HomeMy WebLinkAboutattachmentCity of Oshkosh
GO Transit
Source: City of Oshkosh
Wisconsin Department of Transportation
2019 Transit System Management Performance Review
Final Report | July 2020
Prepared for the Wisconsin Department of Transportation by SRF Consulting Group
SRF Consulting Group 2019 Transit System Management Performance Review | i
Contents
Introduction ......................................................................................................................................................................... 1
Status of Previous Recommendations ................................................................................................................................... 1
Summary Tables .......................................................................................................................................................................... 2
Part I: System Overview ................................................................................................................................................... 5
Fixed-Route Service .................................................................................................................................................................... 5
Demand Response ...................................................................................................................................................................... 7
Fares ................................................................................................................................................................................................ 7 Fleet ................................................................................................................................................................................................. 8
Facilities .......................................................................................................................................................................................... 9
Part II: Analysis of System Performance .................................................................................................................... 10
Peer Groups ................................................................................................................................................................................. 11
Performance Measures: Results ............................................................................................................................................ 12
Performance Summary ............................................................................................................................................................ 22
Part III: Policy- and Decision-Making Processes ..................................................................................................... 25
Organizational Structure ......................................................................................................................................................... 25
Policy Environment ................................................................................................................................................................... 26
Conclusions ................................................................................................................................................................................. 26
Part IV: Functional Area Review ................................................................................................................................... 28
Transportation Operations ..................................................................................................................................................... 28
Vehicle and Facility Maintenance ......................................................................................................................................... 29 Finance ......................................................................................................................................................................................... 32
Planning and Scheduling ........................................................................................................................................................ 34
Marketing ..................................................................................................................................................................................... 35 Summary ...................................................................................................................................................................................... 36
Part V: Conclusions ......................................................................................................................................................... 38
Appendix A: Completed Questionnaire ..................................................................................................................... 40
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List of Figures
Figure 1. System Map ...................................................................................................................................................................................... 6 Figure 2. Operating Expenses Per Passenger Trip, 2017 Peers ......................................................................................................... 14 Figure 3. Operating Expenses Per Passenger Trip Compared to Peer Averages, 2013-2017 .................................................. 14 Figure 4. Operating Expenses per Revenue Hour, 2017 Peers ......................................................................................................... 15 Figure 5. Operating Expenses per Revenue Hour Compared to Peer Averages, 2013-2017 .................................................. 15 Figure 6. Passenger Trips per Revenue Hour, 2017 Peers .................................................................................................................. 16 Figure 7. Passenger Trips per Revenue Hour Compared to Peer Averages, 2013-2017 ........................................................... 16 Figure 8. Passenger Trips Per Capita, 2017 Peers ................................................................................................................................. 17 Figure 9. Passenger Trips Per Capita Compared to Peer Averages, 2013-2017 .......................................................................... 17 Figure 10. Revenue Hours Per Capita, 2017 Peers .................................................................................................................................. 18 Figure 11. Revenue Hours Per Capita Compared to Peer Averages, 2013-2017 ........................................................................... 18 Figure 12. Average Fare per Passenger Trip, 2017 Peers ...................................................................................................................... 19 Figure 13. Average Fare per Passenger Trip Compared to Peer Averages, 2013-2017 ............................................................... 19 Figure 14. Operating Ratio, 2017 Peers ..................................................................................................................................................... 20
Figure 15. Operating Ratio Compared to Peer Averages, 2013-2017 .............................................................................................. 20
