................................................................................ 2-3

2.3 Operational and Policy Decisions for Priced Managed Lanes ....................................................... 2-4

2.3.1 Concept of Operations.................................................................................................. 2-4

2.3.2 Establishing Operational Objectives ............................................................................... 2-6

2.3.3 Occupancy Requirements.............................................................................................. 2-7

2.3.4 Vehicle Requirements ................................................................................................... 2-8

2.3.5 Revenue Sharing.......................................................................................................... 2-9

2.3.6 Traffic and Revenue Forecasting for HOT Lanes ............................................................ 2-10

3 Organizational / Institutional Frameworks ...................................................3-1

3.1 Priced Managed Lanes Roles and Responsibilities...................................................................... 3-1

3.2 Project Sponsors ............................................................................................................... 3-1

3.2.1 State Departments of Transportation ............................................................................. 3-3

3.2.2 Turnpike and Toll Road Authorities................................................................................. 3-3

3.2.3 Local Transportation Agencies and Authorities ................................................................ 3-3

3.2.4 Public Transit Agencies ................................................................................................. 3-4

3.3 Other Entities................................................................................................................... 3-5

3.3.1 The Private Sector........................................................................................................ 3-5

3.3.2 Law Enforcement and Emergency Response Entities ....................................................... 3-6
Priced Managed Lane Guide

ii

3.4 Federal Programs and Requirements ....................................................................................... 3-6

3.4.1 Tolling Programs .......................................................................................................... 3-6

3.4.2 Major Project Requirements .......................................................................................... 3-8

3.4.3 Concepts of Operations ................................................................................................ 3-8

3.5 State Processes and Requirements for Tolling ......................................................................... 3-8

3.5.1 State Models................................................................................................................ 3-8

3.5.2 Variable Pricing Authority.............................................................................................. 3-9

3.5.3 Public-Private Partnership Authority ............................................................................... 3-9

3.6 Operational Arrangements.................................................................................................. 3-10

3.6.1 Toll Collection ............................................................................................................ 3-10

3.6.2 Interoperability .......................................................................................................... 3-12

3.6.3 Enforcement.............................................................................................................. 3-12

3.6.4 Maintenance.............................................................................................................. 3-12

3.6.5 Concepts of Operations .............................................................................................. 3-13

4 Public Outreach.........................................................................................................4-1

4.1 Public Outreach................................................................................................................. 4-1

4.1.1 How Outreach for Priced Managed Lanes Projects Differs From Other 

Transportation Projects................................................................................................. 4-1

4.2 Public Acceptance of Priced Managed Lanes: The Issues ............................................................. 4-2

4.2.1 Issues ......................................................................................................................... 4-2

4.3 Project Champions and Their Role ......................................................................................... 4-7

4.3.1 Identifying Potential Champions .................................................................................... 4-8

4.4 Building Consensus............................................................................................................. 4-9

4.4.1 Stakeholder Identification ........................................................................................... 4-11

4.4.2 Citizens’ Advisory Committee/Community Task Force .................................................... 4-13

4.4.3 Executive Advisory Committee .................................................................................... 4-13

4.5 Marketing and Refining the Concept .................................................................................... 4-16

4.5.1 Developing and Implementing a Marketing Plan ........................................................... 4-16

4.5.2 Branding ................................................................................................................... 4-18

4.5.3 Incentives.................................................................................................................. 4-18

4.5.4 Advertising ................................................................................................................ 4-19

4.5.5 Public Relations ......................................................................................................... 4-19

4.5.6 Toll Launch Communications ....................................................................................... 4-19

4.5.7 Maintaining Customer Loyalty ..................................................................................... 4-20

4.5.8 Marketing Tools.......................................................................................................... 4-20

4.5.9 Strategic Partnerships................................................................................................. 4-21

4.5.10 Social Media .............................................................................................................. 4-22

4.5.11 Existing Public Outreach Resources ............................................................................. 4-24

5 Finance and Procurement .......................................................................................5-1

5.1 Funding and Financing Priced Managed Lane Projects ................................................................ 5-1

5.1.1 Project Scale................................................................................................................ 5-1

5.1.2 Lifecycle Project Costs .................................................................................................. 5-2

5.2 Revenue Sources ................................................................................................................ 5-3

5.2.1 Traditional Federal and State Funding ............................................................................ 5-3

5.2.2 Discretionary Grants..................................................................................................... 5-3

5.2.3 Tolls ............................................................................................................................ 5-4

5.2.4 Other Revenue Sources ................................................................................................ 5-4

5.3 Financing Tools ................................................................................................................. 5-5

5.3.1 Leveraging Revenues ................................................................................................... 5-5

5.3.2 Federal Credit Assistance .............................................................................................. 5-5

5.3.3 Bonding and Debt Instruments...................................................................................... 5-7

5.3.4 Availability Payments .................................................................................................... 5-8
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Table of Contents

5.4 Procurement Options .......................................................................................................... 5-8

5.4.1 Design-Bid-Build ........................................................................................................ 5-10

5.4.2 Design-Build .............................................................................................................. 5-10

5.4.3 Design-Build-Operate Maintain.................................................................................... 5-11

5.4.4 Design-Build-Finance-Operate-Maintain ....................................................................... 5-11

6 Design ..........................................................................................................................6-1

6.1 Design .............................................................................................................................6-1

6.1.1 How Design of Managed Lanes Differs From General-Purpose Lanes................................ 6-1

6.2 Access .............................................................................................................................6-6

6.2.1 At-grade Access ........................................................................................................... 6-6

6.2.2 Near-Continuous Access ............................................................................................... 6-8

6.2.3 Grade-Separated Access ............................................................................................... 6-9

6.3 Separation Treatments....................................................................................................... 6-13

6.3.1 Concrete Barrier Separation ........................................................................................ 6-13

6.3.2 Pylon Separation........................................................................................................ 6-14

6.3.3 Buffer Separation with At-Grade Access ....................................................................... 6-16

6.4 Tolling Provisions ........................................................................................................... 6-16

6.4.1 Electronic Toll Collection Systems ................................................................................ 6-16

6.4.2 Violation Enforcement Systems ................................................................................... 6-18

6.4.3 Requirements for Variable Pricing ................................................................................ 6-19

6.4.4 Typical Toll Zone Design ............................................................................................. 6-19

6.5 Signage .......................................................................................................................... 6-20

6.5.1 Access and Egress Signage ......................................................................................... 6-21

6.5.2 Variable Message Signs .............................................................................................. 6-21

6.6 Enforcement Areas ........................................................................................................... 6-22

7 Operations and Maintenance ................................................................................7-1

7.1 Facility Operations............................................................................................................. 7-1

7.1.1 Traffic Operations and Management .............................................................................. 7-1

7.2 Toll Operations................................................................................................................. 7-3

7.2.1 Toll Policy and Exemptions ............................................................................................ 7-3

7.2.2 System Operations ....................................................................................................... 7-5

7.3 Enforcement Operations ...................................................................................................... 7-6

7.3.1 Manual Enforcement .................................................................................................... 7-6

7.3.2 Automated Enforcement............................................................................................... 7-7

7.3.3 Moving Violations ......................................................................................................... 7-8

7.4 Incident Management........................................................................................................... 7-8

7.5 Maintenance Operations..................................................................................................... 7-10

7.6 Supporting Technologies.................................................................................................... 7-10

7.6.1 Active Traffic Management.......................................................................................... 7-11

7.6.2 Integrated Corridor Management ................................................................................ 7-11

7.7 Transit Operations ........................................................................................................... 7-12

7.7.1 Dynamic Transit Operations ........................................................................................ 7-13

7.7.2 Real-Time Ridematching/Dynamic Ridesharing ............................................................. 7-13

Appendix: Priced Managed Lane Profiles
Priced Managed Lane Guide

iv

List of Tables

Table 1-1: Planned Priced Managed Lane Facilities in Operation, Construction and Planning: Spring 2012 .. 1-10

Table 2-1: Annual Toll Revenue and Operating Costs for Operating Priced Managed Lane Facilities .............. 2-9

Table 2-2: Managed Lane Demand Factors ........................................................................................ 2-11

Table 3-1: Priced Managed Lane Project Activities and Responsibilities ................................................... 3-2

Table 4-1: Identifying Potential Priced Managed Lanes Champions .......................................................... 4-9

Table 5-1: Three Priced Managed Lane Project Scales and Cost Implications ............................................ 5-2

Table 6-1: Managed Lane Cross Sections ........................................................................................... 6-2

Table 6-2: Summary of Managed Lane Design Attributes...................................................................... 6-11

Table 7-1: Goals and Performance Measures for Priced Managed Lane Operations...................................... 7-2

List of Figures

Figure 2-1: Concept of Operations Process.......................................................................................... 2-5

Figure 2-2: Priced Managed Lane Revenue Forecasting Process.............................................................. 2-15

Figure 4-1: Stakeholder Engagement Process for the I-405 Project in Washington State ........................... 4-13

Figure 5-1: Delivery Models and Responsibilities .................................................................................. 5-9

Figure 5-2: Delivery Models and Risk Allocations .............................................................................. 5-10

Figure 6-1: Cross Section for a Single Lane Reversible-Flow Priced Managed Lane ..................................... 6-3

Figure 6-2: Cross Section for a Dual-Lane Reversible-Flow Priced Managed Lane ....................................... 6-4

Figure 6-3: Cross Section for Dual-Lane Concurrent-Flow Priced Managed Lane ....................................... 6-5

Figure 6-4: Weave Zone Access Treatment, SR-167 Express Lanes, Seattle, WA ......................................... 6-6

Figure 6-5: Managed Lane Slip Ramp Design Alternatives ....................................................................... 6-7

Figure 6-6: Slip Ramp Access to the I-680 HOT Lane, Alameda County, CA................................................. 6-8

Figure 6-7: Slip Ramp Access to the I-10 Katy Freeway HOT Lanes in Houston ............................................ 6-8

Figure 6-8: Near Continuous Access on I-35W in Minneapolis .................................................................. 6-9

Figure 6-9: I-95 Express Direct Connector Ramp in Miami...................................................................... 6-10

Figure 6-10: HOV Direct Connector Ramp to Downtown Phoenix............................................................ 6-10

Figure 6-11: I-110-I-105 HOV Direct Connector Ramp in Los Angeles .................................................... 6-10

Figure 6-12: I-25 Express Denver Concrete Barrier Separation............................................................... 6-13

Figure 6-13: Mountable Raised Curb Pylon Separation on the I-95 Express ............................................... 6-15

Figure 6-14: Individual Pylon Separation on the SR 91 Express Lanes ...................................................... 6-15

Figure 6-15: Radio-Frequency Identification Reader Antennae ................................................................ 6-17

Figure 6-16: Different Windshield-Mounted Electronic Toll Collection Transponders ................................ 6-17

Figure 6-17: Enforcement Cameras on the West Park Expressway in Houston............................................. 6-18

Figure 6-18: Typical Managed Lane Toll Zone Design............................................................................ 6-20

Figure 6-19: Variable Message Sign on the I-95 Express in Miami............................................................ 6-21

Figure 6-20: Enforcement Area on I-45 in Houston .............................................................................. 6-22

Figure 7-1: Active Traffic Management Deployed on I-5 in Seattle........................................................... 7-11

Figure 7-2: A Ridematching Smartphone Application used in Seattle.......................................................... 7-14
v

Table of Contents

ACRONYMS

AASHTO American Association of State Highway and Transportation Officials

ALPR Automatic License Plate Recognition

ATM Active Traffic Management

BRT Bus Rapid Transit

BTL Bus Toll Lane

Caltrans California Department of Transportation

CCTV Closed-Circuit Television

CDA Comprehensive Development Agreement

CHP California Highway Patrol

CMAQ Congestion Mitigation and Air Quality

CNG Compressed Natural Gas

CRD Congestion Reduction Demonstration

DAR Direct-Access Ramp

DB Design-Build

DBB Design-Bid-Build

DBFOM Design-Build-Finance-Operate-Maintain

DBOM Design-Build-Operate-Maintain

DSRC Dedicated Short Range Communications

EA Environmental Assessment

EIS Environmental Impact Statement

ETC Electronic Toll Collection

ETL Express Toll Lane

FHWA Federal Highway Administration

FONSI Finding of No Significant Impact

FTA Federal Transit Administration

FY Fiscal Year

GARVEE Grant Anticipation Revenue Vehicle

GDOT Georgia Department of Transportation

HCTRA Harris County Toll Road Authority

HOT High-Occupancy Toll

HOV High-Occupancy Vehicle

HOV2 Two-Person High-Occupancy Vehicle

HOV2+ Greater than Two-Person High-Occupancy Vehicle

HOV3 Three-Person High-Occupancy Vehicle

HOV3+ Greater than Three-Person High-Occupancy Vehicle

ICM Integrated Corridor Management

ID Identification

ILEV Inherently Low-Emission Vehicle

ISTEA Intermodal Surface Transportation Efficiency Act (1991)

ITS Intelligent Transportation System

MAP-21 Moving Ahead for Progress in the 21st Century
Priced Managed Lane Guide

vi

MARTA Metropolitan Atlanta Regional Transit Authority

MDTA Maryland Transportation Authority

MnDOT Minnesota Department of Transportation

MPH Miles Per Hour

MPO Metropolitan Planning Organization

MTP Metropolitan Transportation Plan

NCHRP National Cooperative Highway Research Program

NCTA North Carolina Turnpike Authority

NEPA National Environmental Protection Act

NTTA North Texas Tollway Authority

P3 Public-Private Partnership

RFID Radio Frequency Identification

RITA Research and Innovation Technology Administration

ROD Record of Decision

RSTP Regional Surface Transportation Program

RTR Real-Time Ridematching

SAFETEA-LU Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users

SANDAG San Diego Association of Governments

SHRP 2 Second Strategic Highway Research Program

SOV Single-Occupant Vehicle

SR State Route

SRTA State Road and Toll Authority (of Georgia)

TCRP Traffic Congestion Relief Program

TDM Transportation Demand Management

TIFIA Transportation Finance and Innovation Act

TIP Transportation Improvement Program

TMC Traffic Management Center

TOT Truck-Only Toll Lanes

TxDOT Texas Department of Transportation

UPA Urban Partnership Agreement

USDOT United States Department of Transportation

VDOT Virginia Department of Transportation

VMS Variable Message Sign

VOR Value of Reliability

VOT Value of Time

VPPP Value Pricing Pilot Program

WAN Wide-Area Network

WSDOT Washington State Department of Transportation
I

Preface

The Purpose of this Guidebook

This Guide is intended to be a comprehensive source of collective experience gained from priced 

managed lanes implemented in the United States through 2012. The Guide presents a wide range of 

information on priced managed lanes. The purpose of this guide is to assist transportation professionals 

as they consider, plan, and implement priced managed lanes projects. 

The Priced Managed Lane Guide also updates the Federal Highway Administration’s (FHWA) 2003 Guide

for HOT Lane Development. At the time the earlier Guide was written, there were only four priced 

managed lane facilities operating in the United States and few transportation professionals had firsthand 

experience with implementing or operating these facilities. As of May 2012, there are 14 operating 

managed lane facilities nationwide, an additional 14 in construction, and approximately 25 others 

in planning. 

In the nine years since the publication of the earlier Guide, priced managed lanes have become an 

integral part of the nation’s transportation infrastructure and its response to urban mobility challenges. 

There is also greater diversity in the design, operation, and procurement of these facilities. Yet, a number 

of basic commonalities prevail: priced managed lanes provide an opportunity to manage congestion, 

generate revenue to support a variety of transportation needs, and facilitate the provision of new 

travel options.

The Guide addresses a wide range of policy, outreach, and technical issues associated with the 

implementation of priced managed lanes, focusing on the knowledge and experience gained from 

the new projects that have advanced in the past decade. The Guide also provides detailed profiles of 

21 priced managed lane projects that are either operational or nearing completion. These resources 

represent the most comprehensive compilation of data and information prepared by FHWA on priced 

managed lanes to date.

Conducted as a partnership between FHWA and a consultant team led by Parsons Brinckerhoff, together 

with Kimley-Horn and Associates, Inc., and PRR, Inc., the Guide has benefited from the ongoing input of 

a Peer Development Group comprised of over 30 transportation professionals around the country who 

are involved in implementing or operating priced managed lane projects. The experience of the Peer 

Development Group is reflected in the Guide and the project profiles. The Guide has also benefited from 

their technical review. 

Organization of this Document

The Priced Managed Lane Guide has been prepared to educate and foster informed decision making and 

is organized into the following chapters:

1. Managed Lanes: Congestion and Travel Demand Management

2. Planning and Implementation of Priced Managed Lanes

3. Organizational / Institutional Frameworks for Priced Managed Lanes
Priced Managed Lane Guide

II

4. Public Outreach

5. Finance and Procurement

6. Design

7. Operations and Maintenance

Appendix 1: Priced Managed Lane Project Profiles

If readers need information on a specific topic or project, they may refer to individual chapters, subsections, or profiles. Useful information can be obtained without reading the document from cover 

to cover. 
1-1

1 Purpose and Need for Managed Lanes

1.1 Managed Lanes in the Context of Congestion and Travel 

Demand Management

Managed lanes are designated lanes or roadways within highway rights-of-way where the flow of traffic is 

managed by restricting vehicle eligibility, limiting facility access, or and in some cases collecting variably 

priced tolls. The term “managed lanes” was introduced in the late 1990s over a decade ago to refer to a 

variety of special-use highway lanes including and referred to high-occupancy vehicle (HOV) lanes, highoccupancy toll (HOT) lanes, express toll lanes (ETL), and truck-only toll (TOT) lanes.1

 At its broadest, 

managed lanes could refer to any dedicated and restricted lane that is not a general-purpose lane. 

However, the term “managed lanes” has come to mean the subcategory of highway lanes that are more 

actively managed through the use of pricing. This Guide addresses only managed lanes on controlledaccess highways. A wide variety of managed lanes also operate in arterial settings, but at the time of 

publication, none of these facilities involved tolling a subset of lanes.

The earliest managed lanes in the United States were exclusive busways built in the late 1960s. In 

response to the oil shocks of the early 1970, carpools were permitted to use the Shirley Highway (I-395) 

busway in Virginia. After a 1976 bus strike, carpools of three or more persons to were allowed to use 

the El Monte Busway in California. The concept of HOV lanes soon followed, providing an incentive to 

promote ride sharing by allowing vehicles with a designated number of occupants—usually two—to use 

the managed lane. The ability to provide travel benefits to carpoolers while promoting greater operational 

efficiencies and environmental benefits made HOV lanes a common approach for expanding capacity in 

many states. Federal funding policies favoring transportation improvements that addressed air quality 

concerns reinforced this trend during the 1980s and ’90s. Today, HOV lanes remain the most prevalent 

form of managed lane in the United States, with lane-miles in service doubling from 1,500 in 1995 to over 

3,000 in 2005.

The first priced managed lanes were introduced in the mid to late 1990s. This was due largely to the 

flexibility afforded by electronic toll collection (ETC) and a developing realization that pricing could be 

an effective congestion-management tool. The Intermodal Surface Transportation Efficiency Act of 1991 

(ISTEA) also encouraged the spread of priced manage lanes by providing the opportunity to introduce 

variably priced tolls on Interstate highway lanes on a demonstration basis and established the Congestion 

Pricing Pilot Program to promote and study pricing applications. The earliest priced managed lane 

facilities included:

•	 State Route 91 (SR 91) Express Lanes – Orange County, California: An ETL facility in the 

median of an existing highway, with toll rates that vary by hour of the day, direction of travel, and 

day of the week. The SR 91 Express Lanes opened to service in 1995 as the first priced managed 

lane facility in the United States.

1 Tina Collier and Ginger Daniels Goodin, “Developing a Managed Lanes Position Paper for a Policy-Maker Audience,” Project 

Bulletin 4160-5B, College Station, TX: Texas Transportation Institute, September 2002.
Priced Managed Lane Guide

1-2

•	 I-15 Express Lanes – San Diego, California: Conversion of an underutilized reversible-flow HOV 

facility to HOT operation. The I-15 Express Lanes opened in late 1996 and was the first managed lane 

facility in the U.S. to use toll rates that vary in real time, known as dynamic pricing. 

•	 Katy Freeway QuickRide – Harris County, Texas: Conversion of a reversible-flow HOV lane to 

HOT lane facility that allowed HOV 2 vehicles to pay to use the facility during peak periods and HOV 

3+ vehicles to use the facility at no cost. The Katy Freeway QuickRide was introduced in 1998. In 

2009, an expanded HOT lane facility replaced the Katy Freeway QuickRide. 

•	 Northwest Freeway (U.S. 290) QuickRide – Harris County, Texas: Conversion of a reversible 

HOV lane to HOT lane facility. The Northwest Freeway QuickRide conversion occurred in 2000 and 

was replaced in 2012 with a more advanced, dynamically priced ETC operation that allowed singleoccupant vehicles (SOV) to pay to use the facility. 

As of May 2012, an additional 10 priced managed lane facilities have opened to service and another 40 

are in construction or advanced planning. These new projects offer great diversity in their design and 

involve the conversion or extension of existing HOV facilities to priced operation, as well as investments in 

mega-projects with multiple lanes and points of access and egress. In addition, a number of metropolitan 

regions are moving forward with plans to develop networks of managed lanes that provide improved 

access and new travel options. The varied experience emanating from this new generation of priced 

managed lane projects is captured in this Guide.

1.2 Priced Managed Lanes Defined

Priced managed lanes combine two of the most effective highway management tools:

•	 Congestion Pricing: The use of pricing to moderate demand during peak periods is common in 

sectors such as power and air travel. Similarly, the concept of value pricing within the highway sector 

involves the introduction of road user charges that vary with the level of congestion and/or time of 

day, providing incentives for motorists to shift some trips to off-peak times, less-congested routes, 

or alternative modes. Higher prices may also encourage motorists to combine lower-valued trips with 

other journeys or eliminate them entirely. When peak-period volumes are high, a shift in a relatively 

small proportion of trips can lead to substantial reductions in overall congestion levels and more 

reliable travel times. 

•	 Lane Management: The rationale for lane management is to maintain a superior level of service 

and provide an alternative to general-purpose lanes during peak travel periods. Lane management 

involves restricting access to designated highway lanes based on occupancy or vehicle type. By 

limiting the number of vehicles in designated lanes, it is possible to maintain a desirable level of 

traffic service. Managed lanes are separated from general-purpose lanes by differentiating pavement 

striping or physical barriers, with entry often but not always limited to designated locations. 

Priced managed lanes may include HOT lanes, ETLs, TOT lanes, and Bus Toll Lanes (BTL). The following 

subsection describes the different forms of priced managed lanes.
1-3

1. Purpose and Need for Managed Lanes

What’s in a Name?

This Guide defines four types of priced managed lanes:

1. High Occupancy Toll (HOT) Lanes

2. Express Toll Lanes (ETLs)

3. Truck-Only Toll (TOT) Lanes

4. Bus Toll Lanes (BTL)

However, the proper names by which priced managed lane projects are known often do not use 

these same terms. Some sponsors have developed stand-alone proper names for priced managed 

lanes. Many others have incorporated the terms “Express” or “Express Lanes” into the names of 

HOT lane projects. This may confuse the distinction between HOT lanes, where qualified vehicles 

travel at no cost, and ETLs where all vehicles pay a variably priced toll to use the lanes. 

The following table provides the proper names of several priced managed lanes that are operating 

or nearing completion around the country, together with information on the type of pricing they use.

Name Location

Form of Priced 

Managed Lane

I-15 FasTrak San Diego, CA HOT Lane

I-680 Express Lane Alameda County, CA HOT Lane

Metro Express Lanes* Los Angeles, CA HOT Lanes

SR 91 Express Lanes Orange County, CA HOT/ETL Hybrid

SR 237 Express Lanes San Jose, CA HOT Lanes

I-25 HOV Express Lanes Denver, CO HOT Lanes

95 Express Miami, FL HOT Lanes

I-595 Express Fort Lauderdale, FL HOT Lanes

Express 85 Atlanta, GA HOT Lanes

I-95 Express Toll Lanes Baltimore, MD ETL

MnPass Express Lanes* Minneapolis, MN HOT Lanes

LBJ Express Dallas, TX HOT Lanes

North Tarrant Express Fort Worth, TX HOT Lanes

Katy Managed Lanes Houston, TX HOT Lanes

Metro HOT Lanes* Houston, TX HOT Lanes

I-15 Express Lanes Salt Lake City, UT HOT Lanes

495 Express Lanes Northern Virginia HOT Lanes

SR 167 HOT Lanes Auburn, WA HOT Lanes

* Term used to refer to multiple HOT lane facilities

1.2.1 High-Occupancy Toll Lanes

High-occupancy toll (HOT) lanes use price, occupancy and access restrictions to manage the number 

of vehicles traveling on them, thereby maintaining free-flow traffic conditions, even during peak travel 

periods. Typically, qualifying HOVs may use these limited-access highway lanes for free or at a reduced 

cost. Motorists in vehicles that do not meet passenger occupancy requirements may choose between the 

general-purpose lanes or paying for premium conditions in the HOT lanes. 
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HOT lanes use electronic toll collection and traffic information systems that make it possible to provide 

variable, real-time toll pricing for non-HOV vehicles. Motorists receive information on price levels and 

travel conditions via variable message signs, providing potential users with information they need to 

decide whether or not to use the HOT lanes or the general-purpose lanes. 

1.2.2 Express Toll Lanes

ETLs are dedicated managed lanes within highway rights-of-way that motorists may use by paying a 

variably priced toll. They are also typically located next to the median to encourage travel for longer 

distance trips. Unlike HOT lanes, ETLs charge all vehicles—including HOVs—for passage. In some cases 

they may also offer discounted passage for HOVs, but ETLs do not incentivize ride sharing to the extent 

that HOT lanes do. Enforcement is much simpler and less costly than HOT lanes because there is no need 

to enforce vehicle occupancy. ETL concepts are also attractive to transportation agencies that want to use 

toll revenues to cover the cost of new construction and operation. 

1.2.3 Truck-only Toll Lanes

TOT lanes are tolled highway lanes available only to trucks. Currently, there are no TOT lanes in the U.S., although 

there have been a few studies and proposals to implement TOTs. Truck lanes are best suited to locations 

where merge/diverge maneuvers can be improved with a dedicated lane or roadway for a short distance.

1.2.4 Bus Toll Lanes

BTLs represent the pricing of a managed lane or lanes with up to 10 percent of the capacity dedicated to 

bus transit. BTL is not a HOT lane. Only transit buses would be allowed to use the lane(s) without paying 

a toll.

1.3 Goals for Priced Managed Lanes 

Priced managed lanes can achieve a number of complementary regional transportation goals:

•	 Traffic Management: Priced managed lanes are an effective tool to optimize the use of highway 

capacity, manage traffic volumes and conditions, and reduce congestion. 

•	 Revenue Generation: By charging tolls, priced managed lanes provide regions with the opportunity 

to generate new revenues to pay for the cost of implementing and operating the lanes themselves or 

support other transportation needs.

•	 New Travel Choices: Priced managed lanes provide new options to travelers in congested highway 

corridors, such as the opportunity to pay for a faster and more reliable trip.

•	 Enhanced Transit Service: Priced managed lane projects provide regions with the opportunity to 

improve transit services by providing congestion-free highway lanes on which new transit service run. 

In some cases, excess revenues from the priced managed lanes can support these transit services. 

For priced managed lanes to meet these goals, however, regions and individual corridors must first exhibit 

a number of underlying conditions. The most fundamental is recurring traffic congestion during peak 
1-5

1. Purpose and Need for Managed Lanes

periods and other times of the day. Priced managed lanes are particularly appropriate when regions have 

limited options for highway expansion or wish to minimize the need for expanding highways. 

1.4 Lane Management Strategies 

Priced managed lanes combine powerful tools to manage traffic flows and maintain desired traffic 

service levels.

1.4.1 Vehicle Eligibility

Restricting the use of lanes to specific users is one of the primary tools for limiting demand and managing 

traffic service. The most common eligibility requirement on managed lanes is vehicle occupancy. HOV lanes 

have required minimum occupancy rates of two or three persons per vehicle, with those vehicles meeting 

the occupancy requirement allowed to use the lanes at no or a discounted toll. Restrictions can be in effect 

24 hours or vary by time of day or day of the week. A managed lane using a variable eligibility strategy may 

restrict use to HOVs with a minimum of three or more occupants during the peak commute hours, and then 

relax restrictions to include lower-occupancy vehicles and occupancy-exempt vehicles or other users during 

off-periods. With some projects, tolling is not employed during periods of maximum demand, and only 

vehicles meeting requisite occupancy requirements are allowed. Other types of vehicles that may also be 

allowed to use priced managed lanes without paying the toll include emergency response vehicles, transit 

vehicles, motorcycles, and in some cases, inherently low-emission vehicles (ILEV).

1.4.2 Pricing

A growing number of managed lane facilities use demand-based tolls as a means to make access to 

managed lanes available to vehicles not meeting eligibility requirements. Also known as “congestion 

pricing” and “value pricing,” this pricing involves charging a fee or toll to travel on a lane or roadway. The 

fee or toll varies according to time of day (peak/off peak) and day of week or by the level of congestion 

on the adjacent lanes. Pricing is used to meter the number of non-qualifying vehicles on the managed 

lane so it does not become congested. Tolls may vary according to a fixed schedule (fixed variable 

pricing) or in real time (dynamic pricing) based on actual traffic conditions in the corridor. Higher tolls are 

charged when congestion is heaviest and delay is at its worst, while lower tolls or free access may be 

provided to some or all users during periods of lowest demand. Pricing is used to balance demand and 

lane capacity, and may encourage some peak-period users to shift their trips to periods of lower demand. 

1.4.3 Access

Controlled access using lane separation and designated access points is another important mechanism to 

control the use of managed lanes. While unlimited concurrent access from parallel general-purpose lanes 

is common with many HOV facilities, access to priced managed lanes is sometimes limited to designated 

areas with defined toll zones. Initially, this was accomplished using fixed physical barriers, but more recently 

a growing number of priced managed lane facilities use lane markings to identify access points. In a similar 

evolution, while the majority of the nation’s early HOT lane facilities had single points of access and egress, 

a number of recent priced managed lane facilities provide intermediate and multiple access points—and in 

some cases direct grade-separated ramp connections—to managed lanes on other highways. 
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1.4.4 Emerging Standards of Practice – Carpool Registration

An additional management approach gaining acceptance is to limit free access for HOV vehicles on 

managed lanes to carpools that have registered with a local ridesharing agency. Registered carpool 

vehicles may be identified by a sticker posted on the vehicle, by license plate, or by a transponder that 

identifies the vehicle as a qualified carpool for purposes of toll collection and enforcement. Versions of 

this approach are in operation on the I-95 Express Lanes in Miami and the I-85 HOT lanes in Atlanta.

1.5 The Benefits of Priced Managed Lanes

Priced managed lanes offer a variety of benefits to motorists and transit users. While no single strategy 

can eliminate congestion, priced managed lanes have the potential to improve travel conditions for a 

meaningful segment of the driving public:

•	 Trip Time Reliability: Traffic volumes on priced managed lanes are metered to ensure superior, 

consistent, and reliable travel times, particularly during peak travel periods. 

•	 Travel-Time Savings: Priced managed lanes afford higher speeds than congested generalpurpose lanes. 

•	 Reduced Vehicle Hours Traveled: The addition of management strategies and pricing to highway 

corridors may improve traffic service and reduce congestion facility wide, including general-purpose 

highway lanes. These improvements also have the potential to draw vehicles off of other parallel 

routes and improve overall flows, speed levels, and trip reliability in the corridor.

•	 Revenue Generation: Priced managed lanes can provide an additional source of revenue to 

support transportation improvements such as the construction and operation of the lanes themselves, 

or to address corridor transit needs or other local demand management strategies. In areas with 

funding constraints, certain improvements might not be possible without the additional revenue 

provided by managed lanes.

•	 Transit Improvements: Priced managed lane revenues may be used to support transit 

improvements, and new managed lane facilities provide faster highway trips for transit vehicles.

•	 Enhanced Corridor Mobility: Improved trip-time reliability, higher speeds, travel-time savings, and 

possible transit improvements all lead to greater mobility at the corridor level.

•	 Environmental Advantages: Compared to general-purpose lanes, priced managed lanes may provide 

environmental advantages by limiting greenhouse gas emissions caused by stop-and-go traffic and 

by encouraging people to use carpools and mass transit. At the same time, concerns regarding tolling 

equity need to be considered with any pricing strategy as part of the environmental review process.

•	 Travel Options: Priced managed lanes provide SOV motorists with the option of paying for a 

congestion-free, dependable, and faster trip. They also provide the same travel advantages to 

travelers opting to take transit or ridesharing rather than driving alone. 

•	 Efficient Use of Capacity: Priced managed lanes may provide an opportunity to improve the 

efficiency of existing or newly built HOV lanes by filling “excess capacity” that would not otherwise 

be used. With overused HOV lanes that warrant an increase in occupancy rates, the introduction of 

pricing also facilitates the maximum use of lane capacity.
1-7

1. Purpose and Need for Managed Lanes

1.6 Priced Managed Lane Requisites

The most common requisite for priced managed lane projects is recurring congestion. Highway 

congestion occurs when average speeds operate below 35 miles per hour (mph) for prolonged periods 

of 2 to 3 hours or more during each peak commute period. Priced managed lanes can be part of a 

broader strategy to manage congestion. Today’s priced managed lane projects benefit from a variety of 

complementary strategies that improve their performance, including the following:

•	 Active Traffic Management (ATM): Techniques that use intelligent transportation system (ITS) 

strategies together with innovative operational approaches to manage traffic congestion and increase 

traffic flows, improve travel-time reliability, and optimize the use of roadway capacity.

•	 Transportation Demand Management (TDM): Strategies to manage and provide new choices 

on the location of the workplaces, the timing of the work day, shared and alternate travel modes, and 

routes used for work trips. 

•	 Integrated Corridor Management (ICM): Multimodal strategies developed in a coordinated 

manner by partnering agencies to manage highways, arterial streets, and rail and bus transit in 

heavily traveled corridors as a system-rather than individual assets.

There are a number of conditions that may indicate that priced managed lanes could be effective:

•	 Lack of Free-Flowing Parallel Routes: Priced managed lanes work best in metropolitan areas 

with high-density corridors where there are limited travel options. When there are limited travel 

options other than the highway corridor itself, priced managed lanes offer motorists and transit riders 

a new choice.

•	 Lack of Planned Future Improvements: The corridor or region does not have enough future 

capacity planned to meet demand looking forward, given consideration for all modes and likely travel 

patterns affected.

•	 Congested HOV Facilities: Priced managed lanes can also be effective when the demand for an 

HOV lane demand exceeds the capacity of a single lane, but cannot justify the addition of a second 

HOV lane. The introduction of pricing coupled with raising occupancy requirements on carpools may 

make optimal use of congested HOV lanes. 

•	 Underutilized HOV Facilities: Priced managed lanes are effective in locations where demand for 

an existing HOV lane is below its operational capacity and there is congestion on the parallel generalpurpose lanes. 

These precursor conditions lead to two distinctly different types of priced managed lane projects: 

those that convert existing HOV lanes to priced operation, and those that add new priced capacity to 

existing highways. 

1.6.1 HOV-to-HOT Conversions and Extensions of Existing Facilities

One common motivation behind the conversion of an HOV lane to HOT operation is the desire to manage 

demand on the corridor more effectively, thereby improving the overall efficiency of the HOV lane and the 

general-purpose lanes. While the conversion of existing HOV lanes to tolled operation is relatively simple 
Priced Managed Lane Guide

1-8

and inexpensive compared to projects adding new highway capacity, there are a number of challenges. 

These often involve the location and installation of electronic toll collection equipment and signage. In 

some cases, local traffic mitigation is needed at exit points due to increased traffic volumes as a result of 

the conversion. 

HOV-to-HOT conversions should also be considered when HOV lanes are congested and operating at or 

in excess of their capacity. When this is the case, project sponsors often consider increasing occupancy 

requirements, normally from HOV-2 to HOV-3. The sponsors may also consider revoking occupancy 

requirement exemptions for ILEVs. These changes can markedly reduce the number of vehicles in the 

HOV lane. However, a simultaneous HOT conversion provides the opportunity to use the newly opened 

capacity with variably priced tolls used as a tool to meter the flow of paying vehicles so that acceptable 

traffic services levels are maintained.

HOT conversions can also work well in situations where existing HOV facilities operate at capacity during 

peak travel periods, but have excess capacity to accommodate additional traffic during fringes of the 

peak or off-peak periods and in the nonpeak direction. In this case, the feasibility of a HOT conversion 

is enhanced if the parallel general-purpose lanes experience congestion at those times. This is the case 

with the I-10 HOV lanes in Los Angeles, where the facility has an HOV-3+ occupancy requirement from 

6:00 to 9:00 a.m. and 3:00 to 7:00 p.m. on weekdays, and an HOV-2+ requirement at all other times. 

A similar approach is being taken in Houston on I-45 South. Requiring carpools to register may have the 

same potential benefit of metering flow, particularly if the registration process is coupled with transponder 

requirements for toll-paying customers. 

In some situations an HOV-to-HOT conversion may also involve new construction to extend the existing 

HOV lane or fill in missing sections so that the converted facility has greater coverage and improved 

connectivity. Conversions may also involve reconfiguring the existing roadway. Several HOV-to-HOT 

conversion projects, notably I-95 in Miami and I-10 in Los Angeles, added a design change that 

accommodated a second managed lane without roadway widening next to the original HOV lane, thus 

adding capacity and better management to both directional lanes at the same time. 

1.6.2 New Capacity Managed Lane Opportunities

A growing number of regions—including Seattle, Austin, Salt Lake City, San Diego, Houston, DallasFort Worth, Miami, and Northern Virginia—are incorporating priced managed lanes as major highway 

expansion projects. This is an appropriate strategy in congested highway corridors where there is a lack 

of parallel routes that can offset demand. Invariably these types of projects are expensive, but under the 

right conditions can generate revenues to fund a modest to significant portion of the project cost. This 

approach is particularly viable in regions with funding gaps and an extensive backlog of unbuilt projects.

The possibility of operating new highway capacity on a priced managed lane basis should be considered 

during the environmental approval process. Environmental impact statements (EIS) and environmental 

assessments (EA) that contain priced alternatives provide an excellent opportunity to assess the mobility 

benefits enabled by pricing and regional public opinion on the use of tolling. The extensive public 

outreach efforts associated with environmental approval documents also provide project sponsors with 

the opportunity to engage stakeholders in a dialog about pricing and the ability of tolls to make projects 

affordable in regions that might not be able to undertake them on an un-tolled basis. Public consensus is 

essential to move large highway projects forward and is even more important on projects involving pricing.
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1. Purpose and Need for Managed Lanes

Selected new capacity managed lane projects under construction or recently opened include 

the following:

•	 I-15 FasTrak®, San Diego, CA: This 20-mile, $1.2 billion project sponsored by the San Diego 

Association of Governments (SANDAG) and the California Department of Transportation (Caltrans) 

added 4 express lanes and was constructed in three phases over 7 years. The project was completed 

in January 2012, and also involves the provision of four park-and-ride lots and associated transit 

centers. The four priced managed lanes are equipped with a moveable center barrier, allowing the 

flexibility to provide three priced lanes in the peak travel direction. The project was cleared with a 

Finding of No Significance (FONSI) in 2004 and construction began in 2006. The project has been 

funded by the TransNet (half-cent sales tax) program, as well as other state and federal funds. It 

replaced the initial 8-mile, two-lane, reversible-flow HOV lane facility that was the first HOV-to-HOT 

conversion project in the United States in 1996.

•	 495 Express, Northern Virginia: This $2.1 billion public-private partnership (P3) is adding two 

new priced managed lanes in each direction on an 11-mile segment of the Capital Beltway between 

I-95 and Tysons Corner in Northern Virginia. The project also involves the reconstruction of the 

eight general-purpose lanes, 11 interchanges, and the replacement of more than $260 million 

of aging infrastructure, including 53 bridges. The project will also provide dedicated HOV ramps 

connecting the managed lanes on the Capital Beltway and I-95. This project was environmentally 

cleared in 2006; construction began in 2008 and will be completed in 2013. The project is being 

delivered as a 75-year design-build-finance-operate-maintain (DBFOM) concession, with toll proceeds 

covering approximately 74 percent of the cost of constructing the project. The Virginia Department 

of Transportation (VDOT) has provided a public subsidy of $500 million to make the P3 approach 

financially feasible. 

•	 North Tarrant Express, Fort Worth, Texas: This $2.1 billion P3 project involves the 

reconstruction, widening, and addition of priced managed lanes along 13.3 miles of existing highway. 

Initially, two priced managed lanes will be added in each direction together with new frontage roads 

on I-820 and SH 121/SH183 extending east from Fort Worth toward Dallas-Fort Worth International 

Airport. By 2030, a third priced managed lane along SH121/SH183 and a third general-purpose lane 

along I-820 will also be constructed. The project is being delivered as a 52-year DBFOM agreement. 

The project was environmentally cleared in 2008 and 2009. Construction began in 2010 and will be 

complete in 2015. Toll proceeds are being used to finance 72 percent of the implementation costs. 

The Texas Department of Transportation (TxDOT) is providing a $575 million public subsidy to 

support the remaining 28 percent of the capital cost.

1.7 Priced Managed Lane Experience to Date

Table 1-1 provides a listing of the priced managed lane projects in operation, construction or planning 

as of May 2012. As of this writing, there are 14 operating priced managed lane facilities in eight states 

nationwide. The most recent to be completed are the 15.5 mile IH-45S in Houston, which has been 

operating since February 2012, and the four-mile SR-237/I-880 Express Lanes project, which opened to 

service in March 2012. An additional 14 priced managed lane projects are currently in construction in 

eight states and approximately 25 others are in planning in seven state states. Together the 53 priced 

managed lane projects captured in Table 1-1 extend across 10 states. 
Priced Managed Lane Guide

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Table 1-1: Planned Priced Managed Lane Facilities in Operation, Construction and

Planning: Spring 2012

Operating Priced Managed Lane Facilities Planned HOT / Express Toll Lanes

State Region Facility State Region Facility

CA Orange County SR-91 CA Alameda County I-580

CA San Diego I-15 CA Alameda County I-680 NB

CA San Francisco I-680 CA Inland Empire I-10

CA San Jose SR-237/I-880 CA Inland Empire I-15

CO Denver I-25 CA Inland Empire SR-91

FL Miami I-95 CA Orange County I-405

GA Atlanta I-85 CA San Diego I-5

MN Minneapolis I-35W CA San Diego I-805

MN Minneapolis I-394 CA San Diego SR-52

TX Houston I-10 CA San Francisco I-80

TX Houston I-45S CA San Francisco U.S. 101

TX Houston US 290 CA San Jose SR-85

UT Salt Lake City I-15 CA San Jose U.S. 101

WA Seattle SR-167 GA Atlanta I-75 / I-575

GA Atlanta GA-400

MN Saint Paul I-35E

Priced Managed Lane Facilities Under Construction NC Charlotte I-77

State Region Facility NV Las Vegas I-15

CA Los Angeles I-10 TX Austin Loop 1

CA Los Angeles I-110 TX Dallas I-30

CO Denver U.S. 36 TX Dallas I-35 Thornton

FL Fort Lauderdale I-595 TX Dallas I-35E Stemmons

MD Baltimore I-95 TX Dallas I-635

TX Dallas DFW Connector TX San Antonio Loop 1604

TX Fort Worth I-820 / SH-121 VA Northern Virginia I-95

TX Houston IH 45 North WA Seattle I-405

TX Houston US 59 North

TX Houston US 59 South

TX Houston US 290

UT Provo I-15

VA Northern Virginia I-495

WA Seattle SR-520

Source: Parsons Brinckerhoff

1.7.1 Evolution of Priced Managed Lanes Facilities

Today’s widespread development of priced managed lanes demonstrates that they have become an 

integral part of the nation’s transportation infrastructure since the publication of FHWA’s 2003 Guide 

for HOT Lane Development. Appendix 1 of the Priced Managed Lane Guide provides detailed profiles 

of 21 of the projects included in Table 1. Presented in a standard template to facilitate benchmarking 

comparisons, the profiles provide comprehensive information on the following areas:

•	 Description

•	 Stakeholders

•	 Implementation costs

•	 Utilization
1-11

1. Purpose and Need for Managed Lanes

•	 Financing

•	 Operational policies

•	 Technology and enforcement

•	 Transit services

•	 Contact information

The information provided in the Appendix 1 profiles demonstrates that there is also greater diversity in 

the design, operation, and procurement of priced managed lane facilities around the country. While the 

initial cohort of projects included in the 2003 Guide were simple facilities with single points of access and 

egress, many newer priced managed lane projects include multiple access points that integrate them with 

multiple activity centers. Projects like the I-15 Express in San Diego also include transit centers and parkand-ride lots serving new bus rapid transit (BRT) service operating on the managed lanes.

Several regions with existing priced managed lanes and others with keen interest in developing new 

priced managed lane capacity have begun to incorporate significant focus on this model into longrange Regional Transportation Plans and separate Managed Lane Network Plans. The movement toward 

coordinating the implementation of priced managed lanes at a regional scale rather than one corridor at 

a time stems from a desire to improve regional connectivity and improve travel options. It also fosters 

broader regional goals of improved transit connectivity and rideshare program participation levels. Cities 

that have adopted regional Managed Lane plans include Atlanta, Charlotte, Houston, Miami, Northern 

Virginia, Minneapolis, Phoenix, San Diego, San Francisco, and Seattle.

The remaining chapters of the Priced Managed Lane Guides provide guidance on wide range of issues 

germane to priced managed lanes. The information in this Guide is also supplemented by many other 

technical publications on the topic of managed lanes that have been prepared by FHWA and are available 

on the Office of Operations website http://ops.fhwa.dot.gov/.

2-1

2 Planning and Implementation

2.1 Development and Implementation of Priced Managed Lanes

The planning and implementation process for priced managed lanes should be familiar to most 

transportation professionals. As shown in Figure 2-1, the steps involved are similar to those associated 

with any highway improvement and also align with the metropolitan planning organization (MPO) and 

National Environmental Protection Act (NEPA) processes. 

2.1.1 Pre-Planning 

Once the need for an improvement is identified, the responsible transportation agency—often in 

coordination with the local MPO—identifies and reviews conceptual, operational and physical solutions 

for their effectiveness, anticipated cost, ease of implementation, and acceptability to the public. The 

improvement is then weighed against the other needs facing the state and local region, and then a 

decision is made whether or not to proceed with the project.

2.1.2 Planning

If the project sponsor makes a decision to proceed with the project, the project must be incorporated 

into the MPO’s long-range Metropolitan Transportation Plan (MTP) that identifies transportation needs and 

policy over a 20-year horizon. Once in the MTP, federal funding may be used to support planning work 

and the completion of NEPA environmental clearance documents. During this process, the project sponsor 

narrows and refines conceptual improvements and assesses the ability of a shortlist of more promising 

alternatives to meet a variety of desired goals. 

