Statewide Integrated Transportation Reliability Program Executive Summary Presentation

Statewide Integrated Transportation Reliability ProgramExecutive Summary Presentation

Overview Project Highlights Addressing Reliability in Nevada Key Outcomes Call to Action

What is Congestion? Recurring

– Day-to-day bottlenecks– We know when to expect them– Often a capacity issue

Non-recurring– Unexpected– Delays that exceed typical congestion

levels– Compounds the capacity issue

Causes of Congestion

The Reliability Connection

Congestion

Typical Measures:Level of ServiceVolume/Speed

Delay

Travel Time RELIABILITY

Impacts of Congestion on the

Traveler

ITRP Development Process

Reliability Focus Regions

1. Las Vegas Metropolitan Area

2. Reno/Sparks/Carson City/Tahoe

3. I-80 Corridor4. Rural Corridors5. Statewide

Stakeholder Involvement Introductory Presentations – to stakeholders in

northern and southern Nevada as part of already established meetings

One-on-One Meetings – with Cities, Counties, MPOs, and Highway Patrol in the state to better understand the current plans and processes

Stakeholder Workshops – to gather stakeholders together to review existing conditions, best practices, and strategize about potential integration needs within Nevada

A Project Website – to provide a one-stop resource for project deliverables, meeting dates, and important links to other web sites– Website is:

http://www.kimley-horn.com/projects/NevadaITRP/index.shtml – can be accessed through the NDOT website (www.nevadadot.com) and clicking on the ‘Major Projects & Corridor Studies’ link

ITRP Focus Area Intersection Diagram

ITRP Focus Area Intersection/Resource Diagram

Reliability Issues and Impacts Las Vegas Metropolitan Area

– Recurring congestion• Unique peak travel periods• Capacity

– Infrastructure deployment– Incident management – TIM Coalition– Land use planning and future expansion– Regional systems and coordination with local

systems– Access management– Traveler information– Transit/Multimodal– FUNDING

Reliability Issues and Impact Reno/Sparks Metropolitan Area

– Recurring congestion– Infrastructure deployment and integration– Incident management– Capacity– Land use planning– Regional systems– Access management– Traveler information– Transit/Multimodal– FUNDING

Reliability Impacts/Issues I-80 Corridor

– Weather/fire/disaster response– Freight traffic– Limited infrastructure– CA/UT coordination– Limited alternate routes– Traveler information– FUNDING

Gap Analysis Category ID by RegionGAP = a system, functional, or policy deficiency that is impacting the

ability of agencies to provide reliable travel time

ITRP Regions

Gap Analysis Category

Capacity Improvements

and TDM

Traffic Incident

Mgmt

Work Zone Mgmt

Traveler Information

Planning and Policy

Operations and Mgmt

Statewide (including

Rural Corridors)

Southern Nevada (Las Vegas Metro)

Northern Nevada

(Reno/Sparks/Carson City/ Lake Tahoe)

I-80 Corridor * * *

Trends in Gaps

Across all regions: Sharing incident and weather

information with multiple agencies Lack of detour route planning Need to get more information out

to travelers Inability to address near-term

operations needs Operations and process issues Equipment lifecycle/replacement

Performance Measurement – How is it Defined ? Collection, analysis, and reporting

of data to track and assess resources used, outcomes, and if goals are achieved

Why measure performance? Internal Benefits

– Set quantifiable goals and document accomplishments

– Improve operations by understanding impacts

– Improve information provided to decision-makers to support more effective long-range planning

External Benefits– Evaluate conditions from a

customer/traveler perspective– Provide public accountability/traceability

Outcome-Based Performance Measures Outcome-based performance

measures provide policy makers, elected officials, and the public with information regarding the reliability of roadways in Nevada.

These measures describe the ‘state of the roadway system’.

Activity-Based Performance Measures Activity based performance

measures are designed for use by NDOT staff responsible for operating and maintaining the state roadway system

These are measures of activities that indirectly improve the reliability of the transportation system

Reporting Can be done on an annual or semi-annual

basis Reporting should include:

– An overview of goals– Key progress and improvements made

during the reporting periods– Overview of trends affecting transportation

Current reporting– FAST OMC– NDOT publications

Reliability Focus Areas What are the issues? Large gaps

associated with the reliability focus area

What needs to happen? Strategies for addressing the gaps

How do we get there? Processes, policies, and projects

Why are we doing this? Anticipated benefits on reliability

How do we measure our success? Performance measures for monitoring success

Inci

dent

Man

agem

ent

Infr

astr

uctu

re

Shar

ing

Reso

urce

s

Tran

spor

tatio

n Po

licy

Trav

eler

Info

rmati

on

Wor

k Zo

ne M

anag

emen

t

What does “effort” mean? Factors to determining level of

effort involved in implementing a strategy:– Number of agencies involved– Required data that needs to be

collected from different sources– Changes to legacy processes,

policies, or procedures– Level of approval required in each

agency– Cost requirements

What does “impact” mean? Factors to determining level of impact

involved in implementing a strategy:– Measurable reduction in delay– Measurable improvement to LOS– Enhances information to travelers– Tangible improvements on a regional

level– Implements policies that have a direct

impact on improved operations

Effort and Impact on Reliability

Low EffortHigh Impact

EFFORT MEASURE

Low EffortLow Impact

High EffortHigh Impact

High EffortLow Impact

Strategy 1• Does not require new staff• Does not affect many reliability issues

Strategy 2• Needs training and new staff• Addresses many needs

Implementation Strategies Process – programs, actions, change in

steps or activities to deliver a specific service or reach a specific goal– Could be high impact and low/no cost– Example: expand TIM to local public safety