Figure 16. Subsidy per Passenger Trip, 2017 Peers ................................................................................................................................ 21
Figure 17. Subsidy per Passenger Trip Compared to Peer Averages, 2013-2017 ......................................................................... 21
Figure 18. GO Transit Organizational Chart ............................................................................................................................................ 25
List of Tables
Fixed-Route Service Summary (Regular Routes) .................................................................................................................. 5 Fixed-Route Fares ........................................................................................................................................................................... 8 GO Plus Demand Response Fares* ........................................................................................................................................... 8 Revenue Fleet ................................................................................................................................................................................... 8 Performance Objectives and Performance Measures ....................................................................................................... 10 2017 Operating Statistics – Wisconsin Peer Group ............................................................................................................. 11 2017 Operating Statistics – National Peer Group ............................................................................................................... 12 Operating Statistics – GO Transit, 2013-2017 ....................................................................................................................... 12 Performance Measures – GO Transit, 2013-2017 ................................................................................................................ 13 Operating Expenses Per Passenger Trip, 2013-2017 Trend Performance ................................................................... 14 Operating Expenses per Revenue Hour, 2013-2017 Trend Performance .................................................................... 15 Passenger Trips per Revenue Hour, 2013-2017 Trend Performance ............................................................................ 16 Passenger Trips Per Capita, 2013-2017 Trend Performance ............................................................................................ 17 Revenue Hours Per Capita, 2013-2017 Trend Performance ............................................................................................ 18 Average Fare per Passenger Trip, 2013-2017 Trend Performance ................................................................................ 19 Operating Ratio, 2013-2017 Trend Performance ............................................................................................................... 20 Subsidy per Passenger Trip, 2013-2017 Trend Performance ........................................................................................... 21 Summary of GO Transit Performance Relative to Peers .................................................................................................. 22 Performance Measures, 2017 – Wisconsin Peer Group ................................................................................................... 23 Performance Measures, 2017 – National Peer Group ...................................................................................................... 24 Summary Assessment of Policy- and Decision-Making Processes ............................................................................... 27 Summary Assessment of Functional Areas ........................................................................................................................... 37 Summary of Recommendations .............................................................................................................................................. 38
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Introduction
Section 85.20 of the Wisconsin Statutes requires the Wisconsin Department of Transportation (WisDOT) to conduct a transit system management performance review (MPR) of all urban mass transit systems receiving
state aid at least once every five years. This report summarizes the 2019 MPR for the City of Oshkosh’s public
transit system, doing business as GO Transit. GO Transit’s previous MPR was conducted in 2012.
The 2019 MPR process consisted of three main activities: performance analysis, review of completed written MPR questionnaire and provided documentation, and an on-site interview and facility review. In September,
an electronic MPR questionnaire form was sent to the City’s Director of Transit and Parking (“transportation
director”), who leads GO Transit. The review team then conducted a quantitative performance analysis to inform the areas of focus for the on-site review. The on-site review was conducted on October 4, 2019.
This report consists of five sections: System Overview; Analysis of System Performance; Policy- and Decision-
Making Processes; Functional Area Review; and Conclusions. The Functional Area Review focuses on transportation operations, vehicle and facility maintenance, finance, planning and scheduling, and marketing
aspects of the transit system.
Status of Previous Recommendations
Most recommendations from the previous MPR – conducted in 2012 – have been completed or adequately
addressed, as summarized below.
Table i: Summary of Recommendations from Previous Management Performance Review (2012)
Functional Area Recommendation
Status (Presented as
Reported by GO Transit Staff)
Accounting, Finance, and Purchasing Use the new database to reconcile cash collected to ridership by route to monitor revenue per passenger and identify any fluctuations in these trends. Not feasible with current system and
staffing
Develop city procedures for allocating a reasonable share of expenses for
human resources, accounting, IT, and legal services provided by the City to Oshkosh Transit System (OTS). These expenses should be included in all OTS budgets and reports including the annual National Transit Database report.
N/A
Make bank deposits 2-3 times a week instead of daily to better match
amounts of cash collected and free up staff time for other activities.
We continue to make
daily deposits consistent with City policy.
Personnel and Labor
Relations
No recommendations --
Transportation Operations Continue implementing marked bus stop program to improve schedule
reliability and system visibility, and ease of use.
Yes
Explore potential for adding five minutes of time to all schedules at 4:00 p.m. to allow for recovery from peak loads at school end. Not feasible w/o schedule change
Ensure that someone in a supervisory role trained in drug and alcohol reasonable suspicion is available on Saturday mornings to check drivers in. Yes
ADA Paratransit Service No recommendations --
Safety Management and Training Categorize accidents by type using the new database and conduct regular analysis of accident causes. In Progress
Planning Continue to pursue APC implementation as part of AVL program to enhance information for planning decision making. Yes
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Functional Area Recommendation
Status (Presented as
Reported by GO Transit Staff)
Explore potential for day pass to maximize ridership potential from existing customer markets. TDP did not recommend
Scheduling Continue to monitor driver overtime and explore ways to cut down on
overtime in scheduling.
