1. Linking Planning and Operations in Las Vegas Talking Operations Seminar March 23, 2005

2. Thesis By bringing FAST under administration and operation of RTC, opportunities are available to develop a formal link between Transportation Planning and Operation activities. Initial challenges focus on reconciling planning and operation cultures.

3. Presentation Points Role of RTC Role of FAST How and Why FAST was incorporated into RTC Examples of initial Planning and Operations linkages in Las Vegas

4. Role of RTC (prior to FAST) Oversees the federally mandated transportation planning process Directs the expenditure of Federal and Local funds Ensures that transportation plans and programs conform to approved air quality standards Provides public mass transportation within Southern Nevada (currently does not include the monorail) Administers the region’s trip reduction program

5. Role of FAST Freeway and Arterial System of Transportation (FAST) serves as the regional intelligent transportation system. It combines operation of the metropolitan area signal system with the freeway management system. FAST will be housed with Nevada Highway Patrol in a 73,000 sf facility that will open in mid-2005.

6. FAST—how it Evolved In the 1980’s, the Las Vegas Area Computer Traffic System (LVACTS) was created: –LVACTS provided coordination between NDOT and the local entities (Las Vegas, North Las Vegas, Henderson, Clark County). In 2003, LVACTS and the NDOT Freeway management system were combined into a single integrated organization (FAST).

7. FAST (Administrative Control) Up until Summer 2004, FAST was under the administrative control of the City of Las Vegas. FAST reported to the Operations Management Subcommittee. The OMC did not report directly to a local political body.

8. FAST (how transfer came about) In 2001, the RTC Community Coalition (RTC3) began to ‘grapple’ with transportation issues and formulate solutions. The group first identified ‘options to prevent gridlock, improve the transit system and protect air quality.’ Next, RTC3 established a subcommittee to address funding issues.

9. Evolution of FAST into RTC (cont.) RTC3 could demonstrate that the 1990 local funding measure had made good on transportation promises. Therefore, the decision was made to recommend a new local transportation funding program—the Fair Share Funding Program or Question 10 (Q10).

10. Evolution of FAST into RTC (cont.) Q10 promised funding for a variety of projects that are derived from traditional ‘planning’ and ‘operation’ disciplines: Planning discipline projects included: –Earlier completion of the LV Beltway –Construction of additional high-speed lane miles Operation discipline projects included: –Improved traffic signal synchronization –Bus pull-out lanes –ITS FHWA: Getting More by Working Together http://ops.fhwa.dot.gov/publications/lpo_ref_guide/index.htm

11. Evolution of FAST into RTC (cont) Q10 also provided transit funding—RTC is the Transit Operator Based on RTC3 / Q10 proposals, RTC would administer and operate FAST. In June, 2004, FAST was officially incorporated into RTC by the Local Board.

12. Initial Changes FAST and the OMC now interact with the RTC Board. The FAST MANAGER (Niel Rohleder) reports directly to the person who oversees the MPO (Dr. Fred Ohene). The OMC shall recommend policy and oversee the day- to-day operations and operational parameters of FAST (DETAILS). The RTC shall establish policy, as recommended by the OMC (BIG PICTURE). FAST policy issues placed on the RTC agenda shall be considered Metropolitan Planning Organization Issues.

13. Initial Changes (cont.) RTC funds FAST’s arterial management component NDOT pays directly for the freeway component and will fund key positions but the positions will be RTC-FAST employees Q10 allows for $8-10 million per year for arterial improvements such as 100 miles of fiber / 100 new signals, CCTV devices, and arterial dynamic message signs

14. Planning and Operation Opportunities With change comes opportunity. FAST can be closer to the planning component and the transit component. With Change comes challenges. How the Planning and Operation cultures interact. RTC has Transit Operations experience: –Metropolitan Area Express (MAX) –Fixed Route System

15. Operations impact on Planning Activities Air Quality Conformity Long Range Transportation Travel Demand Forecasting Corridor Studies Signal Synchronization

16. Getting More by Working Together Why planning and operations? –Planning and operation agencies share the goal of enhancing system performance and they can mutually benefit from stronger linkages.

17. Benefits for Planners Understand how operational strategies can meet regional transportation goals Provide access to system-wide, 24-hour travel data Reveal how transportation plans can address issues such as reliability, security, and safety

18. Benefits for Operators Greater understanding of how the long-range planning process can support M&O activities and how these activities fit into the context of regional goals and objectives. Clarify the role of operations in meeting the region’s transportation vision and goals. Increase resources assigned to operations projects and programs.

19. Benefits for System Users Improved ability to address short- and long-term needs Improved Reliability Improved Emergency Preparedness

20. Contact Information Brian Hoeft, PE –Principal Planner (current) –Associate Engineer (selected) Regional Transportation Commission of Southern Nevada (702) 676-1722 hoeftb@rtcsnv.com