miami-dade expressway authority strategic master …...mdx can execute, but how mdx plans and...

MIAMI-DADE EXPRESSWAY AUTHORITYSTRATEGIC MASTER PLAN

MID-POINT REPORT“DRAFT”

March 24, 2015

STRATEGIC MASTER PLAN MID-POINT REPORTDRAFT

TABLE OF CONTENTS

INTRODUCTION ......................................................................................................... 2 - 6

TECHNOLOGY .............................................................................................................. 7 - 18

PROJECTS SUMMARY ................................................................................................. 19 - 21

System-Wide Projects .......................................................................................... 22 - 23

Intermodal Projects ............................................................................................. 24 - 25

Minor Projects ..................................................................................................... 26 - 29

Exploratory Ideas ................................................................................................. 30 - 33

Projects Summary Map ....................................................................................... 34

FINANCIAL ................................................................................................................... 35 - 40

3STRATEGIC MASTER PLAN MID-POINT REPORTDRAFT

BRIEF HISTORYThe Miami Dade Expressway Authority (MDX) was created by both enabling legislature from the State of Florida and subsequent County Commission action. The Authority was created as an agency of the State of Florida, and it began by the transfer of the existing 4 expressways from the State to MDX.

The principal reasons for the creation of MDX at that time were an underlying belief that FDOT did not have the resources to be able to improve these important highways and that such improvements could only come after determining what other priorities FDOT would have.

At the time, the State’s Turnpike was being refinanced. It was viewed that the Homestead Extension of the Florida Turnpike (HEFT) was one of the main sources of income for the Florida Turnpike and the refinancing allowed the building of roads in other parts of the State.

This preemptive move by Miami-Dade County legislation would assure that all toll roads revenues would stay within the County.

Since MDX was founded, the Agency has been able to reinvest close to $1 Billion in transportation improvements that otherwise would not have occurred since the revenue sources were not in existence. The creation of MDX also allowed the use of tolls for future transportation improvements.

The initial projects that MDX embarked on were all on the mainline system of MDX. Subsequently MDX began to plan and develop either extensions or new systems.

During its history, MDX has also been used to fund non-toll and non-MDX projects in cooperation with the County or FDOT.

This Strategic Plan is done at a critical point in time for MDX in which the Agency has to redefine how it fits within the overall transportation needs of the community and where it focuses its energy.

During 2014, MDX embarked on the update of its Strategic Master Plan (SMP) to provide a new vision and specific goals to direct the future of the Agency.

The work done to date on the SMP has been directed through three committees of Board members that focused on three distinct areas which were deemed the most critical to the future of MDX:

• The Projects Committee – looking at potential new ideas for mobility;

• Financial Committee- looking at sources and mechanisms that MDX could use;

• Technology Committee – focused on the impact that technology will have on mobility and financing.

This document represents the mid-point report of the work done by the three committees.

The purpose of this mid-point report is to stimulate discussion within the MDX Board and, subsequently, with other stakeholders to begin to shape the Strategic Plan that will be written during the second half of this process.

During this first half of the Strategic Planning process, a framework for the future of MDX is evolving.

The main points of this framework are:• MDX must maintain and enhance its sustainability as

an agency. The ability for MDX to generate sufficient revenues to finance expansion, improvements, and its operations is paramount if it is going to serve the public. As such, future projects must maintain a balance between them to make sure that the financial viability of the agency is enhanced.

• MDX needs to broaden its mission in order to serve the mobility needs of the community. The Board discussions have evolved beyond the current toll road system to consider other types of projects and in a broader geographical location.

• MDX is about improving the economic climate in Miami-Dade, and needs to provide special attention to projects that stimulate economic growth by improving commercial mobility and/or serving industrial areas of the County.

• MDX needs to work in partnership with the County, Municipalities and FDOT

During the second half of the Strategic Planning process, the final plan will also focus on the ability for MDX to deliver the most efficient transportation program to the community; delivering projects quicker and cheaper.

INTRODUCTION

STRATEGIC MASTER PLAN MID-PONT REPORT4 DRAFT

STATE OF OUR TRANSPORTATION SYSTEMMiami-Dade County, by all accounts, has significant transportation needs. Traffic in Miami-Dade County has continued to deteriorate as the community’s population and economic vitality increases. And yet our transportation system has not significantly improved over the past decade.

During the life of MDX, the Agency has been the predominant investor in transportation for the community. MDX has invested in improvements to State Roads 836, 112, 878, and 874 and has funded some major improvements to Miami International Airport and Palmetto Expressway programs.

All the proceeds collected by MDX have been reinvested into the community. Although there have been countless plans for projects, most of the projects identified by the County and FDOT are unfunded. The unfunded needs are in the billions. MDX can be an important part of the solution, but it cannot be the total solution. This Strategic Plan seeks to develop a vision for MDX as to what its role is and how it can best fit into the community’s transportation needs.

VISIONThis mid-point report includes concepts that are new, innovative, and revolutionary for MDX and toll agencies in general; but follow the Legislative mandate and authority of MDX. They involve the integration of modes of transportation in order to deliver mobility to customers door-to-door. The ideas also involve making MDX ready for the near future technological changes that are affecting the transportation industry.

More importantly, the vision is evolving to not just what MDX can execute, but how MDX plans and selects its projects to a more proactive approach.

Rather than MDX looking at projects, the Board during this visionary process, has taken steps to begin reaching out to municipalities and others to determine what their needs are; and, in fact, to create partnerships with FDOT, County and those municipalities to generate solutions and projects.

The following are among the more groundbreaking thoughts and ideas that are in this mid-point report:

• In the Projects Committee, many projects include: » The integration of parking and intermodal hubs

that are linked and connected to the MDX mainline routes.

» There are also a significant number of projects which are eligible for value price management that would allow the use of pricing as a means of generating revenue and stimulating consumer travel choices.

» Roadways are also the future guideways for bus transit systems or future rail.

» The Committee also has a series of what are termed ‘exploratory projects’ which are projects that are recognized to be highly difficult and sensitive but it would be remiss if transportation issues, which are so evident to all the drivers, would not be addressed. At best, the dialogue can begin on solving the most difficult issues of our networks.

» The integration of highways and intermodal hubs into a single system.

• The Financial Committee is looking at: » Broadening the income stream of MDX without

interfering with other agencies. » The integration of roadway and parking revenues

as a way of rationalizing total travel costs. It also offers a significant ability to generate new revenues.

» The use of real estate opportunities. » The Committee is also very much interested in

looking at other ways of delivering and financing projects; including the private sector, which will extend the ability of MDX to move projects to implementation quicker by not relying purely on its own ability for finance and the limitations which that imposes.

• The Technology Committee has not only been centered on the physical changes in transportation in the future and the types of propulsions that cars will have, but also on the integration of technology that is occurring in a handheld smartphone, on the screen of a car, and on everybody’s computer. The ability in the future to integrate pricing and congestion management can be an area where MDX can take the leadership in a field that today does not exist anywhere.

All of this together forms the framework for interesting discussions and to kick-off the second half of the Strategic Plan with specific direction.


Technology offers an opportunity to impact mobility in many different ways:

• Its application into driverless vehicles in order to increase safety.