Yes, Hired an
additional flex position Operator/Shop Laborer
Platform hours should be recorded separately from payroll hours in order to
monitor the system’s pay-to-platform ratio.
Marketing Add translation functionality (such as Google Translate) to website to offer
multilingual information.
Yes
Vehicle and Facility
Maintenance
No recommendations --
Information Technology OTS should study the costs, benefits, and feasibility of AVL implementation on fixed route vehicles to improve on-road supervision and provide real-time bus arrival capability.
Yes
Summary Tables
Below are summary tables that highlight the findings and recommendations of GO Transit’s 2019 MPR Final
Report. Detailed descriptions and analysis accompany these throughout this report.
Table ii: Summary of GO Transit Performance Relative to Peers
Performance Objective Performance Measure
Single Year: 2017 Trend Analysis: 2013-2017
WI Peer
Comparison
US Peer
Comparison
WI Peer
Comparison
US Peer
Comparison
Cost Effectiveness Operating Expenses Per Passenger Trip
Cost Efficiency Operating Expenses Per Revenue Hour
Service Effectiveness Passenger Trips Per Revenue Hour
Market Penetration Passenger Trips Per Capita
Revenue Hours Per Capita
Passenger Revenue
Effectiveness
Average Fare Per Passenger Trip
Operating Ratio
Subsidy Per Passenger Trip
Key to
Symbols
Better than peer average
Worse than peer average, but within satisfactory range (+/- one standard deviation)
Outside satisfactory range
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Table iii: Summary Assessment of Policy- and Decision-Making Processes
Criterion Rating
The manager has sufficient authority and control to manage in an efficient manner.
The lines of authority, responsibility, and accountability are well defined and appropriate.
The lines of communication provide for sufficient exchange of information to ensure decision makers are knowledgeable on issues.
The current organizational structure is conducive to effective and efficient operation.
Key to Symbols
Structures and procedures are conducive to effective operations
Structures and procedures are adequate with room for improvement
Structures and procedures are insufficient
Table iv: Summary Assessment of Functional Areas
Functional Area Rating
Transportation Operations
Vehicle and Facility Maintenance
Finance
Planning and Scheduling
Marketing
Key to Symbols
Structures and procedures are conducive to effective operations
Structures and procedures are adequate with room for improvement
Structures and procedures are insufficient
Table v: Summary of Recommendations – 2019 Management Performance Review
Functional Area Recommendation Priority
Policy- and Decision-Making Processes 1 Continue to monitor employment market conditions for transit operators; consider adjusting recruitment and work assignment policies as needed to fill open positions Low
Transportation
Operations
- No recommendations -
Vehicle and Facility
Maintenance
2 Consider electric vehicle charging infrastructure when designing the new transit center Medium
Finance 3 Closely monitor UWO student ridership and monthly pass sales; work with UWO to pursue a new contract that enables UWO students to ride fare-free in exchange for a fixed annual payment
Medium
4 Pursue a formal, longer-term funding agreement with the Oshkosh Area School District to
enable fare-free rides for students
High
5 Pursue mobile and/or electronic fares. Medium
6 Count and secure fare revenue daily High
7 Document off-board cash handling and counting procedures to ensure consistency and
effectiveness
High
Planning and Scheduling 8 Evaluate demand for evening service; if warranted, consider piloting an on-demand evening service, perhaps through a contracted operator Medium
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Functional Area Recommendation Priority
Marketing 9 Promote the GO Transit app via the GO Transit website and social media, in printed
materials, aboard vehicles, and at facilities
Medium
10 Consider adding scheduled posts on Facebook and Twitter that can be uploaded
throughout the year to reduce the need for detailed daily/weekly posting; this could apply to most posts aside from those for time-sensitive service alerts and updates.
Medium
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Part I: System Overview
A service of the City of Oshkosh, GO Transit provided over 900,000 passenger trips in 2017. GO Transit provides fixed-route bus service, Americans with Disabilities Act (ADA) complementary paratransit, and
supplemental specialized demand response services. The GO Transit fleet includes 16 heavy-duty buses.
