High-occupancy vehicle (HOV) lanes usually go through an evolution of stages in their life cycle. The typical evolution includes changes in demand levels from several modes including 2+ or 3+ carpools and vanpools, transit, and general-purpose vehicles. To ensure adequate usage, most facilities have started out with a designation of HOV2+. In some cases, over time, HOV2 volumes have exceeded the capacity of the facility, which has caused delays for transit vehicles. Therefore, there is an inevitable need for managing the hierarchy of facility users over time. A graphical tool is presented that indicates the life span of a managed HOV lane, and it can be applied to a variety of existing and planned managed HOV lane projects. The graphic was used in Colorado, Florida, and Texas in communicating the managed lane concept to transportation professionals. Further, the graphic was used to explain the historical operation of a managed HOV lane facility and the likely progression if current management policies remain in effect, based on experiences in similar facilities. Alternative management strategies can also be evaluated and compared with the graphical tool. The graphical representation of this managed HOV lane concept is anticipated to be valuable for transportation professionals in many areas (e.g., highway, tolling, and transit) in presenting and understanding operating scenarios for managed lanes over time and how they meet the goals of the facility. Applications of the life-cycle graphic to various facilities in the United States are also presented.
Although high-occupancy toll (HOT) lanes have been studied or have existed for more than 10 years, the continuing developmental nature of these concepts means that there is little guidance for project managers on how to manage the process of converting a high-occupancy vehicle (HOV) lane to a HOT lane. Many guidelines have been published about the technical elements of HOT lane development and operations. A project manager of an HOV to HOT lane conversion process would face issues that differ from those of the typical highway construction project, and managing these issues can be difficult and arduous. The intent of this paper is to address issues from the perspective of the implementing agency's project manager. Eight specific issues to be addressed within the conceptual development of the HOT lane conversion process are identified here: (a) presence of significant and predictable excess capacity in the HOV lanes, (b) presence of significant and recurring congestion in the adjacent general purpose lanes, (c) nature of traffic separation on the HOV lanes, (d) primary means of funding for the HOV lanes, (e) identification of the HOT lane program's primary objective, (f) determination of the appropriate implementing agency, (g) avoidance of overwhelming public opposition, and (h) ability to build political support for the process. This paper has summarized the first of what the authors see as four steps to the successful conversion of an HOV lane to a HOT lane: conceptual development. Planned subsequent papers will address the remaining three steps: program design, implementation, and ongoing operations.
As managed lanes and high-occupancy toll (HOT) lanes gain popularity as a potential mobility measure, the question of how the public views these relatively new concepts is of vital importance. Concerned that a potential conversion of the North I-25 high-occupancy vehicle (HOV) facility in Denver, Colorado, to HOT lanes could be perceived as too controversial, the Colorado Department of Transportation (CDOT) sponsored market research and public outreach and assessment for evaluating the level of controversy. The messaging, methodology, activities, and findings from this effort may provide valuable information for communities that are considering HOT lanes as a component to their mobility challenges. This paper outlines the efforts conducted by CDOT's project team, including focus groups with commuters and business owners, stakeholder outreach to vested public officials and interest groups, conversations with the public in varying open houses, and a stated preference telephone survey. The conclusions from this effort indicate that ( a) support for HOT lanes is greater than it was a few years earlier, ( b) issues related to income and equity are not as pronounced as anticipated, ( c) public opinion can be favorably affected when individuals are informed on means of avoiding tolls by carpooling or riding the bus, and ( d) HOT lanes are viewed as an interim solution that is only a component of a regional multimodal transportation system. For practitioners hoping to extend support for HOT lanes to their facilities, the principal finding indicates that comarketing the HOT lane option with a means of avoiding a toll (through carpooling or riding the bus) may favorably affect public acceptance.
Although high-occupancy toll (HOT) lanes have been studied or have existed for more than 10 years, the continuing developmental nature of these concepts means that there is little guidance for project managers on how to manage the process of converting a high-occupancy vehicle (HOV) lane to a HOT lane. Many guidelines have been published about the technical elements of HOT lane development and operations. A project manager of an HOV to HOT lane conversion process would face issues that differ from those of the typical highway construction project, and managing these issues can be difficult and arduous. The intent of this paper is to address issues from the perspective of the implementing agency's project manager. Eight specific issues to be addressed within the conceptual development of the HOT lane conversion process are identified here: (a) presence of significant and predictable excess capacity in the HOV lanes, (b) presence of significant and recurring congestion in the adjacent general purpose lanes, (c) nature of traffic separation on the HOV lanes, (d) primary means of funding for the HOV lanes, (e) identification of the HOT lane program's primary objective, (f) determination of the appropriate implementing agency, (g) avoidance of overwhelming public opposition, and (h) ability to build political support for the process. This paper has summarized the first of what the authors see as four steps to the successful conversion of an HOV lane to a HOT lane: conceptual development. Planned subsequent papers will address the remaining three steps: program design, implementation, and ongoing operations.
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