• Its application in vehicle guidance that would allow increase in capacities of the roads.

• Its application in the integration of vehicle-to-vehicle communication and the use of platooning which would not only increase safety and capacity, but would also make commercial traffic more efficient.

• The implications of the use of more electric vehicles on the roads thus generating less emissions and more environmentally compatible solutions.

• The integration of passenger choice of the transport mode through the use of technology that would allow passengers to make choices as to modes and cost to get from one point to another.

• The integration of parking and roadway into a seamless program.

• The use of technology to provide better information.• The use of technology as a way of providing more

efficient cost recovery for the use of the system.• The use of highways in the future “internet of

everything” in which all activities would be linked to each other.

This report should only be viewed in the context of one that is trying to stimulate these discussions, first between Board Members and later with stakeholders without necessarily having reached any new conclusions yet.

COOPERATIONA major tenet of this Strategic Plan is recognizing that, the future projects of MDX have to be executed in a collaborative way with the State, County and City agencies. The ability to define the role between all of the agencies and focus is the key to solving all of our transportation issues.

In the past, cooperation by MDX has resulted in the agency funding other non-revenue projects. Although the funding of FDOT and County projects was done very strategically at the time by MDX, the ability to focus on projects that generate future revenues is critical to the Agency’s sustainability.

It is clear that MDX has been one of the most active transportation agency in Miami-Dade County; and if it is to further use those assets for the community, a strategic direction is of paramount importance.

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TECHNOLOGY


It is the intention of MDX to create a state-of-the-art expressway system for Miami-Dade County. With rapid urbanization of the Miami-Dade County region and limited resources to expand MDX facilities, improving the efficiency of existing MDX assets and facilities has reached a critical stage. Intelligent transportation system technologies are available and new operational concepts have been developed to support the MDX vision.

In support of the MDX vision to build tomorrow’s highways today, ITS can be used to:

• Enhance mobility, quality of service, and access to transportation choices in the Miami area;

• Optimize opportunities for revenue generation;• Optimize use of and connectivity between MDX

strategic assets; and • Facilitate economic growth in the region.

Technology applications can support these goals, but not without partnerships. Partners in government, academia, and the private sector will be needed to achieve this vision.

This mid-point report summarizes the ITS/technology opportunities for MDX in both the short and long-term. The current status of ITS and technology deployment at MDX is explored, actions taken since the inception of the Strategic Plan process are underscored, and a draft ITS/Technology policy is introduced.

A specific plan of action will be developed during the second phase of the planning process, but interim actions and recommendations are provided for Board consideration.

Before looking at future opportunities, it is necessary to evaluate the current state of technology deployment on MDX facilities, as summarized below.

MDX TECHNOLOGY STATUSMDX has a reputation for being progressive in the deployment of technology. The conversion to Open Road Tolling (ORT) is a case in point. MDX has also deployed a comprehensive suite of Advanced Traffic Management System (ATMS) capabilities, including traffic sensors, closed circuit TV (CCTV) cameras, and dynamic message signs (DMS) for traveler information and toll rates. The traffic management systems are linked to the Florida DOT (FDOT) District 6 Regional Traffic Management Center (RTMC) where MDX works in collaboration with FDOT to manage traffic flow and incidents. The backbone of this system is a redundant fiber optic cable network that covers the entire MDX system and links to both the FDOT and the Florida Turnpike Enterprise (FTE) networks.

Over the past decade, MDX has been deploying Active Traffic Management (ATM) solutions. An ATM policy has been adopted by the MDX Board. Buses now operate on the shoulders of SR 878 and a portion of SR 874, and there are plans to provide express bus services along the western portion of SR 836.

South Florida is also a national leader in the deployment of managed lanes. A policy for the implementation of a managed lanes system on MDX facilities has been developed. All of these efforts support the goal of more efficient use of existing capacity on MDX roadways.

These technologies and policies form a foundation for future implementation of ITS solutions at MDX.

With advances in ITS technology, mobile devices and application development, many opportunities to build on this strong technological foundation are presented.

TECHNOLOGICAL TRENDS IN TRANSPORTATIONTransportation is at a tipping point. Disruptive innovations will change the face of transportation infrastructure and services over the next two decades. These disruptive forces include connected vehicle technology, vehicle automation, intermodal connectivity, “big data” and the proliferation of smartphones.

Over the next decade, transportation systems will look and operate much differently than they do today. Vehicles will communicate with each other and with the infrastructure, giving them 360 degree awareness and a sense of premonition about impending crashes and conflicts. When these vehicles are equipped with advanced driver assistance systems and greater automation, it is possible to virtually eliminate vehicle crashes.

These same systems will enable new mobility options for travelers. Intermodal connectivity will allow seamless transfers between modes of travel, from bikes to cars to buses and ships to trucks to trains and airplanes. Information will be presented to vehicle occupants to help them navigate congested urban environments or the most isolated rural areas. At some point, traffic signals will become obsolete and on-board signage will replace physical signage along roadways. Imagine express lanes with vehicles traveling at high rates of speed only inches apart in automated platoons carrying people and goods.

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Highway capacity will expand dramatically, and since vehicles won’t crash, highway geometric standards will need revamping. As vehicle electrification becomes more prevalent, the roads will dynamically recharge vehicle batteries or provide direct power for vehicle propulsion systems.

User fees, tolls, transit fares, and parking fees will be collected through secure transactions using a common mobile technology. Much of our current toll infrastructure may no longer be needed when global positioning systems become more accurate and geo-fencing capabilities expand.

Transportation agencies will collect vast amounts of data from probe vehicles to help them monitor system performance and manage their assets more efficiently. They will need more communications capacity, data storage capabilities, and services to aggregate and analyze data for effective decision-making. Data security will be a huge challenge as agencies are inundated by data from various sources. The need for infrastructure will still be present, but these disruptive forces will change how that infrastructure will look and be used. Proactive responses to these forces will be needed, as described below.

CONNECTED VEHICLESConnected vehicle technology will be in place by the end of the decade, resulting in dramatic reductions in vehicle crashes and offering new opportunities for mobility enhancements. The challenges faced by MDX will be how to plan for the infrastructure needed to

accommodate connected vehicles and how to leverage the vast amounts of data that will be generated from such vehicles. On the infrastructure front, MDX will need to carefully plan their connected vehicle infrastructure to garner optimal benefits from the system. This includes the communications infrastructure and back-office hardware and software required to manage connected vehicle systems.

MDX will also need support to develop and manage applications that enhance safety, mobility, performance measurement, asset management, and investment decisions in the future. Business models are evolving for national deployment of connected vehicles, especially in terms of security management, device certification, interoperability and data management. The emerging connected vehicle environment will require agencies to review their current staff capabilities to accommodate connected vehicle infrastructure deployment, operation and maintenance.

AUTOMATED VEHICLESAutomated vehicles will be introduced before the end of the decade. Automated features such as park assist, automated braking, and adaptive cruise control are already being offered to consumers. Advances in vehicle automation will offer new opportunities for safety and mobility enhancement. One of the unknowns about automated vehicles is how they would operate in a mixed environment with manually controlled vehicles. This may require use of managed lanes concepts to accommodate automated vehicles, including truck and bus platoons.