Fixed-Route Service
Shown in Figure 1, GO Transit offers ten regular fixed routes, from approximately 6:15 a.m. to 6:45 p.m.
Monday through Saturday. There is no service on Sundays. Seven of ten fixed routes meet for timed transfers
at the Downtown Transit Center.
Routes operate on 30-minute headways, except Route 10, which is available every 90 minutes (Table 1). Route
10 travels between downtown Oshkosh and downtown Neenah, connecting the GO Transit and Valley Transit
fixed-route networks; this is the only route operated by a contract provider (currently Kobussen Buses, Ltd.).
Fixed-Route Service Summary (Regular Routes)
Service Days Service Period (Approx.) Routes Frequency
Monday-Friday 6:15 a.m. – 6:45 p.m. 1, 2, 3, 4, 5, 6, 7, 8, 9 30-minute
6:30 a.m. – 6:30 p.m. 10 90-minute (approx..)
Saturday 6:15 a.m. – 6:45 p.m. 1, 2, 3, 4, 5, 6, 7, 8, 9 30-minute
7:30 a.m. – 6:30 p.m. 10 90-minute (approx..)
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Figure 1. System Map
Source: GO Transit
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Demand Response
GO Transit provides a variety of demand response services throughout its service area to customers meeting
specific eligibility requirements. These include the following:
• GO Plus ADA Paratransit: GO Transit’s ADA complementary paratransit service (offered under the
brand GO Plus) is available to certified riders residing in the city within ¾-mile of fixed routes during
the same hours as the fixed-route service (24/7 service is available for an additional fee). This service, operated through a contract with Running, Inc., offers several service levels: Basic (curb-to-curb),
Premium (door-through-door), and After-Hours (trips provided outside transit operating hours).
Same-day reservations are accommodated for an additional fee.
• GO Plus Senior Dial-a-Ride: GO Transit offers a curb-to-curb shared-ride taxi service for seniors
age 60 and older who have obtained an identification card from the Oshkosh Seniors Center
(available at no cost). Senior Dial-a-Ride service is part of the GO Plus family of programs and intended for use only on trips when GO Transit fixed-route buses are not available. The service is
operated through a contract with Oshkosh City Cab.
• Rural Over 60/Rural Under 60: GO Transit offers two programs to rural residents through a
partnership with Winnebago County. Rural residents age 60 and over have access to the Rural Over
60 program, which provides sedan service for trips throughout the county, limited to 10 one-way rides per month. Rural residents with a qualifying disability are eligible for the Rural Under 60
program, which offers both sedan and lift-equipped van service for trips throughout the county, also
limited to 10 one-way rides per month. The service is operated through contracts with Oshkosh City
Cab (ambulatory users) and Cabulance (non-ambulatory users).
• Access to Jobs (ATJ): In addition to the above programs for seniors and customers with disabilities,
GO Transit offers Access to Jobs (ATJ), a demand response cab service for use by low-income individuals on trips to and from work. Eligible residents must live and work within the City of
Oshkosh, work at least 30 hours per week, and use GO Transit fixed-route buses for work trips when
possible. ATJ allows individuals who must travel outside regular fixed-route operating hours, or whose home or work locations are inaccessible via bus, to utilize cab service for work purposes only.
The service is operated through a contract with Oshkosh City Cab.
Fares
In addition to cash fares, GO Transit sells 20-packs of tokens, punch passes, and unlimited monthly and 3-
month passes (Table 2). The current cash fare, monthly, and 3-month pass prices reflect increases that the
city implemented effective January 2019, consistent with recommendations contained in the City of Oshkosh 2018 Transit Development Plan (TDP). Discounted (half) fares on fixed-route buses are available for seniors,
people with disabilities, and veterans. The ADA paratransit fare is set at $3.00, double the regular fixed-route
base fare (Table 3). Route 10, a long-distance route connecting Oshkosh and downtown Neenah, has twice the fare of GO Transit’s regular local fixed routes.