The process culminates with the identification of a preferred alternative, which is approved through a 

Categorical Exclusion, a FONSI upon the completion of an Environmental Assessment, or a Record of 

Decision (ROD) upon completion of an EIS. In order to be cleared with a FONSI or ROD, projects must also 

be incorporated into the MPO’s Transportation Improvement Program (TIP), which is a near-term, fiscally 

constrained plan identifying which projects in the MTP will be completed in the coming four-year cycle.

2.1.3 Design and Procurement

Once the MPO and NEPA requirements have been completed and funding commitments have been 

secured, the project sponsor completes design work for the preferred alternative and then puts the 

project out to bid. If the project is being procured using the traditional design-bid-build (DBB) model, 

the project sponsor would retain a design consultant to complete 100-percent final design drawings and 

hold a second procurement for project construction, with the award made to the qualified contractor 

submitting the lowest bid. 

Alternatively, if the project sponsor opts to procure the project on a design-build (DB) or DBFOM 

concession basis, a design-builder or private concessionaire would complete the final design work. The 

sponsor would also need to undertake additional analyses in order to determine if DBFOM procurement 

would be feasible. These would include conducting a financial feasibility analysis to see if the project 
Priced Managed Lane Guide

2-2

could be funded from forecasted toll proceeds and preparing a “base financial case” to determine what 

project sponsor’s cost would be if it built, operated, and maintained the project. The project sponsor 

would compare the “base financial case” with offers submitted by private developers to determine 

whether private development would deliver a better value than a traditional public procurement. 

2.1.4 Construction

During the construction phase a private contractor, design-builder, or private development partner builds 

the project according to the design or design specifications and implementation schedule established 

in the construction contract. The project sponsor supervises the construction to ensure that it will be 

consistent with the design and meets the necessary quality standards.

2.1.5 Operation and Maintenance

Once the construction has been completed to the satisfaction of the project sponsor, the new facility is 

put into operation. With traditional DBB or DB procurements, the project sponsor assumes responsibility 

for maintaining and operating the managed lane. With DBFOM concessions, the private developer 

operates and maintains the facility for a designated concession period, during which it has the right to 

collect toll revenues or receive availability payments from the project sponsor. In some cases, the project 

sponsor or other public toll agency might be responsible for toll collection. Responsibility for enforcement 

and incident management also remains with the appropriate public agencies.

2.2 Common Challenges with Priced Managed Lanes 

While the steps involved in the implementation process may be familiar, priced managed lane projects 

can be expected to introduce new technical, institutional, and outreach challenges. Because of these 

challenges, agencies implementing priced managed lane projects must develop expertise that is not 

needed to implement more traditional highway improvements. The following section and subsequent 

chapters of the Priced Managed Lane Guide discuss these issues.

2.2.1 Technical Challenges

The following are technical challenges associated with implementing priced managed lanes:

•	 Priced managed lanes often require complex design solutions and the need to consider exceptions to 

design standards, because they are built in constrained highway corridors with right-of-way constraints 

and require the installation of electronic toll collection equipment and enforcement locations. 

•	 Access to priced managed lanes introduces new operational challenges in corridors where they are 

implemented that may be compounded when there are additional connections to other highway 

facilities or congested urban street grids. 

•	 Priced managed lanes also require a variety of ITSs to detect traffic conditions, set variable toll rates 

in real time, convey information to motorists, enforce against toll evasion, and manage incidents as 

they arise. 
2-3

2. Planning and Implementation

•	 Planning efforts for priced projects also require project sponsors or in some cases the local MPO to 

enhance travel demand models to assess the effects of variably priced tolls on travel behavior, including 

the effects of tolls that vary in real time or by hour of the day, direction of travel, and day of the week. 

•	 If toll proceeds are going to be leveraged to pay for the cost of implementing the project, project 

sponsors must develop expertise in project finance. This expertise is standard for toll authorities, but 

is generally lacking in transportation agencies that do not have experience with tolls.

•	 If priced managed lane projects are implemented through P3 procurements project sponsors will 

need additional expertise in legal and procurement issues, as well as financial feasibility analyses. 

2.2.2 Institutional Challenges

The following are potential institutional challenges associated with implementing priced managed lanes:

•	 Priced managed lane projects require coordination with multiple transportation stakeholders. For 

example, the goals that underpin priced managed lane projects should be consistent with those 

articulated by the local MPO in its MTP and project sponsors should encourage input from the MPO 

throughout the planning process. 

•	 In some locations, pricing projects may be the first application of tolls in a state or region; a fact 

that may require project sponsors to establish new legal authorities, including the ability to levy tolls, 

use variably priced tolls, use video enforcement equipment, or enter into a P3 arrangement with 

private partners. 

•	 ETC systems on new priced managed lane facilities need to be compatible with systems used by 

other toll agencies in neighboring regions and states. 

•	 Most priced managed lane projects also involve improvements to transit service. This requires close 

coordination with transit operators in order to maximize potential synergies. 

•	 Priced managed lane projects inevitably involve coordination with other public agencies including 

state and local police and emergency response agencies. 

2.2.3 Public Acceptance Challenges

Public outreach and consensus building activities are critical components throughout the process of 

implementing priced managed lane projects, due to numerous challenges:

•	 While the benefits of combining occupancy requirements, access, and price to manage demand bring 

clear transportation benefits, the concept is often difficult for political decision makers and the public 

to embrace. 

•	 Tolling may be perceived as double taxation because other transportation needs are funded with 

motor fuel taxes, vehicle registration fees, and other tax revenue. 

•	 Equity is a key concern with priced managed lane projects, as some stakeholders may believe that it 

is inequitable to provide premium service to those who appear more likely to afford it. 

As described further in Chapter 4, Outreach efforts are essential to the successful outcome of priced 

managed lane projects. This Guide recommends the following approach:
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•	 Begin with market research to understand how the public would react to pricing and identify specific 

concerns and strategies to alleviate them. 

•	 Once the project sponsor begins studying pricing alternatives, outreach should focus on public 

education and constituency building. 

•	 Once pricing projects are operational, outreach should focus on marketing the managed lanes and 

disseminating data documenting their performance and benefits they provide to the traveling public. 

How are priced managed lanes different from traditional highway and HOV projects?

	Priced managed lanes use market price and other management tools to provide dependable and superior 

travel conditions, particularly during highly congested peak travel periods.

	Priced managed lanes provide a new and desirable transportation option for motorists and transit users in 

congested travel corridors.

	Priced managed lanes generate revenues that can be used to pay for their implementation and/or operation 

and to help underwrite other transportation improvements.

	Priced managed lanes require considerable attention to roadway management, including monitoring traffic 

operation and responding to incidents.

	Priced managed lanes benefit from innovative ways to apply traffic management and toll collection 

technologies.

	Priced managed lanes require ongoing marketing and public awareness outreach efforts.

	Priced managed lanes are likely to require interagency cooperation.

2.3 Operational and Policy Decisions for Priced Managed Lanes

As agencies begin the planning process for new priced managed lane projects, they need to make 

important decisions on a wide range of operational and policy decisions. This is often accomplished with 

the preparation of a Concept of Operations document. While the preparation of a Concept of Operations 

is not required, FHWA strongly recommends preparing a Concept of Operations document for priced 

managed lane improvements, especially for larger more complex projects. Section 2.3.1 describes the 

Concept of Operations process.

2.3.1 Concept of Operations

The Concept of Operations is a formal document that describes the use and operation of priced managed 

lanes projects. It is used to present the proposed project to decision makers and other stakeholders 

and to solicit their feedback on how to improve it. The Concept of Operations is often a living document 

that evolves as decisions are made as planning and design work progresses. The Concept of Operations 

provides information on the following issues:

•	 Purpose of and need for the project

•	 Current conditions and characteristics of the proposed corridor
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2. Planning and Implementation

•	 Design and system standards to which the project will be developed

•	 The different priced managed lane alternatives that will be assessed

•	 Operational policies including occupancy rates, hours of operation and toll-setting procedures

•	 Transit improvements to be implemented as part of the project, such as new park-and-ride facilities 

and new bus services

•	 Legislative approvals and other agreements needed to implement the project

As part of a larger Systems Engineering Guidebook, FHWA’s California Division Office has developed 

guidance on the Concept of Operations process (Figure 2-1). In addition to descriptive information, this 

guidance also provides examples of Concept of Operations documents as well as other useful templates 

and checklists. 

Figure 2-1: Concept of Operations Process

Source: FHWA California Division. http://www.fhwa.dot.gov/cadiv/segb/views/document/sections/section3/3_4_3.htm. 

Accessed October 1, 2012
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The Concept of Operations should inventory all known institutional requirements that will be needed 

to implement the priced managed lane project, as well as any outstanding institutional or technical 

needs. These could range from issues such as the need to pass toll authorization legislation or enhance 

travel demand models. The document should also describe the public information program that will 

be implemented to gain feedback and support for the priced managed lane. Lastly, the Concept of 

Operations should also identify the different stakeholders that would be involved in implementing and 

operating the managed lanes, together with their respective roles. The development of the Concept of 

Operations should also involve all stakeholders and serve to build consensus in defining the mission and 

goals behind the project and agreement on the roles each of the stakeholders will play. 

The Concept of Operations process should be flexible and can be used to guide improvements in a single 

corridor or the development of a regional network of priced managed lanes. 

Regional Concept of Operations do not address the specifics of individual corridors, but rather address 

policy, operations, and technology issues. They may also be used to determine the extent of the network 

of lanes on which pricing will be implemented, as well as the phasing of those improvements. Regional 

Concepts of Operations tend to be top-down efforts that establish policies that will be applied at a broad 

level. As such, they support the development of individual projects that will ultimately become part of 

the network. For example, the Metropolitan Transportation Commission (MTC – the MPO for the San 

Francisco Bay Area) prepared a regional Concept of Operations for the region in 2010-2011. That same 

document also supported the opening of the I-680 Express Lane in Alameda County in 2010 and the SR 

237 Lanes in Santa Clara County in 2012. 

While the development of Concepts of Operations tends to begin as a top-down process led by a state 

department of transportation (DOT) or regional planning authority, this may change as individual projects 

near implementation when a subsequent project-specific Concept of Operations document would be 

prepared by the project sponsor. In this case, as lessons are learned from an individual project, they may 

also be to Concepts of Operations for other priced managed lanes in the region.

2.3.2 Establishing Operational Objectives

Establishing goals and objectives is an essential early step in the planning process for priced managed 

lanes. The establishment of operational objectives should also be a collaborative process between 

the project sponsor, the local MPO, transit partners and local communities. Planning for operations is 

different than planning for capital improvement projects. FHWA promotes the use of an objectives-driven, 

performance-based approach to planning for operations as an effective way to integrate operations 

in local transportation plans and provides comprehensive guidance on the process in its 2007 guide, 

Advance Metropolitan Planning for Operations: The Building Blocks of a Model Transportation Plan 

Incorporating Operations. 

Operating agencies are typically involved in the regional transportation planning process and interact 

with MPOs. However, it is important to engage day-to-day operating agency managers from a systems 

operations perspective and not simply as advocates for capital projects. Developing an interagency 

committee that focuses on improving regional management and operations has been an effective 

technique used by several MPOs to engage operators in addressing regional operations. This forum can 

be uses this forum to determine system performance priorities, operations objectives, data availability, 

and funding opportunities.
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2. Planning and Implementation

Once the goals for road pricing projects have been established, project sponsors and planning organizations 

develop a set of objectives to assess and compare the extent to which different pricing alternatives are able 

to achieve the desired goals. Possible objectives include one or more of the following:

•	 Improving travel-time reliability for managed lane users 

•	 Maximum overall travel-time savings (may include effects on both the managed lanes and the 

general-purpose lanes)

•	 Maintaining minimum speed levels on the managed lanes

•	 Maximum vehicle throughput subject to traffic level of service or minimum speed constraints

•	 Maximum person throughput subject to traffic level of service or minimum speed constraints 

•	 Maximize revenue

In cases where the private sector is responsible for developing and financing priced managed lanes, 

their main objective may be to maximize revenue levels. Public agencies implementing priced managed 

lane facilities may also be more focused on maximizing operational efficiencies such as throughput and 

travel-time savings. These metrics are not necessarily exclusive as revenue maximization should generally 

coincide with the optimization of operational efficiencies, such as throughput and travel-time savings.

2.3.3 Occupancy Requirements

Occupancy requirements are another essential issue underpinning priced managed lane projects. Most 

HOV and HOT lane facilities have a two-person occupancy requirement for free trips, but a number of 

highly utilized facilities have an HOV-3 occupancy requirement. The project sponsor will need to make 

decisions about which vehicles will be allowed to use the priced managed lane for free or at a reduced 

priced and which vehicles will pay the full variably priced toll. Decisions on occupancy rate should be 

driven by HOV utilization, revenue generation aspirations, and occupancy requirements on other HOV or 

priced managed lanes in the region. They may also reflect other regional goals such as encouraging ride 

sharing and greater use of transit. 

In some instances, increasing HOV occupancy requirements poses public acceptance challenges. 

However, these may be easier to overcome if increases in occupancy rates are made along with other 

improvements, such as the implementation of priced managed lanes. With projects that involve the 

conversion of an existing HOV facility to priced operation, the pre-existing occupancy rate on the HOV 

lanes is a fundamental metric. As discussed in Section 1.8, if the HOV lanes are under-utilized during 

peak periods, occupancy rates are usually left unchanged. However, if the lanes are at or near capacity 

during the peak period then there may be a need to increase them. Increases may apply to all hours of 

operation or they may be limited to peak travel periods. 

Similar issues arise with priced managed lane projects involving the provision of new capacity. However, 

in this case occupancy rates may be driven to a greater degree by policy goals and revenue generation 

needs and less by expected utilization rates. For example, the I-95 Express in Miami involved the 

conversion of an existing HOV lane to HOT operation and the provision of an additional managed lane. 

The existing HOV-2 lane was heavily utilized and the project sponsor was concerned that the new lane 

would fill quickly with additional HOV motorists if the occupancy rate remained unchanged. So, the 

decision was made to increase the occupancy requirement for free trips to HOV-3 when the HOV-to-HOT 
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conversion was made. This ensured that the new lanes would not become congested with non-paying 

HOV vehicles and enable the lanes to generated additional toll revenue. It also avoided the challenges 

of increasing the occupancy rate at a later date. Interestingly, the change from HOV-2 to HOV-3 did not 

generate much controversy because conditions improved in both the managed and general-purpose lanes 

after new lanes entered service. This was particularly true on the managed lanes with the provision of a 

second travel lane each direction, allowing motorists to pass slower vehicles.

In some cases it may be helpful not to make decisions on occupancy early on in the assessment of priced 

managed lane projects, to provide the flexibility to respond to future developments, such as increases 

in the cost of fuel or the decision to implement the project on a P3 basis. Planning and environmental 

studies provide an excellent process by which to assess the performance of the priced managed lanes 

assuming different occupancy rates, as well as the opportunity to assess public opinion.

2.3.4 Vehicle Requirements

There are other vehicle requirements that need to be established for priced managed lane projects. 

The most fundamental is whether vehicles need to be equipped with ETC transponders in order to use 

the facility. Currently, all priced managed lane facilities in the U.S. require paying non-HOV vehicles to 

have transponders. Access to transponders is another mechanism to manage the number of vehicles 

using the managed lane. However, this may change in the future with the greater deployment of 

tolling systems with license plate readers using character recognition technology and greater use of 

transponders among motorists.

Today, qualified HOVs are not required to be equipped with transponders on most priced managed lane 

facilities. However, in some cases project sponsors may also require HOV motorists to have transponders 

that identify them as qualified non-paying HOV vehicles. This approach is being used on the HOT 

conversion of the existing HOV lanes on I-10 and I-110 in Los Angeles. These Metro Express Lanes will 

be the first in the U.S. requiring HOV motorists to use transponders with a toggle switch to identify their 

vehicle as a qualified HOV vehicle or declare themselves as a paying SOV if they are driving alone and 

wish to use the lanes. Any HOV vehicles using the Metro Express Lanes with standard transponders will 

be charged the same toll as SOVs. 

In addition to qualified HOV vehicles, certain other vehicles may be allowed to use priced managed lanes 

at no cost. These normally include transit vehicles (buses and vanpools), police, emergency response 

vehicles, and in some cases motorcycles. 

Certain SOVs may also be allowed to use priced managed lanes at no cost. The most common exemption 

of this type is made for low-emission ILEVs.2

 Some states provided unlimited free access to ILEVs on 

priced managed lanes. Others have limited the number of qualified ILEVs allowed on managed lanes 

by issuing a fixed number of ILEV permits. In some cases the more prevalent use of low-emission 

vehicles, has lead to significant numbers of ILEVs on HOV facilities to the point where they may degrade 

traffic services. Many policymakers now believe that the reduced fuel costs are incentive enough for 

2 The 1990 Clean Air Act Amendments established the clean-fuel vehicle program and the specific attributes of qualifying ILEV 

vehicles. It also authorized publicly owned ILEVs to use HOV facilities without meeting vehicle-occupancy requirements means 

to encourage the purchase of low emission vehicle fleets. The Transportation Equity Act for the 21st Century (TEA-21) allowed 

states to expand this authorization to include individually owned ILEVs. This provision was scheduled to expire, but has been 

extended in subsequent authorization legislation. 
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2. Planning and Implementation

the purchase of ILEVs and that the ILEV exemption is no longer necessary. Project sponsors should 

consider ILEV policies carefully on new priced managed lane projects, as non-paying ILEVs take up priced 

managed lane capacity that could otherwise be sold to paying vehicles. This phenomenon limits available 

capacity and thereby drives prices up for other paying vehicles. Experience in states that have allowed 

ILEVs to use managed lanes also demonstrates that this policy is difficult to reverse once a precedent has 

been established.

2.3.5 Revenue Sharing

The disposition of project revenues is another important policy issue that will be of particular interest 

to the public. Decisions on the use of toll proceeds are often sensitive and should be addressed up 

front. As shown in Table 2-1, annual toll revenues and operating costs associated with priced managed 

lane projects vary greatly from facility to facility. Revenues from managed lanes may be used to cover 

the cost of operating the facilities. If there are excess proceeds, they may be used to pay for the 

initial implementation of the managed lanes or to support other transportation needs in the corridor 

or region. Close coordination with transit providers and the possible use project revenues to support 

transit improvements in the corridor is often an effective strategy to garner support for managed lane 

improvements from a wide cross section of stakeholders. 

Table 2-1: Annual Toll Revenue and Operating Costs for Operating Priced

Managed Lane Facilities

Facility Region State Annual Revenues Annual Operating Costs

I-15 Salt Lake City UT $500,000 $500,000

SR-167 Seattle WA $743,000 $843,000

I-35W Minneapolis MN $751,000 $1,690,000

I-394 Minneapolis MN $1,600,000 $961,000

I-25 Denver CO $2,400,000 $1,500,000

I-15 San Diego CA $4,400,000 $4,400,000

I-10 Houston TX $8,000,000 $2,370,000

I-95 Miami FL $14,790,000 $7,630,000

SR-91 Orange County CA $41,246,000 $22,380,000

I-45 S Houston TX NA NA

I-680 Alameda County CA NA NA

SR-237 San Jose CA NA NA

I-85 Atlanta GA NA NA

US 290 Houston TX NA NA

Source: Parsons Brinckerhoff

Revenues for projects involving the conversion of an existing HOV facility to HOT operation should be 

expected to be modest and are often not adequate to offset operating costs. This is the case with the 

SH 167 near Seattle, the I-15 Express in Salt Lake City, and the I-35W MnPASS in Minneapolis. While the 

I-394 MnPASS in Minneapolis generates an operating profit of approximately $540,000 per year, this is 

offset by an annual payment of $1.5 million by the Minnesota Department of Transportation (MnDOT) to 

repay a capital loan account that was used to pay for the implementation of the project.
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Two-lane HOT lane facilities, such as the I-25 in Denver may be expected to earn a modest operating 

profit. This 8-mile, two-lane reversible facility has annual revenues of $2.4 million and operating costs 

of $1.5 million. Under state law, excess revenues are permitted to be designated to transportation 

improvements in the corridor (including transit, vanpool, and carpool services) as well as reconstruction, 

expansion, and extension of the managed lanes. Under the right conditions, revenue from higher volume 

managed lanes with at least two lanes per direction can exceed operating costs by a significant amount. 

This is the case with projects such as the Katy Freeway managed manes in Houston and the I-95 Express 

in Miami, which have annual operating surpluses of $5.6 million and $7.1 million, respectively. In Houston 

the operating surplus is used to repay underlying debt that was used to cover a portion of the cost of 

building the new lanes, while in Miami nearly half of the operating surplus is used to support transit 

operations and the remainder is held in reserve accounts. 

With annual revenues of over $41.2 million, the SR 91 generates the most revenue of operating U.S. 

managed lane facilities by far. Operating costs—including the repayment of underlying project debt—total 

nearly $22.4 million, leaving its sponsor—the Orange County Transportation Authority (OCTA)—with $18.9 

million annual to support other transportation needs. While the SR 91’s ability to generate revenue is 

exceptional given that it is the only high-capacity route through a mountain pass between large activity 

centers in Orange and Riverside Counties in California, other new managed lane facilities currently in 

implementation are also anticipated to generate significant amounts of revenue. These include the $2.0 

billion I-495 Capital Beltway Project, which is adding four managed lanes to one of the most congested 

Interstate highway in the U.S. This project is being financed largely through the anticipated toll revenues. 

The same is also true of the $2.0 billion North Tarrant Express and the $2.6 I.H. 635 Managed Lanes, 

both of which are being implemented through P3 procurements in Dallas / Fort Worth.

2.3.6 Traffic and Revenue Forecasting for HOT Lanes

The Role of Modeling in developing Priced Managed Lane projects

Priced managed lanes share some aspects of both HOV lanes and toll roads. Like HOV lanes, they 

provide priority treatment for high-occupant vehicles. Like tolled roads, they provide premium service for 

paying motorists. 

One of the unique aspects of planning for priced managed lanes is that planners must forecast demand 

levels for both high-occupant and single-occupant vehicles that buy in under a variety of pricing 

and occupancy requirement scenarios. This exercise serves a dual purpose: First, it allows to the 

project sponsor to determine the combination of pricing and occupancy requirements that maximizes 

transportation benefits for all motorists traveling in the priced managed lane corridor. Second, it allows 

the project sponsor to forecast revenue streams and then evaluate financing approaches.

Forecasting demand on the priced managed lane corridor is accomplished by using a travel demand 

forecasting model. Travel demand models are mathematical tools that estimate roadway and transit travel 

based on projected population levels, land use trends, and expected roadway and transit characteristics 

such as cost and travel time. A travel demand model will forecast the level of demand for the toll facility, 

the impacts of tolling and pricing on corridor and regional travel, and the impacts of tolling on different 

groups of travelers.
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2. Planning and Implementation

Forecasting travel demand for priced managed lanes is challenging because traditional travel models 

use simplified representations of pricing and have limited capabilities for predicting how travelers would 

change mode, route, departure time, destination, or trip frequency in response to pricing. In addition, 

forecasting demand for priced managed lanes is very sensitive to future conditions, such as land use, 

population growth, characteristics of alternative road and transit modes, and even macro-economic 

cycles. The complexity of the forecast is compounded by the sensitivity of demand for priced managed 

lanes to travel conditions in the general-purpose lane and to the extent to which multiple-occupant 

vehicle trips are made in the corridor. At a minimum, demand assessments must consider the difference 

between travel times in the priced managed lanes to those in the general-purpose lanes, because 

motorists will chose the priced manage lane only if the value of the time savings value exceeds the cost 

of the toll. They should also consider the value of time savings afforded by the HOT lane, as it is likely 

that motorists will chose the HOT lane if the time savings value exceeds the out-of-pocket cost required 

to achieve the savings. The array of factors affecting travel demand for HOT lanes and priced managed 

lanes is provided in Table 2-2.

Table 2-2: Managed Lane Demand Factors

Categories Demand Factors

Price of HOT 

lane Service

•	 Toll or pricing structure as a function of time of day, vehicle occupancy, payment method, 

prevailing traffic levels on alternative facilities, etc. – affects all usage decisions including 

route choice, mode choice / carpooling attractiveness, time-of-day

•	 Expected HOT lane travel time

•	 “Membership cost” – the out-of-pocket, inconvenience, and/or opportunity cost of making 

the user eligible to use the facility (includes transponder, account deposit, setup fees, etc.)

Cost of 

Alternative 

“Free” Service

•	 Expected travel time on the parallel or alternate “free” route

•	 Additional time cost associated with the congestion-related uncertainty of using a parallel 

free facility (inconvenience and frustration arising from the variation between the expected 

travel time before use and the actual “true” travel time after use)

Travel 

Characteristics

•	 Trip purpose, situational context – affects value of time, and thus willingness to pay out-ofpocket costs

•	 Vehicle occupancy – affects willingness to pay via the net time savings value for the vehicle, 

and may impact the HOT lane price for the vehicle

•	 Trip frequency – may affect willingness to buy into the HOT lane concept (obtain an 

account and automated vehicle identification equipment or becoming a HOT lane 

“member”)

User 

Characteristics

•	 Risk profile of users (risk averse / risk neutral / risk receptive) – relates to willingness to 

pay for travel-time reliability 

•	 Income and other demographic user characteristics – affects value of time and risk aversion 

in both observable and un-observable ways

Desirable Travel Demand Model Characteristics

How well the model predicts demand for the priced managed lane and the resulting revenues depends 

on the structure of the model, how well it is calibrated and validated, and how it is applied to quantify 

the uncertainty inherent in any forecast of future economic activity. In the case of priced managed 

lanes, three model structural characteristics are most important: representation of relevant travel choice 

decisions, representation of travel costs, and representation of travelers’ willingness to pay.
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Relevant Travel Choices

The following first-order choices are the direct or immediate reactions that travelers may have to the 

presence of a priced managed lane:

•	 Route Choice: Switching from the general-purpose lane into the priced managed lane or switching 

from other roadways into the priced managed lane corridor.

•	 Mode Choice: Forming carpools to take advantage of the free facility, dissolving carpools because of 

the new ability to buy into better travel conditions, or switching to or from competitive transit modes.

•	 Travel Time Choice: Changing the time of travel in response to variable toll prices. 

The travel demand model should explicitly capture all of these first-order responses. 

Longer-term or second-order responses tend to be of a smaller magnitude, but over time they can 

also be significant. They include changing destinations, trip frequency, and even residential choice, 

among others. Travel demand models vary in their ability to represent both first-order and secondorder responses to priced managed lanes. This effort should be commensurate with the level of analysis 

sought. A focus on a subset of first-order responses may be sufficient for preliminary feasibility studies, 

while an investment-grade study requires a better understanding of all choices and how they may vary 

under different land use, and economic assumptions.

Representation of Travel Costs

The cost of using priced managed lanes or alternate routes or modes includes not just the cost of 

the toll, but also the perceived value of travel time, fuel, vehicle maintenance and depreciation costs. 

The perception of these costs can also vary, depending on the length of the trip and the type of user. 

Traditional travel demand models employ relatively simple approach, while more advanced models take 

into account traveler perceptions based partly on studies conducted with managed lane users. 3

Accurate representation of the out-of-pocket cost of using the priced managed lane is an important 

property of the travel demand model. The model must be able to distinguish the price differential across 

types of vehicles, vehicle occupancy, time-of-day, congestion levels, method of payment, entry and exit 

locations, and other relevant attributes. Of these attributes, accounting for the differences in toll prices 

inherent in a dynamic, variably priced system are by far the most challenging, due both to the frequency 

at which tolls change (as frequent as every 5 minutes) and value of the toll. Models that are not designed 

to handle these types of pricing schemes rarely have the ability to represent them accurately, and 

therefore require substantial modifications to the trip assignment step, as well as feedback to upper level 

models such as mode and destination choice.

Willingness to Pay

Willingness to pay refers to the tradeoff that travelers make between time and money, and it is a critical 

factor for priced managed lane applications. For the price of the toll, travelers are “buying” travel time 

savings or travel-time reliability or some other trip-related improvement. The value of time (VOT) can be 

thought of as the “price” of travel-time savings. The value of reliability (VOR) has a similar interpretation, 

3 Transportation Research Board (2012). Improving our Understanding of How Highway Congestion and Pricing Affect Travel 

Demand. Strategic Highway Research Program, Report No. S2-C04-RR.
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2. Planning and Implementation

but it measures willingness to pay for increased travel-time reliability for a given trip. Travelers have 

different VOTs and VORs, partly as a function of measurable personal, household, and trip characteristics 

(such as income, gender, worker status, trip purpose, etc.), and partly as a function of situational 

variables and other attributes that the forecaster cannot observe. 

To reflect the diversity of VOT and VOR, travel demand models subdivide the population into groups 

with similar VOT and/or VOR. The greater the VOT (or VOR) stratification, the more accurate is the 

response of the model to tolls. The more advanced travel demand models use continuous VOT functions 

that reflect both observed and unobserved variability within the travel population. Appropriate market 

segmentation attributes include trip purpose, time of travel, household income, auto ownership, traveler 

gender, ownership of a transponder or toll pass, among others. The choice of market stratification 

variable is typically dictated by data availability; however, at a minimum a model used for managed lane 

analysis should be segmented by trip purpose, time of day and household income.

Data Used in Managed Lane Travel Demand Modeling

Travel demand models use a variety of data sources, including household travel surveys, population 

censuses, origin-destination surveys, and traffic counts, among others. These data, along with 

assumptions about the mathematical form of the model, are used to establish the parameters of the 

travel model and to validate its forecast for a base year (i.e., a year for which the traffic volumes in the 

study corridor are known). As discussed above, a critical parameter for forecasting priced managed 

lane demand is the travel population’s willingness to pay. Willingness to pay for managed lanes can be 

measured empirically by observing the behavior of travelers in managed lane corridors, including both 

those that choose the managed lane and those that prefer to use the alternative routes or modes. These 

data can consist of observations of individuals’ behavior or they can consist of historical traffic volume, 

travel time and toll series for all lanes in the managed corridor. Estimates of the elasticity of managed 

lane demand to travel time and tolls can be derived from the travel model (when disaggregate data are 

available), or from the historical traffic data (i.e., when only aggregate data are known). 

However, in many regions priced managed lanes do not exist, thus precluding the use of revealed 

preference or historical data to develop the travel model. In these cases, modelers use relationships 

built with data from existing priced managed lane facilities, and/or employ stated preference surveys to 

gather information about potential users of the new facility. Stated preference surveys attempt to elicit 

willingness to pay information by asking travelers to state the travel choices they would make when 

presented with a set of hypothetical scenarios. The scenarios are designed so that a limited set of travel 

conditions (e.g., travel time, tolls, and reliability) for likely travel choices (e.g., a managed lane and a 

parallel mixed-flow lane) is varied and respondents are asked to indicate what they would most likely 

choose under those specified conditions. Under carefully constructed experimental designs and data 

analysis techniques, these types of surveys elicit willingness to pay information that can in turn inform a 

travel demand model.

Traffic and Revenue Forecasting Methods as Applied to Managed Lanes

Tools and Techniques

Various methods are available to forecast priced managed lane demand and revenues. Three of these 

methods are briefly described here: a sketch planning technique, trip-based models, and activity-based 
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models. These tools progressively offer a more rigorous framework for studying the travel time versus 

cost tradeoff posed by managed lane strategies. It should be noted that use of advanced demand 

modeling tools alone is not a sufficient condition for preparing “investment-grade” forecasts. These 

types of forecasts place a premium on identifying sources of uncertainty and their effect on managed 

lane demand.

Sketch-Planning Tool

Figure 2-2 depicts a sketch-planning methodology that can be useful in preparing initial feasibility 

assessments of priced managed lanes and other surface transportation investments. The sketch-planning 

approach is less rigorous than a trip or activity-based demand model but can still provide helpful 

information to decision makers.

The sketch-planning model incorporates various situations the analyst may face, for example:

•	 A completely new priced managed lane facility is to be constructed adjacent to existing generalpurpose lanes;

•	 An existing HOV lane is to be converted to a priced managed lane; and

•	 A new HOV lane is to be constructed, but with the intent of a possible conversion to priced managed 

lane at a later point if traffic conditions warrant.

•	 The methodology presented in Figure 2-2 estimates the priced managed lane traffic assuming that 

the demand for vehicle occupancy and origin-destination combination is constant. It does not account 

for queues and other conditions that affect priced managed lane operations in highly congested 

corridors. First, the modeler measures peak traffic on the general-purpose lanes and determines 

level of service. Using this information, the modeler estimates peak-period congestion delays and 

quantifies the cost of those delays based on hourly values of travel time. Then, based on the 

available capacity in the HOV lane (after “free” HOV vehicles are accounted for), eligible users are 

“shifted” to the HOT lane, just up to the point where free-flow conditions can be maintained in the 

HOT lane. The priced managed lane toll is estimated as the toll required to induce these many eligible 

users to shift—a lower toll would shift too many eligible users and cause congestion on the HOT 

lane, while a higher toll would preclude sufficient SOV users to shift to fill up the available HOV lane 

capacity. Priced managed lane revenues are then estimated after accounting for market penetration 

of electronic toll collection accounts. 

•	 In a more complex, but perhaps more realistic version of this, priced managed lane tolls are 

repeatedly set to reflect the income distribution of SOV drivers in the general-purpose lane. Those 

SOV users at the top of the income distribution—who place the highest value on time—are shifted 

first, and a test is made to determine whether there is any remaining capacity in the HOT lane. This 

iterative process is repeated, and tolls set progressively downward, until the desired minimum level of 

service in the HOT lane is reached. This process determines an “optimal toll”—a process that mirrors 

a real world dynamic tolling process.

•	 Although not explicitly shown in Figure 2-2, this method should be applied for different time periods 

to capture differences in the congestion levels of the general-purpose lanes.
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2. Planning and Implementation

Figure 2-2: Priced Managed Lane Revenue Forecasting Process

Source: Parsons Brinckerhoff
Priced Managed Lane Guide

2-16

Trip-Based Travel Demand Models

Fundamentally, a trip-based model forecasts priced managed lane demand in a manner similar to the 

sketch-planning method outlined above: by trading off travel-time savings against the value of the toll. 

However, there are important differences between a fully fledged regional model and the sketch-planning 

tool. Whereas the sketch-planning tool relies on a simple representation of the choice between the priced 

managed lane and the general-purpose lane, the regional model typically incorporates various choices, 

including mode choice, carpool formation, destination choice, and possibly time of day choice. Route 

choice includes both vehicles that are choosing between the priced managed lane and general-purpose 

lanes, as well as vehicles that are choosing between alternate routes, priced managed lanes, or generalpurpose lanes. In cases where the priced managed lane spans multiple access and egress points, the tripbased model will determine whether vehicles change the points at which they enter or exit the corridor in 

response to the tolls charged (and resulting time savings achieved) on each route segment. A trip-based 

model can incorporate more complex generalized cost functions than the sketch-planning method.

A common alternative to a fully fledged regional model is to study the priced managed lane in isolation, 

in the same manner that the sketch-planning model does, but using a more complex HOT lane choice 

function than described above. By ignoring the destination and mode choice dimensions, these corridorbased models can apply greater realism to the representation of value of time over the entire population 

and travel-time variability, than a regional model is capable of doing. 

Activity-Based Travel Demand Models

Activity-based travel models are also regional travel demand models that overcome many of the 

shortcomings of trip-based models. Activity-based models rely on a more behaviorally correct 

representation of travel choices, incorporating both long-term effects and short-term effects. Particularly 

relevant for modeling priced managed lane demand, these models are able to represent VOT and VOR 

as a unique attribute of each traveler in the population, rather than the average VOT or VOR used in 

trip-based models. This representation of distributed VOTs lends greater realism to forecasting optimal 

tolls—that is, the toll that equilibrates priced managed lane demand with the minimum desired level of 

service. In these models VOT is not just a function of income but also of taste variations and situational 

effects observed in the travel population. Activity-based models are also better equipped to model carpool 

formation since they can consider household composition and travel patterns for the entire household in 

the choice of mode. Another important advantage for modeling variably priced managed lanes is the finer 

time of day periods typically used by activity-based models, compared to trip-based models or sketchplanning tools.

Lessons Learned on Toll Traffic and Revenue Forecasting

Experience around the country with toll roads and transit systems indicates that demand projections and 

revenue forecasts are more likely to err on the high side. Overestimates of revenue potential can result in 

unexpected public expenditures or even project default. Therefore, it is preferable to build in reasonably 

conservative assumptions regarding travel demand characteristics and the underlying economic conditions 

that drive travel demand forecasts. Such assumptions are questioned as a matter of course in the due 

diligence reviews that private lenders require when they finance infrastructure projects. Similarly rating 

agencies focus closely on forecasting assumptions when rating project bonds.
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2. Planning and Implementation

The reasons for which toll projects fail to achieve the forecasted toll traffic and revenues vary from 

project to project. Numerous studies have identified and examined several sources of forecast error4.

According to these sources, the top drivers of toll traffic and revenue forecast failure are: 

•	 Poorly estimated VOTs, or reliance on a single VOT for the entire driver population;

•	 Economic downturns; 

•	 Erroneous prediction of future land use conditions; 

•	 Lower-than-predicted time savings; 

•	 Additional competition (e.g., improvements to competing roads or the addition of new roads); 

•	 Lower-than-anticipated truck usage; 

•	 High variability in traffic volumes (by time of day or by day of the year); 

•	 Complexity of the tolling regime; 

•	 Underestimation of the duration and severity of the ramp-up period; and 

•	 Use of a travel demand model developed for other planning purposes. 

Three of these forecast failure drivers are particularly applicable to managed lane projects: poorly 

estimated VOTs, high variability in traffic volumes, and complexity of the toll regime.

Poorly estimated VOTs, in particular ignoring the presence of travelers that exhibit very high VOTs is 

problematic for priced managed lane projects because the optimal toll (and traffic and revenue) are highly 

dependent on these drivers. Models that use traditional market segmentation as opposed to distributed 

VOTs tend to under-estimate the number of high VOT users, which are the prime market of managed lane 

strategies. Traffic volume variability, such as is common in hyper congested corridors where managed lanes 

are attractive, results in travel-time savings that vary greatly over short periods of time. This type of traveltime variability is often ignored by models that forecast constant travel-time conditions over large (one to three 

hour) periods of time. Relying on average travel-time conditions over a relatively large time period ignores the 

travel-time variability that can make managed lanes attractive (or not) on the time scale in which the route 

choice decision is made. And finally, some priced managed lanes operate under quite complex tolling regimes, 

because the tolls are varying with the conditions in both the managed lane and the general-purpose lanes, in 

addition to discounts offered to certain types of users or payment methods. Capturing this level of complexity 

in a model expected to provide results in minutes or at most hours can be quite challenging, and 

therefore modelers tend to simplify the tolling regime. Over-simplifications of the tolling regime may lead 

to forecast failure, since the modeled conditions can be quite different from the actual travel conditions.

Given all the uncertainties and simplifications that are present in travel demand forecasting, it is 

recommended that analysts perform a risk analysis, whereby the impact of key modeling or project 

assumptions on toll traffic and revenues is examined in detail. Rather than providing a single point 

estimate of the expected traffic and revenue, a range of estimates is provided along with the assumptions 

that underpin these estimates. 

4 Bain, R. and M. Wilkins. (2002) Infrastructure Finance: Traffic Risk in Start-Up Toll Facilities, Standard & Poor’s, McGraw-Hill 

International (UK) Ltd., September 2002.; Flyvbjerg, B., M. K. Skamris Holm, and S. L. Buhl. (2005) How (In)accurate Are 

Demand Forecasts in Public Works Projects: The Case of Transportation, Journal of the American Planning Association, 71 (2), 

131-146.; Flyvbjerg, B., M. K. Skamris Holm, and S. L. Buhl. (2006) Inaccuracy in Traffic Forecasts. Transport Reviews, 26 (1), 

1-24.; George, C., W. Streeter, and S. Trommer. (2003) Bliss, Heartburn, and Toll Road Forecasts. Project Finance Special Report, 

Fitch Ratings, November 2003; George, C., S. Trommer, M. McDermott, G. Zurita, C. Lewis, L. Monnier, W. Streeter, E. Lopez, 

and C. Fuenalida. (2007) Global Toll Road Rating Guidelines. Criteria Report, Fitch Ratings, March 2007.

3-1

3 Organizational / Institutional Frameworks

In order to launch a priced managed lane project, there are several organizational issues that need to be 

resolved. These involve identifying a logical project sponsor, arranging funding, working out operational 

protocols, and determining what legal ramifications may be involved. Answers to these issues may not 

always be obvious. This chapter identifies the wide array of organizational and institutional issues that 

transportation professionals must address as they consider the implementation of priced managed 

lane projects.

3.1 Priced Managed Lanes Roles and Responsibilities

There is no set formula or norm for the institutional arrangements supporting priced managed lane 

projects, nor the assignment of roles and responsibilities to particular entities. Table 3-1 identifies a 

comprehensive list of activities undertaken for a typical priced managed lane project, divides them 

between project implementation and operations, and indicates the potential entities with responsibility. 

Not all activities will apply to every priced managed lane project. Institutional structures will depend on a 

variety of factors and are likely to vary from project to project. In some cases, a single agency, such as a 

state DOT, may be responsible for many of the activities noted in the table. In others, individual functions 

may be performed by individual agencies, private companies, or partnerships among them. 

3.2 Project Sponsors

Identifying a project sponsor is one of the first and most important issues to resolve in implementing 

a priced managed lane project. The project sponsor plays the most significant role in project 

implementation. As shown in Table 3-1, a project sponsor can be responsible for nearly all activities 

during a priced managed lane project’s development and operations. The project sponsor often will 

execute planning studies, submit applications and environmental documentation, and oversee the 

construction and possibly the ultimate operation of the facility. The implementing agency will need to be 

vested with, or obtain the legal authority to collect tolls, and it will need to function as a champion for the 

project to garner the critical public and political support needed to bring the project to fruition. 

Experience has shown that a variety of project sponsors and operators may be involved. Most frequently, 

a state DOT acts as the project sponsor, but turnpike and toll road authorities, local transportation 

agencies and authorities, and public transit agencies can also sponsor or cosponsor a priced managed 

lane project. Often a long legacy of institutional relationships has already been established among project 

participants. Therefore, it is important to understand these relationships and determine if any pre-existing 

political or institutional issues should be addressed.
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able 3-1: Priced Managed Lane Project Activities and Responsibilities

State 

DOT*

Turnpike / Toll 

Authority*

MPO and Other 

Local Agencies*

Transit 

Agency*

Private 

Development 

Partner

Private 

Consultant 

Contractor

Law Enforcement 

Agency / Emergency 

Response

Project DevelopmentPlanning / Technical Studies X X X X X

Education and Public Outreach X X X X X XFederal Programs and Grant Applications

X X X X

Environmental Review / Permitting

X X X X

Project Finance X X X X X

Contract Award and Administration

X X X X X

Design X X X

Construction X X XOperationsToll Collection and Billing X X X XFacility Operations X X X X XPerformance Monitoring / Management

X X X X X X

Maintenance Operations X X X XEnforcement X X X

Incident Management X X

Customer Service X X X X X X

Marketing X X X X X XTransit Operations X X

Source: Parsons Brinckerhoff* Potential project sponsor
3-3

3. Organizational / Institutional Frameworks

3.2.1 State Departments of Transportation

As the primary providers of highway service and owner/operators of a majority of the nation’s managed 

lane projects, DOTs are logical sponsors of new priced managed lane facilities. They have extensive 

experience in planning, designing, constructing, operating, and maintaining limited-access highways. 

They have the financial depth to contemplate building new highway capacity and to obtain the expensive 

toll collection and traffic monitoring systems that priced managed lane facilities require. DOTs also have 

the power of eminent domain and many DOTs are already operating HOV networks with extensive 

electronic traffic monitoring capabilities. 

While state DOTs have a wealth of highway experience, they may not necessarily have the legal authority 

to levy tolls (see Section 3.4.1). They also may not be familiar with the operation of tolled facilities and 

the sophisticated electronic toll collection traffic monitoring systems that priced managed lane projects 

require, and in certain cases they may have limited legal authority to privatize these operations. Toll road 

operation also involves back-office activities including auditing, credit card billing, and customer service, 

all of which may be new activities for many DOTs.

3.2.2 Turnpike and Toll Road Authorities

As a precursor to the interstate highway program, many states developed turnpike and toll authorities 

with specific legislative charters to finance, build, and operate limited-access, high-speed highways. While 

the advent of the interstate program provided a dedicated federal motor fuel tax to provide funding for 

non-tolled highways, most legacy toll authorities continue to serve their original roles. Fiscal constraints 

beginning in the 1980s have led to renewed significance and presence of toll authorities, especially in fast 

growing areas such as California, Texas, Colorado, Florida, and North Carolina. Some of these authorities 

are state or county agencies, while others are joint entities formed by multiple jurisdictions. 

In certain cases, the involvement of turnpike and toll authorities may facilitate the implementation of a 

priced managed lane project. In addition to engineering and construction experience, they are already 

vested with the legal authority to operate tolled highway facilities, thereby obviating the need to seek 

special authorizing legislation. Turnpike and toll authorities have the staff and systems in place to conduct 

all back-office revenue handling and accounting activities. In addition, many operate the advanced 

electronic toll collection and traffic monitoring systems that priced managed lane networks require. 

While turnpike and toll road authorities offer natural advantages, they are not common in all areas across 

the country. In addition, if priced managed lanes were introduced along un-tolled highway segments, 

they would not involve roads already under the control of such authorities. Nonetheless, given that 

motorists are accustomed to paying tolls to turnpike and toll road authorities, their involvement in 

the operation of priced managed lane projects could help in gaining the public’s understanding and 

acceptance of these potential projects.

3.2.3 Local Transportation Agencies and Authorities

In order to receive federal funding for transportation projects, all urbanized areas in the United States 

are required to establish an MPO. MPO status is designated by the United States Department of 

Transportation (USDOT) and is usually given to regional Councils of Government or other joint powers’ 

authorities. These groups are generally governed by a board of elected officials representing municipal 
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3-4

governments within their jurisdictions, as well as county officials, and public agencies that operate 

transportation systems. State DOTs sit on all MPO boards ex officio. The organizational structure of MPOs 

varies around the country, and in certain cases, MPO status is given to county or municipal governments.

In some areas, local authorities have been created to assist MPOs in securing funding and implementing 

projects identified through the MPO. These transportation or funding authorities, created at the county or 

regional level under varying conditions, can help to study the merits of priced managed lanes and secure 

funding for their implementation. Once a project is operational, they may be responsible for disbursement 

of net revenues collected. County-level transportation agencies have been especially instrumental in 

California, where they serve in varying capacities, as state mandated Congestion Management Agencies 

that plan and fund projects at the county level, as administrators of county-level local option sales taxes 

devoted to transportation, as transit operators, and as combinations thereof.

Given their regional mandate and their planning function, MPOs and local transportation authorities may 

be logical sponsors of priced managed lane initiatives. They have commissioned several of the priced 

managed lane studies that have been carried out in California, the Phoenix region, the Washington, D.C., 

metropolitan region, and elsewhere. Their active and consistent support is also essential if a new priced 

managed lane facility is to be built, and local transportation authorities often play a primary role in the 

initial planning studies investigating the feasibility of such projects. Although most MPOs are likely to lack 

operating experience or tradition, some might play a further role in overseeing the implementation and 

operation of a priced managed lanes facility, such as with the I-15 Express Lanes in San Diego, where 

SANDAG has cosponsored the project in conjunction with the state DOT. County-level transportation 

agencies in California are also prominent sponsors of priced managed lane projects in the San Francisco 

Bay Area and Southern California.

