Statewide Integrated
Transportation Reliability Program
Executive 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 Service
Volume/Speed
Delay
Travel Time
RELIABILITY
Impacts of
Congestion on the
Traveler
ITRP Development Process
Reliability
Focus
Regions
1.
2.
3.
4.
5.
Las Vegas
Metropolitan Area
Reno/Sparks/
Carson City/Tahoe
I-80 Corridor
Rural Corridors
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.kimleyhorn.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 Region
GAP = a system, functional, or policy deficiency that is impacting the
ability of agencies to provide reliable travel time
Gap Analysis Category
ITRP Regions
Statewide
(including
Rural
Corridors)
Southern
Nevada (Las
Vegas Metro)
Northern
Nevada
(Reno/Sparks
/Carson City/
Lake Tahoe)
I-80 Corridor
Capacity
Improvements
and TDM
Traffic
Incident
Mgmt
Work Zone
Mgmt
Traveler
Information
Planning
and Policy
Operations
and Mgmt


















*

*

*

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 semiannual 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
Incident Management
Infrastructure
Sharing Resources
Transportation Policy
Traveler Information
Work Zone Management
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 Effort
High Impact
High Effort
High Impact
Strategy 2
• Needs training
and new staff
• Addresses many
needs
Strategy 1
• Does not require
new staff
• Does not affect many
reliability issues
Low Effort
Low Impact
IMPACT MEASURE
EFFORT MEASURE
High Effort
Low Impact
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
Statewide
Strategies 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 Nevada
Incident 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 Nevada
Traveler Information Strategies

Enhance reporting of real-time data
– Urban and rural corridor CCTV
Weather conditions reporting (multistate, multi-agency)
 Freight-focused traveler information
 Performance measures output
document

– Internal/external

Establish robust local multimodal info
for use on NV511
Northern Nevada
Other 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 Nevada
Policies
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 Nevada
Incident 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 Nevada
Traveler 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 Nevada
Other 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 Nevada
Policies

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 decisionmaking 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
STATEWIDE
SOUTHERN NEVADA
I-80
NORTHERN NEVADA
Contact Information

John Domina – Nevada DOT PM
jdomina@dot.state.nv.us

Pierre Pretorius – Kimley-Horn
pierre.pretorius@kimley-horn.com

Lisa Burgess – Kimley-Horn
lisa.burgess@kimley-horn.com