Much like High Occupancy Vehicle (HOV) lanes or truck-only lanes, these automated vehicle lanes would allow vehicles to enter and exit such lanes to serve local areas. Such lanes could also accommodate electric vehicles in the future, as wireless induction technology matures.

INTERMODAL CONNECTIVITYIntermodal connectivity will be important for future transportation system operations. Efficient movement of people and goods by road, rail, water and air requires an understanding of operations across all modes and their transfer points. This is why partnerships are so important in transportation.

The challenge often boils down to the first and last-mile strategies needed for a complete intermodal transportation network. Integration across all modes is needed to eliminate barriers for a comprehensive and seamless approach to intermodal connectivity and logistics.


BIG DATA“Big data” will be a big challenge for public agencies. We are already witnessing this as transportation data resellers are entering the market. Crowd-source data from mobile devices, data from public agency sensor systems, and new data from connected vehicle probes will offer public transportation agencies the opportunity for improved system performance, but only if they can collect, aggregate, store and analyze the data to create useful information and applications.

Projects and companies that aggregate and resell data represent a new paradigm for the delivery of high-value information to public agencies. This model is likely to become a standard practice for public agencies in the future, thus requiring new skills among transportation professionals in information technology, communications, networking and data analytics.

SMARTPHONE APPLICATIONSFinally, smartphones are changing the way people interact, but also the way people will travel in the future. Applications are already being introduced for navigation, parking, and payment processing.

In Japan, smartphones offer a national system for universal electronic payment processing for transportation. It won’t be long before this happens in the United States.

Smartphone payment applications will allow people to move more seamlessly between modes without having to deal with disparate payment systems during the trip. Smartphones will also offer ways to connect people with their vehicles and the roadway. Smartphones are the primary means of acquiring crowd-source data, through phone profile matching, Wi-Fi signal matching, and social media.

More accurate differential GPS, high-speed LTE communications, and dedicated short range communications (DSRC) capabilities will be integrated into smartphones in the near future. Applications will support multimodal information and connectivity, allowing more robust solutions for next generation Integrated Corridor Management and Active Transportation and Demand Management.

These capabilities will dramatically change how transportation services are provided and paid for.

The bottom line is that we are on the cusp of a transformation in our transportation systems.

TECHNOLOGICAL TIMEFRAMESTable 1 provides a summary of the timeframes for the deployment of different advanced solutions.

For technologies in the 2020 timeframe, testing and pilot deployments may occur before the end of the decade, but it is unlikely that widespread deployment will occur prior to 2020 for technological or policy related reasons.

As the technologies mature and policies are put in place, greater consumer acceptance will occur. This occurs with almost all new technologies. These timeframes shed light on when advanced technology solutions will be available for MDX pilot deployments.

TECHNOLOGY

TABLE 1 - TIMEFRAMES FOR TECHNOLOGY SOLUTIONS

2015-2020 2020 and BeyondConnectivity Solutions

• Smart Phone connectivity solutions for non-safety critical applications

• Intermodal connectivity solutions

• Connected vehicle safety solutions

• Corridor management capabilities across all modes and roads

• Vast data resources from vehicle probes for performance management and traveler information

• V21 connected vehicle solutions

• Dynamic mobility & Environment applications

Automated Vehicle Solutions• Advanced Drive Assistance

Systems (ADAS)• Semi-automated vehicles

(high and low speeds)

• Vehicle platooning in dedicated lanes

• Fully automated vehicles

Vehicle Electrification and Smart Grid Capabilities• Widespread testing of

wireless induction for electric charging

• V2 and V2H become prevalent (bi-directional power and data flow)

• Dynamic charging of roadways


IMPLEMENTING THE VISION FOR MDXAs the next decade approaches, MDX will want to prepare itself for advanced transportation technology solutions, such as those described above. This requires planning, but some of the wheels are already in motion.

During the first phase of the MDX Strategic Plan process, a strategic vision was established that included four main elements, grouped as follows:

• Near-Term ITS Solutions » The first element involves exploration of new

mobility applications that leverage MDX data resources and generate added value for MDX patrons in addition to a return on investment.

» The second element involves the expansion of traditional ITS capabilities on all MDX facilities. This includes the implementation of Integrated Corridor Management (ICM) and ATM capabilities, especially SR 836. These capabilities will provide a foundation for more advanced technology applications in the future, especially related to Connected Vehicles.

• Mid-Term ITS Solutions - The third element involves the creation of a high-level Connected Vehicle concept for SR 836. This concept is the basis for a response to the U.S. Department of Transportation (USDOT) request for information on their Connected Vehicle Pilot Program. This program is described more fully in the appendix to this report.

• Long-Term ITS Solutions - The fourth and final element involves establishing a basis for future technology applications related to vehicle

automation and electrification. Advances in these technologies should be considered now in preparation for broad deployment over the next two decades.

All of these elements introduce the need for FY2015 actions that serve to solidify ITS/Technology plans and form the basis of a new technology policy for MDX. They also necessitate an investment in ITS to position MDX to receive future federal funds and to attract public and private partners for future initiatives.

NEAR-TERM TECHNOLOGYOPPORTUNITIESAs summarized above, near-term solutions were identified in two areas – mobile applications that serve MDX patrons and ICM/ATM solutions that will help relieve current congestion while setting the stage for future, more advanced ITS solutions.

New Mobility ApplicationsAs mentioned above, the smartphone is changing how mobility services are offered to travelers. New mobile apps are being introduced to help travelers navigate urban areas, find parking, reserve a car service, and pay for transportation services. Travelers are being empowered by information about their transportation choices. They can choose their route, their mode and how much they are willing to pay for mobility. MDX has short-term opportunities to leverage the power of smartphones for new payment processes, personal connectivity, information dissemination, and a seamless travel experience.

The overall goal is to establish an app for MDX that would provide multiple functions, including parking information and payment, travel time information by route and mode, information about intermodal connections, toll payment, transit fare payment, and mobility options at “mini-MICs” along the MDX highway system. The app would not only serve MDX patron needs, but provide a return on investment by encouraging MDX system use, deriving new revenue from parking assets and other mobility resources at intermodal centers, and through partnerships with other organizations and companies vying to integrate with MDX.

The starting point for app development matches up with the plan to establish “mini-MICs”, especially along SR 836. The implementation of parking facilities at these intermodal facilities would allow MDX to evaluate parking revenue opportunities and mobile parking applications, in addition to other concessions at the “mini-MICs”. However, the vision of a broader, seamless travel experience requires that MDX also look at public transportation, first and last-mile services at the “mini-MICs”, and innovative tolling options using smart phone technology.

Companies with various mobile apps have expressed interest in partnering with MDX. The ITS/Technology Subcommittee met with Park Jockey on June 23, 2014. Fontinalis Partners, a venture capital firm established by Ford Motor Company to explore the “new mobility” space, has a number of potential partners in their portfolio of companies. Fontinalis vetted hundreds of different companies in this space and chose to invest in


those which fit their business plans. One that seems to fit the MDX needs is LocoMobi. LocoMobi is a “cloud-based” application for secure transactions involving parking, transit, and tolling. Because their application cuts across modes and payment systems, the seamless travel experience sought by MDX may be possible. Another option is “moovel,” a mobile application that integrates all mobility options in one location. Moovel was established by Daimler and is operational in Germany. Moovel’s “Car2Go application is currently available in many cities within the United States, including Miami. A meeting was held with “moovel” on July 31, 2014 to assess their interest in meeting with the ITS/Technology Subcommittee.

