You are here

Private Sector Innovation




The charge to Electronic Transaction Consultants Corporation (ETC) from the Central United States Interoperability (CUSIOP) Hub project was to design, develop, test and implement a new interoperability hub system that complied with U.S. national interoperability standards and facilitated transaction processing, reporting and reconciliation for the seven (7) participating agencies in the CUSIOP coalition in Kansas, Oklahoma and Texas. CUSIOP member agencies include Central Texas Regional Mobility Authority (CTRMA), Fort Bend County Toll Road Authority (FBCTRA), Harris County Toll Road Authority (HCTRA), Kansas Turnpike Authority (KTA), Oklahoma Turnpike Authority (OTA), North Texas Toll Authority (NTTA), and Texas Department of Transportation (TxDOT).  The project replaced the existing Team TX Interoperability Hub, which had also been previously developed by ETC. The CUSIOP Hub will be processing transactions from other regional hubs in the very near future in the run up to achieve nationwide interoperability, using standardized protocols for file transfer and transaction processing. It is the very first multi-state hub that meets the new standards set for National Interoperability (NIOP), paving the way for the rest of the nation to follow suit. Furthermore, CUSIOP is the foundation underlying and enabling the region’s multimodal future, as the platform could be expanded to process data from non-tolling agencies and services, such as transit, ride-share and commercial parking. Thanks to the IBTTA’s Interoperability Committee that developed the national standards in collaboration with stakeholders across the nation, CUSIOP’s member agencies’ leadership and ETC’s innovative design, the seven member agencies are currently at 95% compliance with the national standard, and the system is expected to achieve 100% compliance in late 2019. To date, CUSIOP has processed nearly 1B transactions and more than $1B in revenue.





The New Mersey Gateway Bridge is an innovative response to a seemingly impossible situation faced by many local transport authorities around the world. Congestion on the aging local bridge had reached dangerous levels, with traffic volumes that risked community access to essential services on either side of the River Mersey. With no government funding available, the community knew it would never have the funds to complete the project unassisted. The Silver Jubilee Bridge over the River Mersey, built in 1961, constitutes a vital link for the residents of the Halton borough. Fifty-five years later, the bridge was approaching 10 times its intended traffic capacity, with daily peaks of up to 85,000 users in late 2017. The community wanted a second bridge across the River Mersey. But funding from the national government was denied due to scarce public funding resources.

With the responsibility pushed back to the borough council, it fell to a community of 125,000, with an annual budget of just over $130 million, to fund a $800 billion infrastructure project. To get the mobility it needed, the community accepted tolling on the existing bridge as well as the new one, after traffic modeling indicated that revenue from the new structure alone would not cover capital and operating costs. Given a choice between tolling both bridges or having no new bridge at all, the borough council overwhelmingly supported the project, as did local businesses and most residents. Halton needed an experienced toll service provider that could capture and channel the community’s vision. emovis met that challenge with an innovative tolling solution that earned community support, while delivering the revenues the borough needed to meet its contractual obligations.


The primary objective of the New Mersey Gateway was to relieve relentless congestion on a local network where simply expanding the existing bridge would not have been sufficient. The new kilometer-long, cable-stayed bridge has three lanes in each direction, with a toll-free bypass for local traffic in Runcorn town center. The key operating principles for the project included:


A 100% in-house customer care service, including telephone and walk-in centers, allows the operator to constantly improve customer satisfaction while adjusting to rapidly changing consumer behaviors, particularly on the part of the Millennial generation.

Trust and Transparency

An innovative, thermal-based traffic auditing system provides local authorities with independent confirmation that all toll revenue is duly collected and properly transferred to them.


A flexible tolling solution offers users a menu of options, including RFID sticker tags, a pay-by-plate option, and microwave tags.

The bridge opened on October 14, 2017 and quickly became a preferred route for more than 70,000 users per day. The project also funded the refurbishment of the original Silver Jubilee Bridge, while keeping that historic structure in public hands. The refurbishment included conversion of one lane into a toll-free pedestrian and bicycle route that offers residents a safer, more sustainable option for crossing the river. The system is efficient enough that local residents can buy unlimited access to both bridges for a modest annual fee, with free access for users with disabilities.