3.2.4 Public Transit Agencies

Public transit agencies present interesting opportunities for participating in priced managed lane projects. 

Several transit agencies operate bus rapid transit or HOV facilities that have excess capacity that could 

be sold to carpoolers, vanpoolers, or single occupant vehicles and operate as a HOT facility. Utilizing 

additional roadway capacity for other vehicles can help win political and public support and may limit the 

need to add additional roadway capacity. In the same vein, the participation of transit agencies in priced 

managed lane projects sponsored by other agencies highlights the potential for priced managed lane 

projects to provide opportunities for promoting reliable mass transit improvements. Finally, transit agency 

involvement in the development of priced managed lanes may also help to introduce new sources of 

capital funds and in return, as with the I-15 in San Diego, I-25 in Denver, and 95 Express in Miami, priced 

managed lane revenues can provide important new revenues to support improved transit service. 

It is important to note, however, that transit agencies would need to obtain the backing of the Federal 

Transit Administration (FTA) before being able to launch a priced managed lane project on their own. 

Approximately 80 of the 130 freeway HOV facilities in the U.S. are considered “fixed guideway miles” for 

the purposes of FTA’s formula grant programs (Section 5307 and 5309). Generally in effect since Fiscal 

Year 2003 and clarified in the Federal Register in January 2007 (responding to Section 1121 of the Safe, 

Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users [SAFETEA-LU]), FTA also 

classifies HOV lanes as fixed guideway miles for the purposes of funding formulas, thereby ensuring that 

federal transit funding is not decreased when existing HOV facilities are converted to priced operation. 

The converted facility must maintain certain operational performance standards, which may be higher 
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3. Organizational / Institutional Frameworks

than generally required for priced managed lanes if the HOV facility was originally constructed using 

FTA capital grant funding. Facilities that were not eligible HOV lanes prior to being converted, non-HOV 

facilities converted to priced operation, and newly constructed priced managed lanes remain ineligible for 

inclusion as fixed guideway miles in FTA’s funding formulas.

3.3 Other Entities

In addition to project sponsors, other important roles and responsibilities rest with the private sector, 

including consultants and contractors and with law enforcement and emergency response personnel.

3.3.1 The Private Sector

The fact that priced managed lane projects generate toll revenues also introduces the possibility that 

under the right conditions they could be financially independent or even profitable ventures of potential 

interest to private investors. Recent design-build-finance-operate-maintain P3 transactions involving 

priced managed lane projects have demonstrated private sector interest in large ($2 billion or more) 

reconstruction projects that incorporate the conversion and/or addition of priced managed lanes. Further 

information on project procurement and P3s can be found in Section 5.4.

Private sector involvement can be an attractive option for transportation agencies, as it provides access 

to additional sources of capital. This allows DOTs to reserve their own funds for other needs and often 

accelerate the implementation of partnership projects. Private operators are motivated to maximize 

efficiency in order to maximize profits and their services—both capital construction and roadway 

operation—can bring good value for money. On the down side, financing terms for private investors may 

not always be as attractive as those available to the public sector, and have the potential to offset other 

construction and long-term operational efficiencies.

A decision must be made to forgo using some or all revenue beyond paying for operations and 

maintenance for other purposes, such as supporting transit or other publicly provided transportation 

enhancements, and to offer it instead to a the private concessionaire. Agreements between a project’s 

public sector sponsor and private partner dictate the terms of revenue distribution and use. In at 

least one current instance, regional policy in the Dallas-Fort Worth area dictates the terms of priced 

managed lane revenue beyond the level of profit assigned to the private concessionaire, annual 

debt service, and annual reserve funds set aside for operations and preventative maintenance. 

Excess revenue must remain in the counties in which the facility is located and returned to the local 

government and agency project funding partners in proportion to their original contributions for 

reinvestment in future transportation improvements.

Private consultants and contractors may play significant roles in both the project development and 

operational phases of a project, regardless of whether the project is procured as a P3. As with many 

large transportation improvement projects, technical studies, environmental review, and design may 

be performed by consultants. Construction services may be handled by private contractors. Specialized 

firms offer services in priced managed lane operations, maintenance, incident management, and backoffice activities such as toll collection and billing, customer service, and marketing. Some or all of these 

activities may be contracted out to one or more private entities.
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3-6

3.3.2 Law Enforcement and Emergency Response Entities

Enforcement is a critical activity in the operation of a priced managed lane facility both in terms of 

toll collection and occupancy requirements (see Section 7.3). These activities may be handled by the 

appropriate law enforcement agency, which could include the police force of a toll or turnpike authority, 

state highway patrol, or a local law enforcement agency. The decision on who will be the responsible 

enforcement entity likely will rest largely on established institutional protocols and precedents and may be 

prescribed by state law.

Incident management along a priced managed lane facility is also of critical importance to maintain 

the reliable trip users expect from the facility (see Section 7.4). A variety of entities may be involved 

in this function including the state DOT, state highway patrol, local emergency response units and/

or private towing and recovery contractors. Individual responsibilities must be established in well 

developed protocols. 

3.4 Federal Programs and Requirements

3.4.1 Tolling Programs

Two federal tolling programs and several pilot programs offer states opportunities to implement 

priced managed lanes on federal-aid highways. Current guidance on these programs is available 

on the FHWA Moving Ahead for Progress in the 21st Century (MAP-21) website, which is likely to 

be expanded as further guidance documents become available: http://www.fhwa.dot.gov/map21/

guidance/guidetoll.cfm.

The FHWA Office of Innovative Program Delivery Road Pricing Revenue website (http://www.fhwa.dot.

gov/ipd/revenue/road_pricing/tolling_pricing/) and the Office of Operations website (http://ops.fhwa.dot.

gov/tolling_pricing/index.htm) also provide information and guidance on federal tolling programs.

Section 129 General Tolling Program. The passage of MAP-21 made significant changes to the federal 

Section 129 Tolling Program including tolling eligibilities and agreement requirements. These changes 

have relaxed the prior, general prohibition on the imposition of tolls on federal-aid highways and 

formalized provisions previously available through pilot programs. Public agencies may impose new tolls 

on federal-aid highways in the following cases:

•	 Initial construction of a new highway, bridge, or tunnel

•	 Initial construction of new lanes on highways, bridges, and tunnels (including Interstates) as long as 

the number of toll-free lanes is not reduced

•	 Reconstruction or replacement of a bridge or tunnel

•	 Reconstruction of a highway (other than an Interstate)

•	 Reconstruction, restoration, or rehabilitation of an Interstate highway as long as the number of tollfree lanes is not reduced

Prior to MAP-21’s provisions taking effect on October 1, 2012, public authorities were required to execute 

a tolling agreement with FHWA to impose tolls on a federal-aid highway, but this requirement is no longer 
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3. Organizational / Institutional Frameworks

required. For toll facilities that have executed Section 129 tolling agreements prior to October 1, 2012, 

the terms of those agreements will continue in force.

Section 166 HOV/HOT Lanes. Under Section 166 of Title 23, existing HOV lanes may be converted 

to tolled operation provided that the local MPO endorses the use and amount of tolls on the converted 

lanes. All tolls on new lanes must be variably priced and collected electronically in order to manage 

travel demand. To implement tolls on an existing HOV lane, project sponsors must demonstrate that 

the conditions on the facility are not already degraded and that the presence of paying vehicles will not 

cause conditions on facility to become degraded. Ongoing annual reporting documenting conditions on 

the converted lanes is also required, and if the HOV facility becomes degraded the sponsor must bring 

the facility into compliance either by increasing HOV occupancy requirements, increasing tolls, increasing 

capacity, or eliminating access to paying motorists. The prior requirement to execute a tolling agreement 

with FHWA for HOV lane conversion is no longer in place under MAP-21, same as with the Section 129 

General Tolling Program.

Toll Pilot Programs. In addition to the two mainstream toll programs above, four toll pilot programs 

enacted prior to MAP-21 are managed by FHWA.

•	 Value Pricing Pilot Program: The Value Pricing Pilot Program (VPPP) was initially authorized in 

ISTEA as the Congestion Pricing Pilot Program and subsequently amended under other laws, most 

recently SAFETEA-LU. The program has encouraged implementation and evaluation of value pricing 

pilot projects to manage congestion on highways through tolling and other pricing mechanisms. 

The VPPP is limited to 15 slots, seven of which have been permanently reserved for state agencies 

that have executed tolling cooperative agreements under the VPPP. MAP-21 made no changes 

to the program, and no additional funds have been authorized after Fiscal Year 2012. However, 

FHWA encourages use of the Section 129 General Tolling Program and Section 166 HOV/HOT Lanes 

program wherever possible as opposed to the VPPP. MAP-21 guidance states that “requests for 

tolling authority under the VPPP will be limited to situations that cannot be accommodated under 

the mainstream tolling programs, such as the pricing of existing toll-free facilities without substantial 

reconstruction of those facilities.”5

•	 Express Lanes Demonstration Program: The Express Lanes Demonstration Program, created in 

SAFETEA-LU, permitted tolling on up to 15 selected demonstration projects to manage congestion, 

reduce emissions in a non-attainment area, or finance new and existing Interstate lanes for 

the purposes of reducing congestion. Qualified projects under this program included those that 

implement variable pricing by time of day or level of traffic, as appropriate to manage congestion 

or improve air quality. The program expired on September 30, 2012, and qualified projects should 

proceed under the Section 129 General Tolling Program.

•	 Interstate System Construction Toll Pilot Program: The Interstate System Construction Toll 

Pilot Program was authorized under SAFETEA-LU to permit up to three existing Interstate facilities to 

be tolled for the purpose of financing the construction of new Interstate highways. Under MAP-21, 

the program has effectively been mainstreamed under the Section 129 General Tolling Program, and 

consequently, FHWA will no longer be accepting applications for this program.

5 “Guidance on Section 129 General Tolling Program” Memorandum, FHWA, September 24, 2012.
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3-8

•	 Interstate System Reconstruction and Rehabilitation Pilot Program: The Interstate System 

Reconstruction and Rehabilitation Pilot Program was authorized under TEA-21 to permit up to three 

existing Interstate facilities to be tolled to fund needed reconstruction or rehabilitation on Interstate 

corridors that could not otherwise be adequately maintained or functionally improved without the 

collection of tolls. MAP-21 does not make any changes to this program. In order to receive tolling 

authority under the program, project sponsors are required to have their program application 

approved by FHWA and to execute a tolling agreement. All three of the slots authorized for this 

program are conditionally reserved as of October 2012.

3.4.2 Major Project Requirements

Title 23 defines Major Projects as highway improvement requiring federal assistance that are over $500 

million in cost. FHWA also has the discretion to designate a project with a total cost of less than $500 

million as a Major Project in certain cases. At this scale, the processes and federal requirements involved 

in project delivery become more complex, rendering it more challenging, but ever more important, for the 

process to be well-managed. Several priced managed lane projects implemented to date as part of larger 

major reconstruction projects have qualified as Major Projects.

For federal funding to be authorized for the financing of a Major Project, the project owner must 

demonstrate to FHWA that the project has been carefully planned out, i.e. costs have been estimated as 

accurately and meticulously as possible; risks have been carefully considered and mitigated; financing 

requirements and strategies have been clearly defined; and the implementation of the project delivery 

has been carefully planned.

Through the different phases of project delivery, project owners are required to submit financial and 

management plans and are subject to undergo various FHWA review processes before federal funding 

can be released for the project. Additional information on Major Project requirements is available at 

http://www.fhwa.dot.gov/ipd/project_delivery/resources/index.htm.

3.4.3 Concepts of Operations

Although not required by FHWA as a part of a project’s approvals process or tolling programs, Concepts 

of Operations (as introduced in Chapter 2; see Section 2.3.1) are highly recommended, especially for 

projects of greater operational complexity. In fact, some FHWA Division Offices, including California, 

require Concepts of Operations as part of its state-level project approvals process.

3.5 State Processes and Requirements for Tolling

3.5.1 State Models

Priced managed lane projects must comply with state and local laws on toll collection. The authority 

to collect tolls on state highways and other roads typically rests with designated turnpike or toll road 

authorities in states that have such agencies. However, toll collection may be limited to roadways already 

operated by these agencies. Obtaining authority for toll collection on newly developed roadways or 

previously un-tolled roadways may require approvals beyond the agency including a state legislative body.
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3. Organizational / Institutional Frameworks

For example, the North Carolina General Assembly in 2002 created the North Carolina Turnpike Authority 

(NCTA) in statute. Originally it authorized the NCTA to study, develop, construct, and operate up to three 

toll projects, and has since expanded authorization to nine. The NCTA’s Board has adopted a process for 

studying, funding, and constructing a toll road project whereby “a recognized municipal, regional or local 

planning authority, or group of local elected officials or members of the General Assembly may submit a 

request to the NCTA Board of Directors to study building a project in their jurisdiction as a toll project.”6

However, any proposed toll road not included among the nine already authorized must be approved by 

the General Assembly.

In states without existing toll authorities, legislative authorization is necessary on a facility-specific or 

potentially broader programmatic or regionwide basis. The State of Washington provides an example 

of legislatively authorized toll collection on a facility-specific basis. The SR 167 HOT Lanes required 

administrative approval by the Washington Transportation Commission and legal approval by the State 

Legislature, which was passed during the 2005 legislative session. The four-year pilot project opened in 

May 2008 and was extended in March 2011 by the State Legislature until June 2013. More recently, the 

State Legislature approved the tolling of existing SR 520 Floating Bridge to help pay for its replacement. 

The replacement bridge will include two tolled general-purpose lanes and one non-tolled HOV lane in 

each direction.

3.5.2 Variable Pricing Authority

Trust agreements governing the operation of most toll roads only allow flat point-to-point toll rates (i.e., 

a consistently applied toll rate from point A to point B). If a priced managed lane project involves variably 

priced tolls, legislation may need to be drafted that establishes how and when toll rates can be changed 

and establishes the minimum acceptable traffic service levels in the priced managed lane. 

These issues should be addressed in the enabling legislation that will establish the legal and regulatory 

framework for the priced managed lane facility. Because priced managed lane operations require a high 

degree of interagency cooperation and shared responsibility, enabling legislation should designate the 

operating agency or agencies and outline their specific responsibilities in such areas as construction, 

maintenance, toll collection accounting, and enforcement. If the priced managed lane facility were to be 

operated by a bi-state organization, approvals would be required from the United States Congress, as well 

as both state legislatures.

3.5.3 Public-Private Partnership Authority

Use of private financing mechanisms for transportation facilities can occur only when the necessary legal 

authority exists and governing legal principles and restrictions are observed. Local governments not 

only must have the legal power through constitutional or statutory provisions to finance transportation 

facilities, but they must also use this power within the legal restraints established by legislatures and 

courts. The methods of granting power and limitations on that power vary. 

As of May 2012, 32 states and Puerto Rico have enacted P3 legislation designed to authorize state DOTs 

and other subdivisions of the state to enter into new forms of legal agreements with private entities 

6 “NCTA Project Approval Process,” http://www.ncdot.gov/turnpike/download/turnpike_projects_Project_Approval_Process.pdf
Priced Managed Lane Guide

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in support of revenue-generating projects which are consistent with each state’s overall transportation 

objectives. Recent research conducted for the Second Strategic Highway Research Program (SHRP 

2) has determined that there is great variance among P3 authority granted through state legislation, 

constitutions, city charters, and other sources. This type of authorization must be in place before a priced 

managed lane concession can be awarded to a private investor. Further information on certain key legal 

concepts will be available upon publication of SHRP 2’s The Effect of Public-Private Partnerships and 

Non-Traditional Procurement Processes on Highway Planning, Environmental Review, and Collaborative 

Decision Making.

3.6 Operational Arrangements

Once the priced managed lane facility is operational, a number of ongoing operational functions will be 

required. These involve facility operations and routine roadway maintenance, as well as toll collection and 

enforcement. These functions can pose differences from normal highway operation and are discussed 

in further detail below. Operational functions may be performed directly by the public sponsor or 

private partner of a priced managed lane facility, or contracted out to an outside vendor specializing in 

automated toll collection or facility management.

3.6.1 Toll Collection

All forms of priced managed lanes require the collection of tolls from some, if not all motorists using the 

facility. Moreover, in order to maintain time savings and ease of use and to comply with federal law, toll 

collection for priced managed lanes must be fully automated. As discussed in further detail in Chapter 6, 

the operation of automated tolling systems requires sophisticated equipment and expertise. Although 

some toll collection agencies maintain this expertise in-house, the majority rely on the services of outside 

contractors to maintain their automated toll collection systems. 

If a priced managed lane project is sponsored by a state DOT, it is also conceivable that the DOT could 

vest responsibility for toll collection with a local turnpike or toll road authority with the appropriate 

expertise. Recently, this operational decision has also been required of priced managed lane projects 

being implemented as public-private partnerships on a concession basis. In this case, the private partner 

may have prior toll collection experience and assume the role itself, it may rely on an existing regional toll 

authority as stipulated in its concession agreement or required by policy, or it may retain the service of an 

outside contractor in the way a public agency would.

As one example, in the Dallas-Fort Worth region, several priced managed lane projects are sponsored by 

TxDOT and are being implemented by private partners through Comprehensive Development Agreements 

(CDA). In addition, the region has an existing network of toll roads operated by the North Texas Tollway 

Authority (NTTA). NTTA also maintains the right of first refusal to develop proposed tolled projects in the 

region when being pursued as a CDA. To clarify and simplify toll operations in the region, TxDOT and 

NTTA have in place the TxDOT/NTTA Regional Protocol, which states that NTTA will be the provider for 

toll collection service for at least the first five years of a Comprehensive Development Agreement, after 

which negotiations between NTTA and the private partner can take place with the option of choosing 

another alternative if they are not successful.
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3. Organizational / Institutional Frameworks

Toll Agency Legislation Checklist

The enabling legislation for any toll agency is unique, but there are many common provisions that are likely to 

be addressed, including the following: 

	Creation of an authority or commission, including the legal name and nature of the newly created entity

	Scope, purpose, and function of the new entity

	Definition of terms

	Delineation of districts within which the entity operates

	Details about the entity’s governing board, including the number, composition, selection or appointment 

process, compensation, and term of members, voting/procedural rules for governing board action, and 

meeting requirements

	The legal powers of the commission/authority, including the ability to establish rules and regulations, hire 

employees, sue and be sued, enter into contracts, construct facilities, acquire property, use the power of 

eminent domain, and impose fees

	The authority to issue and refund bonds and use tolls and revenues in associated trust indentures

	The authority to set and revise tolls and any applicable guidelines or formulas

	The ability to invest bond proceeds

	Administrative requirements, which may include periodic audits, competitive bidding, annual reports, 

public notice and/or hearing requirements

	Any constraints or rules on the use of funds

	The rights and remedies of bondholders

	Tax-exempt status of authority property and bonds

	The venue and jurisdiction of legal actions against the authority/commission

	Police powers

	Operating, maintenance, and repair obligations

	Relationship to other entities, e.g., for oversight, reporting, etc. 

In addition to these typical provisions, an enabling act may have non-competition sections, which guarantee to 

the new entity that no new directly competing facility will be authorized by the state. Other legislation is likely 

to be required to cover issues such as the following:

	Signing to the road from the rest of the network

	Advertising controls on the road

	Operational procedures (such as arrangements for emergency vehicles and information disclosure 

rules, which are particularly important where tolls are levied electronically)

	Defining the enforcement regulations for nonpayment

	The use of cameras to enforce occupancy requirements

	Provisions for land acquisition and clearance

	Structure for involvement of the private sector in the provision of roads
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3.6.2 Interoperability

Interoperability is a critical toll collection issue. Interoperable systems allow a single electronic toll 

account to be accepted at each interoperable facility. For toll roads, it is normally advantageous for 

automated toll collection systems to be interoperable from region to region. Existing interoperable 

networks in the U.S. include E-ZPass accepted in 14 states across the Northeast and Midwest, SunPass in 

Florida, TxTag in Texas, and FasTrak® in California. Interoperability is essential for regions that envision 

deploying an integrated network of priced managed lane facilities, such as South Florida and the San 

Francisco Bay Area.

Since late 2009, FHWA has required that any tolled facility operating under authority from the Value 

Pricing Program or the Express Lanes Demonstration Program maximize their system’s interoperability 

and upgrade their ETC systems to the national standards whenever adopted. MAP-21 now mandates that 

all toll facilities on federal-aid highways shall implement technologies or business practices that provide 

for the interoperability of electronic toll collection programs by mid 2016. This would indicate that a 

federal standard for toll collection system interoperability will be established soon.

3.6.3 Enforcement

Increasingly, toll violation enforcement is being performed electronically using cameras that capture 

license plate images of vehicles that do not display a recognizable transponder. However, police presence 

is used to enforce occupancy requirements, as technology to automate vehicle occupancy verification is 

still experimental.

Planning for priced managed lanes should include early involvement of the appropriate police agencies. 

If the priced managed lane facility will pass through several jurisdictions where each may take an active 

investigative and enforcement role, then planning should include early agreements to establish response 

and enforcement protocols. If the priced managed lanes will be added to an existing facility, then the 

police agencies will have considerable experience on that roadway. 

If the system will have a limited number of access and egress points, then agreements may be needed 

to consolidate enforcement responsibilities under a small number or one police agency. If only one 

police agency is involved, the transportation agency should request that a liaison be assigned to ensure 

continuity of input during the planning process. This early involvement can be invaluable for resolving 

design issues for enforcement locations, investigation sites, and enforceable signing. The police liaison 

can also be a significant help if law or procedure changes are needed before enforcement can be 

undertaken. As discussed in Section 7.3.1, procedures, processes, locations, and frequency of designated 

enforcement should be decided based on discussions with local enforcement personnel who are most 

familiar with the unique characteristics and needs of each corridor.

Additional information on enforcement issues is provided in Chapters 6 and 7. See Sections 6.6 and 7.3.

3.6.4 Maintenance

Responsibility for the physical maintenance of a priced managed lane is most likely to rest with the 

agency that maintains the corridor in which the facility is located. In most cases this is the state DOT, 

but other agencies could also be involved. Especially in the case of the sophisticated tolling systems 
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3. Organizational / Institutional Frameworks

and infrastructure, on which the ability to collect tolls and maintain managed lane availability relies, 

specialized contractors may be employed. This is the case, for example, with the I-680 and the SR 237 / 

I-880 express lanes where Caltrans maintains the roadway but a private sector toll system integrator 

maintains the toll collection equipment and variable message signs. In order to operate priced managed 

lanes with a high degree of reliability, strict preventive maintenance protocols are necessary. Managed 

lane operators may also rely on ITS equipment maintained by other entities, in which case contractual 

performance guidance should be established between the operator and the appropriate entities. Overall, 

if multiple agencies are responsible for different operating aspects, maintenance agreements will need to 

be put into place identifying roles and responsibilities as well as reimbursement.

3.6.5 Concepts of Operations

Section 2.3.1 introduces and explains Concepts of Operations. They describe a facility’s characteristics 

from the user’s perspective and include details of the ongoing operational functions of the priced 

managed lane facility. They identify responsible entities and the relationships among them. Operating a 

priced managed lane adds new roles and complexities to standard highway operations, and a Concept of 

Operations can help clarify and integrate them into a single framework so that all responsible parties can 

understand their role, especially with back-office technical and administrative aspects.

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4 Public Outreach

4.1 Public Outreach

Effective public outreach will help develop public awareness for the benefits of priced managed lanes as 

well as build political and popular support. When done effectively, public outreach can facilitate efforts to 

implement new projects. Public outreach can also provide valuable feedback to help decision makers evaluate 

a priced managed lanes proposal. Without a robust outreach program, the public may greet the introduction 

of a new priced managed lanes facility or conversion of an existing facility with indifference, caution or 

disdain. Similarly, marketing is critical to attracting users to the facility and meeting revenue goals.

Carefully planned and executed public outreach will help the public to 1) understand how a proposed 

priced managed lanes facility would work, 2) evaluate the advantages it might offer, 3) accept and use 

the facility as a new travel option, and 4) encourage travelers to become customers.

4.1.1 How Outreach for Priced Managed Lanes Projects Differs From Other 

Transportation Projects

While they will utilize many of the same techniques to exchange information, public outreach activities 

designed for priced managed lane initiatives need to be different from those designed for more 

conventional transportation improvements. This is especially true when converting or transitioning from 

free lanes to tolled lanes.

A priced managed lanes or tolled project’s public outreach includes public involvement, government 

relations, media relations, and marketing strategies all rolled into one. Communications and marketing 

plans for priced managed lanes projects must be integrated to meet multiple objectives such as educating 

and informing the public, achieving or exceeding penetration and sales goals, and building support for the 

project among key political figures and opinion leaders.

In addition, any project that includes tolling or fees transforms the public into paying customers, 

who are concerned about their own finances and someone managing their accounts. Even 

more concern arises when these accounts are handled electronically. So, there are several 

communications plans that all have to integrate with each other, and take into consideration the 

sensitive nature of tolls and fees. 

There will be pressure for the lanes to perform well. When priced managed lanes open to back-ups in 

the general-purpose lanes, severe public scrutiny or opposition, or confusion, constituents look to their 

elected leaders for help. There are examples where political leaders have stepped in and reduced tolls, 

delayed tolling, and modified operations, often reacting to outcry from their constituents. It is therefore 

essential to conduct sound research, educate the public and political leaders, and manage expectations 

from the very beginning of project inception. 

While becoming more widespread in the United States, priced managed lanes are a fairly new 

concept in some places, and public outreach for new project proposals will necessarily involve 

a larger educational component than traditional transportation projects. Priced managed lanes 

are unlike conventional road improvements—such as roadway resurfacing or reconfiguring an 
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4-2

interchange—where the public may readily understand the future benefits. As discussed in Chapter 1,

Section 3 of this Guide, priced managed lanes often have a number of complementary goals 

including traffic management, revenue generation, providing new travel choices and enhancing 

transit service.

4.2 Public Acceptance of Priced Managed Lanes: The Issues

During the public outreach process for a proposed priced managed lanes facility, certain issues not 

associated with conventional highway improvements may be of keen interest to the general public and 

particular stakeholder groups. It is helpful for project sponsors to be aware of these issues in advance 

and address them proactively during the public outreach process. 

4.2.1 Issues

The following issues are likely to be of interest to the public:

•	 Project benefits and goals 

•	 Travel impacts

•	 User fees 

•	 Project cost and use of Funds

•	 Equity

•	 Geographic Equity

•	 Technology

•	 Enforcement

These issues are discussed in further detail below. Project sponsors may also wish to confer with 

colleagues in other regions that have pursued priced managed lane initiatives. These peer exchanges can 

provide valuable insight into the issues encountered, the public outreach approach followed, and what 

might have been done differently in hindsight. 

Project Benefits and Goals

As with any investment of public funds, constituents and stakeholder groups have an immediate interest 

in the benefits that a priced managed lanes facility may bring and they will want to know why priced 

managed lanes are the best solution to address a given problem. Project sponsors who can discuss the 

specific advantages anticipated from a priced managed lanes facility can more easily communicate the 

project’s rationale to a variety of public interests. Succinctly communicating the anticipated benefits 

through key messages plays an especially important role in regions where priced lane concepts may be 

new or not widely understood. Consider developing key messages that incorporate statements about the 

benefits of the project, such as those discussed in Chapter 1. 

The public is generally supportive of projects that provide new priced managed lane capacity in 

congested corridors, as well as those such as the 95 Express in Miami or the I-10 Express in Los Angeles 
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4. Public Outreach

that involve the conversion of existing HOV lanes to HOT operation together with the provision of new 

priced managed lanes. The public may be more skeptical of projects that involve the conversion of 

existing HOV lanes to HOT operation without the provision of new capacity. In this case, project sponsors 

will need to address the concerns of existing HOV drivers and transit users who will likely be concerned 

that the introduction of paying motorists on the managed lanes could compromise existing conditions. 

Travel Impacts

Research has found that in priced managed lane corridors, very few drivers choose to use the priced 

lanes all the time. Instead, users may choose to pay to use the lanes when they want to guarantee 

their trip time or avoid congestion. At other times, drivers will choose the general-purpose lanes during 

congested conditions to avoid paying a toll. Even frequent managed lane users are likely to make many 

of their trips on the free general-purpose lanes, or choose alternate modes like transit on certain days. 

Managed lanes allow people the flexibility to choose the priced lanes for a reliable trip some days and 

other modes of transportation other days.

Accordingly, project planners may use the public outreach process to address how the proposed priced 

managed lanes will affect travel conditions for non-users and current HOV travelers. The travel impacts 

on adjacent facilities will depend on the nature of the facility itself. 

User Fees 

In addition to the potential benefits of revenue generated by a priced managed lanes facility, stakeholders 

will wish to know about the nature of the user fees themselves. Many questions are likely to arise:

•	 “How much will it cost?” The public will perhaps have the greatest interest in knowing how much 

it will cost to use the proposed facility. Because fees usually vary depending on the time of day 

and associated congestion levels, priced managed lanes involve an additional dimension for public 

outreach efforts. Informational materials, public presentations, and news articles discussing the 

proposed facility can explain its approach to tolls and how tolls can be paid. Project sponsors will 

need to ensure that all audiences understand the dynamics of the proposed tolling structure.

•	 “If the price changes by the time of day, how will I know how much it costs?” When tolls 

are based on time of day travel conditions, additional public education is needed. Materials and 

presentations can explain that the current toll will be clearly posted on digital message boards at all 

entrances to the facility. It is important to communicate that motorists will always be informed of the 

current toll rate before having to choose to enter the priced managed lanes. When posted clearly 

prior to entrances, this information allows drivers to decide whether or not to use the facility. 

•	 “Can you tell us now what the tolls will be?” Although potential users may inquire about the 

proposed toll amounts, fee schedules are often developed in a project’s later planning stages. In 

earlier planning stages, outreach efforts may discuss the potential range for fees, if appropriate. 

However, formulating an effective toll schedule often involves marketing surveys of potential users, 

and final toll levels may be undetermined in early phases. Moreover, once the facility opens, facility 

operators may have to adjust toll fees in order to control the level of traffic service on the facility. 

Where a facility uses real-time dynamic prices, tolls are posted but no advance toll schedule is used. 

Project planners can use the public outreach process to describe how fees are established and, where 

appropriate, to discuss overall ranges for the potential fees. 
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4-4

•	 “Are drivers paying for premium service?” The rationale for tolls on priced managed lanes 

differs from that of traditional tolls. Historically, tolls have been charged as a means to pay for the 

construction, operation and maintenance of the roads and bridges where they are collected. Priced 

managed lanes, however, have an added dimension. The fee paid by users not only allows the driver 

to use the facility, but also ensures the driver will benefit from a high level of traffic service. Public 

outreach efforts can convey the message that drivers are paying for time savings and trip time 

reliability. When explaining how congestion pricing works, project sponsors will need to tackle the 

difficult message that when the managed lanes are reaching capacity, the price will go up, and traffic 

will still be congested during the transition.

•	 “Will I have to stop and wait in line at a toll booth?” Stakeholders may also raise the issue 

of toll collection. Manual toll collection is associated by many with stops and long delays at toll 

plazas; however, high-speed ETC, also known as all-electronic tolling, is standard practice for all 

current priced managed lanes facilities. As a vital component of priced managed lanes, ETC deserves 

elaboration in the public outreach process. Motorists have a great stake in ETC’s capacity for 

eliminating delays and making toll collection invisible and easy.

Congestion Pricing: A Familiar Concept

Although priced managed lanes or toll roads may not exist in a given region, the concept of paying a higher 

price during premium times does. For example, air passengers are accustomed to paying higher fares during 

high travel seasons when there is much demand for flights. In the case of managed lanes, drivers pay a higher 

price during peak travel times, and they get a reliable, less congested trip. While drivers may perceive tolls as a 

cost, many would value the travel time savings associated with the fees. If asked, “Would you pay two dollars to 

save 30 minutes on your evening commute?” many motorists would answer, “Yes.”

Project Cost and Use of Funds 

The public is normally interested in how the revenues generated by priced managed lanes will be used. 

While tolls are not popular, experience with existing priced managed lanes demonstrates that these 

projects are likely to garner greater support with the public when toll revenues are used to support the 

maintenance and operations of the project and other transportation needs in the priced corridor, including 

transit improvements. 

The public may also be interested in the capital construction cost of the facility. They will want to know 

where the money to build the priced managed lanes is coming from and whether or not the project will 

be paid for from the toll proceeds. A common public sentiment is, “Since I’ve already paid my taxes for 

these road improvements, why do I have to pay (again) to use them?” Project teams have likened this 

to paying for utilities—we all pay taxes for energy, but those who use more pay more. Because priced 

managed lanes produce revenues, a number of policy questions and administrative issues come to 

the fore. 

When it comes to priced managed lanes and tolling in general, a big question for the public is “What 

do my tolls pay for?” To gain public acceptance and understanding for priced-managed lanes, project 
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4. Public Outreach

sponsors must clearly articulate the benefits and features that toll revenues will help fund. This may also 

make the point that what the public has already paid for with traditional gas tax funding has not been 

able to providing reliable trips. Most communities are more accepting if the generated revenues are used 

for a dedicated purpose, such as supporting transportation improvements.

Project Spotlight: I-15, San Diego, California

The I-15 Express Lanes facility in San Diego offers an example of an HOV lane conversion that includes 

an integral transit component. The 20-mile, state-of-the-art Express Lanes facility between SR 163 and 

SR 78 was completed in January 2012. The I-15 Express Lanes feature four lanes with a moveable barrier; 

multiple access points to the general-purpose highway lanes; and access ramps from transit centers providing 

high-frequency BRT service. The original 8-mile, reversible HOV lanes were funded partially with transit 

monies, and the initial project sponsors launched an express bus service as part of the original congestion 

pricing project. Today, I-15 FasTrak® toll revenues fund nearly $1 million per year of premium express bus 

service in the I-15 corridor. After facility operating expenses are settled, the California law that authorized 

the pricing demonstration requires any remaining revenues to be spent improving transit service in the I-15 

corridor. This arrangement played a large role in the political acceptability of the project, and it is one way 

to address transit concerns when a priced managed lanes project involves an HOV-lane conversion and when 

the support of local transit authorities and other officials for the managed lane is important. To date, over $8 

million have been channeled to improve corridor transit operations as a result. By dedicating all or a portion 

of net revenues to local transit services, a project may be perceived as more equitable and win greater 

approval. For more information on SANDAG, I-15 Express Lanes, visit: www.sandag.org/index.asp?projectid

=34&fuseaction=projects.detail.

Equity 

Because priced managed lanes provide paying drivers the opportunity to bypass congestion, some critics 

have asserted that these facilities favor higher income individuals (i.e. Lexus Lanes). In spite of this 

concern, priced managed lane usage data show that drivers in all income brackets use and support the 

facilities, albeit in different ways. Usage statistics seem to indicate that while most toll-paying customers 

have higher than average income, lower income drivers like the option of occasionally using priced lanes 

when time is of the essence and frequently use enhanced transit services that often are part of priced 

managed lane projects. Since congestion in the general-purpose lanes may decrease due to adding priced 

manages lanes, overall corridor congestion is generally reduced for all users. 

Local political support plays a key role in building consensus for priced managed lane initiatives among 

the public. Where local constituents are concerned about equity, it is especially important to address in 

outreach efforts how the proposed project may impact people in different income ranges. Local officials 

and public figures who can defuse equity debates with usage data may be more successful project 

champions. Outreach efforts that listen to the public’s concerns, address equity questions directly, and 

communicate experiences from operating managed lanes facilities can allay local concerns that priced 

lane benefits are enjoyed inequitably. 

Jurisdictions conducting an environmental analysis for a congestion-pricing project may wonder 

how to evaluate the environmental justice effects of congestion-pricing. USDOT and FHWA 

require that environmental justice be considered for all phases of transportation planning and 

development, including the preparation of an EIS. According to USDOT and FHWA orders, federal 
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4-6

agencies are required to explicitly consider human health and environmental effects related to 

transportation projects that may have a disproportionately high and adverse effect on low-income and 

minority populations.

When conducting environmental justice analyses of a congestion-pricing projects, it is important 

to evaluate the benefits to and impacts on low-income and minority users. The Washington State 

Department of Transportation (WSDOT) collected information on the potential effects of tolling the 

existing State Route 520 Bridge on low-income and minority users by conducting a random sample 

telephone survey that oversampled low-income and minority populations, transit intercept surveys on 

buses crossing the SR 520 Bridge, and focus groups with low-income and minority populations. 

Geographic Equity

Concerns may also arise if a proposed facility appears to favor one geographic region over another. 

For instance, the location of limited entry and exit points to the lanes may be contentious, as all 

communities may wish to have easy access to the facility. In this case, the public outreach process is the 

appropriate forum for community stakeholders, project planners, and politicians to address the issue. The 

collaborative nature of the public process can be used to identify measures to counter any geographic 

concerns. As discussed later in this chapter, some project sponsors have enlisted a regional advisory 

group of leaders and/or citizens to talk through the issues, see all sides, and reach consensus.

Project Spotlight: North Central Texas Council 

of Governments Regional Tolling Analysis

To determine the environmental justice impact of an expanding system of priced roadway facilities, including 

toll roads and managed lanes, in the Dallas-Fort Worth Metropolitan Area, the North Central Texas Council 

of Governments, working in conjunction with the Texas Department of Transportation, the North Texas 

Tollway Authority, and the Federal Highway Administration, developed technical methodologies, identified 

assessment metrics of potential impacts, and produced a final report of findings for the public, known as the 

Regional Tolling Analysis. This analysis is now in its second iteration, provides a companion analysis to support 

Mobility 2035: The Metropolitan Transportation Plan for North Central Texas. The need for the Regional 

Tolling Analysis was first identified as the Dallas-Fort Worth region began to rely more heavily on priced 

facilities in its long range planning efforts, both for financial reasons and as a method to actively manage travel 

demand. This expanded reliance on priced facilities generated concern of potentially negative impacts to 

environmental justice communities, in particular low-income residents. The collaboration between the regional 

transportation partners resulted in an analysis which provides quantitative results for the environmental justice 

study. These results have shown that no disproportionate or adverse impacts would be anticipated as a result 

of the implementation of the toll road and managed lane system, and therefore no mitigation efforts would 

be required. The results also served to validate the regional planning process, and the goals of avoiding or 

minimizing impacts, used in the development of Mobility 2035. 

Technology Concerns

Electronic toll collection is standard in the United States, known in different regions by brand names such 

as E-ZPass and FasTrak®. Nonetheless, project planners should not assume that the public is familiar 

with this new technology. Public outreach efforts provide various opportunities to introduce the proposed 
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4. Public Outreach

toll collection technology to potential users. Project sponsors need to explain how the proposed ETC 

system will work, including the role of an electronic transponder, the function of entry and exit gantries, 

the administration of pass-holder accounts, and the protection of individual privacy. 

Although electronic toll collection has proven an effective and even popular tool with commuters, some 

perceive the electronic tracking of vehicles as an invasion of privacy. With the increased use of photo 

enforcement, this has become even more of an issue. Outreach materials should address this issue and 

provide detailed information on the mechanisms used to protect the privacy of motorists’ movements, 

as well as their financial and credit card information. One-way tolling agencies have addressed this issue 

is by linking the transponder with a generic, internal account number that does not reveal the driver’s 

identity. For example, California’s FasTrak program allows customers to open an anonymous FasTrak 

account without requiring a customer’s name, address or vehicle information. Customers are responsible 

for maintaining prepaid funds in their FasTrak account. Information on this program is available at: 

http://www.bayareafastrak.org/static/about/faq_general.shtml#14. Public outreach efforts can generate 

public confidence in the priced managed lanes technology by explaining how people’s privacy is protected 

with these systems.

Additionally, once priced managed lanes open, the initial performance of the ETC system will be 

of paramount importance. If toll collection snags occur during the project’s launch, users may be 

unforgiving. Public outreach should include clear information on how the technology will work, where to 

buy a transponder, how to update an ETC account, and how the system is working. 

Enforcement

The traveling public will also want information on how the priced managed lanes will be enforcement. 

Project sponsors should emphasize the enforcement usually relies on a combination of automated 

systems to verify ETC transactions and visual inspections to enforce moving violations and occupancy 

requirements for non-paying users. Agencies sponsoring priced managed lane projects should coordinate 

early on with enforcement agencies as well as the local judicial system to agree upon enforcement 

strategies and policies and the degree to which state and local law allow these processes to be 

automated. A lack of upfront coordination could lead to misinformation and changes that could be 

detrimental to public support.

4.3 Project Champions and Their Role

Garnering support from one or more public figures can be one of the most instrumental factors in 

garnering support for a priced managed lanes project or its implementation. A project champion may 

be an elected official, a community leader, or private sector leader who effectively communicates 

an individual or organizational rationale for supporting the project. Although local departments of 

transportation, transportation authorities, and MPOs will likely serve as project sponsors, respected public 

figures who are not transportation professionals can play a critical role by publicly supporting the project. 

Project champions can play a very public role or work behind-the-scenes to help move a project 

forward. Public champions may guide the development of priced manages lanes projects during critical 

public outreach processes. Educating and informing key spokespeople helps ensure they are ready 

to talk about the project in the face of opposition. In some cases, a project champion may also be 
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4-8

influential in political processes if the project requires legislative action or if it is debated in public 

elections. Project champions also act as effective coalition builders for a project, building consensus 

among different interest groups. 

Because priced managed lanes must often receive approval at various stages and at various levels 

of government, it can be advantageous if several individuals champion the project. Some may be 

successful at building support for the initiative locally, and others may help to make a case for the project 

to governors, mayors, U.S. representatives and senators. Businesses can also be important project 

champions, especially those that depend on reliable transportation.

Early involvement by project champions can be helpful in gaining public support for priced managed 

lanes. A particular group or individual may step forward to express initial interest in and support of the 

proposal. Project sponsors should be proactive in seeking out potential project champions early in the 

public involvement process. In some cases, champions may come from organizations and interest groups 

that are non-traditional supporters of roadway projects. For instance, if a priced managed lanes project 

promises to deliver environmental benefits, groups like the Sierra Club may lend their support. 

Elected officials may emerge as important project champions, making the inclusion of elected officials 

in outreach efforts important for project planning. When formulating a position, politicians may consider 

the project from numerous angles, including its impact on constituents and its effect on local governance 

and finance. Outreach to elected officials should discuss an array of issues about the proposed initiative, 

including any impacts that local constituents may experience as a result of the project. Other issues that 

elected officials may consider when deciding whether to back the project include the following: 

•	 The disposition of toll revenues

•	 Increased public spending

•	 Increased public revenues

•	 Alternative financing scenarios

•	 Competing transportation needs

•	 Competing transportation projects

•	 The elected official’s political capital

•	 The elected official’s relationships with other officials and political jurisdictions

4.3.1 Identifying Potential Champions

Table 4-1 highlights some groups whose leaders may play the role of champion, depending on the 

circumstances of the project. When anticipating responses from different stakeholder groups, it is 

important to recognize that support for or opposition to a priced managed lanes project may depend 

on project circumstances. For example, a managed lane operation proposed to regulate over- or underutilization of an existing HOV lane may be received differently by different groups than a proposed new 

lane addition.
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4. Public Outreach

Table 4-1: Identifying Potential Priced Managed Lanes Champions

Group Why they may support

Newspaper Editorial Boards 

and Local Media

Media support may come where the project rationale is well understood and where 

editorial boards believe the project benefits and deserves support of their readers.

Elected Officials Elected officials may support the project if they favor the managed lanes’ marketoriented approach or the project benefits, if they want an innovative project in their 

district, or if their constituents support the proposal. 

American Automobile 

Association

Managed lane facilities may promise better mobility for their members.

Environmental Advocates If a managed lane project converts an existing general-purpose lane, it could make 

single-occupant auto travel less attractive.

Taxi Associations Taxis that use a managed lane may be able to generate more fares in less time 

during peak periods.

Transit Agencies; Transit 

Advocates

In corridors without existing preferential lane treatment for HOVs or transit, transit 

operators may support managed lanes due to transit time savings.

Emergency Medical Service / 

Police and Fire Departments 

Managed lanes may enable emergency services to respond more quickly to 

incidents.

Rideshare Agencies, 

Transportation Management 

Associations

For an over utilized HOV lane changing from 2+ to 3+ HOT operation, managed 

lane tolling may enable the facility to recapture operational benefits.

Employers; Business Groups Employers and business may support managed lanes for the potential to make 

transportation operations more efficient and to reduce delay time. Express delivery 

companies and other businesses that rely on predictable and efficient travel times 

may also be key project supporters.

Developers Developers may support managed lane facilities that enhance access to office 

buildings, shopping centers, residences or other locations they own. 

Neighborhood Associations Area residents may support the managed lane facility if it enhances their mobility 

and travel options.

4.4 Building Consensus

Public outreach efforts establish meaningful processes for public participation in the planning and 

implementation of transportation projects and ensure that the different stakeholders have a voice in 

the planning process. This enables diverse interests involved to arrive at a transportation solution that 

is broadly accepted and beneficial. Ultimately, the goal of a public involvement program in support of 

a priced managed lanes project is to achieve consensus around and utilization of a program of action. 

While one segment of the population may strongly favor priced managed lanes as the solution, another 

segment may feel it derives little benefit from the proposed facility. As with any proposed transportation 

improvement, priced managed lanes may have documented potential for technical and operational 

success, but may not find unanimous approval among constituents in the corridor.

As discussed earlier, the backing of political champions is always an essential element in building political 

consensus. Greater involvement by local and regional officials and stakeholders, in early planning stages 

and onward, may increase the effectiveness of public outreach efforts. Including a broad spectrum of 

stakeholders in the public outreach can be critical. In many cases, a single decision maker, such as a 

governor or mayor, may be in a position to derail or bolster the proposed project. Greater involvement 

by local business leaders, community groups, and other public officials in project planning helps to 

ensure that key decision makers will consider the broad range of interests when they take a position on a 

proposed priced managed lanes project.
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Achieving Consensus: Key Objectives 

Project sponsors that manage inclusive, responsive and effective outreach to stakeholders establish their own 

legitimacy and the legitimacy of the technical analyses, decision-making, and public processes that support 

project implementation.

Be Responsive Be Effective

	Get to know all the potentially 

affected interests

	Understand the project from 

their perspective

	Identify all the relevant problems

	Generate solutions

	Articulate and clarify all 

key issues

	Nurture and protect credibility

	Have all communication received and understood by appropriate 

potentially affected interests

	Receive and review all the information needed to understand the 

potentially affected interests

	Search for common ground among polarized interests who have 

conflicting values

	Mediate between conflicting interests 

Project Snapshot: I-394 MnPASS Express Lanes

After a decade of public discussion and political debate, the I-394 MnPASS Express Lane, Minnesota’s first HOT 

lane, opened in May 2005. The MnPASS project was designed to improve the efficiency of I-394 by increasing 

the person- and vehicle-carrying capabilities of existing HOV lanes; maintaining free flow speeds for transit 

and carpools; and using electronic toll collection -- tags/transponders and readers -- for dynamic pricing and 

electronic enforcement. While previous road pricing initiatives in Minnesota, as in other states, have provided 

opportunity for public feedback, that process tends to be confrontational and less than satisfying for all parties. 