Numerous opportunities have been explored, but more work is needed to identify user needs, MDX requirements, and customization that would be required for any app developer. Because mobile technologies are advancing so rapidly, it is incumbent on MDX to set aside an investment pool to explore and test options. When an opportunity arises, this will allow MDX to strike quickly to implement a viable solution.

ICM and ATM SolutionsWhile technology solutions are being applied throughout the MDX system, it is apparent that SR 836 will be a focus for MDX over the next decade. This route is the east-west backbone of the Miami-Dade County metropolitan area, and traffic conditions will continue to worsen unless MDX is proactive in deploying technology to support mobility in this corridor.

The key is to leverage MDX partnerships, facilities, assets and current systems to the maximum extent possible to offer a multimodal Integrated Corridor Management (ICM) solution along SR 836 in the short-term with the ability to migrate to advanced “NexGeneration ICM” solutions in the longer term.

In the near term, proven technologies and operational concepts like ICM and ATM offer solutions to mitigate congestion by using much of the existing ITS infrastructure owned and operated by MDX. These solutions optimize existing transportation resources, making transportation investments go farther while also enabling travelers to make informed travel decisions. They also offer a migration path to more advanced technological solutions in the longer term.

ICM involves the use of “all roads and all modes” to manage traffic within a broad corridor, across jurisdictions. It includes integration with other agencies, such as FDOT, Miami-Dade County, the City of Miami, and FTE, to provide this broader approach. Inter-jurisdictional integration is both technical and institutional, since operation of ICM requires agency partnerships.

Figure 1 gives an overview of ICM, demonstrating the partnerships and systems to be coordinated.

FIGURE 1 - INTEGRATED CORRIDOR MANAGEMENT OPTIMIZES

USE OF ALL ROADS AND MODES

ATM offers similar benefits, but the strategies are generally applied to individual facilities. MDX alreadyas an ATM policy. This policy is shown below:

TECHNOLOGY


PURPOSEIt is the policy of the Miami-Dade Expressway Authority to continuously enhance safety and mobility in its facilities. The Active Traffic Management (ATM) Policy encourages the use of sound engineering practices and studies to explore and incorporate as feasible into its projects in the MDX 5-year work program, ATM systems and methods to reduce congestion and improve safety. ATM effects include enhancing driver information, signage, highway use and providing more reliable journey/trip times. If incidents do occur, response times are faster and the clear‐up time after accidents is improved. To achieve this using the existing road network, new technologies, such as real‐time traffic data need to be applied.

SPECIFIC REQUIREMENTS1. Authority staff shall implement this policy through

the development, use and implementation of an Intelligent Transportation Systems (ITS) Master Plan.

2. The Authority staff, through the ITS Master Plan, will document all existing ATM practices currently in effect and all possible ATM strategies to be explored.

Source: MDX Active Traffic Management Policy

FIGURE 2 - ELEMENTS OF AN ACTIVE TRAFFIC MANAGEMENT

SYSTEM

Figure 2 displays many of the common technologies and operational characteristics of an ATM system. Many of these characteristics, such as CCTV control and traffic sensors, already exist on the MDX system.

Hard shoulder running, such as that used for buses on SR 878 and SR 874, is often deployed as part of an ATM system. MDX is in the process of deploying a speed warning system on SR 974.

Managed lanes and “lane management” are two other ways to deliver ATM. Most people think of “priced” managed lanes when the term managed lanes is used. However, managed lanes can be used for different purposes, depending on the operational goals of an agency. For example, HOV or exclusive bus lanes can be considered managed lanes. This typically means that the lanes are dedicated for a particular use and enforced for that purpose.

Lane management, on the other hand, is proactive management of traffic in all lanes through the use of managed lanes concepts, lane restrictions, overhead signage to open or close lanes, and speed harmonization.

MDX should consider implementation of ATM and ICM capabilities to optimize current MDX capacity on SR 836. Strategies include:

• Hard shoulder running (as currently employed by buses on SR 878 and SR 874), with consideration of expanding operation to single occupant vehicles under certain conditions (such as incidents or construction).

• Ramp management strategies, including ramp metering and bus queue jumping, especially at intermodal access points or upstream of highway bottlenecks.

• Integration with arterial roads (arterial DMS are being deployed as part of the Section 5 Project, but more could be done with traffic signals near interchange locations to improve access to and from MDX roadways).


• Lane use signage, possibly using existing gantries, for speed harmonization and lane management applications.

• Managed Lanes » Variable premium tolls to manage demand. » Dedicated lanes for high-occupant vehicles

(HOV). » Consideration of reversible lanes for evacuation

or other high-demand purposes where directional capacity is needed.

• Develop mini transit hubs (“mini-MICs”) Downtown, at PortMiami, Miami Beach, Doral, and FIU with the following services: » Next bus technology. » Smart parking and Park-and-Ride facilities. » “Last Mile” services in partnership with the

private sector and MDT.

The use of ICM, ATM and managed lanes will support more advanced technological applications in the future. Some of these are described below.

MID-TERM TECHNOLOGYOPPORTUNITIESMDX recognizes the opportunities presented by connected vehicle technologies and has developed a concept to leverage the research that has been conducted by the U.S. DOT to support MDX safety and mobility goals.

Connected vehicle technologies can be employed as the technology matures, but should be considered as part of a pilot program along SR 836. The U.S. DOT issued a solicitation for Connected Vehicle Pilot Programs on

January 30, 2015, with a second wave in 2017. MDX has prepared a response to this solicitation. If awarded this project, MDX could receive more than $8 million for the design and implementation of a state-of-the-art Connected Vehicle system along SR 836.

One of the keys is to leverage MDX partnerships, facilities, assets, existing resources, and current systems to the maximum extent possible to offer a multimodal “Next Generation” ICM and ATM solution along SR 836. This “Next Generation” system would build upon the current and proposed ICM and ATM solutions employed by MDX using connected vehicle technology and applications.

A preliminary concept for a pilot deployment on SR 836 incorporates the following connected vehicle and technology elements:

• NexGen Integrated Corridor management. Through data fusion among partner agencies and across modes of travel, MDX would implement a next generation ICM decision support system.

• Active Traffic Management applications. On SR 836, various ATM solutions will be enhanced using connected vehicle technology.

• Arterial applications: » Transit Signal Priority. For ICM to be effective,

transit vehicles would need priority on parallel and intersecting arterial roads.

» Intelligent Traffic Signal System (I-SIG). This connected vehicle application would enable adaptive traffic signal capabilities for ICM implementation.

The first Phase of the MDX Connected Vehicle, estimated at around $2.2 million for Concept Development and Planning, will not have a local match requirement. Subsequent Deployment (Phase 2) and Operations (Phase 3) stages of the program will require a 20 Percent local match from MDX and its partners. As mentioned previously, establishing an investment pool to meet match requirements will be important for MDX as near-term opportunities, such as the Connected Vehicle Pilot Program, are presented.