GO Transit provides fare-free rides to Fox Valley Technical College (FVTC) students per a revenue agreement
between FVTC and the City of Oshkosh. The Oshkosh Area School District (OASD) purchases transit passes for students in need at a current cost of approximately $19,000 per year.
Transit passes are available at a variety of community facilities, including GO Transit headquarters, City Hall,
Oshkosh North and West high schools, Oshkosh Public Library, Associated Bank, and several nonprofit
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organizations. Punch passes are sold on buses; all passes and tokens are available at GO Transit’s
headquarters facility.
Fixed-Route Fares
Group Cash* Punch Pass (20)^ Token (20 Pack)^ Monthly Pass 3-Month Pass
Adult $1.50 $30.00
$35.00 $35.00 $90.00 Senior (60+) $0.75 $15.00 People with Disabilities $0.75
Disabled Veterans Free -- -- -- --
Children Under 6 Free -- -- -- --
*Fares double for Route 10 to Neenah. ^One punch/token for City routes, two for Route 10 to Neenah.
GO Plus Demand Response Fares*
Group During Regular Bus Hours After Hours Agency Fare
ADA Paratransit $3.00 $6.00 --
Senior Dial-a-Ride $4.50 $6.00 $8.50
Access to Jobs (ATJ) $4.00 $4.00 --
Rural $7.00 $7.00 $22.50
*$1.00 convenience fee added to the one-way fare for trips scheduled less than 24 hours in advance; does not apply to return trips from
medical facilities or any agency ticket rides.
Fleet
Summarized in Table 4, the GO Transit revenue fleet consists of 16 heavy-duty buses for fixed-route service.
Typically, 9 of the 16 heavy-duty buses are operated in peak service – a spare ratio of 78 percent.
Per Federal Transit Administration (FTA) useful life benchmarks (ULB), buses have a default useful life of 12 years.1 As of October 2019, three (19 percent) of GO Transit’s fixed-route buses are at or beyond the ULB of
12 years (Table 4). Agency staff note that GO Transit received three new buses in 2019 to replace these three
model-year 2003 vehicles. Once the three older vehicles are replaced and retired from the fleet, all GO Transit buses will be within FTA useful life benchmarks.
Revenue Fleet
Vehicle Numbers Quantity* Year Make/Model Length Average Life Miles* Age (years)
301, 303, 304 3 2003 New Flyer Low Floor 35’ -- 16
1001-1004 4 2010 New Flyer Hybrid 40’ -- 9
1305-1306 2 2013 Xcelsior Low Floor 35’ -- 6
1807-1808 2 2018 Xcelsior Low Floor 35’ -- 1
1809-1813 5 2018 Xcelsior Low Floor 40’ -- 1
TOTAL 16 -- -- -- -- 6.4
As of October 2019. *Vehicle mileage was not provided.
1 Federal Transit Administration. Circular 5010.1E: Award Management Requirements. 2017. Page IV-25.
https://www.transit.dot.gov/sites/fta.dot.gov/files/docs/Grant%20Management%20Requirements%20Circular_5010-1E_1.pdf.
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Facilities
GO Transit has two primary facilities: the Downtown Transit Center, located at 110 Pearl Ave. (on the edge of
downtown Oshkosh), and the administrative and maintenance facility, located at 926 Dempsey Trail. The latter is where administrative and operations staff are based, and where buses are stored and maintained. It
includes two repair bays with bus lifts, parts and tire storage rooms, and a bus wash.
Most GO Transit fixed routes serve the transit center, which features sheltered waiting areas, benches, maps and route information. Constructed in 1989, the facility is in fair condition. The 2018 TDP recommends
redesigning or replacing the Downtown Transit Center, given its lack of crucial amenities, age, and isolation
from downtown activity.
Downtown Transit Center. Source: SRF Staff Photo.
The administration and maintenance facility was constructed in 1968 and entered into transit use in 1983. This
facility houses GO Transit’s administrative, maintenance, and bus storage functions.
GO Transit administration and maintenance facility. Source: SRF Staff Photo.
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Part II: Analysis of System Performance
Part II of this report examines, quantitatively, GO Transit performance over the last several years. Since there are no recognized industry standards for most measures of transit system performance, widespread practice
is to compare the performance of a system to the average values of a peer group of systems.