Both citizens and politicians often feel comments and concerns are minimized and rarely taken seriously enough 

to alter project plans. Recognizing this deficiency, MnDOT formed the I-394 Express Lane Community Task 

Force to help citizens and stakeholders fully understand the project and its goals and to provide a more effective 

vehicle to give advice and guidance during the development of the project. This Task Force was a broad based 

group representing legislative, community and groups of special interest. Through this process, the task force 

members became an informed voice regarding the project and an essential part of an extensive education, 

outreach and public involvement process that was critical to the success of the I-394 MnPASS project.
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4. Public Outreach

In using the public outreach process to build consensus, planners should attempt to anticipate the concerns 

of specific interest groups. An understanding of what aspects of priced managed lanes projects may be 

more or less attractive to different groups can be valuable to project sponsors. Certain stakeholders and 

interest groups with a defined agenda may support or oppose a project depending on their priorities 

and how their town or county may be affected by the project. When sponsors understand constituents’ 

concerns, the public outreach process can be tailored to ensure that those issues are addressed and to 

discuss how those concerns will or could be accommodated within the proposed project. 

These objectives, as well as a stakeholder analysis that includes identification of interest groups with a 

potential specific interest in the project, should be included in initial project planning and outlined in the 

Communications Plan.

Stakeholders may possess a range of opinions about a project, but consensus on a course of action is 

more likely if the public has been engaged in discussions of all the issues and if stakeholders agree upon 

the following:

•	 A serious congestion problem exists and should be addressed. Conventional solutions like adding 

additional general-purpose lanes, building transit facilities, or applying short-term or site-specific 

transportation systems management strategies may not be sufficient. 

•	 Travel-time reliability in the corridor is desirable. 

•	 Given the sponsoring agency’s mission, it is the right entity to address the situation. 

•	 The sponsoring agency’s approach and proposed solution to the problem is reasonable, sensible, 

responsible, and fair.

•	 The sponsoring agency listens to and cares about local stakeholders. 

4.4.1 Stakeholder Identification

In reaching out to local communities; political groups and organizations; elected officials; and neighboring 

cities, towns, and counties, project planners should include all potential stakeholders. No segment of 

a community likes to be left out or surprised, and early efforts at inclusiveness will help to establish 

channels of communication at the outset of a priced managed lanes project.

Potential Stakeholders

When developing the project’s communications plan, project planners should identify the various 

stakeholders who will be impacted by or may have an interest in the project. Local MPOs may be helpful 

in assembling a logical list of concerned parties. While priced managed lanes themselves have discrete 

locations, the facilities are part of a regional, multimodal transportation network that may cross multiple 

jurisdictional boundaries. As with any transportation improvement, coordination and cooperation among 

neighboring governments and related agencies can ease the planning and implementation of priced 

managed lanes. The list of stakeholders will vary from project to project, but concerned parties may 

include the following:

•	 Local residents 

•	 Neighborhood groups and associations

•	 Elected officials
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4-12

•	 Neighboring counties, municipalities, or towns

•	 Associations of governments

•	 Metropolitan planning organizations

•	 Area businesses 

•	 Chambers of commerce

•	 Tourism representatives

•	 Developers

•	 Local and state departments of transportation

•	 Local and regional transportation providers

•	 Local and regional transit providers (public and private)

•	 Local and regional tolling authorities

•	 Rideshare coordinators

•	 Public agencies (for land use and air quality)

•	 Emergency service providers

•	 Environmental groups

•	 Transit rider groups

•	 Automobile clubs

•	 Taxi associations

•	 Labor interests

•	 Trucking interests

•	 Newspaper reporters

•	 Newspaper editorial boards

•	 Think tanks

Sharing Information 

Keeping the variety of stakeholders well informed during the initial project planning, review, construction, 

implementation, and operation phases is important for consensus building. Project planners and 

spokespeople can use a variety of methods to keep stakeholders involved and informed. These may 

include the following:

•	 Advance notice for public meetings

•	 Public meetings

•	 Brainstorming sessions/group problem solving

•	 Email lists and newsletters

•	 Social media (e.g., Twitter, Facebook)

•	 Telephone information/service lines

•	 Project websites

•	 Walk-in office/customer service centers
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4. Public Outreach

Stakeholder coordination should continue throughout project implementation. Ensuring that technical 

work does not outpace constituency building is a prudent approach that keeps state, county and local 

politicians informed of project activities on a regular basis. 

4.4.2 Citizens’ Advisory Committee/Community Task Force

One option for formalizing public participation is through a citizens’ advisory committee. Such committees 

can be effective outreach tools and they may be particularly useful for priced managed lanes initiatives. 

Participants can be drawn from a variety of groups in the early planning stages, and the committee 

can help guide the public outreach process through later phases of planning and implementation. The 

group can be an important resource for identifying issues that outreach efforts should address and for 

connecting project sponsors with area community groups and other organized stakeholders. An advisory 

committee can also help to identify and recruit political champions. 

4.4.3 Executive Advisory Committee

Some project sponsors have assembled a network of community leaders, inviting their input at key 

strategic points in the project progress. An executive-level advisory committee typically includes mayors, 

agency leaders, and other state and local elected officials. While these types of committees rarely 

have decision-making authority, their value is in representing their constituents, advising planners, and 

contributing to regional consensus. These committees may also be valuable in developing or maintaining 

regional consensus and helping to resolve conflicts between governments and agencies.

Figure 4-1 shows how different stakeholder groups, including an Executive Committee and Citizen 

Advisory Committee, can work together to help build consensus for a project.

Figure 4-1: Stakeholder Engagement Process for the I-405 Project in 

Washington State

Source: Washington State Department of Transportation
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Project Snapshot: WSDOT I-405 Congestion Relief and Bus Rapid Transit Projects

The WSDOT Interstate 405 Congestion Relief and Bus Rapid Transit Projects incorporate highway improvement 

projects in Kirkland, Bellevue, and Renton, Washington. WSDOT worked with cities, counties, federal agencies, 

transit agencies and community groups to develop consensus for a long-term vision for the multi-modal 

redevelopment of I-405. This effort culminated in a three-year EIS development process that outlines transit, 

roadway and environmental investments including more than 300 improvements. The EIS received approval with 

the Record of Decision in October 2002 and now serves as a corridor master plan. The I-405 Master Plan calls 

for a system of managed lanes along the length of the corridor.

The program’s strong public and political support led to $1.5 billion in new funds adopted through two major 

legislative actions and one major public vote. Today, the I-405 Congestion Relief and Bus Rapid Transit Projects 

are delivering ahead of time and under budget on a range of multi-modal transportation investments. Three 

committees, a Citizen Advisory Committee, Steering Committee and Executive Committee, included over 80 

members who provided direction and feedback and helped promote a regional consensus for the program’s 

decisions. The program serves as a good example of how a Citizen Advisory Committee can help build support 

for a project even in its early stages. The I-405 Citizen Advisory Committee included a wide range of business, 

environmental, freight, modal and neighborhood groups and was instrumental in facilitating the flow of 

information between committee members and the project management team, as well as the facilitation of a 

common understanding of program issues and decisions.

Early engagement by the Citizen Advisory Committee in the master planning process has led to continued 

support for subsequent improvements in the corridor, including the current NE 6th Street to I-5 Widening and 

Express Toll Lanes project. This project will include a dual express toll lane system from downtown Bellevue to 

Bothell/Woodinville and an existing carpool lane from SR 522 to I-5 will be converted to a single express toll 

(managed) lane, providing 17 miles of additional congestion relief. The project has been met with widespread 

community and elected official support because the benefits and tradeoffs of how improvements will fit into 

overall corridor improvements are largely understood and accepted.
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4. Public Outreach

Project Snapshot: WSDOT Eastside Corridor Tolling Study 

In 2009, the Washington State Legislature asked WSDOT to conduct a study on the feasibility of adding up 

to two express toll lanes to I-405 that would connect with existing HOT lanes on SR 167 to form a seamless 

50-mile Eastside Corridor. The end goal was to develop a set of funding and phasing principles that will guide 

future project implementation and help inform the Legislature as it grappled with the decision of whether 

or not to authorize tolling for the corridor. This was a fast track process that called for a lot of community 

input. As part of the study, the Legislature specifically directed WSDOT to confer with corridor communities 

and to conduct public work sessions and outreach. The greatest challenge was the size of the corridor—over 

50 freeway miles and 20 communities. The outreach process was anchored by two advisory committees that 

provided input on public communications, policies and implementation strategies—an Executive Advisory 

Group (EAG) made up of legislators, mayors, transit officials and other elected officials and an Interagency 

Working Group that included technical staff from local jurisdictions and transit agencies. Focused outreach to 

the general public supported and informed discussion by these two groups. The role of the EAG was to: 

	Identify issues vital to the Eastside Corridor tolling implementation process.

	Provide strategic advice to WSDOT on the implementation of toll lanes for policy consideration by the 

Governor and the Legislature.

	Act as project champions and assist in providing opportunities for public, business and civic group input.

	Advise WSDOT on the development of funding and phasing principles to help guide the budget and 

schedule objectives.

	Represent the governments and agencies they belong to and assist in building/maintaining a regional 

consensus and keeping their community informed.

Input from both groups was summarized in the final tolling study report that was delivered to the Governor and 

Legislature in January 2010.
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4.5 Marketing and Refining the Concept

Ultimately, the success of a priced managed lanes facility will depend on drivers who are willing to pay 

to use it. In fact, some facilities refer to users as subscribers, pass holders, or customers, indicating that 

the facility has a clientele, and that drivers generally must acquire an electronic tag (transponder) for 

automated toll collection in order to use the facility. 

Because priced managed lanes facilities are generally constructed within or parallel to existing roadways, 

drivers in the corridor may choose which facility to use: the general-purpose lanes or the tolled lanes. 

Project planners thus face a challenge that is unique in highway facility planning: to cultivate users for 

the facility. Most highway or transportation officials traditionally have not had to advertise or market 

their facilities, but marketing is an important element of priced managed lanes projects. For this reason, 

some transportation agencies developing priced managed lanes have sought the services of marketing 

professionals to develop and implement a marketing plan in conjunction with and parallel to the public 

outreach process.

The marketing aspect of priced managed lanes facility planning is directly related to project feasibility. 

Marketing efforts can address how and why drivers may opt to acquire a user tag and toll account, and 

under what circumstances they will choose to use the facility for a given trip. Marketing techniques can 

be used to increase the number of users, address customer satisfaction issues, and to keep drivers well 

informed of any planned operational changes. 

At various phases of the priced managed lanes development process, project marketing efforts may need 

to focus on different issues. Although the basic marketing objectives outlined below follow a general 

chronological evolution, the answer to later questions may draw heavily from what is learned during 

earlier marketing and public outreach efforts.

When to Market?

Although marketing is often perceived as advertising a final product, priced managed lanes marketing is 

not a one-time venture. Marketing efforts will be more productive if they are employed well in advance of 

the facility’s opening and if they continue after the facility begins operation. Early market research provides 

important opportunities to gauge the project’s potential for success, as well as to improve the project’s chances 

of success. From the earliest planning phases, multiple marketing opportunities exist to gather information from 

the public about potential usage and to provide information to the public about the proposed facility. Marketing 

efforts in later project phases, even after operations have begun, can assess user satisfaction, increase use, and 

attract additional users.

4.5.1 Developing and Implementing a Marketing Plan

To ensure the facility is a success, planners will target the ideal number of users it will take to reach 

congestion-management and/or revenue goals. Underlying these tactics is the need to subtly change 

the way the public perceives tolling and thus their behavior. Marketing and communications efforts help 

lay the foundation for acceptance of tolling as it becomes a key method for funding and maintaining 

large infrastructure projects in the future. Whether a state already has tolling or is starting a new tolling 
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4. Public Outreach

program, it is likely they will need some form of a public education and/or marketing campaign. The 

state’s toll policy status will help determine what type of marketing is required for the priced managed 

lanes, for example: 

•	 State has a well-established toll program – Today, there are toll facilities in operation in 35 

states and one US territory. Urban commuters in particular are more and more familiar with paying 

tolls. Education campaigns focus on awareness of the different kinds of tolling (variable, congestion 

pricing, flat rate) and the benefits, as well as targeting sales of transponders and accounts.

•	 State has no tolled facilities – The state may have tolled in the past, but currently has no tolled 

facilities. There will likely be some negative sentiment for tolling, so a strong education program will 

focus not only on the benefits of tolling, but also about how tolling works. A marketing campaign 

targeted at sales and/or opening of ETC accounts will have to start at the beginning of the tolling 

story and design a campaign that takes the customer through the entire evolution of the sales cycle. 

A comprehensive marketing plan will direct the sales, marketing and education strategies, and be 

complementary to the public involvement plan. The marketing plan could include the following stages 

listed in chronological order. 

Research

Learning about a project’s customers will provide a foundation for the entire outreach process. 

Determining the level of awareness of and knowledge about tolling and priced managed lanes by 

different groups will provide direction for marketing initiatives and parallel public outreach efforts. For 

example, an initial “attitudes and awareness” survey of area households could gauge public knowledge 

of the managed lane concept, public attitudes towards congestion pricing, as well as preferences and 

behaviors. Research is also very valuable to determine why the road is being used by the customer. 

Is it to travel to work or to a baseball game? When we understand why the road is being traveled we 

are able to determine who would make good co-marketing partners and can use this information as a 

catalyst to build benefits and to connect with the customer. The survey can be done by random phone 

calls (statistically valid) or online. Focus group data can complement survey results by engaging in more 

detailed conversation with a sample group. This research will help identify what and how much education 

is needed, and how current educational efforts could be tailored to meet public needs. 

Project Snapshot: 495 Express Lanes

Like any consumer product, priced managed lanes must be specifically defined to meet their customers’ needs. 

Managed lanes are a choice for travelers and will not generate sufficient revenue unless the product they offer 

is something customers value, understand how to use, and can easily access. As a result, these projects must 

be designed as much by future users as they are by engineers and that process must begin early in the project 

development phase. The 495 Express Lanes team in Northern Virginia began conducting consumer research 

for the project a full five years before the anticipated opening of the lanes, including surveys, customer 

segmentation, in-depth interviews, and focus groups. This research has informed every element of the project’s 

design and operations strategies, including how toll prices are communicated on digital message signs on the 

road, the location of entry and exit points, the enforcement program, marketing and communications tactics, 

and even the development of the tolling algorithm itself.
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Determining the Market

One of the most important issues that must be addressed in the early planning phases for priced 

managed lanes projects is determining the market and overall feasibility of a proposed project. What 

corridors and origin-destination pairs would be appropriate for the facility? Who might use the facility 

under consideration? What factors might make a driver more or less willing to pay to use the facility? 

Where should access points be located or how should toll collection be managed? When this market 

exploration is done properly, project planners are more likely to design a project that the public wants 

to use. These inquiries also supply technical experts with the information necessary (i.e., volume and 

revenue assumptions) to assess the fundamental feasibility of different project alternatives. 

4.5.2 Branding

While the federal Manual on Uniform Traffic Control Devices (2009 edition) requires all priced managed 

lanes to be referred to as “Express Lanes,” there are many other issues that influence the branding of 

these facilities. How will the project fit within the state’s existing toll program and ETC vendor? Will the 

lanes have a logo? What’s the desired user experience? How will sponsors message the project to the 

public? These are all questions that fall under branding, that is, the name, term, sign, symbol or design, 

or a combination intended to identify an organization’s goods and services and to differentiate them from 

others. The brand will help people identify the lanes, know what to call them, remember to use them, 

how to use them, and better understand the lanes’ purpose and goals. 

Project Snapshot: Dallas-Fort Worth Area Public Information Officer Working Group

In Dallas, the local MPO created a managed-lane public information officers’ (PIO) working group to 

manage the public messaging for an HOV to HOT conversion project. The PIO working group consists 

of representatives from the North Central Texas Council of Governments, the Texas Department of 

Transportation, the Dallas Area Rapid Transit, the North Texas Tollway authority, and the PPP contractors 

who are developing the corridors and will operate them once open. One of the first tasks of this workgroup 

is to “brand” the new managed lane system and conduct extensive public outreach to ensure everyone 

understands why the evolution of these lanes is occurring and how the new facilities will operate. To begin the 

branding process a public competition will be held to name the new managed lane system.

4.5.3 Incentives

Providing incentives on tolls motivates the customer to use the priced managed lanes and to ultimately 

become familiar enough to create the habit of continued use. Incentives can range from a percentage 

off tolls to free trips. When putting together incentive strategies it is important to use the information 

from the research to determine how to motivate customers and then determine the feasibility for 

implementation. Duration, back-end implementation, outward facing promotion and potential revenue 

cost models need to be considered and thoroughly developed before incentives are determined 

and finalized. 
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4. Public Outreach

Project Snapshot: Several Bay Area Projects – One FasTrak Brand

Due to vast experience with toll bridges, the Bay Area has a well-established brand for electronic toll systems. 

The I-680 express lane and 880/237 express lane have been able to tap into a strong overall brand seamlessly. 

This is demonstrated on the following websites where each facility prominently features FasTrak images:

	FasTrak website: http://www.bayareafastrak.org/static/about/faq_express.shtml and 

http://www.bayareafastrak.org/static/news/index.shtml#1

	http://www.bayareafastrak.org/static/about/index.shtml

	880/237 website: http://www.vta.org/expresslanes/SR_237_project.html I-680

	Sunol Express Lane website: http://www.680expresslane.org/Home.asp

4.5.4 Advertising

Depending on a project’s transponder penetration goals and public education target audiences, there 

could be a need for paid advertising. When engaging in paid advertising it is important that project 

sponsors know their customers well and that they put together a paid media campaign that reaches them 

as efficiently as possible to make the best use of resources. When negotiating paid media it is important 

to ask those that you will be buying media with to provide the project with additional added-value. These 

media outlets are all valued members of the community and it is in their best interest that this message 

reaches their customers as well. Toll giveaways, and other promotions can be negotiated at the point of 

media purchase. It is important for project sponsors to let these outlets know that you are looking for a 

true partner in the process. It is also important to make sure advertising includes ethnic media sources 

when needed. 

4.5.5 Public Relations 

Earned media can lay the groundwork for the customer to buy into the priced manage lane product. 

Pitching local reporters on stories that demonstrate the value of the time drivers can save using the 

lanes will help increase the chances they will cover the project and promote the program. Pitch outlets 

can include print, radio, television, web, or social media. Potential incentives and outreach partners find 

a great deal of value in being a part of the story and earned media. It is also very important to keep 

an ongoing line of communication with key outlets and reporters. This will ensure the facts and key 

milestones of the proposed project are properly reported. 

4.5.6 Toll Launch Communications

The four weeks prior to tolling and the four weeks post toll launch is the key timeframe for transponder 

sales and account sign ups. This is generally the period of time where there needs to be a heightened 

awareness of anything that could generate negative coverage or affect public perception of the priced 

managed lanes. Media and crisis training sessions are vital to proactively address key tolling messages 

and potential problems that can occur around the time of toll launch (too many people signing up at 

once, system errors, delays, increased congestion, etc.). These trainings are usually part of the crisis 

communications plan developed prior to toll launch.
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4.5.7 Maintaining Customer Loyalty 

Once a facility is operational, continued communication with customers must be a priority. Facility 

managers need to keep their current customers happy and informed of any facility changes, promotions 

or incentives that are being offered. For example, within one year of opening, a facility may require 

adjustments to the toll schedule to manage current traffic levels. Established lines of communication with 

customers can be used to describe what changes are anticipated and why they may be necessary. Some 

facilities have relied on regular e-newsletters, customer emails, and web updates. Your loyal customer is 

someone that you want to keep and inspire to continue to use these lanes. A customer loyalty program 

would roll out key incentives for continued and increased use of the facility. Incentives could be as simple 

as a “free cup of coffee for your morning drive” to special pricing for someone who uses the road a 

determined number of times per month. 

A regular (biennial) customer satisfaction survey is also a good way to collect information from users. It 

could be distributed to customers who hold electronic tolling accounts and customers who have received 

bills for using the toll facility. 

Continued marketing is also encouraged to increase the number of facility users. For tolled facilities that 

provide congestion relief, it is a good idea to provide potential users with an opportunity to try the facility 

and experience the benefits. If they have a good first experience, they are more likely to come back. 

For facilities with electronic tolling, it is important to provide incentives that encourage users to establish 

electronic toll accounts. These programs offer examples of customer loyalty programs and incentives:

•	 In response to concerns raised at public meetings and other community outreach, Metro in Los 

Angeles, California created a demonstration Toll Credit Program. The purpose of the program was to 

make it more affordable for households with low incomes to use the express lanes on I-10 and I-110. 

Qualifying Los Angeles County residents (households with three or more members and an annual 

income of $35,000 or less) received a credit for establishing an electronic tolling account and waiver 

for the monthly maintenance fee.

•	 WSDOT conducted cross-promotions with local retailers and entertainment venues to encourage 

customers to establish electronic toll accounts. For example, one partner offered a discount on oil 

changes for customers who showed their Good to Go!TM electronic tolling transponder. Stadiums 

and convention centers in the Seattle metro area conducted outreach to their customers and 

season ticket holders and offered special promotions and discounts for people who established 

electronic toll accounts.

4.5.8 Marketing Tools

Marketing professionals offer a range of services and methods for reaching your customer to meet the 

needs of priced managed lanes facility planning. Because players change, particularly in the political 

realm, it is important to put some turnkey systems in place that allow project owners and operators to 

continue to market projects and report performance for years to come. This also should include customer 

satisfaction measures.
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4. Public Outreach

The following list, while not exhaustive, provides various examples of marketing tools that may apply in 

priced managed lanes planning, implementation and operation. Stakeholders can use these to provide 

ongoing marketing of the project during timeframes and periods as resources are available for promotion:

•	 Telephone and paper surveys 

•	 Focus groups

•	 Direct mailings

•	 Project websites

•	 Project newsletters

•	 Radio and television ads 

•	 Media coverage

•	 Social media

•	 Video and visualizations

4.5.9 Strategic Partnerships

Partnerships with the media, retail, entertainment venues, and sports teams can support transponder 

sales. The broader the communications reach, the greater access that is provided to traditionally 

underserved communities, including the unbanked. Local area venues create an opportunity to reach a 

large group of people in an organized way. Season ticket holders and visitors of large venues near the 

project may be using the roadways frequently, and will be interested in learning about the project and the 

benefits of a ETC account. Usually, when strategic partnerships are developed participating organizations 

are provided with promotional materials to distribute to their members as they choose. Goals for these 

outreach efforts are typically: 

•	 Cross-promoting and messaging a partner’s current advertising.

•	 Implementing project toolkits with language on how to promote ETC accounts and all electronic 

tolling to customers.

•	 Providing a booth or table at games and events to sign-up attendees for the project’s interested 

parties list or to open accounts.

•	 Offering promotions and/or incentives to customers at events or through newsletters, emails, web/

address links and other outreach activities.

•	 Promoting a “know before you go” e-mail and the need for a transponder to bypass congestion to a 

venue or event.
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Project Snapshot: North Central Texas Council of Governments

The planning, design, funding, construction, operation, and enforcement of the current HOV, soon to be 

managed lanes, in the Dallas-Fort Worth area have been a true partnership for over 20 years. The MPO (North 

Central Texas Council of Governments) got the ball rolling by making HOV facilities a major component of 

the metropolitan transportation plan in 1986. Discussions with potential implementation partners resulted in 

a strategic development partnership between NCTCOG, the Texas Department of Transportation, and Dallas 

Area Rapid Transit. Funding came from federal CMAQ funds with local contributions from DART. TxDOT took 

the lead in the design and construction while DART is responsible for daily operations and enforcement. With 

the upcoming evolution of the current HOV lanes to managed facilities, the North Texas Tollway Authority will 

be added as the toll collection and processing partner. In addition, Private developers have brought financial 

equity to the table and are currently constructing two managed lane corridors under PPP agreements. When 

these new facilities open, the developer will also be responsible for the daily operation while NTTA will 

maintain toll collection responsibilities.

4.5.10 Social Media

Today, social media moves faster and penetrates deeper than traditional media. Social media allows for 

conversations over shared issues to occur between parties who have never even met. And, social media 

can be used to reach large groups of people to communicate a shared belief and a call to action. Project 

sponsors need to be keenly aware of social media both as a useful public education and marketing tool 

for promoting project benefits, and as a grassroots public engagement tool that can be used for or 

against priced managed lanes.

Once a social media movement is on its way, it is difficult, but not impossible, to stop it or slow it down. 

Proactive social media on the front end of a priced managed lanes project allows project sponsors an 

opportunity to engage their audiences in two-way conversations and to present facts into the tolling 

conversation (see tollfacts.com). Used as one of the tools in the communications toolbox, social 

media can be effective at bringing clarity around tolling, and engaging the public and stakeholders to 

push project messages out to their followers – influencing public opinion, managed lane usage, and 

encouraging transponder sales. 

Project sponsors should monitor social media channels and be proactive about addressing or responding 

to misinformation. Often, third party information can influence public opinion for or against a project. It 

is important to engage in the conversation and to stay on top of what is being said on Twitter, Facebook, 

blogs, and other social media platforms.

Increasingly, smartphone apps are being developed by private entities and third parties to provide 

commuters with timely relevant information on tolled roads and travel choices. 

It makes sense to partner with familiar businesses, organizations and personalities to help carry project 

messages through intuitive social networks. For example, the public would most likely not elect to “like” 

tolling on Facebook, but they may choose to receive relevant managed lane travel-time updates from 

the local traffic reporter or their employer on Twitter. Through a “Social Media Toolkit” project sponsors 

can offer key fact-based messages in the appropriate voice for local partners to and helps advertise key 

priced managed lane messages through trusted social media channels.
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4. Public Outreach

Social media tools and channels that have been incorporated into marketing and public education 

programs include blogs, Twitter, Facebook, Flickr and YouTube.

Blogs 

Project sponsors can post regular updates, news releases and media coverage to a blog. The blog drives 

traffic to the website and related content (webcams, Flickr feeds, video, etc.). Comments allow for 

ongoing questions and answers. Options include the following:

•	 Sharing project-related content on an existing blog, and

•	 Acquiring a unique blog domain to be used solely for the purpose of project updates.

Facebook

Project sponsors can share information and links about priced managed lanes including video, 

visualizations, promotions, and photos. Some information lives on the Facebook site and other 

information is linked from sources including the State DOT, community partners, YouTube, and Flickr. 

Twitter

Project sponsors send out alerts and updates related to the project. Tweets can direct people to a 

customer service center, inform people about ETC sign-up dates, remind drivers of toll rates, and provide 

information about toll launch and sign-up milestones. Tweets could also support partner promotions and 

build a Twitter following for the toll program.

Flickr

Project sponsors share visuals of signage, technology, facilities, customer service centers, and project 

benefits. 

YouTube 

Project sponsors have shared informational presentations, fun videos, and educational information 

explaining tolling benefits and providing practical illustrations of how the tolling technology works. 
Priced Managed Lane Guide

4-24

Project Snapshot: WSDOT 520 Good to Go! Tolling Twitter Promotions

With the impending start of tolling on the SR 520 Bridge, which links Seattle to communities on the east 

side of Lake Washington, WSDOT was looking to boost retail sales of its Good To Go! Pass. As part of a larger 

marketing campaign, WSDOT used social media to reach out to drivers and encourage them to purchase and 

install a Good To Go! Pass. It conceptualized, built and implemented a series of Twitter promotions for the 

launch of Good To Go! Pass retail sales and partnered with Seattle’s Major League Soccer team, the Sounders 

FC, the Seattle Seahawks, and Safeway grocery stores, to provide incentives for the promotions. WSDOT 

created the promotions via a custom Twitter contest platform, hosting a branded promotion page, third party 

Twitter application and back-end database (to store contestant information and provide contest entry statistics). 

Contestants were driven to a Twitter sweepstakes micro-site and asked to tweet a pre-written message about 

tolling on SR 520 to be automatically entered to win partner incentives such as sports gear and gift cards. Prizes 

were awarded daily, and users were encouraged to enter daily for a new chance to win. The Twitter promotions 

were a huge success, earning a coveted Twitter “Trending Topic” position in Seattle with the #g2go hash tag for 

the Sounders promotion. With nearly 800 individual Twitter status updates from contestants, and a total reach 

of 130,322 people (# of contestants x their combined # of Twitter followers) the promotion provided great 

visibility for Good To Go!. WSDOT’s @GoodtogoWSDOT account garnered 671 new Twitter followers as a 

direct result of the promotions.

4.5.11 Existing Public Outreach Resources

Public Perceptions of Road Pricing

Public Perceptions of Pricing Existing Roads and Other Transportation Policies: The Texas Perspective 

(2006) – http://www.trb-pricing.org/docs/06-0934.pdf – This paper highlights key issues related to 

public perceptions about pricing existing facilities, based on statewide surveys and focus groups in Texas. 

Results suggest that if there are clear benefits to tolling an existing facility, there is likely to be at least 

some support, especially from frequent users.

Gaining Public Support for Congestion Charging: Lessons from a Referendum in Edinburgh (2006) – 

http://www.trb-pricing.org/docs/06-2047.pdf – This paper examines why the public rejected a 

congestion-pricing plan in Edinburgh, Scotland. Specifically, it discusses some of the public awareness of 

attitudes about the proposed plan. The paper also provides some ideas for how things could have been 

done differently to gain public acceptance.

NCHRP Synthesis 377: Compilation of Public Opinion Data on Tolls and Road Pricing (2008) – 

http://onlinepubs.trb.org/onlinepubs/nchrp/nchrp_syn_377.pdf – This study summarizes and analyzes 

public opinion on tolling and road pricing across the U.S. and internationally. It compiles existing 

data from public opinion research, and it reviews how the public feels about tolls and road pricing. In 

particular, it addresses the following key questions:

•	 What is the overall public opinion concerning charging for the use of roads?

•	 Is there widespread support or focused opposition?

•	 What factors are associated with its acceptance or rejection?
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4. Public Outreach

New York City’s Congestion Pricing Experience and Implications for Road Pricing Acceptance in the United 

States (2010) – http://www.nyc.gov/html/dot/downloads/pdf/schaller_paper_2010trb.pdf – This paper 

analyzes how Mayor Bloomberg’s 2007 congestion pricing proposal gained widespread public support but 

was ultimately blocked in the State Legislature. The central conclusion is that, given the power of even 

small groups of auto users to block congestion pricing projects, supporters need to work on changing 

how motorists view the effect of pricing on them personally. 

Strategies and Tactics for Public Outreach on Road Pricing

Minnesota Value Pricing Outreach and Education (2006) – http://www.hhh.umn.edu/img/assets/20844/

Final%20Report%20102606.pdf – Congestion pricing in Minnesota failed to gain public approval for more 

than a decade. After several Minnesota congestion-pricing projects failed because of a lack of public 

support, the MnDOT tried a new public outreach strategy that led to successful approval of a major 

congestion-pricing project. This report describes the public outreach and educating activities that MnDOT 

undertook to build public and political support for this congestion-pricing project. It also summarizes five 

communications-related lessons that could be applied to other congestion-pricing projects across the U.S.

Discussing High-Occupancy Toll Lanes with the Denver, Colorado Public (2007) – http://pubsindex.trb.org/

view.aspx?id=803562 – This paper outlines the Colorado Department of Transportation’s public outreach 

to evaluate public perceptions regarding managed lanes. The paper provides lessons learned regarding 

messaging and outreach tactics to build public acceptance of priced managed lanes.

Evaluation and Performance Measurement of Congestion Pricing Projects (2011) – http://www.trb.org/

Main/Blurbs/166596.aspx – This material is designed for practitioners involved in planning, designing, 

and operating congestion-pricing projects or practitioners considering implementation of such projects. 

The report is designed to help practitioners understand how and when to put evaluation and performance 

measurement programs in place as well as how to identify and develop appropriate performance 

measures, collect necessary data, evaluate performance, and communicate results.

5-1

5 Finance and Procurement

5.1 Funding and Financing Priced Managed Lane Projects

In many respects, paying for the cost of a priced managed lane project is not unlike paying for any 

other transportation improvement project. A wide range of federal, state, and local funding sources 

and financing tools can be used to pay for priced managed lane improvement. Projects may use a 

combination of federal-aid program and state match funding like most transportation improvements, 

or rely partially or substantially on toll-backed debt financing. In addition, private equity and 

additional financing options available to private sector participants can be used for projects 

implemented on a P3 basis.

The one characteristic distinguishing priced managed lane projects from typical highway improvement 

projects is that they generate toll revenue. However, as shown earlier in Table 2-1, the amount of 

revenue can vary significantly. The amount of revenue priced managed lane projects generate determines 

the degree to which projects can pay for themselves, support a debt-financed package, cover ongoing 

operational and maintenance costs, or generate excess revenue for reinvestment by the project sponsor 

or retention by a private development partner. 

5.1.1 Project Scale

It is helpful to characterize priced managed lane projects as Small, Medium, or Large, based on project 

scale and cost. Where a project falls along the scale/cost spectrum can help inform project funding 

and financing considerations. Table 5-1 presents general project and financial characteristics of Small, 

Medium, and Large priced managed lane projects. The scale of priced managed lane projects is driven 

largely by whether they involve the conversion of existing highway capacity to tolled operation or the 

expansion of existing corridors. The capacity for revenue generation is driven by the scope of the 

projects, congestion in the corridor, and the willingness of motorists to pay to avoid it. Projects with two 

or more priced lanes per direction are more likely to generate significant cash flows. The capacity for 

revenue generation has a substantial influence on the extent to which projects can be debt financed and 

whether they might attract private sector interest. In this case, projects would need to generate sufficient 

revenue to cover ongoing operations and major maintenance costs, and generate excess revenue 

available for return on a private sector equity position. Conversely, some smaller projects may require 

ongoing subsidies to pay for operations and maintenance. 
Priced Managed Lane Guide

5-2

Table 5-1: Three Priced Managed Lane Project Scales and Cost Implications

General Characteristics

Funding/ 

Financing Procurement

Typical Capital 

Cost Range

Small

(Example: SR 167 

HOT Lanes)

•	 Single lane

•	 HOV2 free service 

generally provided (since 

it involves conversion of 

existing HOV lane)

•	 Operational enhancement 

emphasizing throughput

•	 Revenue generation may 

not cover operations and 

maintenance (O&M) costs

Pay-as-you-go, 

substantially grant 

funded

Traditional, 

accommodated 

in DOT 

work program

$5–50 million

Medium

(Example: I-95 

Express Lanes)

•	 Potential capacity 

enhancement

•	 May not generate excess 

revenue

Mix of grant 

funding, dedicated 

and traditional 

resources, potential 

use of debt

Potential for 

greater private 

involvement (e.g. 

design-build)

$50–500 million

Large

(Example: 495 

Express Lanes)

•	 Multilane

•	 Incorporated within 

capacity enhancement

•	 Emphasis on revenue 

in combination with 

operational characteristics

Debt financed Candidate for 

P3, potentially 

multiphase

$500 million+

5.1.2 Lifecycle Project Costs

Capital Costs. Capital costs include all implementation costs related to the design and construction of 

the project, including right-of-way acquisition and utilities relocation. For priced managed lane projects, 

this cost can vary from several million dollars to over $2 billion, depending on the scale of the project 

as presented in Table 5-1. A simple HOV-to-HOT conversion, like the $18 million SR 167 HOT Lanes 

may involve only the purchase and installation of electronic toll collection equipment, other related ITS 

infrastructure, signage, and restriping the existing HOV lane to provide six northbound access zones and 

four southbound access zones. The $1.3 billion I-15 Express Lanes incurred significant capital costs from 

the construction of two to four additional travel lanes, direct-access ramps to park-and-ride lots, overpass 

reconstruction, and a moveable barrier that allows HOT lane reconfiguration in the predominant direction 

of travel, along with ETC and ITS equipment and signage.

Financing Costs. Financing costs are relevant to projects that use finance tools to help pay for a 

project’s capital costs. These are the associated fees paid to financial advisors, rating agencies, banks, 

lawyers, and other institutions involved in evaluating, arranging, or issuing individual or packaged debt 

and credit instruments. In addition, the interest paid on any loan made to the project is a financing 

cost. Typically financing costs are considered together with capital costs in defining a total project cost 

during implementation. These costs can be substantial but potentially worth the price of alternatively 

delaying project implementation or not implementing the project at all. As one example, the financing 

costs for the 495 Express Lanes represent about 25 percent of the total $2.1 billion project cost (capital 

plus financing).
5-3

5. Finance and Procurement

Operations and Maintenance (O&M) Costs. O&M costs are a key consideration to a priced managed 

lane project because the success of the facility depends greatly on continuous, high-quality operation 

that involves managing user access and determining and collecting the appropriate toll. In addition, 

there is often an expectation of a higher level of customer service with priced managed lane facilities, 

including lane availability, condition, and incident response. Major maintenance costs can be significant 

considerations as well, since the upgrade or replacement of toll collection equipment as technology 

advances may be necessary over a mid- or long-term operational period. O&M costs need to be estimated 

and programmed carefully and a determination made whether toll revenue can and will be used to 

pay for these costs or if supplemental resources will be necessary. Forecasted usage, toll increase (or 

decrease) policies, and vehicular exemptions need to be taken into account. Conceivably, a budget 

independent of toll revenue may also be established to pay for O&M. 

5.2 Revenue Sources

5.2.1 Traditional Federal and State Funding

Traditional federal and state funding includes federal and state motor fuel taxes and other state motor 

vehicle fees and taxes, such as vehicle registration and driver’s license fees. Funding allocations for 

these monies generally follow a formulaic process prescribed at the state level that takes into account 

population, roadway mileage, and need-based metrics. 

In urban areas of 50,000 or more people, MPOs manage decisions about which projects to fund, 

based on their transportation planning and programming process. Elsewhere, state departments of 

transportation manage these decisions. Priced managed lane projects may receive funding from these 

traditional sources in the same manner as any other improvement project considered in transportation 

planning and financial programming processes. Further information on these processes is available at 

http://www.planning.dot.gov/documents/BriefingBook/BBook.htm.

5.2.2 Discretionary Grants

Historically, many priced managed lane projects relied in part on federal grants through the Value Pricing 

Pilot Program, but with the expansion of tolling authority under MAP-21 (see Section 3.4.1) and no 

additional funds authorized after Fiscal Year 2012, the program is not expected to be a significant source 

of future funding.

Several recently implemented projects also received funding as part of the one-time Urban Partnership 

Agreement (UPA) and Congestion Reduction Demonstration (CRD) programs initiated in late 2006 and 

late 2007, respectively. The UPA and CRD programs were one-time programs funded by USDOT using 

miscellaneous discretionary grant funds authorized by Congress, rather than programs specifically funded 

through periodic federal transportation authorization legislation. The programs have provided funding 

to priced managed lane projects in Atlanta, Los Angeles, Miami, and Minneapolis. Further information is 

available at http://www.upa.dot.gov/index.htm.
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5-4

The American Reinvestment and Recovery Act of 2009 introduced the Transportation Investment 

Generating Economic Recovery, or TIGER Discretionary Grant program. The discretionary TIGER grant 

program awards funds on a competitive basis for projects that will have a significant impact on the 

Nation, a metropolitan area, or region. TIGER awards have supported priced managed lane projects in 

Denver (U.S. 36 Managed Lanes), Virginia (I-95 HOT Lanes), and Riverside County, California (SR 91 

Express Lanes extension) by providing funding to leverage a potential federal Transportation Finance and 

Innovation Act (TIFIA) loan (see Section 5.3.2). Additional information on TIGER grants is available at 

http://www.dot.gov/tiger/.

5.2.3 Tolls

A natural source of funding for priced managed lanes are the tolls charged for access to the facility. 

Clearly, toll revenue does not accrue until the facility is operational, and for this reason, is often devoted 

to ongoing facility operations and maintenance costs. In the case of a network of tolled facilities or 

managed lanes, toll revenue from existing facilities can be pooled and used to fund a new priced 

managed lane project on an upfront basis. Facilities with an appropriate level of revenue generation can 

use tolls in a debt financing capacity to support the issuance of bonds or other credit extended to the 

project. Bonds and other debt instruments are then paid back over time from future toll proceeds.

5.2.4 Other Revenue Sources

Other revenue sources beyond traditional sources, grant programs, and tolls come from the state and 

local levels. One of the most noteworthy is state or local sales tax measures. A sales tax measure, 

often approved by voters, is typically dedicated to transportation purposes and frequently to a specified 

program of projects. Local sales taxes are popular in California where they are levied at the county level, 

upon approval by two-thirds of voters, for a prescribed length of time and a prescribed set of projects. 

The I-15 Express Lanes, I-680 Express Lanes, I-580 Express Lanes, and SR 237 Express Lanes are all 

beneficiaries of local option sales tax measures.

Value capture revenues are another potential source of funds generated at the local level, although 

to date, they have not been used to fund priced managed lane projects. Value capture mechanisms 

capitalize on increased land value attributed to specific transportation improvements that enhance 

accessibility to desirable destinations such as jobs and schools. The revenue generated can help finance 

the transportation improvement, or it can go toward further transportation investment, spurring a new 

round of increased accessibility and land value. Among the options for value capture are:

•	 Special Assessments: A tax assessed on parcels identified as receiving a direct and unique benefit 

as a result of the public improvement, typically assessed as a fraction of the estimated benefit per 

development unit.

•	 Tax Increment Financing: A special provision in state law that allows the diversion of the property 

tax increment derived from the increase in property value over a base year to a fund used to pay off 

capital bonds for public improvements within a tax increment financing district.

•	 Development Impact Fees: One-time charges levied on new development to help recover growthrelated public service costs for off-site services such as local roads, schools, or parks.
5-5

5. Finance and Procurement

For additional information on state revenue sources, see: 

http://www.fhwa.dot.gov/ipd/revenue/non_pricing/sources_tools/state.htm.

For additional information on local revenue sources, see: 

http://www.fhwa.dot.gov/ipd/revenue/non_pricing/sources_tools/local.htm.

5.3 Financing Tools

5.3.1 Leveraging Revenues

As noted earlier, priced managed lane projects have the ability to leverage expected toll revenues to help 

finance a portion or all of a project’s implementation costs. Project finance is typically used with large 

capital projects where using a “pay-as-you-go” approach is not a viable option. Not all priced managed 

lane projects generate sufficient revenue to support the issuance of toll-backed debt, however. Revenues 

from those categorized as Small would generally be considered insufficient, those categorized as Medium 

may have the potential for some toll-backed debt, and those categorized as Large may be expected to 

generate sufficient revenue to attract private sector investment. Private sector project financing often 

includes one or more forms of debt issuance, as well as an equity contribution expected to be recouped 

over time from the facility’s toll proceeds.

It should be emphasized that financing tools do not replace revenue and can only be used when there 

is a viable revenue source (tolls in the case of priced managed lanes) to make debt-service payments or 

provide returns on equity. An investment-grade traffic and revenue study is necessary for the issuance of 

debt backed by the project’s toll revenues.

5.3.2 Federal Credit Assistance

Several forms of federal credit assistance are available to project sponsors of priced managed lanes 

including TIFIA, state infrastructure banks (SIBs), and Section 129 loans.

Transportation Infrastructure Finance and Innovation Act (TIFIA). Federal credit assistance is 

available to priced managed lane project sponsors through the TIFIA program, which provides federal 

direct loans, loan guarantees, and standby lines of credit to finance surface transportation projects of 

national and regional significance. The TIFIA program is designed to fill market gaps and by providing 

improved access to capital markets, flexible repayment terms, and interest rates that are often more 

favorable than those found in private capital markets. TIFIA can help advance projects that otherwise 

might be delayed or deferred because of size, complexity, or uncertainty over the timing of revenues. 

The information that follows reflects the process and requirements of the TIFIA program as implemented 

by MAP-21.

In order to quality for support from the TIFIA program, projects must have a capital cost of at least 

the lesser of $50 million ($25 million in the case of a rural project) or 33.3 percent of a state’s federal 

highway assistance for its most recently complete fiscal year. In the case of ITS improvements, the 

minimum is $15 million. TIFIA credit assistance is limited to a maximum of 49 percent of the total eligible 

project costs. Projects must have environmental clearance prior to funding obligation and senior debt 

must be rated investment grade. All TIFIA projects must be supported in whole or in part from user 
Priced Managed Lane Guide

5-6

charges or other dedicated non-federal dedicated revenue sources. The exact terms for each loan are 

negotiated between the USDOT and the borrower, based on the project economics, the cost and revenue 

profile of the project, and any other relevant factors. 

Applications are accepted on a rolling basis under which eligible projects must receive assistance, 

provided adequate funds are available to cover the associated subsidy cost. It is also possible to enter 

into a master credit agreement, which is an early contingent commitment of TIFIA credit assistance 

for single projects or a program of projects secured by a common security pledge. The master credit 

agreement locks in the contingent commitment so long as financial close occurs within three years.

Several priced managed lane projects have used TIFIA to date including the 495 Express Lanes in 

Northern Virginia (see the Appendix of priced managed lane profiles), the North Tarrant Express near 

Fort Worth, Texas (see http://www.fhwa.dot.gov/ipd/project_profiles/tx_north_tarrant.htm), and the LBJ 

Express near Dallas, Texas (see http://www.fhwa.dot.gov/ipd/project_profiles/tx_lbj635.htm). Each of 

these projects has used TIFIA in combination with private activity bonds and private equity, which are 

discussed in sections that follow.

Additional information is available at the USDOT’s TIFIA website: 

http://www.fhwa.dot.gov/ipd/tifia/index.htm.

State Infrastructure Banks. State Infrastructure Banks are revolving infrastructure investment funds 

for surface transportation that are established and administered by states. A SIB, much like a private 

bank, can offer a range of loans and credit assistance enhancement products to public and private 

sponsors of highway construction projects. SIBs are capitalized with federal-aid surface transportation 

funds and matching State funds. (Several states have established SIBs or separate SIB accounts 

capitalized solely with state funds.) As loans or other credit assistance forms are repaid to the SIB, its 

initial capital is replenished and can be used to support a new cycle of projects. All repayments are 

considered to be federal funds and the requirements of Title 23 of the United States Code apply to SIB 

repayments from federal and non-federal sources alike. 

SIBs give states the capacity to make more efficient use of its transportation funds and significantly 

leverage federal resources by attracting non-federal public and private investment. Alternatively, SIB 

capital can be used as collateral to borrow in the bond market or to establish a guaranteed reserve fund. 

Loan demand, timing of needs, and debt financing considerations are factors to be weighed by states in 

evaluating a leveraged SIB approach.

To date, no priced managed lane project has received credit assistance from a SIB. Additional information 

on SIBs is available at 

http://www.fhwa.dot.gov/ipd/finance/tools_programs/federal_credit_assistance/sibs/.

Section 129 Loans. Section 129 of Title 23 allows federal participation in a state loan to support 

projects with dedicated revenue stream including tolls, excise taxes, sales taxes, real property taxes, 

motor vehicle taxes, incremental property taxes, or other beneficiary fees.