LONG-TERM TECHNOLOGY OPPORTUNITIESIt is difficult to predict how technology will evolve due to rapid, disruptive changes. However, it is clear that vehicle automation and electrification will become more prevalent over the next two decades. Consequently, it is important for MDX to prepare for these eventualities.

The opportunities related to vehicle automation fall into various categories, all of which will require partnerships with other regional organizations.

• Long-term managed lanes concepts. Implementation of system-wide priced managed lanes opens the door for other managed lanes concepts. These may include: » Transit and personal vehicle platooning (transit

vehicle lead). In this case, “bus-trains” using platooning technology can be employed within managed lanes to deliver more transit capacity within heavily used corridors. It is possible that automated personal vehicles would be able to

TECHNOLOGY


“tether” themselves to the bus platoons. This would enable a new mechanism for premium services and tolls within the managed lanes.

» Automation of freight vehicles, including platooning. Similar to the “bus-train” concept, trucks could platoon in managed lanes. Again, this would be a premium service for revenue purposes, and toll rates would vary based on time-of-day or real-time congestion levels.

» Dynamic wireless charging of electric vehicles. This long-term alternative would allow electric vehicles to use a managed lane for additional fees. Dynamic charging capabilities would be integrated within the managed lane to enable electric vehicle batteries to be charged en-route or to power the electric vehicles directly. Premium toll rates would be charged for use of the dynamically charged lanes.

• “New Mobility” options at the MIC and “Mini-MICs”. The development of intermodal centers around Miami-Dade County and along MDX facilities offers a long-term opportunity for MDX to provide “new mobility” services as part of a comprehensive mobility package to travelers. Scenarios such as the following may be considered: » MDX would work with partner organizations

and the private sector to offer new mobility services at intermodal facilities. Such services may include:• Automated parking and payment systems.• Public transportation options and

connectivity.

• Shared vehicle services such as ZipCars or Cars2Go.

• Bicycle sharing services.• Taxi, Uber or Lyft services.• Privately operated automated shuttles

to activity centers in the vicinity of the intermodal center (FIU, Doral, hospitals, professional sports stadiums, civic center, convention center(s), Port of Miami, beaches, etc.).

» MDX “Mobility Bundles.” As the intermodal centers are developed, it is possible for MDX to evaluate new funding mechanisms by offering mobility service bundles, much like people currently pay for cable television and cellular services. In this case, MDX could offer a set monthly rate for use of the MDX toll roads. Added features would include parking at intermodal centers, transit use, and various first or last-mile services (shuttles, shared vehicles/bicycles, etc.). The bundle rates would vary based on the amount of these services used above the base amount. MDX would be the mobility manager, but the services would be offered by partner organizations through concessions or intergovernmental agreements.

The opportunities presented above offer MDX a logical, phased approach to delivering mobility options and increasing revenue through use of technology.

MDX must maintain flexibility in their approach for implementation of such opportunities because of the

dynamic nature of the technology enhancements in the mobility space.

With this in mind, recommendations for consideration by the MDX Board of Directors at the midpoint of the strategic planning process are offered in the next section.


ITS / TECHNOLOGYRECOMMENDATIONS AT THEMIDPOINTThe following recommendations are presented for consideration by the MDX Board of Directors at the midpoint of the strategic planning process. These recommendations establish a foundation for implementation of the ITS opportunities presented above, but also provide flexibility for the Board to act quickly to capitalize on funding or partnership opportunities that will inevitably arise.

Recommendation 1:MDX should adopt a policy that supports the investment and flexibility required to implement the ITS and technology vision for MDX. This investment will enable MDX to:

• Sponsor annual competitions for application development using MDX data.

• Use an RFI/ RFP process to seek innovation.• Partner with innovators and entrepreneurs to help

meet goals.• Integrate “best practices” from other industries.• Support initiatives and integrate technology into

MDX projects.• Match federal funds for pilot programs.

A draft policy was presented at the ITS/Technology Subcommittee meeting on June 23, 2014 and is repeated below. It is recommended that this policy be adopted and an annual budget be established for this purpose.

PURPOSE

It is the policy of the Miami-Dade Expressway

Authority to continuously enhance safety and

mobility on its facilities. The ITS/Technology Policy

encourages the use of innovative technologies,

applications, and partnerships to reduce congestion,

improve safety, generate additional revenues, and

improve the MDX customer experience.

SPECIFIC REQUIREMENTS

1. The MDX Board shall authorize an annual budget

for technology innovation, implementation,

operations and maintenance.

2. Authority staff shall implement this policy by

soliciting information, ideas, and proposals for

innovations that meet the purpose stated above.

3. Authority staff shall analyze such information,

ideas and proposals and present them to the

MDX board for consideration.

Authority staff shall incorporate new technology

projects into the MDX capital improvement program

and update the ITS/Technology Master Plan, as

applicable.

Recommendation 2:MDX should engage in the Affiliated Test Bed Program, managed by the U.S. DOT Joint Program Office. This program involves the use of MDX facilities as a test bed for connected vehicle research, development, testing, and piloting. The FDOT connected vehicle test bed in Orlando is part of this consortium, and the Tampa-Hillsborough Expressway Authority recently signed the Memo of Understanding with the U.S. DOT. Partnerships with other Florida based agencies and universities are possible.

One benefit of this program is that it signals the industry that MDX is a player in this space. It offers an opportunity to enlist partners and to solicit investment from both public and private sources. Finally, it keeps MDX current regarding standards and technological developments in the connected vehicle industry.

Recommendation 3:MDX should engage in “new mobility” partnerships to offer a more seamless travel experience for expressway users throughout Miami-Dade County. Vetting of possible partners has already begun, but more work is needed to identify user needs, MDX requirements, and customization that would be required for any app developer. This process will require an investment by the MDX Board to vet alternative solution providers and to select a partner or partners that fit into the MDX vision.

TECHNOLOGY


CONCLUSIONThis document lays out a path for technology deployment on MDX facilities to realize a vision of creating a “state-of-the-art” expressway system for the Miami-Dade County region. It is intended to provide insight regarding the technology tools and applications that are currently available along with those that will be available within the next decade to support MDX goals of:

• Enhancing mobility, quality of service and access to transportation choices in the Miami area,

• Optimizing opportunities for revenue generation, and

• Facilitating economic growth in the region.

The MDX Board of Directors should consider adoption of the recommendations contained in this report at the midpoint of the strategic plan process in order to be more fully prepared for upcoming opportunities prior to the end of the planning process.


PROJECTS


The Projects Committee, made up of MDX Board members, identified the universe of potential projects that could improve mobility in Miami-Dade County. The method of project identification and selection was formulated through research, area wide analyses, and creative project identification actions directed by the Projects Committee meetings.

The projects identified are in keeping with the guiding concept of the Strategic Master Planb (SMP): Improving mobility, supporting economic development, improving connectivity, reducing emissions where possible, improving the urban environment, and maximizing MDX‘s resources. The projects identified fall into three main categories. These are:

SYSTEM-WIDE PROJECTS System-wide Projects are those that either expand the MDX system through the construction of new roadways and have an impact on the overall expressway system; or projects that are seminal in providing a new orientation to the activities of MDX.