The following peer analysis compares GO Transit fixed-route bus performance to a Wisconsin peer group and
a national peer group in five categories using eight specific measures (Table 5). As part of its Cost Efficiency Report and MPR initiatives, WisDOT measures transit system performance using at least six core measures,
(Table 5), in accordance with section 85.20 of the Wisconsin Statutes.
Performance Objectives and Performance Measures
Performance Objective Performance Measure WisDOT Core
Measure
Cost Effectiveness Operating Expenses Per Passenger Trip X
Cost Efficiency Operating Expenses Per Revenue Hour X
Service Effectiveness Passenger Trips Per Revenue Hour X
Market Penetration Passenger Trips Per Capita X
Revenue Hours Per Capita X
Passenger Revenue Effectiveness
Average Fare Per Passenger Trip
Operating Ratio (Passenger Revenues Per Operating Expenses) X
Subsidy Per Passenger Trip
This peer performance analysis excludes data from demand response or other modes; analyzing GO Transit fixed-route bus data alone allows for a more direct comparison with peer transit systems in Wisconsin and
around the Midwest.
Each measure in Table 5 is used to assess GO Transit fixed-route performance in two ways:
• Single Year: Comparison to peer average for the most current year. Year 2017 National Transit
Database (NTD) data are used. This is the most recent year for which NTD data were available for all
peer systems at the time of analysis. Consistent with the WisDOT approach, performance is
considered “satisfactory” within one standard deviation of the peer average. The system’s performance is considered “outside the satisfactory range” (unsatisfactory) if it falls more than one
standard deviation from the peer average.
• Multi-Year Trend Analysis: Comparison to peer average for annual rate of change. NTD data from 2013 to 2017 are used. The annual rate of change from 2013 to 2017 is calculated as follows:
Annual rate of change = (Value2017/Value2013) ¼-1
For the trend analysis, the system’s annual rate of change is compared to that of the average of the peer group. Again, the system’s trend performance is considered “satisfactory” within one standard deviation of
the peer group average. Beyond one standard deviation from the peer group average, the system’s trend
performance is considered “outside the satisfactory range.”
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Peer Groups
The selection of the peer groups for GO Transit was based on a review of small urban bus systems in NTD.
NTD was used because its data are readily available and consistently reported. Two peer groups were selected for comparison: a Wisconsin peer group and a national peer group (Table 6, Table 7). Systems’
fixed-route bus data (excluding any other modes operated) were used in the selection of peers and the
subsequent analyses.
Table 6 contains 2017 operating statistics for GO Transit and the selected Wisconsin peer systems. This review
recognizes the limitations of using other Wisconsin bus systems for peer comparison. Each system operates
in a different environment, serves different markets, and has a unique management structure. However, Wisconsin peer systems also provide context for operating conditions within the state. Because it is
customary in this review to compare medium bus systems to others in Wisconsin, the Wisconsin peer
comparison is included in this review.
2017 Operating Statistics – Wisconsin Peer Group
System Name City Revenue
Hours
Passenger
Trips
Operating
Expenses
Passenger
Revenues
Service Area
Population
Eau Claire Transit Eau Claire 48,127 865,260 $4,261,637 $803,452 75,828
Fond du Lac Area Transit Fond du Lac 13,047 157,952 $1,148,987 $128,047 49,167
Janesville Transit System Janesville 28,899 488,726 $3,367,524 $485,956 64,159
Kenosha Transit Kenosha 78,080 1,268,399 $6,242,092 $692,799 99,894
MTU La Crosse 58,801 999,955 $5,153,871 $610,973 71,201
RYDE Racine 76,737 1,128,650 $6,353,802 $1,024,246 112,100
Shoreline Metro Sheboygan 37,679 529,726 $3,163,112 $463,324 59,490
Metro Ride Wausau 27,324 498,902 $2,680,463 $391,313 39,302
GO Transit Oshkosh 37,514 901,710 $3,438,057 $476,005 66,083
Average 41,184 45,134 759,920 $3,978,838 $564,013
GO Transit as Percent of Average 91% 83% 119% 86% 84%
Source: National Transit Database, 2017.
