Regional Transportation Commission of Southern Nevada

1. Regional Transportation Commission of Southern Nevada Performance Measurements Tina Quigley Deputy General Manager

2. What does the RTC do?

3. Transit Roadways Traffic Management Systems

4. Southern Nevada – An Atypical Region • 9% suburbia (sprawl) • 1% wow! (the Las Vegas Strip) • 90% nothing (desert & mountains)

5. A Comparison Southern Nevada San Francisco Bay Area • 2 million residents • 1 county • 5 cities • 1 public transit operator • No regional land use agency • 7 million residents • 9 counties • 101 cities • 28 public transit operators • Multiple regional land use agencies

6. Measuring Success

7. Transit Performance Measurements On-time performance – 5 minute standard Passengers per service hour Total passenger miles Costs by route Cost per passenger trip On-time performance – 10 minute standard Revenue by route Revenue per passenger trip Customer feedback

8. If you look only at the NTD data for our system, the RTC… • Is the most efficient system in the nation (based on cost per passenger trip - $1.71); New York City’s transit service comes in second • Moves more people than the city of Portland, Oregon – with half the number of transit vehicles

9. “We have one of the highest passengers per service hour ratios – over 40!” “Our system boasts one of the highest farebox recovery ratios in the nation – it’s over 40 percent!” “We have the only transit route in the nation (that we’re aware of) that actually generates enough revenue to pay for itself and subsidize additional routes!” “We have one of the greenest fleets in the nation…utilizing CNG, diesel-hybrid electric technology and even recycled vegetable oil!”

10. “…an adequate transit design must provide superlativeservice in order to be good enough…”

11. N Transit Route Planning US 95 I-15 North Las Vegas Summerlin Blue Diamond Hwy. Henderson

12. Measuring Success - Transit All of these success statistics are true, but by taking a closer look at our unique environment tells a more complete story…

13. Measuring Success - Transit All of these success statistics are true, but by taking a closer look at our unique environment tells a more complete story… …there are two factors that best tell that story – passengers per service hour and revenue per passenger.

14. Passengers Per Service Hour by the Hour RTC Transit Route 201 90.0 80.0 70.0 60.0 50.0 PPSH 40.0 30.0 Weekday PPSH Saturday PPSH 20.0 Sunday PPSH 10.0 0.0 1:00 2:00 3:00 4:00 5:00 6:00 7:00 8:00 9:00 20:00 21:00 22:00 23:00 24:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 Hour

15. Daily Ridership by Hour – RTC Transit Route 201 900 800 700 600 500 Ridership 400 300 200 Weekday Riders Saturday Riders Sunday Riders 100 0 1:00 2:00 3:00 4:00 5:00 6:00 7:00 8:00 9:00 20:00 21:00 22:00 23:00 24:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 Hour

16. After simplifying fare structure on the Strip & Downtown Before rapid transit on the Strip & Downtown Following the launch Revenue Per Passenger Ride $0.80 $0.60 $0.40 $0.20 $0.00 August 2010 April 2010 January 2010 23% of the RTC’s ridership-generated revenue comes from the Strip & Downtown Las Vegas

17. Metropolitan Planning Organization In its MPO role, the RTC collects, monitors and studies stuff. Accessibility Traffic counts Project feasibility Street digital imaging Transit databases Air quality standards Safety databases

18. The job of an MPO is often likened to herding cats…

19. When elephants work together, a lot can be achieved…when they don’t, guess who gets trampled?

20. Coordination & Cooperation • Cooperation on data collection & analysis • Promotion of multi-modal travel options • Performance-based project selection

21. That other elephant in the room… Gaming Corporations!

22. Small business Tax payer association General public Utilities Gaming Chamber of commerce Developers Senior citizens Organized labor General contractors So instead, we invited them to participate - Stakeholder Advisory Committee… • Tasked with developing a process for prioritizing • Staff worked with the group to create verysimple measuring and math • That simplified arithmetic was then applied to a long list of unfunded transportation needs

23. The results were predictable… • Projects with transit ranked high • Un-linked roads ranked low • The best investment were Intelligent Transportation Systems (ITS) projects • Traffic management provides the best return on investment! • The group also recommended some before / after studies

24. Boulder Highway - Before Before / After Studies Sahara Avenue - Before

25. Traffic Management The RTC serves as the region’s traffic management agency through its FAST division…FAST collects a lot of data with the goal of measuring success.

26. 8-mile section of I-15 has the most concentrated stretch of FAST technology This provides FAST with a lot of valuable data that can be used to measure performance

27. NDOT’s new express lanes opened along I-15 on June 25, 2010

30. Impact of the Express Lanes on I-15 June 2010 (northbound) July 2010 (northbound) Average gain of 5 mph June 2010 (southbound) July 2010 (southbound) Average gain of 9 mph

31. By gathering additional data with ITS technology, we can better manage traffic and improve travel on our freeways…

32. Questions?