MINI PROJECTS Mini Projects represent investment actions that can be carried out within an expedited timeframe; early action projects that will address immediate needs, show early results, are of limited investment, and may be permitted in a short period of time. A number of these projects have proceeded to implementation.

INTERMODAL PROJECTS The MDX expressway system provides a readily available roadway network for public transportation serving major employment generators and sectors of Miami-Dade County as well as major residential areas. Intermodal projects proposed as part of the SMP are intended to help facilitate the interphase of other modes of transportation with the MDX system. In essence to have MDX further act as an enabler of public transportation, providing the platform to allow expanded public transportation services on the MDX system. The construction of parking structures in conjunction with the intermodal projects, in addition to mixed uses in strategic points along the MDX system and where appropriate, are intended to allow the transfer from private vehicle to public transportation; including localized vehicular circulator bus systems that serve surrounding areas as well as other modes of travel such as shared vehicle, taxi service, and pedestrian access where possible.

EXPLORATORY PROJECTS Exploratory projects present concepts that, while forward thinking and maybe even controversial, propose new ideas for consideration and evaluation. These ideas stretch the envelope of MDX involvement in other transportation modes as well as its relationship to other regulatory and governmental agencies. Exploratory projects also respond to the concept of capitalizing on MDX land assets in order to maximize their urban use;

improve mobility through densification; provide opportunities for multimodal transportation; and the inception of other sources of revenue.

In the following pages we outline the projects identified in each of these categories. These projects are presented for evaluation and selection.

PROJECTS SUMMARY


S-1MIC DEVELOPMENTAREAProject DescriptionThe project consists of the mixed-use development of the land parcels that form part of the Miami Intermodal Center (MIC).

Purpose and Need The development of the MIC, with the confluence of air travel, rail, bus, and vehicular traffic, augurs for the creation of a mega development node that has been labeled as ”Miami’s Penn Central Station”. The proposed uses will be physically connected to the MIC through a pedestrian bridge to allow users direct access to the different transportation modes at the location. The proximity of the sites to the Miami Canal and Palmer Lake present the potential to also create a system of waterborne transportation to link to the waterfront areas of Miami-Dade County.

Project Order of Magnitude Cost Opinion - $300,000,000

S-2PALMER LAKEREDEVELOPMENT AREAProject DescriptionThe project comprises the direction of the redevelopment efforts , becoming the Redevelopment Agency for the Palmer Lake area surrounding the MIC. Miami-Dade County has designated the area as the Palmer Lake Metropolitan Urban Center (PLMUC) District.

Purpose and Need Miami-Dade County carried out the Palmer Lake Charrette Area Plan in March of 2011. The Plan defined a study area that became the PLMUC and proposed a number of improvements including the extension of NW 37th Avenue north with a bridge over the Miami Canal. The Miami Intermodal Center Development Parcel, part of MDX’s development area at the MIC, is a key development parcel of the plan.

Project Order of Magnitude Cost Opinion - To be determined

S-3SR 112 EXTENSION TOTHE HEFTProject DescriptionThe project proposes the extension of SR 112 from its terminus at NW 42nd Avenue to connect to the HEFT.

Purpose and NeedSR 112, Airport Expressway, spans from the City of Miami Beach to NW 42nd Avenue and Miami International Airport. Traffic traveling west past SR 826 (the Palmetto Expressway) to reach the Homestead Extension of the Florida Turnpike (HEFT) must move to SR 836 to reach this destination. Supplementing this East-West connection to the HEFT with an extension of SR 112 will help relieve traffic on SR 836 traveling east to Downtown Miami, the Beaches, and I-95.


S-4TRUCK VIADUCT TOHEFTProject DescriptionThe project proposes the extension of the present elevated Truck Viaduct from its west terminus at NW 87th Avenue and 25th Street west to connect to the Homestead Extension of the Florida Turnpike (HEFT). The project is conceived as an alternative to the extension of SR 112 to the HEFT.

Purpose and NeedThe project encompasses a new 1.4-mile elevated viaduct sky bridge along NW 25 Street beginning west of NW 82 Avenue, traveling over the Palmetto Expressway (SR 826), and ending at Miami International Airport’s Cargo Area. The Truck Viaduct Extension to the HEFT proposes the continuation of this elevated viaduct to connect to the HEFT on the west and provide ramp connections to NW 67th Avenue to connect to NW 36th Street.


S-5SR 836 MANAGED LANES PROJECT DESCRIPTIONProject DescriptionThe project proposes the construction of managed lanes in each direction on SR 836 from the interchange with SR 826 to NW 27th Avenue.

Purpose and NeedThere are two options to implement managed lanes on SR 836: To dedicate an existing lane to be a managed lane; to add a new lane in both directions. Developing the managed lanes on the existing lanes is much more economical than adding a new lane in each direction. The cost to allow access at the major intersections, with all the ramps and bridging involved, will be one of the highest costs. The lanes would be managed to provide a continuous Level of Service “C” (LOS C) or a minimum speed of 45 MPH which is the same service standard as I-95. A thorough review of revenues to be collected vs. costs be carried out will need to be performed.

Project Order of Magnitude Cost Opinion - TBD

SYSTEM-WIDE PROJECTS


I-1MIAMI BEACH INTERMODAL CENTER:I-195Project Description The project explores the potential to create a mixed-use intermodal center to serve the areas of South Beach, Central Beach, and North Beach. The Intermodal Center would provide direct vehicular access and egress to I-195 with parking and potential linkage to a variety of both present and future public transportation options.

Purpose and Need The I-195 Expressway is a major connector from the Beach to the mainland. Intercepting traffic entering Miami Beach through the provision of an Intermodal Center with sufficient parking and connected to the intra-Beach public transportation system can help alleviate traffic congestion within Miami Beach.

Project Order of Magnitude Cost Opinion ‐ $225,400,000

I-2MIAMI BEACH INTERMODAL CENTER:MACARTHUR CAUSEWAYProject Description The project proposes the construction of an intermodal center to capture vehicular traffic seeking access to Miami Beach. The Intermodal Center will provide structured parking; support services, retail, and others for parking structure users, a ferry terminal to support Fisher Island employee parking needs, and limited retail.

Purpose and Need Miami Beach has a continued need to provide parking and limit vehicular access to relieve traffic congestion. The proposed future streetcar connection between Downtown Miami and Miami Beach has an elevated station planned for Terminal Island. Intermodal Center 1-195 could also operate with waterborne transportation and help to support parking demand for Fisher Island.


I-3PORT OF MIAMIINTERMODAL CENTERProject Description The project proposes the construction of an intermodal center to provide parking, retail, office, transit, and a bus station to serve cruise passengers, visitors, and the growing employment population base of the Port Miami.