Similar to state infrastructure banks, Section 129 loans allow states to leverage additional transportation 

resources and recycle assistance to other eligible projects. States have the flexibility to negotiate interest 

rates and other terms of Section 129 loans. When a loan is repaid, the state is required to use the funds 

for a Title 23 eligible project or credit enhancement activities, such as the purchase of insurance or a 
5-7

5. Finance and Procurement

capital reserve to improve credit market access or lower interest rate costs for a Title 23 eligible project. 

One important distinction between SIB and Section 129 loans is that projects that receive assistance from 

repaid Section 129 loans are not required to meet the same number of federal requirements as those 

using SIB loans.

To date, no priced managed lane project has used a Section 129 loan. Additional information is available 

at http://www.fhwa.dot.gov/ipd/finance/tools_programs/federal_credit_assistance/section_129/.

5.3.3 Bonding and Debt Instruments

Several bonding and debt instrument options are available to priced managed lane project sponsors. 

These include municipal debt in the form of revenue bonds and Grant Anticipation Revenue Vehicle 

(GARVEE) bonds backed by future federal-aid funds, as well as private activity bonds and commercial 

bank loans in the case where a private sector partner is responsible for arranging project financing.

Revenue Bonds. Bonding is the primary financial tool available to state and local governments to raise 

financing covering the cost of public works projects of all types. State and local governments are able to 

issue debt using the municipal bond market where the interest income earned by the holders of these 

bonds is exempt from federal tax, as well as state and local taxes if the bonds are issued in the investor’s 

state of residence. As a result of the tax-exempt status of the income investors receive from municipal 

bonds, investors are usually willing to accept lower interest rate payments compared to other types 

of borrowing with comparable risk. This makes municipal debt particularly attractive to state and local 

governments, as the interest rates are lower than other debt options.

In the case of priced managed lane projects, municipal bonds can take the form of revenue bonds backed 

by future toll proceeds, which are used to make interest and principal payments to the bondholders.

GARVEE Bonds. GARVEEs are a form of debt repayable with future proceeds from federal-aid highway 

funds received by states under Section 122 of Title 23 of the U.S. Code. GARVEE bonds require state 

enabling legislation, which can be project specific or enable the use of GARVEEs to finance projects on a 

programmatic basis. GARVEE bonds are a state obligation even though they leverage federal-aid funding. 

GARVEE bonds may be used to cover the entire cost of projects or larger improvement programs; they 

are also often combined with other debt and funding mechanisms for larger projects.

Further information on GARVEE bonds is available at 

http://www.fhwa.dot.gov/ipd/finance/tools_programs/federal_debt_financing/garvees/index.htm.

Private Activity Bonds. Private Activity Bonds (PABs) are debt instruments issued by State or local 

governments whose proceeds are used to construct projects with significant private involvement. 

PABs have long provided a low-cost financing option for various types of public-benefit infrastructure 

projects, such as ports and water and sewer projects. However, transportation infrastructure had not 

been eligible for Private Activity Bond financing until the passage of SAFETEA-LU, which added highway 

and freight transfer facilities to the types of privately developed and operated projects for which PABs 

may be issued. SAFETEA-LU placed a national volume cap of $15 billion for these facilities, which was 

unchanged by MAP-21. Private activity is permitted on highway improvement projects while maintaining 

the tax-exempt status of the bonds. In this manner, private participation in transportation infrastructure 

is encouraged because borrowing costs are reduced relative to standard commercial debt. In 
Priced Managed Lane Guide

5-8

addition, PABs have been an attractive source of capital in a tight credit market where the issuance of 

commercial debt has been curtailed.

The three priced managed lane project examples that have used TIFIA credit assistance have done so in 

combination with PABs: the 495 Express Lanes in Northern Virginia (see the Appendix of priced managed 

lane profiles), the North Tarrant Express near Fort Worth, Texas (see http://www.fhwa.dot.gov/ipd/

project_profiles/tx_north_tarrant.htm), and the LBJ Express near Dallas, Texas (see http://www.fhwa.dot.

gov/ipd/project_profiles/tx_lbj635.htm).

Additional information on PABs is available at http://www.fhwa.dot.gov/ipd/finance/tools_programs/

federal_debt_financing/private_activity_bonds/index.htm.

Commercial Bank Loans. Private sponsors of priced managed lane projects may borrow money from 

a commercial bank or more likely a syndicate of commercial banks. Borrowing costs to private sponsors, 

however, are typically greater than to public sponsors, and especially in a tight credit market, PABs have 

been a more attractive source of debt. To date, no priced managed lane projects have used commercial 

bank loans as a part of a financing package.

5.3.4 Availability Payments

Availability payments are made to a private concessionaire by a public project sponsor based on 

project milestones or facility performance standards in exchange for particular services. They can 

be used to compensate the private partner for the design, construction, operation, and maintenance 

of a priced managed lane facility and can be subject to reduction in the event of not meeting 

a stipulated performance target. Federal-aid grants may be used to pay the capital portion of 

availability payment installments.

Availability payments may be an attractive option to priced managed lane project sponsors who would 

like to capitalize on private sector expertise in the delivery and operation of the facility but wish to retain 

control over toll rates and collection. Availability payments are also used when toll revenue itself may be 

insufficient to cover the full cost of construction and operation. This situation may arise on a project with 

high costs and low revenue potential or with a priced managed lane project that seeks to balance the 

potentially divergent goals of maximum revenue generation and maximum utilization.

More information on availability payments is available at the American Association of State Highway and 

Transportation Officials (AASHTO) Center for Excellence in Project Finance: http://www.transportationfinance.org/funding_financing/financing/other_finance_mechanisms/availability_payments.aspx. The 

595Express in Fort Lauderdale, Florida is being implemented under an availability payment contract (see 

the Priced Managed Lane Profiles Appendix).

5.4 Procurement Options

The range of procurement options available to priced managed lane projects is the same as for any 

transportation improvement project, from traditional DBB to those involving greater private involvement, 

including DB, design-build-operate-maintain (DBOM), and DBFOM. The applicability of an option with 

greater private involvement depends on certain project characteristics and, more generally, its scale. 
5-9

5. Finance and Procurement

Small projects would likely only be delivered via traditional DBB. Medium projects may benefit from a DB 

or DBOM strategy. Large projects may be additionally suited to DBFOM procurements.

Other non-traditional procurement options exist, but only the most common are reviewed here. More 

comprehensive information is available at FHWA’s P3 website.7

In addition to the procurement strategy descriptions that follow, Figure 5-1 summarizes which party 

(public or private) is responsible for certain project delivery components for each strategy. Figure 5-2 

summarizes risk allocation associated with project delivery components for each strategy.

Figure 5-1: Delivery Models and Responsibilities

Source: Federal Highway Administration

7 http://www.fhwa.dot.gov/ipd/p3/index.htm
Priced Managed Lane Guide

5-10

Figure 5-2: Delivery Models and Risk Allocations

Source: Federal Highway Administration

* Limited risk transfer

** Traffic revenue risk retained by public sector in availability payment concession

5.4.1 Design-Bid-Build

Design-bid-Build is the traditional project delivery method where DOTs enter into separate contracts to 

design improvements and then construct them. The design contract will define the project to 100 percent 

completion and prepare detailed construction documents. A construction contract then follows, where 

prequalified contractors are invited to submit bids to construct the project, with the award going to 

that contractor providing the lowest price. Given that design and construction activities are undertaken 

by separate entities, it does not incentivize them to coordinate the two activities and seek out design 

refinements that could reduce construction costs or accelerate construction. 

5.4.2 Design-Build

Design-build is a project delivery method that combines separate services into a single contract. With 

design-build procurements, project sponsors execute a single, fixed-fee contract for both engineering 

services and construction with a private sector design-builder. Bidders submit fixed-price proposals and 

the ultimate contract award is made on a best value approach taking into account cost together with the 

qualifications of the bidders and the relative merit of their proposals.

Given that the award of design-build contracts is driven by cost, design-builders seek to develop cost 

effective designs that are well suited to their construction techniques. They also look for opportunities to 

accelerate the completion of the project by overlapping design and construction activities and optimizing 

the sequencing of construction activities. The fixed-price contract structure is an effective means to 

transfer cost overrun risks to the private sector. Many design-build contracts also specify completion dates 

along with penalties in the event that these deadlines are not met, thereby transferring completion risk to 

the private sector.
5-11

5. Finance and Procurement

5.4.3 Design-Build-Operate Maintain

The DBOM model is an integrated partnership that combines the design and construction responsibilities 

of design-build procurements with operations and maintenance. These project components are procured 

from the private sector in a single contract with financing secured by the public sector. 

This process transfers design, construction, operations, and maintenance risk to the private sector. 

However, the degree to which operations and maintenance risk is transferred is driven by the length 

of the operations period. With longer operations periods, this risk transfer may incentivize the private 

designer-builder-operator to make upfront capital investments to avoid more costly repairs at a later time. 

It also reduces the risk that issues could go unnoticed or unattended and then deteriorate into much 

more costly situations.

5.4.4 Design-Build-Finance-Operate-Maintain

With the DBFOM approach, responsibilities for designing, building, financing, and operating are bundled 

together and transferred to a private sector developer. There is a great deal of variety in DBFOM 

arrangements in the United States, and especially the degree to which financial responsibilities are 

actually transferred to the private sector. One commonality with all DBFOM projects is that they are either 

partly or wholly financed by debt leveraging revenue streams dedicated to the project. Tolls are the most 

common revenue source. However, availability payments may also be used funded through taxes and/

or tolls. Future revenues are leveraged to issue bonds or other debt that provide funds for capital and 

project development costs. They are also often supplemented by public sector grants in the form of 

money or contributions in kind, such as right-of-way. 

While public agencies sponsoring DBFOM projects retain full ownership and ultimate control, DBFOM 

procurements transfer the maximum risk to the private sector. They are long-term arrangements 

commonly lasting 30 to 50 years or more.

6-1

6 Design 

6.1 Design

Design considerations for priced managed lanes will inevitably be driven by the corridors in which they 

are located. Of the 14 priced managed lane facilities that were operational in May 2012, all but one 

were built in corridors with pre-existing HOV lanes. As a result, their designs differ significantly as they 

required the retrofitting of highway corridors with constrained design settings and that included earlier 

design exceptions that were previously approved for a specific set of operation rules and requirements. 

A few operational facilities, including the I-10 Managed Lanes in Houston and the I-15 Express Lanes 

in San Diego, involved reconstruction of the corridor segments where the HOV lanes existed. For these 

and other projects where new lanes were constructed, the physical design and construction of the lanes 

is similar to that of any full standard highway improvement, incorporating few trade-offs between lane 

width, shoulder width, access, and physical separation. Most other projects have involved the retrofit of 

existing HOV facilities involving significant design exceptions.

6.1.1 How Design of Managed Lanes Differs From General-Purpose Lanes

As with general-purpose lanes, the design and construction of managed lanes involves a variety of 

improvements to widen or otherwise alter the existing roadway, including utility coordination and 

relocation, the installation of drainage systems, earthwork, paving, the construction of ramps, overpasses 

and bridges, and adding appropriate signage and striping. In some cases new express lanes have been 

built within the median by removing shoulders. In others such as IH 10 in Houston and I-15 in San Diego, 

new right-of-way may be needed. In either case, modifications to some components of the existing 

roadway are likely.

Outside of new lane construction, the conversion of an existing general-purpose or HOV lane to priced 

managed lane use can be less complicated if the prior design is found to be able to support tolled traffic 

without safety ramifications. About half the HOV lanes in the United States have been able to apply 

full design standards commonly found in the AASHTO Green Book and AASHTO’s 2004 Guide for High 

Occupancy Vehicle Facilities, and this would likely support any mix of traffic. However many projects 

have been implemented in very tight design settings where lane and shoulder widths may be reduced. A 

safety analysis may be required to determine what design and/or operational changes may be needed in 

order to support a changes in traffic volume if involving an HOV lane conversion. For added capacity, such 

analysis will likely focus on the access locations of this separate roadway system. 

In order to provide better traffic service levels, support higher traffic volumes and discourage toll 

violations, managed lanes are typically accompanied by some form of access control, particularly for 

non-barrier-separated projects that may have been operating on a part-time (i.e., peak period only) basis. 

However, recent projects in Utah and Minnesota have utilized a more continuous access policy that allows 

for greater ingress and egress opportunities across greater lengths of the facilities.

As shown in Table 6-1, the basic cross section components of managed lanes are similar to those of 

general-purpose and HOV lanes. To date all priced managed lanes existing or proposed are configured 

next to the center median barrier to serve longer distance trips. Some utilize HOV lanes that were 
Priced Managed Lane Guide

6-2

implemented by converting median shoulders. The design of priced managed lanes may also require full 

roadway reconstruction, but often such projects must fit within an existing freeway. Existing roadway 

constraints may limit the ability to meet standards. In many cases, right-of-way limitations and bridge 

structures make it impossible to meet all desired design standards. Compromises, often codified as design 

exceptions, are often required that involve prudently justified deviations from desired practice. Specific 

design may also depend on local conditions, accepted practice and other issues. Realizing that applying 

desirable design elements may not always be possible, this guide includes horizontal design attributes 

that brackets both desirable elements and reduced elements often applied in constrained settings. Such 

trade-offs have been practiced for more than 40 years on managed lane designs, so there is considerable 

operational experience associated with many of these elements. 

Table 6-1: Managed Lane Cross Sections

Cross Section Element Typical dimensions found in Professional Design Guidance

Lane Width 12 feet (3.7 meters)

Shoulder Width (Right and Left) 10 feet (3.0 meters) preferable 

2 feet (0.6 meters) minimum (dependent on number of lanes, type of 

operation, sight distance)

14 feet (4.3 meters) for enforcement / apprehension

Buffer Width (if desired for nonbarrier-separated operation)2 to 4 feet (0.6 to 1.2 meters)

Sight Distance Standard stopping sight distance for facility type

Safety considerations Crash attenuation for exposed barrier ends

Transition treatments with HOV or general-purpose lanes

Adequate access opening lengths (minimum 1,200 feet [366 meters])

Source: AASHTO, Guide for High Occupancy Vehicle (HOV) Facilities, October 2004

The physical configuration and operation of managed lane installations varies greatly and is driven by 

travel demand and physical constraints. They may involve single or dual (or even greater) directional 

lanes operated on a concurrent (with the flow of traffic) or reversible-flow (inbound in the AM, outbound 

in the PM) basis. Concurrent operations typically provide one lane in each direction, regardless of the 

traffic peaking that may occur, and as such, these lane designs are symmetrically oriented around the 

median centerline. Reversible operations on freeways require full concrete barrier separation. Cross 

sections for these different configurations are provided in the figures below. 

Figures 6-1, 6-2, and 6-3 provide representative cross sections for concurrent-flow and reversible-flow 

managed lanes. These dimensions are reflected in guidance found in National Cooperative Highway 

Research Program (NCHRP) 414, HOV Systems Manual and AASHTO HOV Design Guide, and correspond 

to current practice for many HOV lane treatments nationwide. Desired designs generally reflect those 

associated with a permanent or new facility, and typically meet all AASHTO and local design standards. 

Reduced designs reflect an inability to meet desired criteria due to a variety of constraints that have 

generally been determined to be very difficult or impossible to address. Consideration of reduced designs 

should be considered on a case-by-case basis based on sound engineering practice and in context with 

operational objectives and trade-offs. The reduced elements presented in this Guide, while found on 

some and perhaps many projects nationally, are not intended as a prescribed standard of practice. 

Figure 6-1 shows cross sections for a single lane reversible priced managed lane facility located in the 

median of an existing highway, such as projects operating on various freeways in Houston. 
6-3

6. Design

Figure 6-2 provides similar information for a two-lane, reversible-flow, median facility similar to that found 

on I-394 in Minneapolis, I-25 in Denver, and the first generation I-15 facility in San Diego (1995-2011). 

Finally, Figure 6-3 shows typical cross sections for a dual-lane concurrent-flow facility similar to the SR 91 

Express Lanes in Orange County, California and I-95 Express Lanes in Miami, Florida. 

Figure 6-1: Cross Section for a Single Lane Reversible-Flow Priced Managed Lane

Source: Parsons Brinckerhoff based on the AASHTO, Guide for High Occupancy Vehicle (HOV) Facilities, October 2004
Priced Managed Lane Guide

6-4

Figure 6-2: Cross Section for a Dual-Lane Reversible-Flow Priced Managed Lane

Source: Parsons Brinckerhoff based on the AASHTO, Guide for High Occupancy Vehicle (HOV) Facilities, October 2004
6-5

6. Design

Figure 6-3: Cross Section for Dual-Lane Concurrent-Flow Priced Managed Lane 

Source: Parsons Brinckerhoff based on the AASHTO, Guide for High Occupancy Vehicle (HOV) Facilities, October 2004
Priced Managed Lane Guide

6-6

6.2 Access

Access to a managed lane facility, and the extent to which it is controlled, is a fundamental issue in 

designing and operating managed lanes. Cost, operational, safety, and enforcement trade-offs associated 

with the different levels of access control must be considered. There are multiple approaches to providing 

access to managed lanes: continuous, restricted at-grade access, and grade-separated access. Recently 

there has also been interest in continuous access where motorists could enter or exit priced managed 

lanes at any point. The use of continuous access for priced lanes has implications on the number of 

tolling points, ETC installations and enforcement practices. While tolls are often collected downstream of 

access points, additional access points in intermediate locations are now also common on newer priced 

managed lane facilities. This follows a 30-year legacy of intermediate access on HOV lanes. 

6.2.1 At-grade Access

There are three commonly used types of restricted at-grade access for managed lanes:

•	 Weave Zones. This type of access is generally used on facilities that use buffer separation. A short 

break in the buffer striping allows for simultaneous ingress and egress. Figure 6-4 shows weave zone 

access to the SR-167 Express Lanes in the Seattle 

area. Weave zones are the most common form 

of at-grade access used on priced managed lane 

facilities in the United States.

•	 Weave Lanes. This type of access allows for 

both ingress or egress, but is facilitated by a 

lane designated for the weave. The inclusion of a 

weave lane minimizes the potential for unstable 

flow along the weave due to the speed differential 

between the managed lane and general-purpose 

lanes. Weave lanes are the primary form of access 

on barrier-separated facilities (due to the need to 

segregate opposing flow movements with barriers) 

and may be found on the I-15 Express Lanes in 

San Diego.

•	 Slip ramps. Separated ingress and egress utilizing 

dedicated acceleration and deceleration lanes. This 

design separates operational maneuvers and provides drivers with a better opportunity to adjust 

their speed to match that of the traffic stream into which they are merging. This further reduces 

the potential for unstable flow. Given that a variety of at-grade slip ramp design approaches may be 

used, Caltrans has developed access guidance to help support more consistent use of these access 

treatments (Figure 6-5). Slip ramps may be found on the I-680 Express lanes in Alameda County, 

California (2010), shown in Figure 6-6 shows slip ramp access to the I-10 Katy Freeway HOT lanes in 

Houston (2008), which are separated from the general-purpose lanes by pylons.

Figure 6-4: Weave Zone Access 

Treatment, SR-167 Express Lanes, 

Seattle, WA

Source: Washington State Department of Transportation
6. Design

6-7

Figure 6-5: Managed Lane Slip Ramp Design Alternatives 

Source: Caltrans Traffic Operations Policy Directive, March 2011
Priced Managed Lane Guide

6-8

The type of at-grade access opening that is selected 

will depend upon the existing and planned roadway 

geometrics and the amount of traffic expected to use 

the opening. In all cases, openings should be located 

and designed in a way that will not produce adverse 

impacts to the managed lanes and the parallel highway 

lanes. The locations of at-grade access openings need 

to be closely coordinated with highway entrance and 

exit ramps and allow adequate room for motorists to 

complete weaving movements when moving between 

the general-purpose and managed lanes and an 

entrance or exit ramp. For example, as of 2011, Caltrans 

recommends a buffer/barrier opening of at least 2,000 

feet, and a weaving distance of at least 800 feet per 

lane between the upstream and downstream ramps and 

the opening.8 When determining the locations of slip 

ramps, local topography, lines of sight, and operating 

characteristics of adjacent lanes need to be taken into 

consideration. Where heavy weaving between the 

managed lanes and interchange ramps is expected, 

grade-separated access may be desirable based on 

traffic engineering analysis of the demand and roadway 

geometrics. This may be especially true where multilane 

managed lane treatments are being considered.

Restricted at-grade access to a striped or barrierseparated managed lane is a cost effective approach to 

providing controlled access to the managed lane facility. 

At-grade access opening control ingress and egress to 

and from the managed lane, minimize traffic service 

impacts in the managed lane, and control weaving 

movements on the parallel highway. While they limit the need for expensive ramp structures, they may 

require additional pavement area, and can require modifications to existing bridges and sign structures. 

Because access is limited to certain locations upstream and downstream of interchange ramps, there is 

the potential for bottlenecks to form near access points. 

6.2.2 Near-Continuous Access

Several projects have moved forward with less restriction on access, employing more limited areas 

where traffic cannot weave back and forth between the managed lane and the general-purpose lanes. 

The first project to apply this access approach was the I-394 MnPASS project in Minneapolis, shown 

in Figure 6-8 More recent projects include I-35W in Minneapolis and I-15 in Salt Lake City. I-15 is 42 

miles long and provides 19 access points. The access points are marked by white skip striping, while 

8 HOV Guidelines for Planning, Design, and Operations, Traffic Operations Policy Directive, California Department of 

Transportation, April 2011.

Figure 6-6: Slip Ramp Access to the 

I-680 HOT Lane, Alameda County, CA

Source: Parsons Brinckerhoff

Figure 6-7: Slip Ramp Access to the 

I-10 Katy Freeway HOT Lanes in 

Houston 

Source: Parsons Brinckerhoff
6-9

6. Design

the rest of the express lanes are marked with doublesolid white lines. The access points range from 3,000 

to 9,000 feet long, giving plenty of space for users to 

enter and exit the lanes regardless of the prevailing 

operating condition in mixed-flow lanes. Given the 

number of access points and length of access zones, 

essentially half of the project length allows continuous 

access, and the frequency provides one managed 

access for every interchange ramp on the right side. 

I-35W has an even greater percentage of nearcontinuous access lane-miles—with over 70 percent of 

the facility featuring this design.

In both cases, frequent and appropriately located toll 

zones limit violations, and the violation levels to date 

have been acceptable without added enforcement. Additionally, near-continuous access designs permit 

weaves between the managed lanes and general purposes to be more distributed, thereby reducing 

the effect of conflict at access openings. Finally, the need for signage is reduced, which in turn can be a 

positive effect upon capital cost requirements.

A number of project sponsors are exploring this approach to access control on managed lane conversions 

in the San Francisco Bay Area, Phoenix, Seattle, and Minneapolis / St. Paul. 

6.2.3 Grade-Separated Access

Conventional wisdom in highway engineering holds that the greatest efficiency, safety, and capacity is 

achieved when conflicting movements are grade separated. Grade-separated access for managed lanes 

is generally reserved for high volume movements and those serving linkages to transit facilities. Their 

inclusion can be found in any project design since they greatly reduce weaving and merging movements 

for vehicles entering or exiting a facility. In addition, the ramps provide acceleration and deceleration 

areas, which allow high-speed merges and diverges. Grade-separated options include median drop ramps 

from overpasses or direct freeway-to-arterial or freeway-to-freeway connections. Figure 6-9 illustrates 

a freeway-to-freeway connection in Miami, FL for the I-95 Express Lanes. Figure 6-10 shows a direct 

connection ramp from the I-10 HOV lane in downtown Phoenix to the local street grid, while Figure 6-11 

shows the direct HOT-HOV connector from the I-110 south of Los Angeles to I-105, which provides the 

main highway connection between downtown Los Angeles and Los Angeles International Airport (LAX). 

Layouts for these examples and others can be found in the HOV guides listed later in this section. Many 

multilane priced managed lane facilities being planned or built in Georgia, Virginia, Florida, and Texas are 

relying on grade-separated access, in keeping with their high anticipated volumes associated with ingress 

and egress.

Access and egress to and from managed lanes should be located and designed to minimize conflicts 

with mainline general-purpose traffic. As with other highway facilities, managed lane access and egress, 

whether it be continuous or restricted or direct-access features, should meet local practice and to the 

extent possible, reflect guidance provided by AASHTO. A summary of project design elements is provided 

in Table 6-2.

Figure 6-8: Near Continuous Access 

on I-35W in Minneapolis

Source: Minnesota Department of Transportation
Priced Managed Lane Guide

6-10

Figure 6-9: I-95 Express Direct Connector 

Ramp in Miami

Figure 6-10: HOV Direct Connector Ramp 

to Downtown Phoenix

Source: Parsons Brinckerhoff Source: Parsons Brinckerhoff

Figure 6-11: I-110-I-105 HOV Direct 

Connector Ramp in Los Angeles

Source: Parsons Brinckerhoff
6. Design

6-11

Table 6-2: Summary of Managed Lane Design Attributes

Project/Route Type of Operation

Intermediate Access 

Attributes Tolling Attributes Separation

SR 91, Orange County ETL, 2 lanes each direction 

(full time)

None One tolling zone Traffic channelizers

I-15 extension, San Diego HOT, 2 lanes each direction, 

with center lanes reversible (convertible to 2-2 or 3-1)

At 10 locations northbound and 8 locations southbound, combined egress/ingress with continuous transition lane in-between; plus five (gradeseparated) direct-access ramps

Distance-based tolls (skewed, per-mile dynamic pricing). Toll zones located between access locations and at all entrance locations. Price varies by location 

Southern 16 miles has fixed concrete barriers with significant number of intermediate at-grade slip ramps in each direction. Moveable median barrier in Express lanes. Northern 4 miles are buffer separated.

US 290, Houston 1 lane reversible Only through DARs Fixed price, only one toll zone Concrete barriers

I-10, Houston, open 3/09 ETL, 2 lanes each direction

(full time after 3/09)

At 2 locations, combined egress/ingress with continuous transition lane in-between

Toll zones between access locations with declaration lanes

Traffic channelizers

I-15, Salt Lake City 1 concurrent lane each 

direction (full time)

Frequent (2-mile spacing) and long (3000-9000 ft) weave access zones. 400- ft avg. Buffer frequently violated. Used to be continuous access for HOV only. 

Fixed monthly fee with permit, will transition to dynamic pricing at tolling zones

None, paint markings only

I-25, Denver Mostly 2 lanes reversible

(part-time)

Only through DARs One tolling zone with 

declaration lane

Concrete barriers

I-394, Minneapolis Mostly 1 concurrent lane, 2 

lanes reversible last 4 miles(part-time, peak direction)

2-3 in each direction; weave zone

Toll zones between access locations

None in concurrent section, paint markings only, reversible section has concrete barriers.

SR 167, Seattle area 1 concurrent lane each 

direction (part-time)

5 northbound, 4 southbound; weave zone

Toll zones to assemble trips between access locations

None, paint markings only 

I-95, Miami ETL, 2 lanes each direction 

(full time)

None in Phase 1 Single toll zone in Phase 1 Traffic channelizers

I-10 (El Monte) Los Angeles, open 2013

Mostly 2 concurrent lanes each direction (full time)

Combined ingress/egress weave zones, no transition lanes

Toll zones between access locations

Concurrent section has paint markings only; separated section is in an independent right-of-way.

I-110 (Harbor) Los Angeles, open 2012

1-2 concurrent lanes each direction (full time)

Combined ingress/egress weave zones, transition lanes being added through restriping

Toll zones between access locations

Concurrent section has paint markings only; elevated section is independent.

I-95, Maryland 1 barriered lane each direction 

(full time)

Very limited-several slip ramps through barrier alignment

Several toll zones Concrete barriers
Priced Managed Lane Guide

T

6-12

able 6-2: Summary of Managed Lane Design Attributes (continued)

Project/Route Type of Operation

Intermediate Access 

Attributes Tolling Attributes Separation

I-85 Atlanta, open 2011

(I-75 being studied)

1 concurrent lane each direction (full time)

May remove some intermediate access openings, frequent vehicle readers and cameras, weave lanes, no transition lanes

Frequent toll zones None, paint markings only

I-15, Provo 1 lane each direction Access zones similar to other 

portions of I-15 HOT lanes, weave lanes, no transition lanes

Toll zones between access locations

None, paint markings only 

I-35W, Minneapolis Northbound median shoulder 

(part-time)

None Single toll zone None in concurrent section, 

paint markings only

I-77, Charlotte (study pending)

1 concurrent lane each direction (full time likely)

Multiple access locations each direction

Toll zones between access locations

Either paint stripe only or traffic channelizers

I-95, Miami Phase 2, open 2011

ETL, 2 lanes each direction (full time)

Yes, to be determined Toll zones between access 

locations

Traffic channelizers

I-680, Santa Clara Co., open 2011

1 concurrent lane each direction (part time)

Separate ingress and egress with transition lanes

Toll zones between access locations

None, paint markings only

SR 237/I-880, open March 2012

1 lane each direction (parttime) None, however transition lanes are envisioned at the 

transitions to HOV on either end (TBD)

Single toll zone Separate viaduct-barriers

I-495, Virginia 2 concurrent lanes each 

direction (full time)

DARs only due to high anticipated weaving volumes

Toll zones strategically located between DARs

Traffic channelizers

Source: Parsons BrinckerhoffLegend: ETL=Express toll lanes (all vehicles carry transponders)HOT=High-occupancy/toll lanes (HOVs free with min occupancy but they may be required to carry transponders)DAR=Direct-access ramp
6-13

6. Design

6.3 Separation Treatments

The design of most managed lane projects is dominated by the access and physical separation issues 

from general-purpose lanes. The managed lane facilities currently in operation typically utilize either 

painted buffers or concrete barriers or pylons—also known as tubular markers or stanchions—to separate 

the priced lanes from the general-purpose lanes and designate entry and exit points. The earliest priced 

managed lane facilities implemented in the United States all featured continues concrete barriers. 

However, the success of the I-394 MnPass lanes which opened in 2005 and featured eight miles of 

painted buffers has led to several new projects that do not have solid buffers. For example, the I-35W 

managed lanes which opened in Minneapolis in 2010 use a near-continuous access policy, with skip 

striping to designate access, while the I-85 Express lane in Atlanta incorporates a camera-based “virtual 

barrier system” to discourage weaving. 

The following sections focus on aspects of managed lane projects that are not likely to arise during the 

design of general-purpose highway lanes. Discussions of specialized signage and toll plaza requirements 

are also provided. 

6.3.1 Concrete Barrier Separation

Physical barriers provide more positive access control and are more effective at reducing violations and 

maintaining premium traffic service; however, they can add significant cost to a project and may not be 

able to be accommodated within available right-of-way. Physical barriers may also pose safety hazards 

where intermediate access requires a break in a concrete barrier alignment. High-speed differentials 

between the general-purpose lanes and managed lanes often exist, and concrete barriers also help 

maintain a safe operation by preventing potential violators from inadvertently crossing into a non-barrierseparated managed lane and disrupting traffic flows. 

Continuous concrete barriers, such as Jersey barriers or 

moveable barrier systems, are a permanent and durable 

type of barrier and have been used for separation on a 

number of managed lane facilities around the country 

(Figure 6-12). 

However, the presence of barriers is likely to increase 

response time for emergency vehicles accessing the 

managed lane. Concrete barriers can also complicate 

snow removal, unless sufficient storage reservoirs are 

provided in the shoulder. Exposed barrier ends at access 

points should also be buffered to protect motorists.

The installation of concrete barriers usually requires 

roadway modifications, as adequate shoulders next to 

each barrier alignment are needed. Based on AASHTO guidance, shows in Table 6-1, a minimum 4-foot 

shoulder is generally recommended between the managed lane and the barrier, while a 10-foot shoulder 

Figure 6-12: I-25 Express Denver 

Concrete Barrier Separation

Source: Parsons Brinckerhoff
Priced Managed Lane Guide

6-14

is usually preferred between the general-purpose lane and the barrier.9 This guidance is shown in 

Figures 6-1, 6-2, and 6-3. Because of their right-of-way requirements, continuous concrete barriers are 

more costly to build than other separation options. As a result, most newer managed lanes projects do 

not use concrete barrier separation. However, barrier separation is commonly found on reversible lane 

projects that require positive separation due to oncoming traffic conditions.

Useful HOV Resources

Given the extremely close overlap between the physical design of managed and HOV lanes, those seeking 

detailed information on the physical design of managed lanes are directed to take advantage of the wealth of 

existing information on HOV design. 

There are several excellent resources providing detailed information on the design of HOV lanes. 

	Guide for High Occupancy Vehicle (HOV) Facilities, American Association of State Highway and 

Transportation Officials: Washington, D.C., October 2004. Chapter 3 provides detailed design guidance for 

the implementation of HOV lanes, and by association, priced managed lanes. 

	High Occupancy Vehicle Planning and Design Guidelines, California Department of Transportation: 

Sacramento, CA 2003. The Caltrans HOV design guidance is contained within Chapter 3 of this publication; 

however, the Department has since updated the design in 2011 to reflect latest practices and experiences of 

facilities in California.

	HOV Systems Manual, National Cooperative Highway Research Program (NCHRP) Report 414, 

Transportation Research Board, National Research Council, National Academy Press: Washington, D.C., 

1998. Chapter 6 of the NCHRP report addresses design issues for managed lanes built within existing 

highways and in separate rights of way. The manual discusses the design features of barrier separated, 

concurrent flow, and contraflow managed lanes, as well as multiple access treatment. Sample cross sections, 

signing and pavements markings are presented. 

	Fuhs, Charles A., High Occupancy Vehicle Facilities: A Planning, Operation, and Design Manual, New York: 

Parsons Brinckerhoff, December 1990. Also an industry standard, the Fuhs manual is organized in three 

main sections paralleling the decision making process for implementing managed lanes: planning, design, 

and operation. Among other areas, the design section provides comprehensive information on cross section 

requirements for various configurations, enforcement, signing and pavement markings. 

6.3.2 Pylon Separation

Tubular markers, also called pylons, channelizers, or stanchions, provide another separation option for 

buffer-separated managed lanes. These markers consist of a series of highly visible, reflective, lightweight 

plastic tubes that are approximately 3 feet in height, are placed at regular intervals, and cost $60 to $70 

each. While they perform a greater psychological function than striping alone, they do not provide the 

physical protection of a concrete barrier. Their primary advantages are that they require less right-of-way 

than concrete barriers and are therefore less expensive. However, anecdotal experience from the SR 91 

Express Lanes in Orange County and the I-95 Express Lanes in Miami indicate that 30 to 50 percent of 

the markers may need to be replaced within any given year, thereby increasing ongoing operations and 

maintenance expenditure as compared to barriers.

9 AASHTO, Guide for High Occupancy Vehicle Facilities, 2004.
6-15

6. Design

There are two primary types of tubular marker systems: 

•	 Pylons affixed to a mountable plastic raised curb 

(Figure 6-13); and

•	 Individual plastic pylons attached to the roadway 

with adhesive Figure 6-14).

Pylons help distinguish the managed lanes and 

promote easier enforcement, but may not prevent 

errant buffer crossing and speed differential issues. 

They also allow emergency and maintenance vehicles 

to drive over them to take advantage of the higher 

travel speeds in the managed lane. Based on the 

experience of HOV and managed lane programs 

in California, 20-foot spacing between pylons is 

recommended.10

At some access transition zones in San Diego, 

pneumatically controlled or electronically operated 

pylons that retract into the ground have also been 

employed, but few such systems are anticipated 

in the future as they exhibit higher installation and 

maintenance costs. 

Mountable curb markers feature a 10- to 12-inchwide, 4-inch-high curb that supports vertical round 

or flat markers with reflective sheeting. The markers 

bounce back into place if they have been hit. The 

markers do not damage vehicles crossing them, but 

do make a loud banging noise. The mountable curb 

markers are designed to enable emergency vehicle 

access and to stand up under winter conditions. 

Although mountable curb markers are used by many highway departments to maintain traffic around 

construction sites, they have not been widely tested in high-speed lane separation situations.

Maintenance Issues

There are maintenance issues associated with all types of pylons. Experience shows that the 

displacement rate for traditional pylons is roughly 10 percent every 60 to 90 days, which means they 

have a limited life cycle and little opportunity to be repaired and. Although generally durable, the 

adhesive-mounted plastic pylons can only be hit a certain number of times before they cease to bounce 

back up. They can also be hit with such force that the units dislodge from the pavement. The New York 

Thruway Authority has used pre-drilled holes in the pavement to attach pylons in an effort to prevent 

pavement damage, but found the loss ratio to be the same as for the glued units. Dislodged plastic 

10 High Occupancy Vehicle Facilities: A Planning, Operation, and Design Manual, Parsons Brinckerhoff, 1990.

Figure 6-13: Mountable Raised Curb 

Pylon Separation on the I-95 Express 

Source: Parsons Brinckerhoff

Figure 6-14: Individual Pylon 

Separation on the SR 91 Express Lanes 

Source: Parsons Brinckerhoff
Priced Managed Lane Guide

6-16

pylons also present a possible traffic hazard if they are displaced into the travel lanes and therefore add 

to traffic and liability risk.

Similarly, the mountable curb pylons are often damaged on impact, but their replacement rate is 10 

to 15 percent per year, which is less than for adhesive-mounted pylons. For both types, the plastic 

pylons tend to turn black in color from the tires of vehicles that strike them. The cost of the traditional 

pylons is approximately $45 (2011 dollars) per unit. Therefore, depending on spacing and frequency of 

replacement, both the capital and maintenance costs are high for tubular barriers. Moreover, retractable 

pylons require considerable maintenance to remove debris and provide for their operability. As with other 

systems they require replacement after a number of hits at a slightly greater cost (due to their design).

Snow removal is also an issue in many locations and presents two problems when pylons are used. As the 

snow is plowed, it is pushed into the adjacent lane because of the lack of a physical barrier. This means 

that the adjacent lane is not properly cleared. Also, snow removal equipment often damages pylons, 

either by plowing snow onto the posts or by hitting them. 

6.3.3 Buffer Separation with At-Grade Access

The speed differential created often needs to be mitigated. Many HOV lanes dating from the 1990s 

have employed a painted buffer typically four feet in width to help promote driver sight distance. 

Buffers varying from a minimum of 1 to 4 feet (Orange County CA, Atlanta and Miami) to 15+ feet (I-10 

Houston) have been implemented on about half the priced managed lanes. Other projects have opted to 

retain a single or dual solid stripe treatment without a designated buffer. Pavement marking separation 

is wider than standard and sometimes involves some overlap onto travel lanes on either side if space is 

limited. Solid stripes are employed to discourage buffer crossing except in designated areas. At-grade 

access may be provided in the form of a weave zone (Figure 6-4), weave lane (Figure 6-5), or a slip ramp 

(Figures 6-6 and 6-7). 

The advantages of buffer treatments are improved sight distance and more visibility to discourage buffer 

crossing where access is restricted. Disadvantages are the wider pavement section required and potential 

confusion if priced managed lanes are not operated full time. 

Example projects include SR 167 in the Seattle area, I-680 in Alameda County, I-10 and I-110 in 

Los Angeles, I-85 in Atlanta and portions of I-394 and I-35W in Minneapolis. 

6.4 Tolling Provisions

6.4.1 Electronic Toll Collection Systems

Priced managed lanes rely on ETC systems for the collection and processing of toll payments. ETC keeps 

traffic flowing and benefits motorists by allowing them to pay tolls without having to stop at a toll booth and 

make a cash transaction. Most of the existing ETC systems in use today in the United States are based on 

radio-frequency identification (RFID) technology communicating in the 815 MHz frequency range. While no 

national interoperability standard has emerged, MAP-21 passed in July 2012 calls for all toll facilities on federalaid highways to implement technologies and business practices that facilitate the interoperability of ETC 

systems. To date, the largest interoperable systems include E-ZPass on the East Coast, Sun Pass in Florida, 
6-17

6. Design

and FasTrak® in California. ETC systems all utilize similar 

technologies that function generally as follows:

•	 RFID antennas, with specially designed readers, 

are installed above tolling points on overhead 

gantries that span the specially designated toll lanes 

(Figure 6-15).

•	 Vehicles equipped with a transponder or toll tag 

(Figure 6-16) pass under the antennas, and when 

detected, are interrogated by the reader to provide 

their unique transponder identification (ID) number.

•	 The transponder ID is then stored locally in a 

roadside controller, along with a time stamp and 

other basic information like the lane number and 

the location/plaza ID. The controller is basically a 

rack-mounted computer with special software that is 

installed in a roadside cabinet and connected to the 

RFID readers in a local area network.

•	 The roadside controllers, which are computer 

systems housed with a cabinet and including all 

necessary power, telecommunications, protection 

and storage to control lane equipment such as 

toll rate signs and communications components, 

periodically transmit the data that is gathered from 

the RFID antennas/readers to a back-office “host 

controller” via wide-area network (WAN). The WAN 

can use any combination of fiber optic, copper, or 

wireless communications and may rely on leased 

communications and the “cloud” to complete the 

connection between the lane and host computers.

•	 The back-end host computer consists of several 

components that serve as a central database 

to manage accounts for toll payment, including 

an account management system that matches 

transponder transactions to registered user accounts 

and maintains the financial ledger.

Figure 6-15: Radio-Frequency 

Identification Reader Antennae

Source: Parsons Brinckerhoff

Figure 6-16: Different WindshieldMounted Electronic Toll Collection 

Transponders

Source: Parsons Brinckerhoff, Atkins Global
Priced Managed Lane Guide

6-18

6.4.2 Violation Enforcement Systems

In addition to basic ETC components, most toll 

roads, and some managed lanes, also utilize 

photo-enforcement systems to increase accuracy 

and reduce the chance of missed transactions 

(Figure 6-17). Since RFID systems are susceptible 

to missed transactions due to a variety of 

environmental conditions, video enforcement is seen 

as a way to protect revenue streams and ensure 

that close to 100 percent of all trips on the toll road 

result in a paid transaction. 

While the basic components of a video toll/violation 

enforcement system are the same, there is no single 

national standard today for processing violation 

images, although at least one organization (the 

Alliance for Toll Interoperability) is now espousing the concept of a central clearinghouse for all North 

American toll roads. The basic components of a video toll/violation enforcement system are as follows:

•	 Photo-enforcement cameras, with built-in or external triggers and lights, are installed above tolling 

points on overhead gantries that span the specially designated toll lanes.

•	 Vehicles equipped with license plates pass under the cameras in a “transaction envelope,” and 

when triggered, the cameras photograph the license plate and store one or more image(s) of the 

license plate.

•	 The license plate images are then stored locally in a roadside controller, along with a time stamp and 

other basic information like the lane number and the location/plaza ID. The violation image controller 

is connected to the camera(s) via the local area network, and is usually a separate computer than the 

toll controller but can be mounted in the same roadside enclosure.

•	 The violation image controllers periodically transmit the image data to the back-office host computer 

via the WAN. More bandwidth is usually needed to transmit the larger image files than the text-only 

toll transaction data.

•	 The back-end computer consists of a violation processing module that contains image review 

software and an automatic license plate recognition (ALPR) function. ALPR uses optical character 

recognition algorithms to convert image data into text, using license plate character patterns based 

on certain confidence levels of the software. In general, between 80-90 percent of all images can be 

converted to text with ALPR, although most agencies require humans to review each image before 

issuing a violation notice to the offender.

•	 A violation noticing application is usually included in the software to handle the citation process and 

to track resolution of the violation through payment or dismissal. Violation payments are reconciled 

with the same account management system as the primary toll accounts.

Figure 6-17: Enforcement Cameras on 

the West Park Expressway in Houston

Source: Parsons Brinckerhoff
6-19

6. Design

When administered proactively, ALPR serves as a primary means of “pay by plate” in which toll invoices 

are mailed to vehicle owners, thereby eliminating the requirement that a motorist carry a transponder. 

However, “pay by plate” is a more expensive method of toll collection for administration purposes, and 

is often accompanied by an administrative surcharge. Additionally, the use of ALPR in managed lanes is 

still questionable, in that only one facility nationwide has begun to require eligible HOVs to register their 

license plate, thus making it impossible to ascertain the vehicle’s occupancy status from the license plate 

image alone. Other strategies to mitigate this limitation are beginning to emerge and include carpool 

registration, switchable transponders, that allow the driver to declare the number of occupants in the 

vehicle, among other means.

6.4.3 Requirements for Variable Pricing

The use of variable pricing on priced managed lanes requires additional infrastructure and 

communications abilities. Since pricing is used to maintain a specified operational threshold, the toll 

system needs to either be based on a schedule that reflects typical peak demand curves, or it needs to 

be dynamic and receive real-time traffic input to calculate the toll rate. This real-time traffic information is 

obtained using loop detectors or other devices capable of detecting characteristics such as traffic volume 

and speed. A tolling algorithm then uses these characteristics to calculate the appropriate toll to charge. 

The toll can be raised or lowered in response to traffic conditions as appropriate to influence managed 

lane operations. However, business rules need to advise customers of the prevailing toll rate. This is 

typically done upstream of entry points using dynamic signing elements in accordance with guidance 

found in the 2009 MUTCD. The prevailing price a customer sees when making a choice to use the lane 

should be guaranteed once they enter. For this reason, the tolling system design opens a customer 

transaction envelope at the first toll point, but does not process the completed trip transaction until the 

vehicle passes one or more downstream tolling gantries and the transaction is closed. 

6.4.4 Typical Toll Zone Design

Priced managed lane toll zones will be equipped with all necessary infrastructure to identify vehicles, 

process toll transactions, identify and photograph license plates of potential violators, and inform 

enforcement personnel as to account status through strategically placed beacons. In the typical toll 

zone configuration, a vertical post with counter-balanced cantilevered horizontal arms will serve as the 

toll gantry (see Figure 6-18). In this system, a minimum of 18-foot vertical clearance will be provided 

between the automated vehicle identification antenna, the transponder reader, and rear-plate-facing 

license plate image camera on the mast arm. A transaction status indicator beacon will be mounted on 

the column supporting the toll collection gantry, approximately seven feet from the roadway surface. 

Many toll zones will also have a designated area for adjacent enforcement personnel monitoring. The 

availability and placement of these observation locations will generally be in the vicinity of the toll reader 

and beacons. Sufficient lighting will be present to support license plate recognition and image capture, as 

well as safety for structural illumination.

All of the priced managed lane toll zone components need regular access for preventative maintenance 

and other in-field connectivity. To provide this access, all components should be housed collectively in 

hardened and protected utility cabinets with sufficient controls to prevent tampering, preserve safety for 

maintenance personnel, and provide easy access. It is preferable that these cabinets be placed as far as 

possible from the travelway and beyond the clear zone. The cabinet must have an access door and be 
Priced Managed Lane Guide

6-20

located within 200 feet of the gantry post. Sufficient conduits underneath the general-purpose lanes must 

be installed to the gantries. 

Figure 6-18: Typical Managed Lane Toll Zone Design

Source: Parsons Brinckerhoff

6.5 Signage

Accurate, informative signs are essential in explaining operational procedures of managed lane facilities 

and ensuring safe access and egress from the managed lanes. Managed lane signs should provide 

motorists with information on the following:

•	 Access and egress locations

•	 Distances to ramps

•	 Occupancy requirements

•	 Operating hours

•	 Cost

•	 Enforcement issues

In addition, motorists need to be given adequate time to decide whether or not to use the managed 

lane facility and then be able to access the facility safely. This requires that the proper information 

be provided so that motorists are able to make informed, real-time decisions on whether or not to 

use the facility.
6-21

6. Design

Signage for managed lanes should generally adhere to the standards prescribed for special-use facilities 

in the federal Manual on Uniform Traffic Control Devices (2009 edition) Section 2B-49 and 50.