In the development of the national peer group, an attempt was made to select peer systems in cold-weather
states in the Midwest; specifically, those with relatively similar service area and transit service mix provided.
The Urban Integrated National Transit Database (Urban iNTD) was used to develop an initial list of national
peers.2 This initial list was filtered to include only the most applicable peers, based on the criteria listed above and previous MPR peer analyses.
The national peer group includes systems in Colorado, Illinois, Indiana, Iowa, Kansas, and Montana. Table 7
contains 2017 operating statistics for GO Transit and the selected national peer systems.
2 Urban iNTD is a tool developed by the Florida Department of Transportation (FDOT), based on Transit Cooperative Research Program
(TCRP) research. http://www.ftis.org/urban_iNTD.aspx.
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2017 Operating Statistics – National Peer Group
System Name City, State Revenue Hours Passenger Trips Operating Expenses Passenger Revenues
Service Area
Population
MET Transit Billings, MT 34,925 455,583 $3,497,440 $360,464 109,869
Decatur Public Transit Decatur, IL 68,524 1,208,742 $5,641,361 $483,781 82,155
The Jule Dubuque, IA 34,814 455,959 $2,194,916 $224,941 60,140
Muncie Indiana Transit Muncie, IN 55,714 1,377,416 $5,399,284 $184,133 70,085
Pueblo Transit System Pueblo, CO 38,540 819,660 $3,747,123 $666,808 108,249
Sioux City Transit System Sioux City, IA 44,585 901,989 $4,057,320 $724,877 122,128
Topeka MTA Topeka, KS 60,116 1,197,319 $5,866,545 $960,567 127,473
GO Transit Oshkosh, WI 37,514 901,710 $3,438,057 $476,005 66,083
Average 46,842 914,797 $4,230,256 $510,197 93,273
GO Transit as Percent of Average 80% 99% 81% 93% 71%
Source: National Transit Database, 2017.
Performance Measures: Results
This section summarizes GO Transit service relative to peer groups over the five-year period, as well as the results of the single-year (2017) and multi-year (2013-2017) analyses for each of the eight performance
measures reviewed in this MPR. Table 18 summarizes GO Transit’s performance relative to peer systems
across all measures.
GO Transit Five-Year Summary
Table 8 and Table 9 show GO Transit operating statistics and performance measures, respectively, for 2013
through 2017. The average annual rate of change for the five-year period is calculated for each statistic and
measure.
Operating Statistics – GO Transit, 2013-2017
Operating Statistic 2013 2014 2015 2016 2017 Annual Rate of
Change
Revenue Hours 37,828 38,114 37,805 37,653 37,514 -0.2%
Passenger Trips 913,185 907,276 898,507 914,364 901,710 -0.3%
Operating Expenses $3,090,931 $3,235,548 $3,156,046 $3,141,795 $3,438,057 2.7%
Passenger Revenue $489,277 $484,387 $460,926 $462,812 $476,005 -0.7%
Service Area Population 66,083 66,083 66,083 66,083 66,083 0.0%
Source: National Transit Database, 2013-2017.
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Performance Measures – GO Transit, 2013-2017
Performance Measure 2013 2014 2015 2016 2017 Annual Rate of
Change
Operating Expense Per Passenger Trip $3.38 $3.57 $3.51 $3.44 $3.81 3.0%
Operating Expense Per Revenue Hour $81.71 $84.89 $83.48 $83.44 $91.65 2.9%
Passenger Trips Per Revenue Hour 24.1 23.8 23.8 24.3 24.0 -0.1%
Passenger Trips Per Capita 13.8 13.7 13.6 13.8 13.6 -0.3%
Revenue Hours Per Capita 0.57 0.58 0.57 0.57 0.57 -0.2%
Average Fare Per Passenger Trip $0.54 $0.53 $0.51 $0.51 $0.53 -0.4%
Operating Ratio 15.8% 15.0% 14.6% 14.7% 13.8% -3.3%
Subsidy Per Passenger Trip $2.85 $3.03 $3.00 $2.93 $3.28 3.6%
Source: National Transit Database, 2013-2017.