Purpose and Need SR 836 connects Port Miami with Miami International Airport (MIA) and the industrial sectors west of MIA. The Transit Options to Port Miami Feasibility Study examined the potential for providing a transit connection between Port Miami and Downtown Miami. The Port Miami 2035 Master Plan proposed the construction of an intermodal center to link the Port with areas of the public transit system and to provide for additional parking to serve both the Port and its associated development. Project Order of Magnitude Cost Opinion - $28,000,000

I-4DORAL INTERMODAL CENTERProject Description The project proposes the construction of an Intermodal Center to serve SR 836 in the general area of NW 107th Avenue. The Intermodal Center will provide a substantial amount of structured parking, bus station, and retail to support the multi-modal center.

Purpose and Need Doral is a major employment, retail, and residential hub within Miami-Dade County. The construction of an Intermodal Center will provide parking and a transit connection via various modes of transportation using SR 836 into Downtown Miami.


I-5WEST KENDALLINTERMODAL CENTER Project Description The project proposes the construction of an Intermodal Center to serve the SR 836 Extension to SW 136th Street project that is in the process of Planning, Development and Environmental (PD&E) by the Miami-Dade Expressway Authority.

Purpose and Need The SR 836 Extension to SW 136th Street offers an alternative travel option for residents of western Miami-Dade County.


INTERMODAL PROJECTS


M-1NW 37TH STREET BRIDGE CONNECTIONProject Description The project proposes the construction of a bridge and roadway to extend NW 37th Avenue north and connect with the north section of NW 37th Avenue from the areas north of the Miami River.

Purpose and Need NW 37th Avenue is an important north-south arterial that serves both the areas north of the Miami River and areas south of the Miami River. NW 37th Avenue is segmented by the Miami River where there is no bridge to connect both the north and the south side of this important thoroughfare. There is a need to connect both sides of NW 37th Avenue through a connection over the Miami River to allow direct access from SR 112 and areas to the north.


M-2SR 112 EXIT IMPROVEMENTS TO WB 36TH STREETProject Description The project proposes the creation of a segmented bridge overpass to allow vehicular traffic traveling west on NW 36th Street from SR 112 to bypass traffic and improve mobility on NW 36th Street and SR 112.

Purpose and Need The intersection of NW 42nd Avenue and NW 36th Street is one of the most congested intersections in Miami-Dade County. SR 112 channels traffic west to the City of Miami Springs and beyond into NW 36th Street before the bridge over the Miami River Canal.


M-3HEFT CONNECTION TO HOMESTEAD AIR RESERVE BASEProject Description The project proposes the construction of an expressway extension from the HEFT to the Homestead Air Reserve Base. The alignment still requires detail but, in general, would parallel SW 112th Avenue.

Purpose and Need Homestead Air Force Base has been a major source of economic development and activity through the development history of South Miami-Dade County. After Hurricane Andrew, in August of 1992, Homestead Air Force Base was taken off active status and reopened as the Homestead Air Reserve Base (HARB) in 1994. Since 1992, South Miami-Dade County and areas surrounding the base have experienced substantial growth.


M-4 *SR 924 GRATIGNY ON/OFF RAMPS AT NW 67TH AVENUEProject Description The project proposes the construction of access/egress ramps from NW 67th Avenue to SR 924.

Purpose and Need MDX has plans to extend SR 924 to I-95 on the east, and to US 27 on the west. SR 924 does not have an exit or access ramp at NW 67th Avenue to serve this large section of the Village of Miami-Lakes and the City of Hialeah. The construction of an egress ramp in the west direction to NW 67th Avenue and two access ramps to the Gratigny Expressway from NW 67th Avenue, one in the west direction and one in the east direction, would help relieve congestion and allow convenient access for residents and visitors.


M-5 *SR 112 ON/OFF RAMPS AT NW 37TH AVENUE Project Description The project proposes the construction of a west-bound exit ramp to NW 37th Avenue and an east-bound access ramp from NW 37th Avenue, from SR 112.

Purpose and Need The construction of the west-bound off-ramp and the east-bound on-ramp from SR 112 to NW 37th Avenue will open a vast area of industrial and commercial use sectors to the Interstate Highway expressway system.

These new ramps, combined with a new access across the Miami River, would connect the Miami Intermodal Center directly with SR 112 and provide another means of access to this important transportation and development hub.


MINOR PROJECTS


M-6SR836 ON-OFF RAMPSAT NW 97TH AVENUE Project Description The project proposes the construction of on-off ramps in both the east and west direction on SR 836 at NW 97th Avenue.

Purpose and Need The implementation of Open Road Tolling (ORT) within the MDX system has rendered the east and west bound toll stations on SR 836 immediately to the west of NW 97th Avenue unnecessary. NW 97th Avenue is a major north-south arterial that serves residential sectors south of SR 836 and commercial and industrial sectors north of SR 836. The two exits serving the area are NW 87th Avenue and NW 107th Avenue. Providing on-off ramps in both directions at NW 97th Avenue will help alleviate traffic volumes at these two exits while providing a more convenient way to access the interstate expressway system.


* Projects M-4 and M-5 (on the previous

page) recommended to proceed to

implementation phase.

MINOR PROJECTS


E-1US1 REVERSIBLE LANESProject Description The US 1 Reversible Lanes Project proposes two on-grade reversible lanes with the construction of underpasses at major intersections for these two lanes. This will provide free flow of traffic on US 1 from I-95 to MDX’s SR 878 and from there to SR 874 and the Florida Turnpike Homestead Extension (HEFT) expressway. The proposed project extends from the intersection of I-95 and US 1 to SW 67th Avenue.

Purpose and Need The US 1 Corridor is one of the most heavily traveled corridors in Miami-Dade County. Travel on the US 1 Corridor southbound and northbound during peak hours is hampered by delays at major intersections. Preliminary analyses indicate that the reversible lanes can be designed within the present roadway profile with minimum incursion into the adjacent Metrorail right-of-way.


E-2WATER TAXI SYSTEMProject Description The project proposes a waterborne transit system to connect to major waterfront activity centers and proposed multi-modal centers: Miami Intermodal Center; Port of Miami; Miami Beach at Terminal Island; Miami Beach at I-395 multi-modal center; Virginia Key; and Dinner Key Marina.

Purpose and Need As a waterfront community with a sub-tropical climate, many major Miami-Dade County activity centers and transportation destinations are within short distance of waterways. A waterborne transportation project has been proposed by Metropolitan Planning Organization (MPO) Studies carried out since the year 2000.


E-3MIAMI BEACH CONGESTION MANAGEMENT: I-195Project Description The project proposes the installation of Open Road Tolling (ORT) apparatus on I-195 to collect revenues in order to finance rapid transit improvements within the City of Miami Beach and between the City of Miami Beach, City of Miami, and Miami-Dade County’s transit system.

Purpose and Need A total of 105,000 vehicles access Miami Beach on a daily basis through the Julia Tuttle Expressway (I-195). At present, there is no charge on accessing the Beach from the Julia Tuttle. Providing toll revenues from non-resident vehicles accessing Miami Beach could help to finance a much needed public transit connection between the mainland and Miami Beach.


E-4MIAMI BEACH CONGESTION MANAGEMENT: MACARTHUR CAUSEWAYProject Description The project proposes the installation of Open Road Tolling (ORT) apparatus on the MacArthur Causeway to collect revenues in order to finance rapid transit improvements. There are 83,000 vehicles accessing Miami Beach on a daily basis.