6.5.1 Access and Egress Signage

Good signage is critical to directing motorists to access and egress locations on barrier-separated 

facilities. In order to access interchanges, the corresponding buffer opening must be placed several 

thousand feet upstream of the exit ramp. Drivers need to be directed to the buffer openings providing 

access to their desired interchange. The sequence of signs for access to managed lanes is provided in the 

2009 MUTCD. 

6.5.2 Variable Message Signs

Managed lane signage systems must also provide motorists with information on toll levels. Good signage 

is particularly important when variable tolls are involved. These can involve either time-of-day tolls or a 

dynamic pricing system that changes price according to the level of congestion in the parallel generalpurpose lanes and/or the availability of excess capacity on the managed lane(s). 

When this is the case, variable message signs are 

the best way to provide motorists with accurate and 

current information. Variable message signs can also 

provide motorists with other information, such as 

general travel conditions, and enforcement policies.11

When variable or dynamic pricing is used, at least 

one variable message sign should be placed before 

all entrance points to the managed lane in order 

to provide drivers with the basic information they 

need in order to determine whether or not they will 

use the facility. In addition, the outermost entrance 

locations or those spaced more than two miles apart 

may warrant the placement of two or more variable 

message signs that display the toll rate information 

so users have sufficient time to make a decision 

about whether or not to use the HOT lane. These 

signs operate in parallel and are usually controlled 

from an operations or traffic control center. Figure 6-19 shows a variable message sign providing toll 

rate information to specific destinations on the I-95 Express in Miami. Chapter 2G of the 2009 MUTCD 

provides comprehensive information on managed lane signage.12 In particular Figures 2G-21 through 2G24 in the 2009 MUTCD show examples of the sequence of guide signs for various configurations of initial 

and intermediate entrances to priced managed lanes.

11 HOT lane operators have contemplated displaying anticipated travel times savings together with toll levels in order to help 

motorists make the decision whether or not to use the HOT lane, but have generally decided against this, given that the actual 

time savings experienced by motorists could differ.

12 http://mutcd.fhwa.dot.gov/htm/2009/part2/part2g.htm

Figure 6-19: Variable Message Sign on 

the I-95 Express in Miami

Source: Parsons Brinckerhoff
Priced Managed Lane Guide

6-22

6.6 Enforcement Areas

Managed lane facilities should also include locations 

from which enforcement officers can monitor traffic 

and identify unauthorized vehicles. In order to see 

occupants properly during hours of darkness or 

inclement weather, lighting is required at observation 

points. The enforcement areas should be large 

enough to accommodate the need for enforcement 

officers to accelerate to the speed limit before 

entering traffic. The areas should be wide enough to 

accommodate safety enforcement action and may 

be located near tolling points, allowing officers to 

monitor traffic as it enters the facility and provide a 

visual deterrent to would be offenders (Figure 6-20). 

Barrier-separated facilities will require less 

enforcement presence than would be required for a 

roadway that is not physically separated. 

The primary reason that facilities for on-site enforcement are recommended near the access points is 

that current technologies—both video and thermal—cannot accurately discern the number of occupants 

in large numbers of vehicles traveling at highway speeds. Moreover, the presence of an officer is a useful 

deterrent for misuse by those who want to abuse the system. Enforcement issues are addressed in 

further detail in Section 7.3. 

Figure 6-20: Enforcement Area on I-45 

in Houston 

Source: Parsons Brinckerhoff
7-1

7 Operations and Maintenance 

Implementing a priced managed lane facility entails a long-term, annual commitment to operations 

and maintenance. This commitment to operations works hand in hand with a customer-centric focus, 

whereby the use of this facility is dependent upon the quality of service provided by the operator. While 

many aspects of priced managed lanes operations are no different than other aspects of general freeway 

operations, there are some unique components that are required to preserve lane service reliability 

and travel speed benefits, notably tolling, ITS, and communications infrastructure. These components 

are highly interdependent and must be maintained in working condition and operated to a high level 

of reliability. Disruptions and failures of equipment, procedures, operations, and functions can have a 

detrimental impact upon safety, system capacity, revenue, compliance and throughput, all of which may 

eliminate, negate, or compromise the benefits of the priced managed lanes. 

Over time, the traffic and toll operations of priced managed lanes offer implementing agencies an 

opportunity to refine and enhance the core service provided by these facilities. Operations and maintenance 

stakeholders serve a critical role in the development process of any new toll system, at the same time 

provide revised and enhanced requirements to the planning process for more future toll systems.

7.1 Facility Operations

The success of priced managed lanes depends upon the ability to closely monitor and manage operations 

in order to maintain a high level of traffic service and travel-time reliability. Managed lane traffic and 

operations performance involving tolling depends on the variable pricing algorithms that regulate 

demand, as well as the ability to monitor system performance and detect and respond to changing 

conditions throughout the corridor. Operators must establish processes for monitoring traffic conditions, 

responding to traffic incidents and enforcing tolling and occupancy requirements. At least initially, there 

is a high likelihood that managers may have to closely monitor how the algorithm responds to changing 

conditions and override selected functions of the system until its performance is adequately tested. 

This can occur during the testing period as well as in the first weeks of operation. Over time, it may be 

necessary to revise adopted processes, to ensure that they are consistent with regional and statewide 

management policies. The specifics of these processes can be expected to vary from project to project. 

7.1.1 Traffic Operations and Management

The operation of priced managed lanes involves a number of situations that require a management response:

•	 Increased traffic volumes and densities in the adjacent general-purpose lanes and/or in the managed 

lanes beyond algorithm limits.

•	 Non-recurring events, such as minor incidents and crashes on the managed lanes, which can slow or 

shut down managed lane operations in a particular location due to design constraints.

•	 Non-recurring events on the general-purpose lanes, which will influence speeds and headways and 

may create shock demand for the managed lanes’ performance-limited capacity.

•	 Events of any kind on nearby corridors that likewise shift demand in unpredictable ways.
Priced Managed Lane Guide

7-2

Federal and some state laws require that priced managed lane projects have a clearly defined set of 

operational goals. These goals form the basis for a performance monitoring program. For each goal, the 

operating agency should also identify performance measures and related monitoring and data collection 

needs. Table 7-1 provides example goals and performance measures for priced managed lane operations.

Table 7-1: Goals and Performance Measures for Priced Managed Lane Operations

Goal Possible Performance Measures

Improve Mobility

•	 Average speeds

•	 Person or vehicular throughput

•	 Average travel times

•	 Rates of violation

Increase Reliability

•	 Speed or travel-time variation

•	 Transit “on time” performance

•	 Incident clearance times

Improve Safety •	 Number of incidents by type

•	 Incident response times

Decrease Environmental Impacts

•	 Vehicle miles traveled

•	 Fuel consumption

•	 Quantities of exhaust pollutants

Preservation of Revenue

•	 Gross and net revenue generation

•	 Operations costs

•	 Revenue leakage 

•	 Refunds for customer service

•	 Refunds for diversion into managed lanes

Monitoring equipment includes systems to collect and process the necessary data to assess priced 

managed lane performance. At a minimum, roadway detection devices must be capable of frequently 

and reliably collecting speed, volume, and throughout the project. Operators and algorithms evaluate 

operating conditions on the facility based on speed and volume characteristics and determine whether the 

toll or other operating policies need to be modified to ensure optimal performance. For dynamically priced 

systems, the toll-setting algorithm uses real-time speed and volume data. Operators also look at speed 

and volume trends over a daily, weekly, or monthly basis to evaluate the performance of fixed by time-ofday pricing strategies. 

There are a variety of technologies available to detect traffic conditions at specific points along the 

corridor. Data collection equipment should be chosen based on cost, accuracy, reliability, maintainability, 

and the ability to integrate technologies with existing equipment. 

Traffic monitoring equipment serve a critical function of alerting managed lane operators to the presence 

of traffic disruptions. Non-recurring traffic disruptions—such as debris on the roadway or collisions—may 

warrant a change in toll rates on dynamically priced systems, incident information on variable message 

signs, and in certain cases, temporary lane closure. 

Traffic cameras also serve a critical toll operations role, by confirming that appropriate toll rates and other 

informational messages are correctly functioning and displayed on variable message signs. Monitoring 

equipment may also alert operators to the existence of recurring traffic disruptions (i.e., significant 

slowing at access points), which may warrant a different type of management response.
7-3

7. Operations and Maintenance

The level of roadway detection and monitoring capability on priced managed lanes may need to be more 

extensive than that found on other general-purpose lanes and maintained at a high level of functional 

reliability. Functional requirements for the detection and monitoring system need to be defined and 

implemented as part of the ITS and tolling integration systems that support the operations of the 

priced managed lanes. The functionality and accuracy of monitoring equipment should be tested at 

regular intervals to ensure that reported data is reliable. This is particularly important for systems that 

incorporate dynamic pricing algorithms that rely on accurate traffic data to properly set the toll rates. 

7.2 Toll Operations

Federal law generally prohibits the imposition of tolls by states on federally funded facilities. Under the 

Safe, Accountable, Flexible, and Efficient Transportation Equity Act: A Legacy for Users (SAFETEA-LU) and 

further mainstreamed by MAP-21, Congress permits exceptions to this general prohibition. The current 

law permits states and other qualifying agencies to implement tolls on federal-aid highways, tunnels, 

and bridges that are not on the interstate system. Additionally, on all federal-aid highways including 

the interstate system, states may implement tolling as a component of either new lanes of capacity 

or converted HOV lanes, both referred to in this guide as priced managed lanes. This law provides the 

specifications for the operation of tolling on managed lanes. Federal provisions and guidance for tolling 

are likely to change over time. The FHWA MAP-21 webpage provides guidance and questions and 

answers on tolling and is the best repository of current information on tolling and federal practice at the 

time of this writing.

7.2.1 Toll Policy and Exemptions

In particular, states may allow certain vehicles access to the managed lanes without paying a toll: buses, 

vanpools, motorcycles, energy-efficient vehicles (Environmental Protection Agency-certified hybrids), and 

inherently low-emission vehicles (ILEVs). All other vehicles must either meet the occupancy requirement 

(as carpools) or pay a variably priced toll that meets federal requirements. In order to proceed with a 

HOT lane implementation, the sponsoring and operating agencies must agree to the following:

•	 Establish a program for enrolling customers.

•	 Automatically collect tolls from customers (through payments from accounts associated with 

electronic toll collection and/or license plate recognition).

•	 Enforce violations.

•	 Vary the toll rate to manage demand (both fixed variable and dynamic pricing systems are eligible).

•	 Measure, monitor, and report achievement of performance standards. 

In accordance with 23 U.S.C. 166(b)(4), states are required to monitor the impact of SOVs on the 

operation of priced managed lanes to ensure that the performance of the lanes is not degraded. A 

managed lane is considered degraded if it fails to operate at a speed of more than 45 mph 90 percent of 

the time over a consecutive 180-day period during morning and evening peak hour periods. If this occurs, 

the use by toll-paying vehicles other than HOVs would be restricted until such time as the managed 

lane is no longer degraded. Actions to improve the performance of the managed lane include enhancing 

enforcement, altering access by ILEVs and hybrids, increasing occupancy, establishing tolls (if not already 
Priced Managed Lane Guide

7-4

done), and raising tolls on additional vehicle classes. The implementation of tolls on a managed lane 

requires the development and execution of a toll agreement between the state DOT and FHWA, which 

will contractually obligate the state to distribute revenues to eligible expenses. These provisions remain 

unchanged under MAP-21.

Two forms of pricing systems have been implemented and are consistent with the federal guidance: fixed 

variable pricing and dynamic pricing.

Fixed Variable Pricing

Using variable tolls that change at predetermined times of the day has proven to be an effective means of 

maintaining congestion-free travel in priced managed lanes. Tolls in the priced managed lane are changed 

on a published schedule, and no pricing algorithm is needed. As regular monitoring reveals that lanes 

are becoming congested, or are being underutilized, a new toll schedule is developed and published. 

Transponders are required and, as tolls are collected in the lane, a back-office operation is necessary for 

real-time toll collection. 

The I-25 Express Lanes in Denver, various managed lanes in Houston, and the SR-91 Express Lanes in 

Orange County (California) each utilize a fixed schedule of toll rates that vary by time of day. In all cases, 

the fixed variable pricing system has been sufficient for managing congestion in the managed lanes.

Dynamic Pricing

Dynamic pricing is the most sophisticated and complex priced managed lane toll operations. It is also the 

system that is most capable of maximizing throughput while maintaining congestion-free conditions in 

the priced managed lane. Dynamic pricing uses real-time volume and speed information from the facility 

to vary the toll imposed in the managed lane in increments as small as five minutes. When congestion 

increases, the toll increases. As congestion lessens, tolls are reduced. The toll rate is used as a meter to 

control the flow of traffic on the managed lanes and maintain free-flow conditions. As tolls increase, the 

number of paying users decreases and vice versa. Pricing is normally set using a computerized system 

with a dynamic pricing algorithm. In initial months of implementation, though, the facility’s pricing can be 

manually controlled from the back office until confidence in the algorithm is assured.

Dynamic pricing requires a significant amount of in-lane equipment as well as a back-office operation to 

handle transactions, traffic monitoring, and manage the pricing algorithm. Vehicles using the facility and 

paying the toll must be equipped with a transponder. From an enforcement and revenue perspective, it 

may desirable (but certainly not necessary based on current experience) to require all vehicles, including 

carpools, to carry a transponder even if they are allowed free use.

Hybrid Variable Pricing

Finally, it should be noted that operators can mix the two identified types of variable pricing. In one 

example, such as on I-635 in Dallas, the priced managed lane facility may open with fixed variable 

pricing so as to provide actuarial data on user response to pricing. This approach is especially helpful 

for the ongoing tuning of the dynamic pricing algorithm. In turn, the operator uses this actuarial data to 

refine the parameters of the dynamic pricing algorithm before its deployment in the field. For operators 

specifying a hybrid pricing solution, the fixed variable pricing scheme is in use for at least 6 months. After 
7-5

7. Operations and Maintenance

toll commencement, the pricing algorithm can operate as a shadow to the fixed pricing, and continue to 

be tuned, yielding a more stable and mature dynamic pricing system at conversion. 

Conversely, other operators have chosen to adopt a permanent hybrid system. On SR-167 in Seattle, 

for example, WSDOT has chosen to implement a fixed variable pricing schedule as the default pricing 

system on the facility. Dynamic pricing operates only when traffic patterns warrant a shift from the fixed 

schedule. This has the benefit of providing travelers with greater predictability of toll rates, yet preserves 

the operational benefits that dynamic pricing provides the system.

7.2.2 System Operations

Federal law requires the use of ETC on all priced managed lane facilities. In addition to the design 

specifications as described in Chapter 6, additional system parameters should be addressed towards 

achieving this system. The operating agency will need to establish a protocol for distributing transponders 

to and a financial/accounting system to reconcile patron accounts and toll payments attributed to other 

agencies where reciprocity has been established for toll payments. These functions, whether facilitated by 

public or private entities, could be performed by that agency or potentially outsourced.

Operating a customer service center coupled with a toll processing center (often called a “back office”) 

is an essential component for achieving these system operations requirements. Processing tolls and 

maintain customer accounts involves the creation of software and human capital solutions designed 

to accommodate the acquisition of traffic and transaction data, assembly of tolls, processing of toll 

transactions to accounts, and invoicing of customers. Although many operational managed lanes utilize 

pre-existing toll road systems for customer service and back-office functions, there are nuances to the 

conduct of priced managed lanes that differ significantly from traditional toll roads. As such, regardless of 

the chosen processing entity, it should be well understood and codified under operational documentation 

that priced managed lanes must account for assembled toll trips, not single point toll transactions, and do 

so without incurring cumulative transaction costs for the assembly. Additionally, the operations of dynamic 

pricing introduces a disproportionately higher level of complexity—from maintaining the performance of 

the toll algorithm, to ensuring the correct prices are displayed to customers, to creating and sustaining 

linkages between toll, traffic, and incident operations, and finally to providing a reasonable basis by which 

customers may manage charges to their accounts.

For customer service, motorists generally establish accounts and obtain transponders by telephone or over 

the Internet. In certain cases, they are also available at a customer service center or through brokers, such 

as grocery stores and other third parties. Payment policies also need to be established; operating agencies 

find it to their advantage to require users to pay via credit or debit accounts.13 Similarly, priced managed lane 

operators will also need to determine whether or not motorists should be required to pay a fee to obtain 

the transponder itself, or, an additional surcharge if using alternative toll collection systems, such as those 

associated with ALPRs. Achieving desired transponder penetration in the customer base is a critical function 

for the priced managed lanes operator, which often involves identifying the correct mix of incentives and 

requirements. In certain cases, priced managed lane operators may use a regionwide automated toll collection 

system. If this is the case, the agency will need to adhere to the distribution policies and window placement 

guidelines established by the regional consortium of tolling agencies that use the technology.

13 In order to avoid unfair equity bias against individuals who do not have credit cards or bank accounts many operators also 

accept cash towards prepaid accounts.
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7-6

Given that all tolls are collected electronically and involve no cash transactions, internal accounting 

procedures for priced managed lanes are simpler than those required by legacy toll facilities that still 

collect tolls from cashiers or automated coin machines. Reporting functions associated with toll operations, 

including reconciliation and auditing, can be challenging with a simple toll system, let alone a dynamically 

priced, trip-based, priced managed lanes toll system. Operators must also account for general system 

monitoring and reporting, especially for performance monitoring of the system, as MAP-21 established an 

annually reporting requirement to the USDOT for all priced managed lane operators. As back-office software 

solutions are developed, subsystems should also be developed to automate reports. 

The back-office systems are capable of instigating credit card transactions, generating invoices, and 

compiling detailed reports allowing agency officials to track all financial activity and performance metrics as 

required under federal, state, and other laws or policies. If the priced managed lane operator is participating 

in a regionwide automated toll collection system, the facility will be assigned a use code that will be included 

in all transactions in order to distinguish it from other tolled facilities. In such cases, the facilities share the 

same transponder technology, same accounting database, and same outlets for purchasing and subscribing 

to the various programs (although there are some unique exceptions to this at each locale). Experience 

shows that use of priced managed lanes is made more convenient if the transponders for a project are the 

same as for other toll facilities in a given locale or region. Furthermore, MAP-21 has established that the 

United States will have a nationally interoperable toll payment system by September 2016.

7.3 Enforcement Operations

Enforcement of moving violations are generally no different for priced managed lanes than they are 

for other freeway enforcement activities. Speeding, illegal crossing of solid white lines (such as buffer 

separations), and other associated infractions are pursued and apprehended as consistent with each 

state’s statutes and procedures. 

In the context of priced managed lanes, the primary enforcement functions are to maintain desired traffic 

service levels, maximize compliance with user policies and minimize revenue leakage. This is primarily 

accomplished through robust vehicle occupancy rate and toll evasion enforcement. Without effective 

enforcement strategies and countermeasures to minimize willful violations of pricing and occupancy 

policies, the financial integrity and credit worthiness of the priced managed lane may be jeopardized. 

Visible enforcement efforts also promote and maintain public acceptance of managed lanes. 

Agencies sponsoring priced managed lane projects should coordinate early on with enforcement 

agencies as well as the local judicial system to agree upon enforcement strategies and policies and the 

degree to which state and local law allow these processes to be automated or safely addressed with 

field personnel. Enforcement issues can also be vetted through concept of operations process described 

in Section 2.3.1.

7.3.1 Manual Enforcement

Manual enforcement involves placing police officers in the field to monitor traffic and apprehend violators 

of various infractions. On some priced managed lanes, visible beacons are installed in toll zones to assist 

officers with identifying vehicles that have not successfully processed a toll transaction. In turn, the 

officers observe passing vehicles allowed free use to ensure that they meet the occupancy requirements 
7-7

7. Operations and Maintenance

for the facility in lieu of toll payment. Some projects provide designated enforcement monitoring 

zones requiring specific design attention; others provide shoulders, hand-held technologies and other 

provisions to allow some of the enforcement activities to occur more randomly along the corridor or 

even from roving patrols. This level of enforcement need not be present at all operational times. Indeed, 

as indicated in the case studies, some operating agencies use targeted, part-time patrols during peak 

periods, which has been sufficient in generating acceptable rates of compliance. In most situations, 

operational facilities use toll revenue and enforcement fines to cover the incremental costs necessary to 

provide for the increased levels of enforcement. 

Due to the unique attributes of each corridor, specific enforcement needs may vary. The level and 

magnitude of enforcement needed is based on the design and operational characteristics of each 

individual corridor. As a result, operating agencies will determine procedures, processes, locations, and 

frequency of designated enforcement based on discussions with local enforcement personnel who are 

most familiar with the unique characteristics and needs of each corridor. 

7.3.2 Automated Enforcement

Automated enforcement strategies complement manual activities by limiting in-field enforcement 

personnel’s responsibilities to occupancy verification and other traffic violations (i.e., illegal buffer 

crossings). Increasingly, ALPR systems are used concurrent with electronic toll collection to enforce toll 

violations. On the I-95 Express Lanes, SR-91 Express Lanes, and I-25 Express Lanes, cameras capture 

license plate images of vehicles that do not display a recognizable transponder. The license plate images 

of these vehicles are used to determine whether the vehicle is registered to an account, in which case 

the toll is automatically deducted. If the vehicle license plate is not associated with an active account 

then the license plate number is processed through the Department of Motor Vehicles database to locate 

an address to send an invoice to collect payment. In this way, ALPR removes the responsibility of toll 

violation enforcement from officers in the field. 

The use of ALPR requires a way to identify vehicle occupancy since a picture of a license plate alone 

cannot do this. Identification can be done through vehicle registration or occupancy declaration. The use 

of occupancy self-declaration (“switchable”) transponders is one method increasingly endorsed by priced 

managed lane operations, including upcoming implementations on I-10 and I-110 in Los Angeles, I-495 in 

northern Virginia, and I-25 and U.S. 36 in Denver. Drivers will self-declare their vehicle occupancy using 

a switching mechanism on the transponder, and the toll system will recognize the occupancy setting and 

assess the appropriate toll. Although this process avoids the requirement of constructing declaration lanes 

and allows for automated enforcement opportunities, this approach requires that all carpool users register 

and carry the switchable transponder. Non-switchable transponders will also work on these managed 

lanes, although they will not allow users to declare as an HOV or receive toll-free access.

Although the use of ALPR and switchable transponders automate toll violation enforcement, police officers 

will still need to perform occupancy enforcement. Since technology to automate vehicle occupancy 

verification is still experimental and will likely not be available for large-scale implementation in the near 

future, police officers will still need to verify the occupancy of vehicles that self-declare as carpools. 

Operating agencies have deployed an in-field beacon on toll gantries that alert observing police officers 

to the status of the transponder read for each toll transaction. These beacons contain a set of lights that 

indicate whether an HOV transaction was processed, signaling the need for the police officer to inspect 

the vehicle and confirm that it meets occupancy requirements. 
Priced Managed Lane Guide

7-8

The principal benefit of this system is to remove the responsibility of enforcing tag misreads and nonreads from police officers, yielding:

•	 Increased effectiveness and safety of violation enforcement. Toll collection enforcement would be via 

ALPR technologies, allowing enforcement personnel to concentrate solely on occupancy enforcement. 

This represents a simplification of enforcement over contemporary operations, reducing total number 

of personnel required to maintain enforcement operations, and reduces the absolute number of 

vehicles per lane for which enforcement personnel must observe occupancies. Furthermore, the 

number of improper traffic stops can be reduced when the user has a tag misread and appears to be 

a violator. 

•	 Maintained travel-time benefit for carpoolers and bus riders. Regular carpoolers and bus riders 

benefit from a better level of service. Reducing the number of violators and placing a value upon all 

use of the priced managed lanes helps the facility operate at its best performance for the original 

beneficiaries of the managed lanes concept.

•	 Improved viability of the facilities. In the short term, violations artificially increase the toll rate, as 

violators remove available capacity for sale. In the long term, violators decrease the available capacity 

for HOVs, as significant violations may force the conversion of the facilities to higher occupancy 

classifications. As a result, reducing the number of violators through the enforcement program 

benefits the facilities in both the short-term and long-term.

7.3.3 Moving Violations

Besides toll and occupancy violation, police officers enforce other moving violations to maintain safety 

and enhanced operating conditions. The implementation of priced managed lanes adds new and unique 

enforcement duties to their responsibilities. From both a safety and financial perspective, one of the most 

important of these new responsibilities will be the enforcement of priced managed lane access to ensure 

that vehicles enter and exit only at designated locations, such as breaks in buffer or barrier separation.

Illegal buffer crossings pose a safety risk for vehicles in both the priced managed lanes and the adjacent 

general-purpose lanes, and can represent a source of revenue leakage if vehicles bypass toll zones to 

avoid payment. However, WSDOT and MnDOT have operated priced managed lanes with minimal buffer 

separation for years on SR-167 and I-394, and on neither facility has there been substantial reported 

revenue loss due to weaving. Additionally, research on SR-167 by WSDOT indicates that illegal buffer 

crossings are more typically found with drivers entering the managed lane, rather than illegally existing 

the facility. Part of these findings may be based upon the conversion of previously continuous access HOV 

lanes to buffer-separated managed lanes. For these and other situations like them, informative marketing 

and signage is necessary to educate drivers about the locations of priced managed lane access points to 

minimize buffer crossings that are a result of driver confusion.

7.4 Incident Management

Effective and responsive incident management protocols are critical for the successful operation of priced 

managed lanes. In order to provide reliable, time-saving travel for users, not only must priced managed 

lanes maintain enhanced operating conditions during recurring congested periods, but they must also 

be managed effectively during non-recurring events or incidents to ensure that users are not adversely 
7-9

7. Operations and Maintenance

affected. And since many of these users will be toll-paying customers, it is important that the value of the 

managed lanes be maintained so customers can enjoy the benefits for which they paid. Without incident 

management protocols, the integrity and reputation of the priced managed lanes can be compromised 

leading to low public acceptance and reduced revenue potential. 

Priced managed lanes must be equipped with incident surveillance and detection equipment, monitored 

by observant (and preferably dedicated) staff at least during periods of peak demand, and staffed with 

trained and experienced responders with drills and exercises to improve responsiveness and safety. If 

construction is anticipated in the proximity of the priced managed lanes, operators should incorporate 

24-hour service patrols, temporary collision investigation sites, immediate-tow rules and procedures, and 

agreements with construction contractors to assist in clearance of debris. 

The incident management process provides coordination among the various agencies responsible 

for incident management functions to ensure safe and efficient responses. The intention is to ensure 

that incidents that affect priced managed lane operations are handled efficiently and are properly 

communicated to operators. The following describes a typical incident response plan for priced 

managed lanes:

•	 Detection. The focal point for initial awareness of an emergency incident or situation is likely to be 

the local police dispatch system, which is staffed 24/7 and fields calls from police officers and citizens 

via the 911 emergency system. However, the automated sensing capabilities of the priced managed 

lanes introduces a secondary level of incident awareness, depending upon the coverage of the 

sensing equipment and frequency of system interaction with managed lane users within the facility. 

•	 Categorization. Police dispatch will categorize the incident and create a new entry that reflects the 

description as provided. Priced managed lane operators will be alerted by either active monitoring 

of the dispatch log or direct lines of communication within a traffic management center (TMC). In 

some instances, courtesy patrols may address the incident before a report has been made to police 

dispatch. If there is no discernible effect on traffic flow nor need for police presence at the site, these 

incidents may be cleared without being logged.

•	 Response. Incident response is dictated by the severity of the incident, which can generally be 

classified as minor or major. Minor incidents such as a stalled vehicle or minor debris on the roadway 

will likely not require a manual override of managed lane operations to execute a response. However, 

it is important that managed lane operators receive detailed information about the time and location 

of the incident in case there are adverse impacts on operations during incident response. Major 

incidents such as injury accidents or hazardous spills may require the police responders to use the 

managed lanes to divert traffic while the response is being executed. In these cases, managed lane 

operators will need to initiate a manual override of tolling equipment to display the appropriate 

information about the use of the lane. The implications of diversion and override decisions upon 

revenue and facility performance should be identified in operations documentation. 

•	 Clearance. Throughout the clearance of the incident, the police officer or other responsible 

responder is in control and will initiate all necessary actions, as applicable, to address the emergency 

or situation that has arisen. After the conclusion of the event, it is vital that records are kept as 

information is passed, decisions are made, and the incident/situation develops. Once normal 

operations resume, the managed lane operators return to normal operating mode and normal 

signage. In many circumstances, the police officer may briefly use the managed lanes to provide 
Priced Managed Lane Guide

7-10

access to emergency responders, or may direct general traffic into managed lanes. Although these 

situations do not typically escalate to police dispatch, the managed lane operators may still require 

knowledge of these actions and/or observations in order to properly process account adjustments. 

The incident management plan and concept of operations for the priced managed lanes facility 

should identify a communication protocol for these situations.

•	 Accounting. At the conclusion of the incident, some projects have policies where they try to address 

tolls charged to customers either in response to customers filing complaints or proactively through a 

review of the event log. Practices vary widely based on current experiences. 

7.5 Maintenance Operations

Maintenance of the toll equipment, software, traffic sensing, and related toll enforcement systems for 

priced managed lanes requires specialized attention, which may be specific in nature to the technology 

deployed by the tolling integrator and systems vendor for each facility. This technology may also be 

employed in other lanes of the roadway. For example, dynamic tolling requires collecting significant 

amounts of data across multiple lanes of traffic (managed lanes and general-purpose lanes) in order to 

operate effectively. Maintenance on toll collection equipment is usually conducted at night during periods 

of low utilization when lanes can be closed. These tightly integrated systems require a high level of 

reliability and preventative maintenance. Performing preventative maintenance helps avoid unforeseen 

equipment outages. Every attempt should be made to provide maintenance access off the roadway to 

equipment cabinets so that access to devices does not requiring lane closures. In addition, adding in 

redundancy—more toll readers and detectors than are needed—is another strategy being used on project 

such as I-85 in Atlanta in order to avoid outages. 

In addition to the tolling and enforcement systems, priced managed lane corridors feature virtually 

continuous installation of ITS technologies, including sensor loops, independent closed-circuit television 

(CCTV) systems for traffic / incident monitoring, ramp metering, active traffic management, and other 

traffic control systems, often under the purview of the region’s traffic management center. Typically, the 

priced managed lane operator will have no role in the maintenance of regional ITSs, unless the TMC and 

managed lane operator are integrated with one another. Similarly, issues pertaining to communications 

networks can affect the priced managed lane operator. In these situations, the operator and the 

appropriate entities should establish appropriate performance guidelines within the facility’s concept of 

operations and interagency agreements.

7.6 Supporting Technologies

Increasingly, priced managed lanes may be implemented concurrent with other efforts for transportation 

systems, management, and operations. 
7-11

7. Operations and Maintenance

7.6.1 Active Traffic Management 

Whereas priced managed lane facility design often 

involves design trade-offs, future managed lane 

networks may rely upon an aggressive deployment 

of ATM strategies, such as hard shoulder running, 

to complement the use of pricing for capacity 

expansion and overall corridor operations. 

Based upon established practice in Europe and 

demonstrated initially on I-5 in Seattle (as seen 

in Figure 7-1), ATM has since been deployed on 

I-35W in Minneapolis and I-90 and State Route 

520 in Seattle with support from the UPA and 

CRD programs. ATM is useful as a safety and 

operational mitigation device in the use of shoulder 

lanes for priced managed lanes. Priced managed 

lane operations are able to benefit from selective 

application of available ATM strategies, notably 

connector and ramp metering, lane control signals, 

queue warning, and variable speed limits (speed harmonization). 

Altogether, the use of speed harmonization, queue warning, connector and ramp metering, and lane 

control signalization constitutes a managed corridor, whereby traffic patterns are affected across all 

lanes of travel. This managed corridor, though, may still benefit from priced managed lanes within the 

corridor. Much like a similar application implemented along I-35W in Minneapolis, these managed corridor 

treatments increase efficiency and improve operational safety. As applied on I-35W, the inside shoulder 

is expanded to 14 feet, with use allowed for eligible traffic during peak periods, reverting to breakdown / 

refuge only in off-peak periods. Coordinated Active Traffic Management and Transportation Demand 

Management is used to manage flows, and provide warnings of downstream incidents. Additionally, 

emergency refuge areas are constructed every 1⁄4-mile whenever an interchange is not available 

downstream. This design section not only assists in implementing a managed lane, but it also serves as a 

mitigating tool for safety concerns.

7.6.2 Integrated Corridor Management

One notable development concerning traffic management and the provision of priced managed lanes is 

ICM. Transportation corridors often contain excess capacity along parallel routes, in the nonpeak direction 

on freeways and arterials, and in buses, vanpools, and passenger vehicles. Efficient use of this capacity can 

help manage congestion throughout the corridor. ICM optimizes the use of existing infrastructure assets and 

leverages unused capacity. With ICM, transportation professionals manage the transportation corridor as a 

multimodal system, rather than taking the more traditional approach of managing individual assets.

ICM strategies provide travelers with information encompassing the entire transportation network in order 

to enable the proactive multimodal management of infrastructure assets. Travelers dynamically shift to 

alternative transportation options—even during a trip—in response to changing traffic conditions. For 

example, while driving in a future ICM corridor, a traveler could be informed in advance of congestion 

ahead on that route and alternative transportation options, such as a nearby transit facility’s location, 

Figure 7-1: Active Traffic Management 

Deployed on I-5 in Seattle

Source: Parsons Brinckerhoff
Priced Managed Lane Guide

7-12

timing, and parking availability. Priced managed lanes are integral to this concept, as they provide 

enhanced levels of service within the roadway infrastructure that can be accessed and leveraged by the 

ICM system.

Transportation corridors often contain unused capacity in the form of parallel routes, the nonpeak 

direction on freeways and arterials, single-occupant vehicles, and transit services that could be 

leveraged to help manage congestion. Traffic information today is often fragmented, outdated or 

not completely useful. ICM is a strategy that seeks to optimize the use of existing infrastructure 

assets and leverage unused capacity along our nation’s urban corridors. With ICM, transportation 

professionals manage the transportation corridor as a multimodal system—rather than taking the 

more traditional approach of managing individual assets. The USDOT has called ICM “the next logical 

step in congestion management.”

Since 2007, the USDOT has partnered with various sites to develop, deploy and evaluate ICM concepts 

in eight of our nation’s busiest corridors. In 2009, U.S. 75 in Dallas and I-15 in San Diego were selected 

to actively demonstrate and evaluate ICM strategies. In both cases, the corridors will incorporate a 

combination of HOV, tolling, value pricing, active traffic management, and transit services (Dallas focusing 

on light rail whereas San Diego will incorporate bus rapid transit). 

The USDOT ICM Initiative aims to advance the state of the practice in transportation corridor operations 

to manage congestion. This initiative will provide the institutional guidance, operational capabilities, 

ITS technology and technical methods needed for effective ICM systems. In an ICM corridor, because 

of proactive multimodal management of infrastructure assets, travelers and shippers could receive 

information that encompasses the entire transportation network. Travelers could then dynamically shift 

to alternative transportation options—even during a trip—in response to changing traffic conditions. For 

example, while driving in a future ICM corridor, a traveler could be informed in advance of congestion 

ahead on that route and be informed of alternative transportation options such as a nearby transit 

facility’s location, timing and parking availability. 

7.7 Transit Operations

Riders on buses and vanpools within priced managed lanes are users and beneficiaries of their 

operational performance. Improvements to travel times and travel-time reliability for buses help increase 

transit ridership and lower transit providers costs to transit providers. In certain situations the revenue 

generated by priced managed lanes may also be used to fund enhanced transit services. In fact, with 

many operating facilities, demonstrating an improvement in transit capacity and service was critical to 

gaining public support for the managed lanes. As such, operators may coordinate plans for enhancing 

transit service with the development of priced managed lane improvements. These improvements may 

include BRT, as well as other technology-dependent strategies to improve service and provide better 

information to transit riders. Coordination with transit providers is facilitated through the concepts of 

operations described earlier in Section 2.3.1. Under the right conditions transit improvements leverage 

the benefits of priced managed lanes, but this requires close coordination and often the deployment of 

the strategies described below. 
7-13

7. Operations and Maintenance

7.7.1 Dynamic Transit Operations

Dynamic transit operations overall seek to expand transportation options by leveraging available services 

from multiple modes of transportation. Travelers are able to request a trip via a handheld mobile device 

and have itineraries containing multiple transportation services (public transportation modes, private 

transportation services, shared ride, walking and biking) sent to them via the same handheld device. 

This type of enhanced traveler information builds upon existing technology systems such as computeraided dispatch/automatic vehicle location systems and automated scheduling software, all of which have 

been a mainstay for transit operations. However, in order to facilitate dynamic transit operations they 

need to be expanded to incorporate business and organizational structures that aim to better coordinate 

transportation services in a region. Once implemented, this form of dynamic transit operations will 

enhance communications with travelers to enable them receive the broadest range of travel options when 

making a trip.

Priced managed lanes directly contribute to specific travel-time reliability and assurance such that 

dynamic transit operations can occur. The intent is to improve rider satisfaction and reduce expected 

trip time for multimodal travelers by increasing the probability of automatic intermodal or intramodal 

connections. This strategy protects transfers between both transit (e.g., bus, subway, and commuter rail) 

and non-transit (e.g., shared-ride modes) modes, and facilitates coordination between multiple agencies 

to accomplish the tasks. In certain situations, integration with other dynamic transit operational strategies 

may be required to coordinate connections between transit and non-transit modes. Dynamic transit 

operations is an element of USDOT’s Connected Vehicle Initiative.

7.7.2 Real-Time Ridematching/Dynamic Ridesharing

Today, slightly more than 10 percent of Americans commute to work by carpool, and carpooling rates 

have declined steadily since 1980, when 20 percent of Americans shared rides for the journey to 

work.14 The decline in carpooling levels is most commonly attributed to the fact that workers today have 

increasingly variable work schedules that can change on a daily or weekly basis. Unpredictable work 

schedules are incompatible with fixed plans required for traditional carpooling. 

Today’s ubiquitous information and communications technologies provide a platform from which a new 

range of dynamic ridematching15 services have emerged to facilitate the formation of carpools in “realtime.” Real-time ridematching (RTR) matches drivers and riders at the time of (during or directly prior 

to) the taking of a trip. Unlike traditional ridesharing. RTR does not require commuters to commit to a 

single carpool with fixed routes and schedules, rather it facilitates the matching of riders and drivers on 

an ad-hoc basis, based on availability of seats and a common origin-destination pattern. While these 

services greatly expand options for commuters, they do not modify the basic dynamics of prearranged 

carpools, which still requires substantial coordination among participants and severely constrains 

schedule flexibility. 

14 In order to avoid unfair equity bias against individuals who do not have credit cards or bank accounts many operators also 

accept cash towards prepaid accounts..

15 Dynamic ridesharing is defined as a market package as ATIS8 in the National IT Architecture. See, “The National ITS 

Architecture.” Version 6.0, May 2007 update.
Priced Managed Lane Guide

7-14

The primary enabler of RTR today is smartphone technology, 

which permits the matching of riders and drivers in real-time 

through the coalescence of location-based services, cashless 

payment, incentives and rewards tracking, secure identification, 

matching by affinities and relationships, and user ratings/ 

crowdsourcing (Figure 7-2). RTR represents the natural 

technological evolution of carpooling and has the promise of 

substantial social and environmental benefits. If technology is 

the enabler of RTR, then incentives are the catalyst to making it 

succeed. Success in a RTR program is dependent upon creating 

an incentive for drivers to abandon their single-occupancy vehicle 

habits, and to share their seats with riders that they may not 

know. Combining direct financial incentives with the convenience 

of real-time matching of riders and drivers has the potential to 

dramatically decrease the number of single-occupancy vehicles on 

the road.

RTR has the potential compliment priced managed lane facilities 

as it gives single occupant motorists the opportunity to carpool 

with ride sharers, thereby allowing them to use the priced 

managed lane at no cost or for a reduced fee.

Figure 7-2: A Ridematching 

Smartphone Application 

used in Seattle

Source: Avego
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix Priced Managed Lane Profiles

Appendix 1-1

Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

I-680 SB Express Lane

Alameda County California

BASIC DESCRIPTION: 

Description The I-680 SB Express Lane involved the conversion of an existing 

14-mile HOV lane to HOT operation. It extends from Highway 84 in 

Alameda County to Highway 237 in Santa Clara County. The Express 

Lane has three entry and exit points and is separated from generalpurpose lanes by new double-solid striping. Overhead electronic signs 

indicate entry and exit points and current toll rates.

Location Southbound on Interstate 680, between State Route 84 (south of the 

City of Pleasanton) in Alameda County, to State Route 237 in the City 

of Milpitas, in Santa Clara County, California

Project Sponsor Sunol Smart Carpool Lane Joint Powers Authority, a partnership of 

the Alameda County Transportation Commission (Alameda CTC), the 

Santa Clara Valley Transportation Authority (VTA), and the California 

Department of Transportation (Caltrans)

Project Delivery Method Traditional Design-Bid-Build

Status Operational since September 20, 2010

Number of Lanes One

Length Approximately 14 miles

Opening Date September 20, 2010

New Construction or Conversion HOV-to-HOV/Express Lane conversion

Environmental Approvals Categorical Exemption/Categorical Exclusion, February 2006 

Separation Treatment 2-foot double-white buffer stripe

Number of Points of Access / Egress Three (3) ingress and three (3) egress locations in the southbound 

direction

Moveable or Reversible Lanes n/a

Transit / Park-and-Ride Facilities Existing transit service in I-680 corridor is unchanged

Other Innovations Use of dynamic pricing, including value of time algorithm that 

compares the difference in travel speed and volumes in the GeneralPurpose lanes and the Express Lane, and sets the toll accordingly.

STAKEHOLDERS

Project Sponsor Sunol Smart Carpool Lane Joint Powers Authority. Alameda CTC is the 

managing agency

Private Development Partner n/a

Transit Partners Central Contra Costa Transit Authority (CCCTA), Livermore Amador 

Valley Transit Authority (LAVTA WHEELS), San Joaquin Regional Transit 

District (RTD), and Santa Clara Valley Transit Authority (VTA)

Enforcement Agency California Highway Patrol (CHP)

Back-Office Operator Electronic Transaction Consultants Corporation (ETCC)

Other Local Partners Caltrans, VTA, CHP, Bay Area Toll Authority (BATA)

IMPLEMENTATION COSTS

Capital Construction Cost $26 million (does not include cost for initial construction of HOV lane)

Technology Costs Approximately $5 million

Total Capital Cost Approximately $26 million.

Project Cost with Financing $0 

Other Complementary Investments Auxiliary lanes, ramp metering, closed-circuit television (CCTV) and 

traffic sensors

UTILIZATION

ADT Un-tolled Approximately 13,000 vehicles per day

ADT Tolled Approximately 2,000 vehicles per day

Total ADT Approximately 15,000 vehicles per day

Hourly Operational Capacity 1,850 vph, including HOV users
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix 1-2

Peaking Characteristics

FINANCIAL INFORMATION

Type of Financing n/a

Revenue Source Federal, State and Local

Sources of Capital Funding State- STIP-RIP: $8M Local: $18M

Federal Grants and Credit 

Enhancements

VPPL: $3.4M; HP21: $2M

Financial Status Not Available

Annual Operating Costs Approximately $2.4 million

Annual Revenue Generation Approximately $1 million

Use of Revenues System maintenance and operations; roadway maintenance, toll 

collection and customer service enforcement; and management costs

Other Subsidies Project funds (available programmed funds)

Operational Policies

Occupancy Requirements HOV 2+ travel free with no registration requirement

SOV must pay the dynamic per-mile toll for each trip using a valid 

FasTrak® transponder (all ETC/open road tolling)
Appendix 1-3

Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Type of Pricing Dynamic pricing. Price is based on entry and exit location pair. Pricing 

algorithm factors “value of time” based on calculated difference in 

speed and volumes between SB Express Lane and General-Purpose 

lanes. A motorist will always pay the amount for their trip that was 

displayed on the Variable Toll Message sign prior to entering the 

Express Lane.

Maximum Price $7.50

Minimum Price $0.30 

Hours of Operation 15 hours a day, on weekdays, from 5 a.m. to 8 p.m. The lane is “open 

to all” at night and on weekends.

Toll Exempted Vehicles Motorcycles, HOV 2+, and certain qualified low-emission (currently 

CNG) and zero-emission (e.g., Nissan Leaf, Chevy Volt) electric 

vehicles certified by California Air Resources Board (ARB) with valid 

California Department of Motor Vehicles white decal go for free. All 

others must pay the toll.

TECHNOLOGY AND ENFORCEMENT

Toll Collection Technology California FasTrak, subject to California Title 21 Specification for 

Automatic Vehicle Identification Equipment

Type of Transponder Title 21-compliant (currently Sirit, Inc./Federal Signal and TransCore/

AmTech manufacture certified Title 21 tags)

Existing Regional Toll Operator Bay Area Toll Authority (BATA), processes transactions and manages 

Customer Relations Management (CRM) aspects of the project. ETCC 

captures transactions under contract to Alameda CTC. 

Complementary Operations 

Systems

Adaptive ramp metering, vehicle detection stations every 1⁄2 mile, 

freeway changeable message signs

Operation Center I-680 SB Express Lane operations managed by Alameda CTC and 

consultant staff, and staffed by ETCC maintenance personnel; Regional 

FasTrak Customer Service Center (RCSC) managed by MTC/BATA; 

Regional freeway operations managed by Caltrans District 4 Traffic 

Management Center (TMC)

Video Enforcement Authority n/a 

Occupancy Enforcement Procedures Currently, reliant on CHP for routine patrol (i.e., visual observation) 

although considering other enforcement strategies

Fine Levels Currently, minimum $381 fine per first offense, HOV violation.

Violation Rates Estimated to be above 20% of all traffic using the Express Lane 

TRANSIT SERVICES

New Transit Services None to date

New Transit Facilities None to date

Daily Transit Utilization Not Available

PROJECT CONTACT

Kanda “Raj”

I-680 SB Express Lane Operations and Maintenance Manager 

(925) 330-8355

Kanda.raj@kimley-horn.com

Steward Ng

ACTC Deputy Director of Programming & Projects

stewarding@alamedactc.org

http://www.680expresslane.org/I-680.asp

Notes: Information gathered through readily available web information, and not validated by the Alameda CTC or 

its representatives.
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix 1-4

I-10 ExpressLanes

Los Angeles, California

BASIC DESCRIPTION: 

Description The I-10 Metro ExpressLanes is a pilot, one-year demonstration 

program to convert the 14.2- mile El Monte Busway on I-10 to 

HOT operation. The ExpressLanes will provide one lane in each 

direction west of I-710 and will be expanded to two lanes within 

the existing right-of-way east of I-710.