The project delivers stable, long-term toll revenue of about $70 million annually that has enabled a small borough council to reduce traffic congestion and plan for future population growth. Users save as much as an hour or more on their regular commutes. Public acceptance of the project was overwhelming, with more than 85% of potential local users pre-registered by the time the new bridge opened.

  • The toll operator emphasizes excellence and continuous improvement in customer service, with 230 verification and administrative staff in its call center and walk-in facilities available to local users.
  • Prior to launch, the project team established MerseyFlow as a strong, widely-recognized brand that supported an aggressive and successful pre-marketing strategy.
  • A competitive public-private partnership (PPP) tendering process produced a £250-million cost saving compared to the original engineering estimate.
  • Construction emphasized local hiring, with more than 5,000 employees devoting five million person-hours to engineering and construction.



When the Massachusetts Department of Transportation (MassDOT) decided to convert the entirety of its toll road network to All Electronic Tolling, the project was sure to be a massive undertaking. MassDOT contracted Raytheon for a Design-Build-Maintain effort to deliver the new network of 32 AET toll zones on a tight deadline before the 2016 holiday season.  Raytheon receives the Private Sector Innovation Award for its implementation of MassDOT All Electronic Tolling.

Three months into the project, MassDOT issued a change order to change from Janus (E-ZPass) Readers to Multi-Protocol Readers (MPRs) in support of nationwide interoperability efforts. The change in technology required significant redesigns of gantries and wiring, and was expected to delay the project three months.

Raytheon remained committed to the original deadlines and responded to the change with an innovative accelerated construction schedule: gantry construction was performed concurrently instead of sequentially. Overhead cross members – with tolling technology attached – were assembled off-site as the vertical supports, power, and communications infrastructure were put in place along the road.

MassDOT anticipated 2-4 consecutive nights of road closures at each toll zone to construct the overhead components. Building the cross members off-site and delivering them to the toll zone shortened lane closures to six hours per zone. Traffic was fully stopped for only 15 minutes. This innovative process cut a remarkable 90 days from the construction schedule and completely negated the anticipated MPR delays. The new AET network went live on its original schedule in October 2016, 21 days before Thanksgiving.

The project’s quality has had an immense measurable impact on drivers. Not only did Raytheon’s innovative schedule minimize travel disruptions, converting to AET has shaved 12 minutes in each direction off the commute to Boston from suburbs in Western Massachusetts. Spread over the average 132,000 daily commuters, the AET network saves drivers 264,000 hours every week.


CDM Smith

CDM Smith developed its National Interstate Tolling Analysis Tool (NITAT) for the U.S. Federal Highway Administration (FHWA) as part of a wider interstate tolling study. This computer traffic model, the only one of its kind, is a sketch-level planning resource for modelling potential traffic and revenue impacts of tolling segments of the toll-free interstate system that are currently toll-free. NITAT allows users with no modelling background to run scenarios  for the entire interstate system, for 48 individual states and for most other major highways and tolled facilities. It disaggregates more than 3,000 counties and urban areas across the United States into nearly 7,500 traffic zones and incorporates National Bridge Inventory data for major bridges on the interstate system. The model can compare different options for toll rates, deliver separate analyses for car and truck impacts, estimate capital and operating costs associated with toll collection, and assess impacts on network performance, safety and fuel consumption. One model run found that, if all-electronic tolls in the range of $0.04 per mile for cars and $0.10 per mile for trucks were added to the entire non-tolled interstate system, average annual revenue would exceed $46 billion in 2011 dollars.


ETAN Industries

ETAN Industries delivered FastLane—The Financial Accountability Solution for Tolling in 2013, under an emergency procurement with the Miami-Dade Expressway Authority (MDX). The agency needed timely access to a complete toll-by-plate account management system, with clear financial accountability in the billing and collection process. The $17 million project delivered flexible, reliable, accurate billing, consistent, accurate reconciliation of all financial accounts, full in-house access to current operational and financial data, and superior customer service, allowing MDX to concentrate on its core expertise—building, operating, and maintaining roadways.

IBTTA’s Toll Excellence Awards recognize the very best the international tolling industry has to offer. Each year, we celebrate IBTTA member toll agencies whose creative, innovative, positive programs set a new standard of excellence. In 2015, a new award has been created to recognize the contributions made by the private sector. By providing wide recognition for a job well done, the Toll Excellence Awards speed up the transmission of new ideas and emerging practices throughout the industry.