statewide integrated transportation reliability program executive summary presentation
TRANSCRIPT
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
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Infr
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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
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Contact Information John Domina – Nevada DOT PM
Pierre Pretorius – [email protected]
Lisa Burgess – [email protected]