Location Los Angeles, California

Project Sponsor Los Angeles County Metropolitan Transportation Authority (Metro)

Project Delivery Method DBOM

Status Under construction

Number of Lanes 1 each direction west of I-710/2 each direction east of I-710

Length 14.2 miles

Opening Date February 2013

New Construction or Conversion Conversion

Environmental Approvals Environmental Impact Report/Environmental Assessment (EIR/EA) 

Approved June 2010

Separation Treatment Separate alignment west of I-710/painted buffer east of I-710

Number of Points of Access / Egress 6 westbound/5 eastbound

Moveable or Reversible Lanes No

Transit / Park-and-Ride Facilities 3 inline transit stations with park and ride

Other Innovations Interconnected transit services with I-110; switchable transponder 

for HOV occupancy declaration

STAKEHOLDERS

Project Sponsor Metro

Private Development Partner DBOM team led by Atkinson Construction with ACS and AECOM

Transit Partners Metro, Foothill Transit, Metrolink

Enforcement Agency California Highway Patrol

Back-Office Operator ACS (contractor to Metro)

Other Local Partners Caltrans, City of Los Angeles

IMPLEMENTATION COSTS

Capital Construction Cost

Technology Costs

Total Capital Cost $79 Million (also includes I-110 corridor)

Project Cost with Financing

Other Complementary Investments

UTILIZATION Under construction

ADT Un-tolled

ADT Tolled

Total ADT 13,206 WB/10,975 EB on existing single HOV lane (2008)

Hourly Operational Capacity Approximately 1,650 vphpl

Peaking Characteristics Double AM WB and PM EB peak reflecting change in occupancy 

thresholds; extended peak duration

FINANCIAL INFORMATION

Type of Financing USDOT CRD Grant, local matching funds

Revenue Source

Sources of Capital Funding

Federal Grants and Credit Enhancements $210 million USDOT CRD grant (includes I-110)

Financial Status

Annual Operating Costs

Annual Revenue Generation
Appendix 1-5

Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Use of Revenues

Other Subsidies

OPERATIONAL POLICIES

Occupancy Requirements 3+ during peak period (6-9AM/3-7PM M-F), 2+ all other times

Type of Pricing Variable dynamic pricing

Maximum Price $0.25 per mile

Minimum Price $1.40 per mile

Hours of Operation 24/7

Toll Exempted Vehicles Eligible HOV, transit and other buses, emergency services

TECHNOLOGY AND ENFORCEMENT

Toll Collection Technology RFID transponder with switchable self-declaration capability; LPR 

capture for secondary/enforcement

Type of Transponder Sirit Title 21 with switchable capability

Existing Regional Toll Operator No

Complementary Operations Systems Caltrans RITS

Operation Center Contracted with DBOM

Video Enforcement Authority Yes

Occupancy Enforcement Procedures All users required to carry transponder, regardless of toll paying; 

visual enforcement by CHP at toll locations with enforcement 

beacons indicating transponder declaration status

Fine Levels $380 minimum for HOV Occupancy Violation per CVC 21655.5(b)

Violation Rates <7.4% for existing HOV during peak period (3+)

TRANSIT SERVICES

New Transit Services Metro SilverLine BRT service interconnecting I-10 and I-110

New Transit Facilities Reconstructed El Monte Transit Center; new SilverLine bus 

maintenance depot; proposed in line station at Patsaouras Plaza

Daily Transit Utilization

PROJECT CONTACT

Stephanie Wiggins 

Executive Officer for ExpressLanes 

Demonstration Project

Metro

213-922-1023

WIGGINSS@metro.net

http://www.metro.net/projects/expresslanes/
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix 1-6

I-110 ExpressLanes

Los Angeles, California

BASIC DESCRIPTION

Description The I-110 ExpressLanes is a pilot, one-year demonstration 

program converting 10.8 miles of existing HOV on I-110 to HOT 

operation. These include one lane in each direction south of I-105 

and two lanes in each direction on a dedicated elevated facility 

north of I-105.

Location Los Angeles, California

Project Sponsor Los Angeles County Metropolitan Transportation Authority (Metro)

Project Delivery Method DBOM

Status Under construction

Number of Lanes 1 each direction south of I-105/2 each direction north of I-105

Length 10.8 miles

Opening Date October 2012

New Construction or Conversion Conversion

Environmental Approvals Environmental Impact Report/Environmental Assessment (EIR/EA) 

Approved June 2010

Separation Treatment Elevated section north of 56th St/painted buffer south of 56th St.

Number of Points of Access / Egress 6 northbound/7 southbound

Moveable or Reversible Lanes No

Transit / Park-and-Ride Facilities 5 inline transit stations with park and ride

Other Innovations Interconnected transit services with I-10; switchable transponder 

for HOV occupancy declaration

STAKEHOLDERS

Project Sponsor Metro

Private Development Partner DBOM team led by Atkinson Construction with ACS and AECOM

Transit Partners Metro, Orange County Transportation Authority (OCTA), City of 

Los Angeles Department of Transportation, Gardena Bus Lines, 

Torrance Transit

Enforcement Agency California Highway Patrol

Back-Office Operator ACS (contractor to Metro)

Other Local Partners Caltrans, City of Los Angeles

IMPLEMENTATION COSTS

Capital Construction Cost

Technology Costs

Total Capital Cost $79 Million (also includes I-10 corridor)

Project Cost with Financing

Other Complementary Investments

UTILIZATION Under construction

ADT Un-tolled

ADT Tolled

Total ADT 28,533 NB/27,490 SB in existing dual HOV lane (2008)

Hourly Operational Capacity Approximately 1,650 vphpl

Peaking Characteristics Extended peak-period duration

FINANCIAL INFORMATION

Type of Financing USDOT CRD Grant, local matching funds

Revenue Source

Sources of Capital Funding

Federal Grants and Credit Enhancements $210 million USDOT CRD grant (includes I-10)

Financial Status

Annual Operating Costs
Appendix 1-7

Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Annual Revenue Generation

Use of Revenues

Other Subsidies

OPERATIONAL POLICIES

Occupancy Requirements 2+

Type of Pricing Variable dynamic pricing

Maximum Price $0.25 per mile

Minimum Price $1.40 per mile

Hours of Operation 24/7

Toll Exempted Vehicles Eligible HOV, transit and other buses, emergency services

TECHNOLOGY AND ENFORCEMENT

Toll Collection Technology RFID transponder with switchable self declaration capability; LPR 

capture for secondary/enforcement

Type of Transponder Sirit Title 21 with switchable capability

Existing Regional Toll Operator No

Complementary Operations Systems Caltrans RITS

Operation Center Contracted with DBOM

Video Enforcement Authority Yes

Occupancy Enforcement Procedures All users required to carry transponder, regardless of toll paying; 

visual enforcement by CHP at toll locations with enforcement 

beacons indicating transponder declaration status

Fine Levels $380 minimum for HOV Occupancy Violation per CVC 21655.5(b)

Violation Rates <2.3% for existing HOV during peak period 

TRANSIT SERVICES

New Transit Services Metro SilverLine BRT service interconnecting I-10 and I-110

New Transit Facilities Safety and security enhancements at I-110 transit stations

Daily Transit Utilization

PROJECT CONTACT

Stephanie Wiggins 

Executive Officer for ExpressLanes Demonstration Project

Metro

213-922-1023

WIGGINSS@metro.net

http://www.metro.net/projects/expresslanes/
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix 1-8

SR-91 Express 

Orange County, California

BASIC DESCRIPTION

Description The 91 Express Lanes consists of 40 lane-miles within the 

median of the Riverside Freeway (SR-91) in Orange County, CA. 

The eastern terminus of the toll road is the Orange-Riverside 

County Line and the western terminus is the intersection 

with the Costa Mesa Freeway (SR-55). Facility was originally 

constructed for approximately $135 million as a private forprofit investment. In January 2003, a public agency, the 

Orange County Transportation Authority (OCTA), purchased the 

operating franchise for $207.5 million.

Location Orange County, California

Project Sponsor Orange County Transportation Authority

Project Delivery Method Public Private Partnership

Status Operational

Number of Lanes 4 Express Lanes (2 in each direction)

Length 10 miles

Opening Date December 1995

New Construction or Conversion New construction

Environmental Approvals Completed

Separation Treatment Barrier separated

Number of Points of Access / Egress No intermediate access

Moveable or Reversible Lanes No

Transit / Park-and-Ride Facilities Yes

Other Innovations FasTrak transponders and prepaid accounts; customer 

assistance patrol (dedicated tow trucks); traffic operations 

center (TOC)

STAKEHOLDERS

Project Sponsor Orange County Transportation Authority

Private Development Partner Originally built and constructed by the California Private 

Transportation Company, whose franchise agreement was 

bought out in January 2003.

Transit Partners Orange County Transportation Authority, Riverside Transit 

Agency

Enforcement Agency California Highway Patrol

Back-Office Operator Cofiroute USA

Other Local Partners Caltrans, cities of Anaheim, Corona, and Riverside

IMPLEMENTATION COSTS

Capital Construction Cost

Technology Costs

Total Capital Cost $135 million (2005 $)

Project Cost with Financing

Other Complementary Investments

UTILIZATION

ADT Un-tolled

ADT Tolled

Total ADT 32,873 (2011 annual average daily transactions)

Hourly Operational Capacity 3,800 vehicles per direction

Peaking Characteristics 6-8 am westbound; 4-6 pm eastbound
Appendix 1-9

Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

FINANCIAL INFORMATION

Type of Financing Toll Road Revenue Refunding Bonds and Internal Borrowing

Revenue Source Toll and Non-Toll Revenues

Sources of Capital Funding Toll and Non-Toll Revenues

Federal Grants and Credit Enhancements N/A

Financial Status 2.0 Debt Service Coverage Ratio for FY 2011

Annual Operating Costs $22,381,682 (thru June 30, 2011)

Annual Revenue Generation $41,245,590 (thru June 30, 2011) – Excluding Interest 

Use of Revenues Management and operational services;

Debt Service

Capital Expenditures

Administrative overhead;

Other operating expenses;

Insurance claims and premiums;

Professional services;

General and administrative;

Depreciation and amortization;

Interest expense

Other Subsidies N/A

OPERATIONAL POLICIES

Occupancy Requirements None

Type of Pricing Variable tolls by time of day

Maximum Price $9.75

Minimum Price $1.30

Hours of Operation 24/7

Toll Exempted Vehicles Account holders with 3 or more people traveling in their vehicle 

travel toll-free except Eastbound, Monday through Friday from 

4-6 pm. During this peak time carpools of three or more receive 

a 50% discount on the posted toll. Special Access Accounts are 

available for customers who always drive with three or more 

people in their vehicle, drive a motorcycle, a zero-emission 

vehicle, or have a disabled veteran or disabled person license 

place issued by the Department of Motor Vehicles.

TECHNOLOGY AND ENFORCEMENT

Toll Collection Technology Toll collection is all-electronic using radio frequency identification 

(RFID) technology.

Type of Transponder FasTrak 

Existing Regional Toll Operator Cofiroute USA

Complementary Operations Systems Yes

Operation Center Yes

Video Enforcement Authority Yes

Occupancy Enforcement Procedures The toll road is a limited-access, open road facility with two 

lanes in each direction. A third lane in each direction is provided 

at the toll plazas for identification of high-occupancy vehicles. 

Access is restricted to the east and west ends of the road 

and controlled by 3 feet tall, yellow delineators (channelizers) 

spaced 12 feet apart. There is one toll collection point (toll 

plaza) in each direction located approximately 6 miles from the 

western terminus. Each customer’s vehicle is required to have a 

transponder which is read by the toll collection equipment at the 

toll plaza. In addition, optical character recognition cameras are 

used for enforcement.
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix 1-10

Fine Levels Each violation is assessed a $25 processing fee in addition to 

the amount of the toll. If you fail to respond to the first Notice 

of Toll Evasion, a second Notice will be mailed to you with an 

additional $30 processing fee. If you fail to respond to these 

notices, the penalty can escalate to up to $100 for the first 

violation, $150 for the second violation and up to $200 for each 

additional violation within one year.

Violation Rates

TRANSIT SERVICES

New Transit Services New inter-county express bus services between Riverside and 

Orange counties.

New Transit Facilities

Daily Transit Utilization 15 Daily Express Bus Trips

PROJECT CONTACT

Kirk Avila 

91 Express Lanes General Manager

Orange County Transportation Authority

(714) 560-5674

KAvila@octa.net

http://www.91expresslanes.com/
Appendix 1-11

Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

I-15 Express Lanes

San Diego, California

BASIC DESCRIPTION

Description The I-15 Express Lanes is a 20-mile HOT lane facility providing two 

travel lanes in each direction. It replaces an 8-mile two-lane reversibleflow facility that was converted from HOV operation in 1996 as the 

United States’ second HOT lane. It was expanded in three segments 

between 2005 and 2012. It uses skewed, per-mile dynamic pricing. 

Location Interstate 15, between State Route 52 and State Route 78, in the Cities 

of San Diego and Escondido in San Diego County, CA

Project Sponsor I-15 Express Lanes were jointly developed and are operated by the 

San Diego Association of Governments (SANDAG) and the California 

Department of Transportation (Caltrans), District 11

Project Delivery Method Phased project delivery. 

Status Construction completed 2012. Operational as HOV 1988, HOT 1996, 

HOT with ETC 1998, and Expanded facility open to traffic January 2012. 

20-mile, 4-lane concurrent-flow HOT lanes with moveable barrier/center 

reversible lanes.

Number of Lanes 4

Length 20 miles

Opening Date January 2012 (original facility openings in 1988 and 1996/98)

New Construction or Conversion Both. Original HOV-to-HOT conversion and significant expansion new 

construction in 2000’s. Conversion of the original 8 mile segment 

between I-15/SR 163 merge and SR 56. New construction from SR 56 

to SR 78 (12 miles)

Environmental Approvals CEQA Mitigated Negative Declaration / NEPA FONSI (document on 

Caltrans web site at http://www.dot.ca.gov/dist11/I15managed/

I-15/I-15.htm)

Separation Treatment Barrier-separated southern 16 miles, with moveable center barrier 

(reversible center lanes); buffer-separated northern segment (4 miles)

Number of Points of Access / Egress 10 northbound ingress from GP lanes; 8 southbound ingress from GP 

lanes; 5 NB/SB ingress from BRTC/DAR connectors

Moveable or Reversible Lanes Yes, southern 16 miles

Transit / Park-and-Ride Facilities Yes, integrated bus rapid transit (BRT) system with four completed and 

one planned BRT Station/park-and-ride lots having direct-access ramps 

(DAR) connections to Express Lanes.

Other Innovations World’s first use of dynamic pricing in tolling application; first HOV-toHOT conversion (1996); moveable barrier; innovative use of signage 

integrating travel time and toll rate information with static Guide and 

Regulatory sign elements (installed under MUTCD Experimentation 

prior to 2009 Federal MUTCD update); innovative project financing and 

delivery methods (GARVEE bond, Design-Sequence/Design Build) and 

Transit innovations (integrated BRTC/DAR system)

STAKEHOLDERS

Project Sponsor SANDAG/Caltrans

Private Development Partner n/a

Transit Partners Metropolitan Transit System (MTS); North County Transit District (NCTD)

Enforcement Agency California Highway Patrol (CHP)

Back-Office Operator Currently, TransCore, L.P.

Other Local Partners Cities of San Diego, Poway, and Escondido

IMPLEMENTATION COSTS

Capital Construction Cost $1.3 Billion (2009 dollars)

Technology Costs $27 Million (2009 dollars) for 2nd generation ETC system

Total Capital Cost $1.3 Billion (2009 dollars), including transit and highway improvements
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix 1-12

Project Cost with Financing $1.3 Billion (only general revenue bonds were sold, no use of toll 

revenue to repay bonds was considered)

Other Complementary Investments Transit BRT system enhancements including new vehicles, stations, 

structured parking facilities, and BRT operational improvements, etc.

UTILIZATION Note: all utilization data below derived from February 21, 2012 SANDAG 

FasTrak Project Management Team agenda report: 

www.sandag.org/uploads/meetingid/meetingid_3338_14008.pdf

ADT Un-tolled 22,026

ADT Tolled 5,530 

Total ADT 27,556

Hourly Operational Capacity Based upon a February 5, 1999 meeting between SANDAG and Caltrans 

District 11, it was agreed to use 1,632 passenger vehicles per hour per 

lane (VPHPL) as the maximum design flow rate for the I-15 Express 

Lanes. Applying a heavy vehicles adjustment factor of 0.93 results in 

a maximum design operational capacity of 304 vehicles per six-minute 

period per direction (for two-lane section) or effectively 3,000 VPH NB 

and 3,000 VPH SB for the expanded 20-mile, 4-lane Express Lanes 

facility.

Peaking Characteristics Need to request this data from Chris (no longer included in PMT reports)

FINANCIAL INFORMATION

Type of Financing TransNet (local, 1⁄2-cent sales tax): $241 Million; GARVEE bonds: 

$197 Million; California Voter Initiative Proposition 42 Corridor Mobility 

Improvement Account: $350 Million.

Revenue Source Other sources include CMAQ, TCRP, RSTP, local sources (tolls and fines).

Sources of Capital Funding Sales Tax, GARVEE bonds, CMIA bonds

Federal Grants and Credit 

Enhancements

CMAQ, TCRP, RSTP. 

Financial Status Project is completed

Annual Operating Costs Approximately $4.4 milliona

Annual Revenue Generation Approximately $4.4 million1

Use of Revenues SANDAG Salaries, Benefits and Indirect Expenses: $135,053;

Other Direct Costs: $350,050; Professional/Contracted Services, i.e., 

TransCore System Operations and Maintenance: $2,854,042;

Materials and Equipment: $230,0001

Other Subsidies Transit Subsidy: $800,0001

OPERATIONAL POLICIES

Occupancy Requirements HOV 2+ travel free with no registration requirement

SOV must pay the dynamic per-mile toll for each trip using a valid 

FasTrak transponder (all ETC/open road tolling)

Type of Pricing Dynamic, skewed per-mile tolls (i.e., price varies by entrance location 

and is a rate per mile multiplied by the distance of travel for that trip). 

A motorist will always pay the amount for their trip that was displayed 

(or inferred) on the Variable Toll Message sign prior to entering the 

Express Lanes. Rates vary as often as every six minutes, a variable that 

is configurable (but has not changed since the initial facility conversion 

to dynamic pricing in 1998)

Maximum Price Currently, $8.00, policy maximum

Minimum Price Currently, $0.50, policy minimum toll per trip

Hours of Operation As of January 2012, the 20-mile facility is 24/7/365 operation
Appendix 1-13

Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Toll Exempted Vehicles Motorcycles, HOV 2+, and certain qualified low-emission (currently 

compressed natural gas [CNG]) and zero-emission (e.g., Nissan Leaf, 

Chevy Volt) electric vehicles certified by California Air Resources Board 

with valid California Department of Motor Vehicles white decal go for 

free. All others must pay the toll.

Trucks Allowed? Note: Trucks with 3 or more axles and heavy vehicles with Gross Vehicle 

Weights in excess of 5,000 lbs. are currently prohibited from using the 

I-15 Express Lanes, although SANDAG is currently studying the possible 

use of the Express Lanes for heavy-vehicle goods movement during 

certain times of day

TECHNOLOGY AND ENFORCEMENT

Toll Collection Technology California FasTrak, subject to California Title 21 Specification for 

Automatic Vehicle Identification Equipment

Type of Transponder Title 21-compliant (currently Sirit, Inc./Federal Signal and TransCore/

AmTech manufacture certified Title 21 tags)

Existing Regional Toll Operator SANDAG, directly operated under contract by TransCore. 

Complimentary Operations Systems Adaptive ramp metering, vehicle detection stations every 1⁄2 mile, 

freeway changeable message signs, ICM system for arterial/freeway/

transit coordination, Regional Transit Management Systems 

Operation Center I-15 FasTrak operations managed by TransCore, regional freeway 

operations managed by Caltrans District 11 TMC

Video Enforcement Authority n/a. SANDAG has installed photo-enforcement cameras at selected 

tolling points on the I-15 Express Lanes and is currently evaluating 

violation enforcement strategies

Occupancy Enforcement Procedures Currently, reliant on CHP for routine patrol (i.e., visual observation) 

although significant planning for advanced violation enforcement 

approaches has been studied and planned and SANDAG is field testing 

solutions before selecting a permanent violation enforcement strategy/

approach.

Fine Levels Currently, minimum $401 fine per first offense, HOV violation in San 

Diego County.

Violation Rates Estimated to be between 5-15% of all traffic using the Express Lanes 

(up to 5,000 vehicles per day)

TRANSIT SERVICES

New Transit Services Enhanced BRT system will launch in 2013. Existing/legacy (Premium) 

Commuter Express routes serving inland north San Diego County 

since early 1990’s continue to be high performing and attract a large 

percentage of choice riders.

New Transit Facilities Four newly constructed bus rapid transit centers were added as a 

component of the recent expansion of the I-15 Express Lanes facility. 

Each station has direct-access ramp connectors to the Express Lanes, 

park-and-ride surface lots and at least three of the lots will also have 

structured parking added in 2013, and include kiss-and-ride, local bus 

connections, and other passenger amenities (e.g., real-time information 

feeds). The Escondido Transit Center will also be served by the I-15 BRT 

service and is approximately 1 mile from the northernmost DAR ramp 

at Hale Avenue and includes connection to NCTD’s SPRINTER light-rail 

transit line serving the SR 78 corridor.
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix 1-14

Daily Transit Utilization Ridership on I-15 Commuter Express routes have been steadily rising 

since the late 1990’s and totaled approximately 300,000 one-way 

passenger trips in FY 2011 (represents approximately 1,200 daily transit 

trips or roughly 600 unique riders). Additional local express bus routes 

accounted for another 70-90,000 trips in FY 2009-2011. Important to 

note these services only operate on weekdays during peak commute 

hours, and the future BRT service will operate all day, high-speed and 

high frequency service during peak hours. Below is a pasted in table 

courtesy of SANDAG showing I-15 corridor express bus utilization for 

FY 2008 through FY 2011:

PROJECT CONTACTs

Samuel Johnson, SANDAG, Director of Tolling Programs

(619) 699-6958 or sjo@sandag.org

Gustavo Dallarda, Caltrans District 11, I-15 Corridor Director

(619) 688-6738 or gustavo.dallarda@dot.ca.gov

http://fastrak.511sd.com/san-diego-toll-roads/i-15-express-lanes

a Annual Revenue Generation and Operating Costs derived from SANDAG FY 2013 Annual Budget and Overall Work Program, 

Smart Mobility Programs and Services, Work Element #33103.00 - I-15 FasTrak Value Pricing Program, page 128, 

www.sandag.org/uploads/publicationid/FY13Budget.pdf.
Appendix 1-15

Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

SR 237/I-880 Express

Santa Clara County, California 

BASIC DESCRIPTION: 

Description The express lanes along the SR 237 and I-880 corridor in 

Santa Clara County extend for 5.5 mile from a point south of 

Dixon Landing Road on I-880 to North First Street on SR 237. 

The express lanes opened in March 2012 and involved the 

conversion of an existing HOV facility. 

Location SR 237: I-880 to North First Street 

I-880: SR 237 to Dixon Landing 

City of Milpitas, San Jose, Santa Clara County, California 

Project Sponsor Santa Clara Valley Transportation Authority (VTA) 

Project Delivery Method Design-Bid-Build 

Status Opened March 20, 2012 

Number of Lanes SR 237: 1 Express Lane, 2 General-Purpose Lanes, 1 Auxiliary 

Lane per direction 

I-880: 1 Express Lane, 3 General-Purpose Lanes, 2 Auxiliary 

Lanes (SB direction) 

1 Express Lane, 4 General-Purpose Lanes, 2 Auxiliary Lanes 

(NB direction) 

Length 11 miles 

I-880 SB to SR 237 WB – 7 miles 

SR 237 EB to I-880 NB – 4 miles 

Year Opened 2012 

New Construction or Conversion Conversion 

Environmental Approvals Categorical Exemption/ Categorical Exclusion (CE/CE) 

Separation Treatment Double-white lines with 2ft buffer on SR 237 and 2ft to 4ft 

buffer on I-880 

Number of Points of Access / Egress 1 Access / Egress point in each direction 

Moveable or Reversible Lanes N/A 

Transit / Park-and-Ride Facilities N/A 

Other Innovations Conversion of HOV-to-HOV direct connectors to Express 

connectors 

Use of WiMax for ETS Communication Network 

STAKEHOLDERS 

Project Sponsor Santa Clara Valley Transportation Authority (VTA) 

Private Development Partner N/A 

Transit Partners Santa Clara Valley Transportation Authority (VTA is the 

transit provider for light rail, buses and Para-transit in Santa 

Clara County) 

Enforcement Agency California Highway Patrol (CHP) 

Back-Office Operator Bay Area Toll Authority (BATA) 

Other Local Partners California Department of Transportation (Caltrans) 

IMPLEMENTATION COSTS 

Capital Construction Cost $2.7 mil 

Technology Costs $2.9 mil 

Total Capital Cost $5.6 mil 

Project Cost with Financing $11.8 mil (No Financing) 

Other Complementary Investments N/A 

Utilization Part-time operations 

I-880 SB to SR 237 WB: 5am to 10am; 3pm to 7pm 

SR 237 EB to I-880 NB: 5am to 9am; 3pm to 7pm 

ADT Un-tolled 7,300 vehicles (9 hours of operation) 

ADT Tolled 1,900 vehicles (9 hours of operation) 
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix 1-16

Total ADT 9,200 vehicles (9 hours of operation) 

Hourly Operational Capacity 1,650 vphpl 

Peaking Characteristics 7am – 10am; 4:30pm – 7:00pm 

FINANCIAL INFORMATION 

Type of Financing Federal, Local 

Revenue Source Toll 

Sources of Capital Funding Federal (ARRA, VPPP), Local 

Federal Grants and Credit Enhancements Federal (ARRA, VPPP) 

Financial Status Funding Complete 

Annual Operating Costs $ 600,000 (Forecast) 

Annual Revenue Generation $150,000 (March 20, 2012 to May 31, 2012) 

Use of Revenues Operations & Maintenance, Enforcement, Improvements in 

Corridor including transit 

Other Subsidies N/A 

OPERATIONAL POLICIES 

Occupancy Requirements HOV 2+ free; single occupant vehicle pays toll 

Type of Pricing Dynamic 

Maximum Price No policy restriction 

Minimum Price $0.30 

Hours of Operation I-880 SB to SR 237 WB: 5am to 10am; 3pm to 7pm 

SR 237 EB to I-880 NB: 5am to 9am; 3pm to 7pm 

Toll Exempted Vehicles All eligible HOV vehicles 

TECHNOLOGY AND ENFORCEMENT 

Toll Collection Technology Electronic Toll Collection 

Type of Transponder FasTrak – California Transponder 

Existing Regional Toll Operator VTA for SR 237 Express Lanes; BATA for Bay area toll bridges; 

Golden Gate Bridge Authority(GGBA) for Golden Gate bridge; 

Alameda County Transportation Commission (ACTC)/ VTA for 

I-680 Express Lanes 

Complementary Operations Systems Freeway service patrol supported by Caltrans Highway Patrol 

(CHP) and Caltrans Transportation Management Center 

Operation Center Santa Clara Valley Transportation Authority (VTA) 

Video Enforcement Authority Have authority but not implemented yet 

Occupancy Enforcement Procedures CHP Visual Enforcement 

Fine Levels $481+ 

Violation Rates Not available yet 

TRANSIT SERVICES 

New Transit Services VTA provides existing express bus and regular bus services in 

Santa Clara County 

New Transit Facilities N/A 

Daily Transit Utilization Express Bus Route 104, 120, Extensive charter bus usage by 

major employers including Cisco, Google 

Signage 2 Dynamic Message Signs 

Performance Monitoring Ongoing 

PROJECT CONTACT 

Murali Ramanujam 

Transportation Engineering Manager 

Santa Clara Valley Transportation Authority 

Phone: 408-952-8905; murali.ramanujam@vta.org 

http://www.vta.org/expresslanes/SR_237_project.html
Appendix 1-17

Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

I-25 Express Lanes

Denver, Colorado

BASIC DESCRIPTION

Description The Express Lanes includes seven miles of the I-25 HOV lanes, 

between Downtown Denver and US 36. At this time, solo drivers/tollpaying vehicles are not allowed to use the US 36 HOV lanes until the 

lanes start to merge to I-25 near Pecos. Anything west of Pecos is for 

HOV vehicles only.

Location Denver, Colorado

Project Sponsor Colorado Department of Transportation, Colorado Tolling Enterprise 

(now High Performance Transportation Enterprise)

Project Delivery Method HOV Conversion, developed and funded solely by the Colorado DOT 

under DBB

Status Operational

Number of Lanes 2 (reversible) mainline; 1 reversible direct-access ramp to downtown 

Denver; 1 reversible direct-access ramp to U.S. 36

Length 7 miles

Opening Date June 2006

New Construction or Conversion Conversion

Environmental Approvals Categorical Exclusion

Separation Treatment Concrete Barrier (reversible with gates)

Number of Points of Access / Egress South Terminus: 5 (1 southbound I-25 mainline, 1 northbound I-25 

mainline, 1 northbound at 20th Avenue, 1 southbound at 19th Avenue, 

1 bus-only to Denver Union Station)

North Terminus: 5 (1 northbound I-25 mainline, 1 southbound I-25 

mainline, 1 westbound U.S. 36 mainline, 1 eastbound from U.S. 36 

mainline, 1 reversible at 70th Avenue)

Intermediate: None

Moveable or Reversible Lanes 2 Reversible lanes (mainline), 1 Reversible lanes (on 3 direct-access 

ramps)

Transit / Park-and-Ride Facilities Direct-access bus ramp to Denver Union Terminal. No park-n-rides 

directly on managed lane facility, although many exist in corridor north 

/ west of the managed lanes.

Other Innovations Toll pricing in peak-period features a price floor equal to the prevailing 

express bus route fare. In the past six years, the toll in the peak 

period has increased due to the fare increase. 

STAKEHOLDERS

Project Sponsor Colorado Department of Transportation, Colorado Tolling Enterprise 

(now High Performance Transportation Enterprise)

Private Development Partner None; however, one is currently being procured to include back-office 

operations and extension of the facility north and west

Transit Partners Regional Transportation District

Enforcement Agency Colorado Highway Patrol; City and County of Denver Police 

Department; Adams County Sherriff (all have jurisdiction)

Back-Office Operator E-470 Public Highway Authority under contract to HPTE

Other Local Partners Denver Regional Council of Governments, FHWA, Federal Transit 

Administration (original HOV lanes funded under a full funding grant 

agreement [FFGA])

IMPLEMENTATION COSTS

Capital Construction Cost $7.2 million

Technology Costs $1.8 million

Total Capital Cost $9 million

Project Cost with Financing Financing costs not identified; however, a loan was issued by CDOT to 

the HPTE, repaid in full in 2010

Other Complementary Investments
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix 1-18

UTILIZATION

ADT Un-tolled 8,400

ADT Tolled 3,900 (3,400 transponder, 500 license plate toll)

Total ADT 11,800

Hourly Operational Capacity 1600 vphpl

Peaking Characteristics AM Peak Hour: 400 transponder toll, 50 license plate toll, 600 non-toll

PM Peak Hour: 350 transponder toll, 50 license plate toll, 850 non-toll

FINANCIAL INFORMATION

Type of Financing Federal Grant ($2.8 million); Public Loan from CDOT to HPTE ($6.0 

million)

Revenue Source Colorado Department of Transportation operating funds

Sources of Capital Funding Unknown

Federal Grants and Credit 

Enhancements

$2.8 million

Financial Status Debt is retired; currently profitable

Annual Operating Costs $1.5 million

Annual Revenue Generation $2.4 million

Use of Revenues Snow plowing, State Patrol, Back office, Marketing / outreach, CDOT 

Staff, Equipment replacement and upgrades, Pavement Maintenance, 

Courtesy Patrol. Excess revenues are permitted, under state law, to be 

designated to

transportation improvements in the corridor, including transit, vanpool, 

and carpool services as well as reconstruction, expansion, and 

extension.

Other Subsidies None. Self-sufficient

OPERATIONAL POLICIES

Occupancy Requirements HOV-2+ toll free (vehicles must use declaration lane in toll zone to 

avoid toll payment)

Type of Pricing Static Schedule (preset variable pricing by time-of-day)

Maximum Price $4.00

Minimum Price $0.50

Hours of Operation Lanes are open to southbound traffic from 5:00 a.m. to 10:00 a.m., 

and by northbound traffic from 12 noon to 3:00 a.m.

Toll Exempted Vehicles HOV-2+, buses, ILEV with registration, motorcycles, emergency 

vehicles

TECHNOLOGY AND ENFORCEMENT

Toll Collection Technology Opening – 2012: Title 21 compliant transponder

2011 – ongoing: ISO 18000 6C compliant transponder

2008 – ongoing: License Plate Recognition

Type of Transponder Title 21 (2006 – 2012); ISO 18000 6C (2011 – current)

Existing Regional Toll Operator E-470 Public Highway Authority

Complementary Operations Systems NA

Operation Center Corridor monitoring facility (independent TMC operated by CDOT for 

the I-25 Express Lanes)

Video Enforcement Authority E-470 Public Highway Authority

Occupancy Enforcement Procedures Electronic tolling is administered at a single toll collection zone in the 

7-mile stretch. At this point HOV and SOV must separate into marked 

lanes to declare their eligibility. Buses may use either lane. Police 

personnel monitor the HOV lane only, as all vehicles entering the toll 

lane will be captured by license plate recognition for non-compliance.

Fine Levels $5 surcharge for LPT, $15 collection fee for unpaid bills, $25 civil 

penalty after 3 month, $20 court fee after 4 months

Violation Rates 1%
Appendix 1-19

Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

TRANSIT SERVICES

New Transit Services None

New Transit Facilities None

Daily Transit Utilization Unknown

PROJECT CONTACT Kari Grant

Colorado High Performance Transportation 

Enterprise

Kari.Grant@dot.state.co.us

303-757-9380

http://www.coloradodot.info/travel/tolling/

i-25-hov-express-lanes
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix 1-20

I-95 Express Lanes

Miami, Florida

BASIC DESCRIPTION: 

Description The 21-mile I-95 express facility converts a single HOV lane into two 

high-occupancy toll (HOT) lanes in each direction by narrowing the 

travel lanes from 12’ to 11’ and narrowing the shoulders. Construction 

includes some bridge and interchange improvements to maintain 

continuity of the dual managed lane facility. The project is being 

constructed in phases. Phase one is open and phase two will be 

completed in late 2014.

Location Miami-Dade and Broward Counties, Florida

Project Sponsor Florida Department of Transportation

Project Delivery Method Design, Build, Finance

Status Operational:a

Phase 1A Runs northbound on I-95 from just north of I-395/SR-836 to 

the Golden Glades area just north of NW 151st Street in Miami-Dade 

County.

Phase 1B runs southbound on I-95 from just south of Miami Gardens 

Drive/NW 186th Street to just north of I-395/SR-836.

Under Constructionb:

Phase 2 will extend the express lanes to provide a continuous facility 

between I-395/SR-836 in Miami-Dade County and Broward Boulevard 

in Broward County. The project began construction in November 2011 

with a tentative completion date of late 2014.

Number of Lanes Two in each direction

Length Currently open: 7.3 miles both directions without the 1 lane Flyover; 

~9.5 miles with the Flyover

Completed Project: 22 miles, both directionsc

Opening Date Phase 1A: December, 2008

Phase 1B: January, 2010

Phase 2: Late 2014 (scheduled)

New Construction or Conversion Conversion of one HOV lane and addition of one additional lane in 

each direction

Environmental Approvals Type 2 – Categorical Exclusion

FHWA Concurrence on August 15, 2007

Separation Treatment Flexible Plastic Pylons

Number of Points of Access / Egressd Access Egress

Current Phase 1 NB 3 3

After Phase 2 NB 5 5

Current Phase 1 SB 3 1

After Phase 2 NB 5 3

Moveable or Reversible Lanes No

Transit / Park-and-Ride Facilities Yes

Other Innovations Congestion Pricing, Ridesharing Incentives, Ramp Metering, New BRT 

Service, All Electronic Tolling

STAKEHOLDERS

Project Sponsor Florida Department of Transportation (FDOT)

Private Development Partner Federal Communications Commission CO - MCM JV

Transit Partners Miami-Dade & Broward County Transit

Enforcement Agency Toll Violations – Florida’s Turnpike Enterprise

Occupancy Violations - Florida Highway Patrol

Back-Office Operator Florida’s Turnpike Enterprise
Appendix 1-21

Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Other Local Partners The Metropolitan Planning Organizations of Miami-Dade & Broward 

Counties, Florida’s Turnpike Enterprise, Miami-Dade Expressway 

Authority and South Florida Commuter Services.

IMPLEMENTATION COSTS

Capital Construction Cost The Phase 1 construction cost was approximately $132 million.e

Technology Costs Technology including communications, back-office, and ramp metering 

equipment were in place prior to conversion

Total Capital Cost $132 million

Project Cost with Financing NA

Other Complementary Investments None

UTILIZATION

ADT Un-tolled 1,000

ADT Tolled 59,000

Total ADT 60,000f

Hourly Operational Capacity 2700 to 3300 vehicles per directiong

Peaking Characteristics Weekdays – AM Peak (6AM to 9AM); PM Peak (4PM to 7PM) 

FINANCIAL INFORMATION

Type of Financing Design, Build, Finance with some of the cost being carried by the 

contractor.h

Revenue Source $35 million was allocated by the Florida Legislature. The balance of 

funding will come from future toll revenues and FDOT work program 

money.i

Sources of Capital Funding Federal Grant, allocation form Florida Legislature, Contractor 

Financing, Toll Revenue, FDOT Work Program

Federal Grants and Credit 

Enhancements

The project received $62.9 million from a USDOT UPA grant, of which 

$19.5 million was for transit.j

Financial Status

Annual Operating Costs $7.63Millionk

Annual Revenue Generation $14.79 Million – projected FY 2011/12l

Use of Revenues (FY 2011/12) $3.61 Million Transit

$0.03 Million

$0.50 Million Phase 2 build out

$4.00 Million R&R Reserve/Sinking Account

($0.97) Million Escrow

Other Subsidies None

OPERATIONAL POLICIES

Occupancy Requirements HOV status requires three or more occupants

Type of Pricing Dynamic Tolling

Maximum Price $7.10m

Minimum Price $0.25n

Hours of Operation Continuous

Toll Exempted Vehicles Registered carpools of three or more passengers, South Florida 

vanpools and registered hybrid vehicles can drive toll-free, but 

they must be registered with South Florida Commuter Services. 

Motorcycles can use the express lanes toll-free and do not need to 

register.o

TECHNOLOGY AND ENFORCEMENT

Toll Collection Technology Transponder

Type of Transponder TransCore

Existing Regional Toll Operator SunPass (Florida’s Turnpike Enterprise)

Complementary Operations Systems All SunPass facilities including Miami-Dade Expressway Facilities, 

and Tampa Hillsborough Expressway Authority’s Selmon Expressway, 

Orlando-Orange County Expressway Authority Facilities, and LeeWay 

Facilities in Lee County, Florida.

Operation Center Sunguide Transportation Management Center

FDOT District 6

Video Enforcement Authority Florida’s Turnpike Enterprise (SunPass)
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix 1-22

Occupancy Enforcement Procedures Window Placard for exempt vehicles – Florida Highway Patrol Enforces 

for Occupancy

Fine Levels $100

Violation Rates Not Available

TRANSIT SERVICES

New Transit Services 95X - connects various locations in northern Miami-Dade County with 

various locations downtown.p

Route 195 (Dade-Broward Express - Sheridan Street.)q

Route 195 (Dade-Broward Express - Broward Boulevard)r

Route 107 (Pines Boulevard Express)s

New Transit Facilities Addition of 535 parking spaces to the Golden Glades Park and Ride 

Lott

Daily Transit Utilization 2937 Riders (based on Jan-Apr 2010)u

PROJECT CONTACT

Mr. Rory Santana, P.E., PTOE

rory.santana@dot.state.fl.us.

http://www.95express.com/

a http://www.95express.com/home/FAQ.shtm - Accessed April 16, 2012

b Ibid

c http://ops.fhwa.dot.gov/freewaymgmt/publications/documents/nrpc0610/workshop_materials/case_studies/miami.pdf, Accessed 

April 18, 2012

d 4/23 email from Rory Santana

e 95 Express Annual Report (Covering July 1, 2010 through June 30, 2011)

f Conversation with Rory Santana

g Based on observed capacities while maintaining stable flow per Rory Santana

h 95 Express Annual Report (Covering July 1, 2010 through June 30, 2011)

i Ibid.

j 95 Express Annual Report (Covering July 1, 2010 through June 30, 2011)

k FDOT Data

l FDOT Data

m Express Annual Report (Covering July 1, 2010 through June 30, 2011)

n Ibid

o 95 Express Annual Report (Covering July 1, 2010 through June 30, 2011)

p Miami Urban Partnership Agreement (UPA) Project Phase 1 Transit Evaluation Report FINAL Report Number: 

FTA- FL- 26-7110.2011.1 January 2011

q Ibid

r Ibid

s Ibid

t Ibid

u Ibid
Appendix 1-23

Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

I-85 Express Lanes

Gwinnett and Dekalb Counties, Georgia

BASIC DESCRIPTION

Description The I-85 Express Lanes involved the conversion of approximately 16 miles of 

existing High Occupancy Vehicle (HOV) lanes to HOT lanes (Express Lanes) 

to help improve mobility and provide reliable trip times through value pricing. 

Concurrent transit projects implemented, include two new Park-and-Ride lots, 

and 36 new commuter coaches.

Location I-85 North, Gwinnett and Dekalb Counties

Project Sponsor State Road and Tollway Authority , Georgia Department of Transportation

Project Delivery Method Design, bid, build for civil construction and Design-Build for tolling system

Status Open to traffic

Number of Lanes 1 lane in each direction

Length 15.5 miles

Opening Date September 30, 2011

New Construction or 

Conversion

Conversion, HOV2+ to HOT3+

Environmental Approvals NEPA Environmental Assessment, FONSI

Separation Treatment Painted buffer separation, double-white lines with discrete entry/exit weave 

zones

Number of Points of Access / 

Egress

7 Southbound and 7 Northbound

Moveable or Reversible Lanes N/A

Transit / Park-and-Ride 

Facilities

6 Xpress Park-and-Ride lots along the I-85 corridor. As part of project, 2 new 

Park-and-Ride Lots were added and expansion took place at 2 existing Parkand-Ride Lots for a total of 2,200 new parking spaces. 36 new commuter 

coaches were added.

Other Innovations Gantry Control Access enforcement for double-white line violations and use of 

mobile Automatic License Plate to aid with occupancy enforcement

STAKEHOLDERS

Project Sponsor State Road and Tollway Authority (SRTA) and Georgia Department of 

transportation (GDOT)

Private Development Partner N/A

Transit Partners Georgia Regional Transportation Authority (GRTA)

Enforcement Agency Georgia Department of Public Safety

Back-Office Operator Electronic Toll Collection Corporation 

Other Local Partners Atlanta Regional Commission, Gwinnett County, City of Atlanta, Georgia 

Institute of Technology, Metropolitan Atlanta Regional Transportation Authority 

(MARTA)

IMPLEMENTATION COSTS

Capital Construction Cost $21 million

Technology Costs $23 million

Total Capital Cost $60 million

Project Cost with Financing $60 million

Other Complementary 

Investments

$122 million in transit projects in the Atlanta region

UTILIZATION

ADT Un-tolled In first year of operation, 14-18%

ADT Tolled In first year of operation, 82-86%

Total ADT In first year of operation, 18,800 trips 

Hourly Operational Capacity 1,800-2,000 vehicle per hours in the Express Lanes

Peaking Characteristics Longer full corridor trips and higher toll rates in AM, shorter length trips and 

low toll rates in PM 
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix 1-24

FINANCIAL INFORMATION

Type of Financing FHWA/RITA grant, FHWA federal program funds, State funds (i.e. motor fuel 

tax, General Obligation bonds)

Revenue Source Tolls

Sources of Capital Funding FHWA/RITA Intelligent Transportation System Operational Test to Mitigate 

Congestion grant, State funds (i.e. motor fuel tax, General Obligation bonds)

Federal Grants and Credit 

Enhancements

FHWA/RITA Intelligent Transportation System Operational Test to Mitigate 

Congestion grant

Financial Status In first year of operation, TBD

Annual Operating Costs In first year of operation, TBD

Annual Revenue Generation In first year of operation, TBD

Use of Revenues Operation and maintenance, per the Section 166(c) of Title 23, United States 

Code

Other Subsidies

OPERATIONAL POLICIES

Occupancy Requirements HOV3+

Type of Pricing Dynamic and distanced based

Maximum Price In first year of operation and ramp-up phase, $5.00 for 15.5 mile ($0.32/mile) 

in AM

Minimum Price $.03 for 3 mile ($0.01/mile) during off-peak and weekends

Hours of Operation 24 hours, 7 days a week

Toll Exempted Vehicles Registered vehicles only: HOV3+, motorcycles, transit, emergency vehicles, 

alternative fuel vehicles (AFV) with AFV license plates

TECHNOLOGY AND ENFORCEMENT

Toll Collection Technology All Electronic Tolling, transponders and license plates

Type of Transponder 6c protocol passive sticker transponder and legacy Transcore Super Ego 

protocol passive sticker transponder

Existing Regional Toll 

Operator

SRTA

Complementary Operations 

Systems

N/A

Operation Center GDOT Traffic Management Center and SRTA Toll Operations Center

Video Enforcement Authority SRTA

Occupancy Enforcement 

Procedures

Occupancy enforcement is handled by police officers in the field. 

All vehicles must register and use a Peach Pass transponders to use the 

Express Lanes. Drivers must self-declare their vehicles, via phone or internet, 

at least 15 minutes prior to using the Express Lanes if they are going to be 

in non-toll HOV3+ status. This self-declaration allows police officers to use 

mobile Automatic License Plate Reader systems to identify vehicles registered 

as non-toll HOV3+. These ALPRs use cameras mounted on police vehicles that 

“read” license plates of vehicle in the Express Lanes to notify police officers 

if a passing vehicle is registered as an HOV3+ vehicle. For vehicles identified 

as being registered HOV3+, the police officer does a visual check and pulls 

vehicles over that do not have 3 or more occupants and issues an occupancy 

violation.

Fine Levels 1st offense $75; 2nd offense $100; 3rd offense $150 and 1 point on driver 

license 

Violation Rates In first year of operation, TBD

TRANSIT SERVICES

New Transit Services 36 new commuter coaches, 3 new GRTA Xpress routes

New Transit Facilities 2 new Park-and-Ride Lots and expansion at 2 existing Park-and-Ride Lots, 

total of 2,200 new parking spaces. 

Daily Transit Utilization In first year of operation, TBD

PROJECT CONTACT

Patrick Vu, SRTA, (404) 893-6130, patrickvu@georgiatolls.com

Ben Rabun, GDOT, (404) 631-1008, brabun@dot.ga.gov

http://www.georgiatolls.com/programs/i-85-express-lanes/
Appendix 1-25

Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

I-95 Express Toll Lane

Baltimore, Maryland

BASIC DESCRIPTION

Description The Maryland Transportation Authority (MDTA) is adding eight 

miles of Express Toll Lanes (ETLs) on the most congested portion 

of I-95 north of Baltimore City. This 8-mile segment stretches from 

the I-895 (N) split in east Baltimore City, to north of MD 43 in 

White Marsh features two ETL lanes in each direction. It is the first 

segment of what is envisioned as a 30-mile ETL facility.