Policy – formal policy change at organizational, regional, or state level– Potential to be time consuming and

challenging to obtain approval– Could make substantial changes to affect

reliability Project – capital improvements,

tools/technologies, deployments– Potential to have direct effect on

levels of congestion– Could require availability of funding

StatewideStrategies and Policy Highlights Alternate Route Plan for Freeways and

State Highway Diversion Incident Clearance Program/Policy

– Shift from “goal” to “policy” Centralized Database for Regional and

Statewide Information– Support web, 511, private partner

access, regional dissemination Traveler Information Business Plan Access Management Policy

Northern NevadaIncident Management Strategies Alternate Route Plan for Freeways

and State Highway Diversion Move forward with TIM Multi-state coordination/decision

support for I-80 winter operations

Northern NevadaTraveler Information Strategies Enhance reporting of real-time data

– Urban and rural corridor CCTV Weather conditions reporting (multi-

state, multi-agency) Freight-focused traveler information Performance measures output document

– Internal/external Establish robust local multimodal info for

use on NV511

Northern NevadaOther Key Strategies Corridor system management plans

– Identify operational gaps, plan for expansion, access management, stakeholder involvement

MOUs for resource/land sharing– Equipment storage, faster response in

rural areas ITS Infrastructure Plan

– Potentially covered in Northern NV TMC project

Adaptive strategies– Identify corridors, coordinate with BRT

Northern NevadaPolicies Regional access management policy Regional standards/joint maintenance of field

equipment– NDOT Statewide Contract– Local agency equipment?

Develop arterial work zone policies/programs– Inspection, enforcement

Land use planning– Link with transportation infrastructure needs

Southern NevadaIncident Management Strategies Alternate Route Plan for Freeways and State Highway

Diversion– Builds on current FAST project– Agency focused

Expand TIM to include local traffic engineering and law enforcement agencies in TIM Coalition– Focused outreach to local LE

Arterial Incident Response Team

Southern NevadaTraveler Information Strategies Enhance reporting of real-time data

– Link travel time, volume and incident data

– Expand/enhance automation of ADUS for local agency data

Expand travel time program– Strategies for data collection

Performance measures output document

Establish robust local multimodal info for use on NV511

Southern NevadaOther Key Strategies Corridor communications master plan

– Identify gaps, plan for expansion, plan for telecomm alternatives

Revisit adaptive signal strategies on different corridors– May be more effective with unpredictable

congested conditions Reinstate and revise TCIP program

– Allocate funding for near-term operational and capacity enhancements

Implement formal meetings with all traffic divisions in each agency– Coordinate on work zones, incident

management issues, project development

Southern NevadaPolicies Regional access management policy

– Already underway by RTC Develop arterial work zone

policies/programs– Inspection, enforcement

Land use planning policy– Link with transportation infrastructure

needs Regional road impact fee

– Evaluate district vs. regional vs. municipal options

Implementation Plan Strategies placed or phased into:

– Short-term: 1 to 2 year timeframe– Mid-term: 3 to 5 year timeframe– Long-term: 6 years and beyond

The implementation schedule provides NDOT and partner agencies with a guide map for how to improve transportation reliability throughout the state by implementing specific strategies to effect change for the traveler

Roles and Responsibilities in Implementing Strategies Lead Agencies

– NDOT– RTC of Southern Nevada– RTC of Northern Nevada

Lead Agency Responsibilities– Initiate and manage strategy– Allocate internal or external

resources to develop strategy– Involve partner agencies– Provide education to key decision-

making bodies

Roles and Responsibilities in Implementing Strategies Partner Agencies

– Cities– Counties– Public Safety– Maintenance– Others

Partner Agency Responsibilities– Partner with lead agency for

ownership of strategy– Provide input to and participate in

strategy development– Provide data and inventory

information where needed

How to Move ITRP Forward Strategies can be shifted – based on

changing circumstances surrounding strategy (timing, funding, other strategies to enable, etc.)

Determine if strategy is process, policy, or project – guideline for strategies developed in plan or new strategies for future

Determine status of implementation steps – that have been completed or ones that need to be completed to initiate strategy

Begin process of project implementation outlined in “steps” category of table

STAT

EWID

E

SOU

THER

N N

EVAD

A

NO

RTH

ERN

NEV

ADA

I-80

Contact Information John Domina – Nevada DOT PM

jdomina@dot.state.nv.us

Pierre Pretorius – Kimley-Hornpierre.pretorius@kimley-horn.com

Lisa Burgess – Kimley-Hornlisa.burgess@kimley-horn.com