Purpose and Need The MacArthur Causeway, linking Downtown Miami with Miami Beach and the public transportation routes, have the highest ridership of any routes in the Miami-Dade Transit system. Funding for the construction of the light rail/streetcar system could be provided with revenues generated through the collection of tolls. Residents of Miami Beach would be exempt from tolls.


E-5POTENTIAL DEVELOPMENT PARCEL AT NW 97TH AVENUE Project Description The project proposes the potential development on surplus lands that are available once the Toll stations west of NW 97th Avenue are removed.

Purpose and Need The removal of the toll station on the south side of SR 836 at NW 97th Avenue, even with the construction of the proposed new on-off ramps at NW 97th Avenue, will provide sufficient land to create two development parcels. The development of these sites will allow for increased density within the County’s development area, provide ridership to a potential public transportation on SR 836 through a pedestrian connection to the proposed Intermodal Center at NW 97th Avenue, and provide additional revenue for improved transportation.


EXPLORATORY IDEAS


E-6 POTENTIAL DEVELOPMENT PARCEL AT SR 836 AND NW 87TH AVENUE Project Description The project proposes the potential development, building/transportation related uses, on surplus lands that are available once the construction of the new exit ramp at NW 87th Avenue is concluded.

Purpose and Need The reconfiguration of the NW 87th Avenue exit to NW 12th Street from SR 836 that is part of the SR 826/SR 836 Interchange Reconstruction will create a +/- 6.8 acres parcel suitable to serve transportation related and/or building uses. This land could be utilized for commercial uses and provide marshalling opportunities for trucks and buses.

Regulatory land-use and zoning issues associated with the development of these sites will need to be addressed as will connection to existing urban

utility infrastructure. The area immediately to the north of the site, north of NW 12th Street - a major east-west street, is composed of commercial uses. The development of this site will provide a use for a land area that will be available as part of the ramp reconfiguration. Because of its valuable location, this site may provide a use that is compatible with both the commercial nature of NW 12th Street and the excellent connectivity the site has to the expressway system.

Project Order of Magnitude Cost Opinion - Project order-of-magnitude costs opinion is not available at this early stage of project conceptualization.

EXPLORATORY IDEAS


FINANCIAL


As part of the Strategic Master Plan process, a Finance Committee made up of a number of MDX Board members was charged with identifying concepts and ideas for potential funding sources as well as their evaluation.

The ideas that were evaluated are to be subsequently coordinated with the potential projects considered.

The Finance Committee not only addressed new revenues, but also recognized the inherent need to strengthen and continue MDX’s current revenue stream by supporting activities that will improve MDX’s ratings and its efficiency to collect revenues.

The Committee also recognized the limitations of the current revenue stream to significantly increase the capital investment program.

CURRENT MDX FUNDINGMDX has been able to successfully increase its revenues so that they can be reinvested into the system.

These increases have been the source of controversy, and MDX needs to assure that the promises made for the use of those revenues can be kept, and that the customers are benefited through the planned improvements.

As a result, MDX revenues have increased over the years.

These revenues will continue to increase over time as ridership increases and tolls are indexed.

But yet when faced with huge needs and mounting costs of each improvement, the future expansions will all be challenged to be able to be financed using the current pure toll model. Previous studies have shown that the major projects that MDX has under planning will all be showing a shortfall in their stand-alone bonding capacity.

Although this is common for new toll endeavors, it points to the need for MDX to explore other funding formulas.

FINANCIAL


CURRENT TRANSPORTATION FUNDINGTo address the need for additional funds, the Finance Committee first focused on the universe of potential revenue sources available to fund transportation projects throughout the world.

At the State level, the Committee reviewed how FDOT raises revenue which is predominately from fuel taxes collected throughout the State, and from tolls on its enterprise fund such as the Turnpike. The Committee reviewed reports indicating that, as the fuel efficiency of cars keeps increasing and there is greater market penetration by electric vehicles, gas tax revenues are going to begin to decline over time without a commensurate reduction in traffic levels.

The Finance Committee looked at Miami-Dade County, the other major entity that provides transportation funding.

Miami-Dade County relies on a variety of revenue sources which include gas taxes, the half-penny sales tax, general funds, and a variety of other sources such as impact fees and some tolls along its highways.

It is clear, because the County’s main asset is its transit system, that there is a significant lag in capital spending by the County in transportation despite some very LARGE increases in funding over the past decade.


Finally, the Finance Committee reviewed how other Florida toll agencies obtain revenue to see if there were interesting ideas that could be brought forth.

In Florida, all the toll systems are collecting their revenues, almost in their totality, purely from tolls as MDX does; therefore, no new ideas can be gathered from those examples.

Nationwide, however, although predominantly toll authorities are still funded by tolls, there are some that begin to generate revenues that originate from a variety of sources integrated within a framework of different capital investment programs beyond toll roads.

In the Northeast, transportation agencies tend to be more integrated into a variety of operations and provide more than just one service.

As a result, they have higher funding participation from other sources; although all of them predominately obtain some form of user fees, whether from aviation or concessions, very few obtain revenues from taxes.

UNIVERSE OF FUNDING SCHEMESThe Finance Committee created a list of possible sources of funding available. This list includes:

• Tolls• Local taxes• Gas taxes• Joint development• Special districts• Tax increment

• Concessions• Commercialization of real estate• Parking• Partnerships • Technology

Subsequently, the Finance Committee identified sources which would not be good for MDX. In particular, the committee discarded the use of local ad valorem taxes or gas taxes.

POTENTIAL REVENUE STREAMS FOR MDXBased on the above analysis, the Finance Committee began to quantify and prioritize additional new revenue sources that could have potential. The revenue sources with the most potential are:

• Transportation Improvement District - This revenue source would come forth from MDX introducing mobility improvements into an area that would allow redevelopment of the area or the reprogramming of the area for higher density development. MDX would then work with the County in creating a Transportation Improvement District in which revenues from the incremental taxes could be collected to pay for those improvements.

• Intermodal centers and surrounding developments - The Finance Committee saw as a great potential that new revenues could come from parking, concessions, and many other activities associated with these intermodal centers. They are to be very specific to

FINANCIAL


each site and each site can be developed with its own specific business plan.

• Use of technology - Revenues could be derived by integrating pricing and travel mobility. This would require MDX to provide a platform for consumers to make a choice about the level of service in mobility versus pricing in an integrated fashion that would not only provide for pricing with the tolls but also include such items as parking and compare that to transit operations; providing a door-to-door solution.

• Tolls - Begin to create different policies that would try to maximize tolls by prioritizing revenue-generating projects, etc.

RAISING FUNDSThe final discussion of the Finance Committee was to begin to create a framework to look at project-specific financing which would include not only MDX financing but also private PPP; licensing and sale options that would generate revenues for MDX. These mechanisms provide a framework to speed up and increase funding.

Using the above, each project that MDX might want to consider can be analyzed by its ability to create a broader financing scheme. Each project can then be viewed specifically. This work can occur during the second half of the Strategic Master Plan process, in a joint fashion, between the Board and all of the different committees.

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