Location I-95 Express Toll Lanes (ETLs) just north of Baltimore, MD

Project Sponsor Maryland Transportation Authority (MDTA)

Project Delivery Method Design-Bid-Build (DBB)

Status Under Construction

Number of Lanes 4 GP lanes and 2 ETS Lanes northbound and southbound

Length Approximately 8 miles

Opening Date Late 2014

New Construction or Conversion New construction along existing alignment

Environmental Approvals FONSI

Separation Treatment Positive separation with Concrete Barriers

Number of Points of Access / Egress Current: Southern termini at I-895, northern termini at MD 43 

and north of MD 43. Additional access at I-695 may be added at a 

later date. 

Moveable or Reversible Lanes No

Transit / Park-and-Ride Facilities Buses allowed on ETLs

Other Innovations Emergency turnarounds and barrier opening between GP/ETLs in 

each direction

STAKEHOLDERS

Project Sponsor MDTA

Private Development Partner None

Transit Partners None

Enforcement Agency Maryland State Police and MDTA Police

Back-Office Operator N/A

Other Local Partners N/A

IMPLEMENTATION COSTS

Capital Construction Cost $866 million

Technology Costs $6 million

Total Capital Cost $1.03 billion

Project Cost with Financing TBD. MDTA bonds are generally not issued for individual projects. 

Financing cost (including interest on bonds) will depend upon 

ultimate mix of proceeds used from different bond issuances. 

Other Complementary Investments N/A

UTILIZATION

ADT Un-tolled 194,500 vehicles along mainline I-95 (2025)a

ADT Tolled 33,000 vehicles along mainline I-95 (2025)b

Total ADT 227,500 vehicles along mainline I-95 (2025) 2

Hourly Operational Capacity 23,220 vehicles along mainline I-95 – GP & ETLs (2025) 2

Peaking Characteristics Commuter - Morning (6-9am) and Evening (3-6pm) rush

FINANCIAL INFORMATION

Type of Financing Funded by the MDTA using MDTA issued toll revenue bonds and 

cash contributions

Revenue Source MDTA system toll revenues

Sources of Capital Funding MDTA system wide toll revenue backed bond proceeds and cash 

contributions

Federal Grants and Credit Enhancements N/A
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix 1-26

Financial Status See below

Annual Operating Costs Varies: in current 6 year capital program period (FY 2012 through 

FY 2017) figures vary from $0.6 million in FY 2012 to estimated 

$4.00 million in FY 2017

Annual Revenue Generation Varies: in current 6 year capital program period (FY 2012 through 

FY 2017) figures vary from $2.0 million in FY 2015 to estimated 

$3.55 million in FY 2017. 

Notes: 

Additional traffic and revenue forecasts to be performed prior to 

setting toll rates and opening of project in FY 15. 

Revenues in initial years ramp up gradually. 

Project is not financed on a stand-alone basis – project is financed 

on a system wide basis – all MDTA revenues and costs are 

consolidated. 

Use of Revenues Revenues from all MDTA projects are consolidated pledged for use 

in repayment of MDTA system bonds and are used for operating 

and capital expenses and debt service payments. Projects are not 

financed on a stand-alone basis – project is financed on a system 

wide basis – all MDTA revenues and costs are consolidated.

Other Subsidies N/A

OPERATIONAL POLICIES

Occupancy Requirements None

Type of Pricing Variable/Time of Day

Maximum Price TBD

Minimum Price TBD

Hours of Operation 24/7

Toll Exempted Vehicles Limited exemptions per MDTA Trust Agreement; examples: 

emergency responders, state owned vehicles. 

TECHNOLOGY AND ENFORCEMENT

Toll Collection Technology Transponder or video toll

Type of Transponder E-ZPass

Existing Regional Toll Operator MDTA

Complementary Operations Systems N/A

Operation Center AOC North

Video Enforcement Authority MDTA

Occupancy Enforcement Procedures None

Fine Levels TBD

Violation Rates TBD

TRANSIT SERVICES

New Transit Services Working w/ Maryland Transit Administration to provide improved 

express bus service

New Transit Facilities No

Daily Transit Utilization TBD

PROJECT CONTACT

David A. LaBella, P.E. (410-931-0808)

http://i-95expresstolllanes.com/

a ADT figures are from a 2006 traffic study. These figures may differ from more recent Traffic and Revenue Forecasts. 

b Ibid.
Appendix 1-27

Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

I-35W MnPASS 

Minneapolis, Minnesota

BASIC DESCRIPTION

Description The I-35W MnPASS is a 16-mile HOT facility providing one lane in each 

direction. It includes six miles of converted HOV lanes, six miles of new 

HOT lanes developed along with Crosstown Commons reconstruction, 

two miles of new construction NB, and two miles of priced dynamic 

shoulder lanes, which are the first of their kind to operate in the United 

States.

Location Minneapolis, Minnesota and southern suburbs in Hennepin and Scott 

Counties

Project Sponsor Minnesota Department of Transportation

Project Delivery Method Design-Build and Design-Bid-Build

Status Open since 2009

Number of Lanes Northbound: 14 miles of single lane directional; 2 miles of northbound 

priced dynamic shoulder lanes

Southbound: 11 miles of single lane directional

Length Total length is 16 miles

Opening Date September, 2009

New Construction or Conversion 6 miles of converted HOV lanes in both directions, 6 miles of new HOT 

lanes developed along with Crosstown Commons reconstruction, 2 miles 

of new construction NB, 2 mile of priced dynamic shoulder lanes

Environmental Approvals Environmental Assessment 

Separation Treatment Single-lane directional sections are separated with two foot double-white 

stripe buffer. It is always illegal to cross a double-white stripe buffer. 

However, 75% of the distance is open access which is designated with a 

single skip stripe.

Number of Points of Access / Egress See above description of separation treatment

Moveable or Reversible Lanes N/A

Transit / Park-and-Ride Facilities Two park-and-ride lots existed in the corridor prior to MnPASS 

conversion. Additionally, one park-and-ride facility was located and 

developed in the south I-35W corridor with MnPASS. Express bus service 

was added into downtown Minneapolis.

Other Innovations Uses fully dynamic pricing, multiple segment pricing, read/write 

transponders 

STAKEHOLDERS

Project Sponsor Minnesota Department of Transportation

Private Development Partner Wilbur Smith consortium with SRF Consultants, Cofiroute USA, and 

Raytheon Corporation

Transit Partners Metro Transit

Enforcement Agency State Patrol 

Back-Office Operator Cofiroute USA through Wilbur Smith

Other Local Partners Many partners were involved in the development of the I-35W UPA 

project.

IMPLEMENTATION COSTS

Capital Construction Cost $48 million

Technology Costs $18 million in sign gantries, tolling infrastructure, freeway management 

system enhancements and intelligent lane control signals.

Total Capital Cost $66 million

Project Cost with Financing

Other Complementary Investments

UTILIZATION

ADT Un-tolled

ADT Tolled About 4000 vehicles per day
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix 1-28

Total ADT 52,000 (South End) to 198,000 (North end near downtown)

Hourly Operational Capacity In peak period the lane is priced to accommodate about 1500 vehicles 

per hour in order to ensure a high level of service (50-55 mph) for transit 

and carpools

Peaking Characteristics 20 percent of the vehicles in peak period are toll-paying MnPASS 

customers

FINANCIAL INFORMATION

Type of Financing State funds

Revenue Source

Sources of Capital Funding

Federal Grants and Credit 

Enhancements

Urban Partnership Agreement 

Financial Status

Annual Operating Costs $1.69 million in FY11

Annual Revenue Generation $751,300 in FY 11

Use of Revenues Operations

Other Subsidies

OPERATIONAL POLICIES

Occupancy Requirements HOV 2+ are free and do not require transponder

Type of Pricing Fully dynamic when facility is priced (peak periods only)

Maximum Price $8.00 total 

Minimum Price $0.25 per segment

Hours of Operation 6:00 AM to 10:00 AM; 2:00 PM to 7:00 PM

Toll Exempted Vehicles Transit, HOVs , motorcycles

TECHNOLOGY AND ENFORCEMENT

Toll Collection Technology Read-Write Transponders

Type of Transponder Raytheon

Existing Regional Toll Operator Cofiroute USA

Complementary Operations Systems Freeway Management System including ramp meters, CCTV and dynamic 

message signs. Managed lanes systems including Intelligent Lane Control 

Signals (ILCS)

Operation Center Regional Transportation Management Center

Video Enforcement Authority Minnesota does not permit video enforcement

Occupancy Enforcement Procedures Visual enforcement is primary means

Fine Levels $142 per violation, considered a petty misdemeanor

Violation Rates Around 5-8 percent of lane users are violators

TRANSIT SERVICES

New Transit Services Express transit service levels are extremely good in the corridor. Although 

no new service was added when the project was developed, transit 

service is always evolving and being tweaked.

New Transit Facilities Existing park and rides were enhanced after project was implemented. 

An online bus station was added at 46th St. as an independent project. 

Daily Transit Utilization There are currently about 9,000 transit trips per day in the corridor.

PROJECT CONTACT

Kenneth R. Buckeye

Value Pricing Program Manager

Minnesota Department of Transportation

http://www.mnpass.org/index%2035w.html
Appendix 1-29

Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

I-394 MnPASS

Minneapolis, Minnesota

BASIC DESCRIPTION

Description Minnesota implemented I-394 MnPASS by converting the existing 

high-occupancy vehicle (HOV) lane into the state’s first highoccupancy toll (HOT) lane. The lanes, which are dynamically 

priced, remain free to HOVs and motorcyclists during peak hours, 

and are free to all users in off-peak periods. The facility provides 

8 miles of single lane directional HOT lanes and a 3-mile, two-lane 

reversible-flow section. 

Location Minneapolis, Minnesota and western suburbs in Hennepin County

Project Sponsor Minnesota Department of Transportation

Project Delivery Method Design-build / ITS hybrid project development

Status Open since 2005

Number of Lanes 8 miles of single lane directional; 3 miles of double lane reversible

Length Total length is 11 miles

Opening Date May, 2005

New Construction or Conversion HOV Conversion

Environmental Approvals Categorical Exclusion

Separation Treatment Single lane directional sections are separated with two foot 

double-white stripe buffer. It is always illegal to cross a doublewhite stripe buffer. Twenty five percent of the distance is open 

access which is designated with a single skip stripe. Reversible 

section is separated with Jersey barriers

Number of Points of Access / Egress Five access points eastbound, six access points westbound

Moveable or Reversible Lanes Three miles of reversible lanes

Transit / Park-and-Ride Facilities Three park-and-ride facilities located in the corridor provide 

express bus service into downtown Minneapolis

Other Innovations Uses fully dynamic pricing, multiple segment pricing, read/write 

transponders, enforcement transponder readers for enforcement 

agencies 

STAKEHOLDERS

Project Sponsor Minnesota Department of Transportation

Private Development Partner Wilbur Smith consortium with SRF Consultants, Cofiroute USA, and 

Raytheon Corporation

Transit Partners Metro Transit

Enforcement Agency State Patrol and local officials

Back-Office Operator Cofiroute USA through agreement with Wilbur Smith

Other Local Partners N/A

IMPLEMENTATION COSTS

Capital Construction Cost Nominal capital costs for restriping

Technology Costs $10 million

Total Capital Cost $10 million

Project Cost with Financing

Other Complementary Investments $2 million in 0.75 mile auxiliary lane development to enhance 

performance in bottleneck area

UTILIZATION

ADT Un-tolled

ADT Tolled About 4000-5000 vehicles per day

Total ADT 78,000 (West end) to 148,000 (East end near downtown)

Hourly Operational Capacity In peak period the lane is priced to accommodate about 1500 

vehicles per hour in order to ensure a high level of service (50-55 

mph) for transit and carpools
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix 1-30

Peaking Characteristics 20 percent of the vehicles in peak period are toll-paying MnPASS 

customers

FINANCIAL INFORMATION

Type of Financing State funds

Revenue Source

Sources of Capital Funding Initial sources of capital for development were from MnDOT 

owned parking garage accounts and road construction funds for 

auxiliary lane

Federal Grants and Credit Enhancements Value Pricing Pilot Program funds provided $500,000 for planning, 

outreach and education

Financial Status Authorizing legislation required capital account to be repaid first. 

Capital funds will be repaid by FY 2014.

Annual Operating Costs FY’11: $961,000 

Annual Revenue Generation FY’11: $1.6 million

Use of Revenues Operations including utilities, enforcement, customer service

Other Subsidies $1.5 million to repay capital loan account

OPERATIONAL POLICIES

Occupancy Requirements HOV 2+ are free and do not require transponder

Type of Pricing Fully dynamic when facility is priced (peak periods only)

Maximum Price $8.00 total 

Minimum Price $0.25 per segment

Hours of Operation 6:00 AM to 10:00 AM; 2:00 PM to 7:00 PM

Toll Exempted Vehicles Transit, HOVs, motorcycles

TECHNOLOGY AND ENFORCEMENT

Toll Collection Technology Read-Write Transponders

Type of Transponder Raytheon

Existing Regional Toll Operator Cofiroute USA through Wilbur Smith

Complementary Operations Systems Freeway Management System including ramp metering, CCTV

Operation Center Regional Transportation Management Center

Video Enforcement Authority Minnesota does not permit video enforcement

Occupancy Enforcement Procedures Visual enforcement is primary means. State troopers are equipped 

with transponder readers to aid in enforcement.

Fine Levels $142 per violation, considered a petty misdemeanor

Violation Rates Around 5-8 percent of lane users are violators

TRANSIT SERVICES

New Transit Services Express transit service levels are extremely good in the corridor. 

Although no new service was added when the project was 

developed, transit service is always evolving and being tweaked.

New Transit Facilities Existing park and rides were enhanced after project was 

implemented.

Daily Transit Utilization There are currently about 9,500 daily transit riders in the corridor.

PROJECT CONTACT

Kenneth R. Buckeye

Value Pricing Program Manager

Minnesota Department of Transportation

http://www.mnpass.org/index%20394.html
Appendix 1-31

Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

IH 45 South (Gulf) 

Houston, Texas

BASIC DESCRIPTION

Description The HI 45 South Gulf Freeway HOT lane is a single-lane, 15.5 mile 

reversible-flow facility. It involved the conversion of an existing 

HOV lane and opened to tolled operation in February 2012.

Location Houston, TX

Project Sponsor Metropolitan Transit Authority of Harris County (METRO)

Project Delivery Method Design-Build 

Status Open

Number of Lanes One (reversible)

Length 15.5 miles

Opening Date February 2012

New Construction or Conversion Conversion

Environmental Approvals Category X

Separation Treatment Barriers (required due to reversible operation)

Number of Points of Access / Egress 7 including termini

Moveable or Reversible Lanes Reversible

Transit / Park-and-Ride Facilities Yes, at interchanges and further out corridor: park-and-ride lots 

and transit centers

Other Innovations Direct-access ramps with some transit facilities

STAKEHOLDERS

Project Sponsor Houston METRO

Private Development Partner none

Transit Partners none

Enforcement Agency Houston METRO police

Back-Office Operator TransCore

Other Local Partners TxDOT for interagency agreement to operate on freeway and for 

routine and long-term pavement and structure maintenance 

IMPLEMENTATION COSTS For tolling and traffic control devices only—-prior reversible lane 

construction occurred between 1980 and 1986

Capital Construction Cost

Technology Costs (tolling system)

Total Capital Cost

Project Cost with Financing

Other Complementary Investments NA

UTILIZATION

ADT Un-tolled (est.)

ADT Tolled (est.)

Total ADT (est.)

Hourly Operational Capacity About 1500 vph

Peaking Characteristics (est.)

Peak hour:

Peak period:

FINANCIAL INFORMATION

Type of Financing None, funded by METRO and a federal grant

Revenue Source NA

Sources of Capital Funding

Federal Grants and Credit Enhancements

Financial Status Funded

Annual Operating Costs (est.)

Annual Revenue Generation (est.)
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix 1-32

Use of Revenues Policy is to cover O&M from revenues first. Any excess revenue is 

split 50/50 between Houston Metro and TxDOT

Other Subsidies None

OPERATIONAL POLICIES

Occupancy Requirements 2+ HOVs are free

Type of Pricing Variable

Maximum Price Authorized up to $10, rarely will exceed $4.50

Minimum Price $1.00

Hours of Operation 5-11am inbound, 1-8 pm outbound, however the HOT lane is 

closed to tolling 7-8 am and 4-6 pm

Toll Exempted Vehicles Metro police, EMS, HOVs/motorcycles

TECHNOLOGY AND ENFORCEMENT

Toll Collection Technology ETC

Type of Transponder Read only, RF sticker

Existing Regional Toll Operator Yes, HCTRA, but METRO operates tolling for these projects

Complementary Operations Systems New reversible gates and traffic monitoring capability

Operation Center Reversible gates are controlled from Houston TransStar regional 

traffic operation center

Video Enforcement Authority Yes

Occupancy Enforcement Procedures Declaration lanes for free users at entrances

Fine Levels $75-$250

Violation Rates Insufficient data available from first two months of operation

TRANSIT SERVICES

New Transit Services None implemented in conjunction with this conversion

New Transit Facilities None implemented with this conversion

Daily Transit Utilization Number of bus trips daily: 

PROJECT CONTACT

Nader Mirjamali 

Houston Metro

713-652-4375

nader.mirjamali@ridemetro.org

http://www.ridemetro.org/Services/HOTLanes/45SouthHOT.aspx
Appendix 1-33

Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

IH 45 N (North Freeway) 

Houston, Texas

BASIC DESCRIPTION

Description The HI 45 North Gulf Freeway HOT lane is a single-lane, 

20.6- mile reversible-flow facility. It involves the conversion 

of an existing HOV lane and opened to tolled operation in 

September 2012.

Location Houston, TX

Project Sponsor Metropolitan Transit Authority of Harris County (METRO)

Project Delivery Method Design-Build

Status Under construction

Number of Lanes One (reversible)

Length 20.6 miles

Opening Date (est.) September 2012

New Construction or Conversion Conversion

Environmental Approvals Environmental assessment, Category X

Separation Treatment Barriers (required due to reversible operation)

Number of Points of Access / Egress 11 including termini

Moveable or Reversible Lanes Reversible

Transit / Park-and-Ride Facilities Yes, park-and-ride lots and transit centers

Other Innovations Direct-access ramps with some transit facilities

STAKEHOLDERS

Project Sponsor Houston METRO

Private Development Partner none

Transit Partners none

Enforcement Agency Houston METRO police

Back-Office Operator Houston METRO (TransCore under contract)

Other Local Partners TxDOT for interagency agreement to operate on freeway and for 

routine and long-term pavement and structure maintenance 

IMPLEMENTATION COSTS For tolling and traffic control devices only—-prior reversible lane 

construction occurred in phases between 1984 and 1998

Capital Construction Cost (est.)

Technology Costs-tolling system (est.)

Total Capital Cost (est.)

Project Cost with Financing NA

Other Complementary Investments NA

UTILIZATION

ADT Un-tolled (est.)

ADT Tolled (est.)

Total ADT (est.)

Hourly Operational Capacity About 1500 vph

Peaking Characteristics

Peak hour:

Peak period:

FINANCIAL INFORMATION

Type of Financing NA

Revenue Source NA

Sources of Capital Funding

Federal Grants and Credit Enhancements

Financial Status funded

Annual Operating Costs (est.)

Annual Revenue Generation (est.) NA
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix 1-34

Use of Revenues Policy is to pay O&M cost first from revenues. Any excess 

revenue is split 50/50 between Houston METRO and TxDOT.

Other Subsidies NA

OPERATIONAL POLICIES

Occupancy Requirements 2+ use lane for free

Type of Pricing Variable

Maximum Price/trip Authorized to $10, rarely will exceed $4.50

Minimum Price/trip $1.00

Hours of Operation 5-11am inbound, 2-8pm outbound

Toll Exempted Vehicles police, EMS, HOVs/motorcycles

TECHNOLOGY AND ENFORCEMENT

Toll Collection Technology ETC

Type of Transponder Read only, RF sticker

Existing Regional Toll Operator Yes, HCTRA, but METRO operates tolling for these projects

Complementary Operations Systems Will include new reversible gates and traffic monitoring capability

Operation Center New gates and roadway monitoring is capable of being 

controlled from the regional traffic operation center

Video Enforcement Authority Yes

Occupancy Enforcement Procedures Declaration lanes for free users at entrances

Fine Levels $75-$250

Violation Rates Not open at this time, no violation data available

TRANSIT SERVICES

New Transit Services no

New Transit Facilities no

Daily Transit Utilization Number of bus trips daily: 

PROJECT CONTACT

Nader Mirjamali, Houston Metro

713-652-4375

nader.mirjamali@ridemetro.org

http://www.ridemetro.org/Services/HOTLanes.aspx
Appendix 1-35

Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Katy Managed Lanes

Houston, Texas

BASIC DESCRIPTION:

Description The Katy Managed Lanes are a 12-mile HOT facility providing 

two travel lanes in each direction in the median of I-10 between 

SH6 and SH 610. The new lanes replaced an existing single-lane 

reversible-flow HOT lane. It is separated from the general-purpose 

lanes by pylons. 

Location Houston/Harris County, Texas

Project Sponsor Texas Department of Transportation

Project Delivery Method Design-Bid-Build

Status Operational

Number of Lanes (2) Two Travel Lanes in Each Direction

Length 12 Miles

Opening Date October 2008; Began Tolling April 2009

New Construction or Conversion New Construction

Environmental Approvals Final Environmental Impact Statement (FEIS)

Separation Treatment Flexible delineators (candlesticks) between main lanes

Number of Points of Access / Egress East Bound - 5 Access Points/ 6 Egress Points; West Bound - 6 

Access Points/ 4 Egress Points

Moveable or Reversible Lanes NONE

Transit / Park-and-Ride Facilities Addicks Park-and-Ride (West End) and Northwest Transit Center 

(East End)

Other Innovations Dynamic Message Signs, Violation Enforcement

STAKEHOLDERS

Project Sponsor Texas Department of Transportation

Private Development Partner None

Transit Partners METRO

Enforcement Agency Harris County 

Back-Office Operator Harris County Toll Road Authority (HCTRA)

Other Local Partners Transtar

IMPLEMENTATION COSTS

Capital Construction Cost $255.4 M (HCTRA’s Contribution to Managed Lanes)

Technology Costs $10.6 M

Total Capital Cost $266 M

Project Cost with Financing NA

Other Complementary Investments NA

UTILIZATION

ADT Un-tolled 5,201 vpd

ADT Tolled 8,307 vpd

Total ADT 13,508 vpd

Hourly Operational Capacity 2,200 vehicles per hour per lane

Peaking Characteristics Weekday Morning Peak Hours (6 am – 8 am) and Weekday 

Evening Peak Hours (4 pm – 6 pm)

FINANCIAL INFORMATION

Type of Financing Senior Lien Revenue Bonds

Revenue Source Tolls

Sources of Capital Funding Senior Lien Revenue Bonds

Federal Grants and Credit Enhancements NA

Financial Status Good Standing

Annual Operating Costs $2.37 M

Annual Revenue Generation $8.0 M

Use of Revenues Operations/Maintenance/Debt Services

Other Subsidies NA
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix 1-36

OPERATIONAL POLICIES

Occupancy Requirements SOVs and two-person high-occupancy vehicles (HOV 2+)

Type of Pricing Value Pricing

Maximum Price $21.00 for 3+ axles and $4.00 for 2-axle vehicles for entire trip (3 

tolling points during peak hours.)

Minimum Price $7.00 for 3+ axles and $1.00 for 2-axle vehicles (3 tolling points 

during off-peak hours.)

Hours of Operation 24 hours, HOV hours 5 am -11 am and 2 pm -8 pm.

Toll Exempted Vehicles HOV 2+, METRO Buses, and Motorcycles during HOV hours, 

Monday through Friday,

5 am – 11 am and 2 pm – 8 pm

TECHNOLOGY AND ENFORCEMENT

Toll Collection Technology Electronic Toll Collection

Type of Transponder American Trucking Association Dedicated Short Range 

Communications (DSRC)

Existing Regional Toll Operator HCTRA

Complementary Operations Systems None

Operation Center HCTRA

Video Enforcement Authority HCTRA

Occupancy Enforcement Procedures Observation Booths

Fine Levels Posted Toll Rate + 25% + Administration Fee

Violation Rates <1% for tolls

TRANSIT SERVICES

New Transit Services Existing Only

New Transit Facilities Existing Only

Daily Transit Utilization 211 Buses Per Day

PROJECT CONTACT

Anil Mirmira, P.E.

Tolling Systems Engineer

P: 713-587-7868

E: anil.mirmira@hctra.org

https://www.hctra.org/katymanagedlanes/
Appendix 1-37

Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

US 59 North (Eastex Freeway) 

Houston, Texas 

BASIC DESCRIPTION

Description The US 59 North is a 20-mile, single-lane, reversible-flow HOT 

lane with 9 access points slated to open in November 2012.

Location Houston, TX

Project Sponsor Metropolitan Transit Authority of Harris County (METRO)

Project Delivery Method Design-Build

Status Under construction

Number of Lanes One (reversible) expandable to two-way in the future

Length 20 miles

Opening Date November 2012 estimated

New Construction or Conversion Conversion

Environmental Approvals Environmental assessment, Category X

Separation Treatment Barriers (required due to reversible operation)

Number of Points of Access / Egress 9 including termini

Moveable or Reversible Lanes Reversible

Transit / Park-and-Ride Facilities Yes, park-and-ride lots and transit centers

Other Innovations Direct-access ramps with some transit facilities

STAKEHOLDERS

Project Sponsor Houston METRO

Private Development Partner none

Transit Partners None (METRO is the transit agency)

Enforcement Agency Houston METRO police

Back-Office Operator Houston METRO (TransCore under contract)

Other Local Partners TxDOT for interagency agreement to operate on freeway and 

for routine and long-term pavement and structure maintenance 

IMPLEMENTATION COSTS For tolling system only. Prior construction occurred between 

1995 and 2002.

Capital Construction Cost

Technology Costs (tolling system)

Total Capital Cost

Project Cost with Financing NA

Other Complementary Investments NA

UTILIZATION

ADT Un-tolled (est.)

ADT Tolled (est.)

Total ADT (est.)

Hourly Operational Capacity About 1500 vph

Peaking Characteristics (est.)

Peak hour:

Peak period:

FINANCIAL INFORMATION

Type of Financing NA

Revenue Source NA

Sources of Capital Funding

Federal Grants and Credit Enhancements

Financial Status Under construction

Annual Operating Costs (est.)

Annual Revenue Generation (est.)

Use of Revenues Policy is to pay O&M first. Any excess revenue is split 50/50 

between Houston Metro and TxDOT

Other Subsidies None
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix 1-38

OPERATIONAL POLICIES

Occupancy Requirements 2+ use express lane for free

Type of Pricing Variable

Maximum Price Authorized to $10, rarely will exceed $4.50

Minimum Price $1.00

Hours of Operation 5-11am inbound, 2-8pm outbound

Toll Exempted Vehicles police, EMS, HOVs/motorcycles

TECHNOLOGY AND ENFORCEMENT

Toll Collection Technology ETC

Type of Transponder Read only, RF sticker

Existing Regional Toll Operator Yes, HCTRA, but Metro operates tolling for these projects

Complementary Operations Systems New gates and roadway monitoring capable of being controlled 

from the regional traffic operation center

Operation Center Reversible gates will be controlled from Houston TranStar 

regional traffic operation center

Video Enforcement Authority Yes

Occupancy Enforcement Procedures Declaration lanes at entrances

Fine Levels $75 to $250

Violation Rates Not open for tolling at this time, so no violation data available

TRANSIT SERVICES

New Transit Services No

New Transit Facilities No

Daily Transit Utilization Number of bus trips daily: 

PROJECT CONTACT

Nader Mirjamali 

Houston Metro

713-652-4375

nader.mirjamali@ridemetro.org

http://www.ridemetro.org/Services/HOTLanes.aspx
Appendix 1-39

Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

US 59 South (Southwest Freeway) 

Houston, Texas 

BASIC DESCRIPTION

Description US 59 South is a 23.3 mile HOT lane facility. It includes a single 

reversible lane for 15.3 miles and one concurrent lane in each 

direction for 8 miles. It opened to service in July 2012 and 

involved the conversion of an existing HOV facility.

Location Houston, TX

Project Sponsor Metropolitan Transit Authority of Harris County (METRO)

Project Delivery Method Design-Build

Status Under construction

Number of Lanes One (reversible) for 15.3 miles, concurrent for 8 miles

Length 23.3 miles

Opening Date July 2012

New Construction or Conversion Conversion

Environmental Approvals Environmental assessment, Category X

Separation Treatment Barriers (required due to reversible operation)

Number of Points of Access / Egress 13 including termini

Moveable or Reversible Lanes Mostly reversible, with a segment of concurrent lane design on 

the outer end

Transit / Park-and-Ride Facilities Yes, park-and-ride lots and transit centers

Other Innovations Direct-access ramps with some transit facilities

STAKEHOLDERS

Project Sponsor Houston METRO

Private Development Partner None

Transit Partners None

Enforcement Agency Houston METRO police

Back-Office Operator Houston METRO (TransCore under contract)

Other Local Partners TxDOT for interagency agreement to operate on freeway and for 

routine and long-term pavement and structure maintenance 

IMPLEMENTATION COSTS Does not include initial lane construction which occurred in 

phases from 1986 through 2010.

Capital Construction Cost

Technology Costs-tolling system

Total Capital Cost

Project Cost with Financing NA

Other Complementary Investments NA

UTILIZATION

ADT Un-tolled (est.)

ADT Tolled (est.)

Total ADT (est.)

Hourly Operational Capacity About 1500 vph

Peaking Characteristics

Peak hour:

Peak period:

FINANCIAL INFORMATION

Type of Financing NA

Revenue Source NA

Sources of Capital Funding

Federal Grants and Credit Enhancements

Financial Status Funded

Annual Operating Costs (est.)

Annual Revenue Generation (est.)
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix 1-40

Use of Revenues Policy is to pay O&M first. Any excess revenue is split 50/50 

between Houston METRO and TxDOT.

Other Subsidies None

OPERATIONAL POLICIES

Occupancy Requirements 2+ use lane for free

Type of Pricing Variable

Maximum Price Authorized up to $10, rarely will exceed $4.50

Minimum Price $1.00

Hours of Operation 5-11am inbound, 2-8pm outbound

Toll Exempted Vehicles police, EMS, HOVs/motorcycles

TECHNOLOGY AND ENFORCEMENT

Toll Collection Technology ETC

Type of Transponder Read only, RF sticker

Existing Regional Toll Operator Yes, HCTRA, but METRO operates tolling for these projects

Complementary Operations Systems New reversible gates and traffic monitoring capable of being 

controlled from the regional traffic operation center

Operation Center Reversible gates will be controlled from Houston TranStar 

regional traffic operation center

Video Enforcement Authority Yes

Occupancy Enforcement Procedures Declaration lanes for free users at entrances

Fine Levels $75-$250

Violation Rates Not open for tolling at this time; no violation data is available

TRANSIT SERVICES

New Transit Services No

New Transit Facilities No

Daily Transit Utilization Number of bus trips daily: 

PROJECT CONTACT

Nader Mirjamali 

Houston Metro

713-652-4375

nader.mirjamali@ridemetro.org

http://www.ridemetro.org/Services/HOTLanes/59SouthHOT.aspx
Appendix 1-41

Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

US 290 (Northwest Freeway)

Houston, Texas 

Surveyed April 2012

Note: Tolling is not operable at the time of this survey. Some information represents estimates.

BASIC DESCRIPTION

Description The US 290 HOT lane is a 14-mile, single lane, reversible-flow 

facility scheduled to open in the fall of 2012.

Location Houston, TX 

Project Sponsor Metropolitan Transit Authority of Harris County (METRO)

Project Delivery Method Conventional: Design-Bid-Build 

Status Under construction*

Number of Lanes One (reversible)

Length 14 miles

Opening Date October 2012

New Construction or Conversion Conversion

Environmental Approvals Environmental Assessment (EA), Cat X

Separation Treatment Barriers (required due to reversible operation)

Number of Points of Access / Egress 7 including termini

Moveable or Reversible Lanes Reversible

Transit / Park-and-Ride Facilities Yes, at interchanges and further out corridor: park-and-ride lots 

and transit centers

Other Innovations Direct-access ramps with some transit facilities

STAKEHOLDERS

Project Sponsor Houston METRO

Private Development Partner none

Transit Partners none

Enforcement Agency Houston METRO police

Back-Office Operator Houston METRO (TransCore under contract)

Other Local Partners TxDOT for interagency agreement to operate on freeway and for 

routine and long-term pavement and structure maintenance 

IMPLEMENTATION COSTS For tolling and traffic control devices only—-prior 

reversible lane construction occurred between 1980 and 

1986

Capital Construction Cost 

Technology Costs-toll system

Total Capital Cost

Project Cost with Financing NA

Other Complementary Investments NA

UTILIZATION

ADT Un-tolled (est.)

ADT Tolled (est.)

Total ADT (est.)

Hourly Operational Capacity About 1500 vph

Peaking Characteristics (est.)

Peak hour:

peak period:

FINANCIAL INFORMATION

Type of Financing NA

Revenue Source NA

Sources of Capital Funding

Federal Grants and Credit Enhancements

Financial Status Funded
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix 1-42

Annual Operating Costs (est.)

Annual Revenue Generation (est.)

Use of Revenues Policy is to cover O&M first. Any excess revenue is split 50/50 

between Houston METRO and TxDOT

Other Subsidies None

OPERATIONAL POLICIES

Occupancy Requirements 2+ except 645-800am inbound when requirement is 3+

Type of Pricing Variable

Maximum Price/trip $10.00 authorized but typically $4.50

Minimum Price/trip $1.00

Hours of Operation 5-11 am inbound, 2-8pm outbound

Toll Exempted Vehicles Police, EMS, HOVs/motorcycles

TECHNOLOGY AND ENFORCEMENT

Toll Collection Technology ETC

Type of Transponder Read only, RF sticker

Existing Regional Toll Operator Yes, HCTRA, but METRO operates tolling for these projects

Complementary Operations Systems New reversible gates and traffic monitoring controlled from a 

regional traffic operation center

Operation Center Reversible gates will be controlled from Houston TranStar 

regional traffic operation center

Video Enforcement Authority Yes

Occupancy Enforcement Procedures Declaration lanes at entrances

Fine Levels $75-$250

Violation Rates Not open for tolling at this time; no violation data available

TRANSIT SERVICES

New Transit Services No

New Transit Facilities No

Daily Transit Utilization Number of bus trips daily:

PROJECT CONTACT

Nader Mirjamali, Houston Metro

713-652-4375

nader.mirjamali@ridemetro.org

http://www.ridemetro.org/Services/HOTLanes.aspx

* Tolling is currently being added to an existing HOV operation. Accordingly, demand and revenue information is estimated and not 

based on actual performance.
Appendix 1-43

Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

I-15 Express Lanes Utah

Davis, Salt Land and Utah Counties, Utah

BASIC DESCRIPTION

Description The I-15 Express Lanes provide one HOT lane in each direction across 

a 40 mile segment of I-15 between Lehi Main Street to 2300 North in 

Salt Lake City and Parrish Lane in Centerville to Layton Parkway. It will 

be extended by an additional 44 miles in December 2012.

Location I-15, Davis, Salt Lake and Utah Counties, Utah, United States

Project Sponsor Utah Department of Transportation (UDOT)

Project Delivery Method Design-Build-Maintain

Status 80 lane miles operational; 44 new lane-miles coming on by December 

2012

Number of Lanes One lane each direction

Length 40 miles

Opening Date August 23, 2010

New Construction or Conversion Conversion of HOV lanes

Environmental Approvals Cat-EX

Separation Treatment Two-foot buffer

Number of Points of Access / Egress 41

Moveable or Reversible Lanes No

Transit / Park-and-Ride Facilities None

Other Innovations Dynamic Pricing; zone pricing (four existing zones both directions: 

North Davis, Salt Lake, South Valley and North Utah County Zones)

STAKEHOLDERS

Project Sponsor Utah Department of Transportation

Private Development Partner N/A

Transit Partners N/A

Enforcement Agency Utah Highway Patrol

Back-Office Operator TransCore and Electronic Transaction Consultants Corp.

Other Local Partners

IMPLEMENTATION COSTS

Capital Construction Cost Federal highway funds helped finance the introduction of HOV lanes 

as part of the I-15 reconstruction project and other large projects 

currently in process (Lehi to Spanish Fork and Layton to Ogden). 

However, lane-widening costs have been financed mostly with state 

funds. The state paid $42 million to extend lanes from the Utah County 

line to Orem and $69 million for lanes from Farmington to Layton. Salt 

Lake County paid $33 million to widen lanes from 10600 South to the 

Utah County line.

Technology Costs The cost to install fiber and traffic monitoring stations (TMS) is 

incidental to the Express Lanes as fiber and TMS were planned 

regardless of our venture into electronically collecting tolls and 

converting the HOV lanes to Express Lanes.

Total Capital Cost Unknown but at least $150+M

Project Cost with Financing $16.4M

Other Complementary Investments The installation of overhead Variable Message signs was also incidental 

to the Express Lanes but we do utilize them for Express Lane 

messaging (e.g., Minutes to 10600 South, Express 9, Mainline 11)

UTILIZATION

ADT Un-tolled 173,400

ADT Tolled 13,000

Total ADT 186,400

Hourly Operational Capacity 1675 vehicles per hour

Peaking Characteristics See attached graph/monthly report.
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix 1-44

FINANCIAL INFORMATION

Type of Financing Federal 

Revenue Source Equity Bonus

Sources of Capital Funding Toll Revenue

Federal Grants and Credit 

Enhancements

None

Financial Status Good standing

Annual Operating Costs $600,000

Annual Revenue Generation $500,000

Use of Revenues By state law, the toll revenue is used to operate and maintain the 

lanes.

Other Subsidies Toll revenue banked during temporarily authorized monthly sticker 

program – $50/month for unlimited use of Express Lane (September 

2006 to August 2010)

OPERATIONAL POLICIES

Occupancy Requirements Two or more

Type of Pricing Dynamic

Maximum Price $4.00 each direction

Minimum Price $0.25

Hours of Operation 24 hours a day, 7 days a week

Toll Exempted Vehicles Motorcycles, Buses, Clean Fuel Stickered vehicles (UDOT performs the 

qualification for each clean fuel stickered vehicle.)

TECHNOLOGY AND ENFORCEMENT

Toll Collection Technology ISO 18000 6C

Type of Transponder Switchable on/off (not battery powered)

Existing Regional Toll Operator UDOT

Complementary Operations Systems Performance Measurement System (PeMS)

Operation Center UDOT Traffic Operation Center

Video Enforcement Authority N/A

Occupancy Enforcement Procedures Visual

Fine Levels $92

Violation Rates 17% during peak hour

TRANSIT SERVICES

New Transit Services Unknown

New Transit Facilities Unknown

Daily Transit Utilization Unknown

PROJECT CONTACT

John Haigwood 

jhaigwood@utah.gov

(801) 887-3738

http://www.udot.utah.gov/expresslanes/
Appendix 1-45

Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

I-495 Express Lanes

Fairfax County, Virginia

Description The I-495 Express Lanes is a $2.1 billion public-private 

partnership sponsored by the Virginia Department of 

Transportation (VDOT) to widen an 11-mile segment of the 

Capital Beltway in Northern Virginia between the I-95 / I-395 

Springfield Interchange and Old Dominion Drive, north of the 

Dulles Toll Road, providing two new managed lanes in each 

direction.

Location Northern Virginia

Project Sponsor Virginia Department of Transportation

Project Delivery Method Public Private Partnerships

Status Under Construction (Scheduled to Open in December 2012)

Number of Lanes 4 (2 in each direction)

Length 14 miles

Opening Date December 2012

New Construction or Conversion Improvements/Conversion

Environmental Approvals FONSI issued by FHWA

Separation Treatment Bollards/Barrier

Number of Points of Access / Egress 16 

Moveable or Reversible Lanes Moveable (2 in each direction)

Transit / Park-and-Ride Facilities None

Other Innovations Dynamic tolling

STAKEHOLDERS 

Project Sponsor Virginia Department of Transportation

Private Development Partner Fluor Transurban (Capital Beltway Express)

Transit Partners MWAA, WMATA

Enforcement Agency Virginia Department of Transportation / FHWA

Back-Office Operator Transurban

Other Local Partners Local regulatory agencies, Jurisdictions

IMPLEMENTATION COSTS 

Capital Construction Cost $1508 million

Technology Costs

Total Capital Cost $1508 million

Project Cost with Financing $2006 million

Other Complementary Investments

UTILIZATION 

ADT Un-tolled Not currently under operations phase

ADT Tolled Not currently under operations phase

Total ADT Not currently under operations phase

Hourly Operational Capacity Min. Avg. Operating Speed Limit of 45mph for 90% of time over 

180 Consecutive days during morning and/or evening weekday 

peak hours needs to be maintained

Peaking Characteristics —

FINANCIAL INFORMATION 

Type of Financing TIFIA, PABs, Private equity, VDOT Contribution

Revenue Source Toll Revenue from the users

Sources of Capital Funding TIFIA, PABs, Private equity, VDOT Contribution

Federal Grants and Credit Enhancements TIFIA

Financial Status 90% of DB cost

Annual Operating Costs Not currently under operations phase

Annual Revenue Generation Not currently under operations phase
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix 1-46

Use of Revenues O&M, Major Maintenance, distribution to holders of Equity

Other Subsidies VDOT Contribution of $409M

OPERATIONAL POLICIES 

Occupancy Requirements Min. Avg. Operating Speed Limit of 45mph for 90% of time over 

180 Consecutive days during morning and /or evening weekday 

peak hours

Type of Pricing Dynamic Pricing based on Congestion Levels

Maximum Price Not applicable to dynamic pricing regime

Minimum Price Not applicable to dynamic pricing regime

Hours of Operation 24x7

Toll Exempted Vehicles HOV 3+, Emergency Vehicles, Buses and Motorcycles

TECHNOLOGY AND ENFORCEMENT 

Toll Collection Technology Electronic Tolling

Type of Transponder E Flex RFID

Existing Regional Toll Operator —

Complementary Operations Systems —

Operation Center Concessionaire will have a separate TOC to monitor the Traffic 

with In Service Availability of at least 99.995% 

Video Enforcement Authority License Plate Enforcement Allowed for Toll Violations

Occupancy Enforcement Procedures Officer in Person

Fine Levels HOV fines Starts from $500 - $2000

Violation Rates Not currently under operations phase

TRANSIT SERVICES 

New Transit Services MWAA, WMATA and other local transit agencies 

New Transit Facilities None as a part of the project

Daily Transit Utilization —

PROJECT CONTACT

Larry Cloyed, Project Manager 495 Express Lanes

Virginia Department of Transportation

6363 Walker Lane, Alexandria, VA 22310

571-722-6014

http://www.495expresslanes.com
Appendix 1-47

Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

SR 167 HOT Lanes

Auburn to Renton, Washington State

BASIC DESCRIPTION

Description The SR 167 HOT lanes provide one HOT lane in each direction of 

SR 167 between Renton and Auburn in southern Kings County. 

The northbound lane, approximately 11 miles in length, begins 

at 15th Street SW in Auburn and terminates at I-405 in Renton, 

while the southbound lane, nine miles in length, begins at I-405 

and terminates at 15th Street NW. The two general-purpose 

lanes in each direction remain toll-free and open to all vehicles. 

Location SR 167 (Auburn to Renton, Washington State)

Project Sponsor Washington State Department of Transportation (WSDOT)

Project Delivery Method Design-Bid-Build for civil infrastructure (signing, striping etc) and 

design-build for toll equipment.

Status Operational

Number of Lanes Single lane; one northbound and one southbound

Length Approximately 9 miles

Opening Date May 3rd, 2008

New Construction or Conversion Conversion of existing HOV lanes

Environmental Approvals Documented CE

Separation Treatment Striped 2 foot buffer

Number of Points of Access / Egress 10

Moveable or Reversible Lanes NA

Transit / Park-and-Ride Facilities Off corridor park & ride lots for transit and heavy rail

Other Innovations

STAKEHOLDERS

Project Sponsor WSDOT

Private Development Partner NA

Transit Partners King County Metro and Sound Transit

Enforcement Agency Washington State Patrol 

Back-Office Operator Currently ETCC; Previously TransCore

Other Local Partners Cities of Auburn, Kent, & Renton

IMPLEMENTATION COSTS

Capital Construction Cost $10.2 M

Technology Costs $ 4.5 M

Total Capital Cost $18.0 M

Project Cost with Financing N/A

Other Complementary Investments

UTILIZATION

ADT Un-tolled 8,000 (Tue – Thu, March 2012)

ADT Tolled 3,519 trips (Tue – Thu, March 2012)

Total ADT 121,000 (Tue – Thu)

Hourly Operational Capacity

Peaking Characteristics Northbound 7 – 8 AM, Southbound 4 – 5 PM

FINANCIAL INFORMATION

Type of Financing N/A

Revenue Source State and Federally funded

Sources of Capital Funding Gas Tax & Federal dollars

Federal Grants and Credit Enhancements VPPP w/Toll credits

Financial Status Revenue covering operations and maintenance costs in 2012

Annual Operating Costs $843,000 (FY2011)

Annual Revenue Generation $743,000 (FY2011)

Use of Revenues Operations and Maintenance
Priced Managed Lane Guide – Appendix 1: Priced Managed Lane Profiles

Appendix 1-48

Other Subsidies

OPERATIONAL POLICIES

Occupancy Requirements 2+

Type of Pricing Dynamic

Maximum Price $9.00

Minimum Price $0.50

Hours of Operation 5 AM to 7 PM everyday

Toll Exempted Vehicles Transit, Agency Vanpools, motorcycles and 2+ carpools

TECHNOLOGY AND ENFORCEMENT

Toll Collection Technology RFID, ORT

Type of Transponder SeGo, 6C

Existing Regional Toll Operator WSDOT

Complementary Operations Systems SR 520 Floating Bridge, Tacoma Narrows Bridge

Operation Center Customer Service Center

Video Enforcement Authority N/A

Occupancy Enforcement Procedures WSP and HERO Program

Fine Levels $124.00

Violation Rates Negligible

TRANSIT SERVICES

New Transit Services N/A

New Transit Facilities N/A

Daily Transit Utilization Average of 10,000 (Sound Transit)

PROJECT CONTACT

Tyler Patterson (WSDOT) 

PatterT@WSDOT.WA.GOV <PatterT@wsdot.wa.gov>

206-716-1134

http://www.wsdot.wa.gov/Tolling/SR167HotLanes/default.htm

U.S. Department of Transportation

Federal Highway Administration

Office of Operations (HOP)

1200 New Jersey Avenue SE

Washington, DC 20590

www.ops.fhwa.dot.gov

Publication Number: FHWA-HOP-13-007