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Cost Effectiveness
Cost effectiveness addresses transit use in relation to the level of resources expended. The primary measure
for comparison under this area is operating expenses per passenger trip. The lower the cost per passenger
trip, the more cost effective the service.
Figure 2. Operating Expenses Per Passenger Trip, 2017 Peers
Source: National Transit Database, 2017.
Figure 3. Operating Expenses Per Passenger Trip Compared to Peer Averages, 2013-2017
Source: National Transit Database, 2013-2017.
Operating Expenses Per Passenger Trip, 2013-2017 Trend Performance
Peer Group Annual Rate of Change
Average Std. Dev. Satisfactory Range Oshkosh Relative to Peer Group
Oshkosh 3.0% -- -- --
Wisconsin Peer Group 8.3% 11.7% ≤ 20.0% Better than average
National Peer Group 5.2% 3.8% ≤ 9.0% Better than average
Source: National Transit Database, 2013-2017. $3.81$4.92$4.93$5.15$5.37$5.63$5.97$6.89$7.27$3.81$3.92$4.50$4.57$4.67$4.81$4.90$7.68$5.55
$6.55
$5.59
$7.91
$0
$2
$4
$6
$8
$10
$12
WI US Average Average + 1 Standard Deviation
$3.38 $3.57 $3.51 $3.44 $3.81
$4.38 $4.67 $5.02 $5.16 $5.55
$4.02 $4.12 $4.23 $4.42
$4.86
$0.00
$1.00
$2.00
$3.00
$4.00
$5.00
$6.00
2013 2014 2015 2016 2017
Oshkosh
WI Peer Avg.
US Peer Avg.
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Cost Efficiency
Cost efficiency examines the amount of service produced in relation to the amount of resources expended.
Operating expenses per revenue hour is the measure used to assess service efficiency.
Figure 4. Operating Expenses per Revenue Hour, 2017 Peers
Source: National Transit Database, 2017.
Figure 5. Operating Expenses per Revenue Hour Compared to Peer Averages, 2013-2017
Source: National Transit Database, 2013-2017.
Operating Expenses per Revenue Hour, 2013-2017 Trend Performance
Peer Group Annual Rate of Change
Average Std. Dev. Satisfactory Range Oshkosh Relative to Peer Group
Oshkosh 2.9% -- -- --
Wisconsin Peer Group 5.7% 11.3% ≤ 17.0% Better than average
National Peer Group 1.9% 1.4% ≤ 3.2% Worse, but within satisfactory range
Source: National Transit Database, 2013-2017. Note: Any differences in Satisfactory Range numbers are due to rounding. $79.94$82.80$83.95$87.65$88.07$88.55$91.65$98.10$116.53$63.05$82.33$91.00$91.65$96.91$97.23$97.59$100.14$90.80$101.17
$92.67
$105.87
$0
$20
$40
$60
$80
$100
$120 WI US Average Average + 1 Standard Deviation
$81.71
$84.89
$83.48 $83.44
$91.65
$78.73
$82.55
$85.49
$89.20 $90.80
$83.57
$86.63 $86.92
$86.47
$89.99
$70
$75
$80
$85
$90
$95
2013 2014 2015 2016 2017
Oshkosh
WI Peer Avg.
US Peer Avg.
SRF Consulting Group 2019 Transit System Management Performance Review | 16
Service Effectiveness
Service effectiveness is a measure of the consumption of public transportation service in relation to the
amount of service available. Passenger trips per revenue hour is the measure used to assess service
effectiveness.
Figure 6. Passenger Trips per Revenue Hour, 2017 Peers
Source: National Transit Database, 2017.
Figure 7. Passenger Trips per Revenue Hour Compared to Peer Averages, 2013-2017
Source: National Transit Database, 2013-2017.
Passenger Trips per Revenue Hour, 2013-2017 Trend Performance
Peer Group Annual Rate of Change
Average Std. Dev. Satisfactory Range Oshkosh Relative to Peer Group
Oshkosh -0.1% -- -- --
Wisconsin Peer Group -2.3% 3.4% ≥ -5.7% Better than average
National Peer Group -3.1% 2.8% ≥ -5.9% Better than average
Source: National Transit Database, 2013-2017. 24.018.318.017.016.916.214.714.112.124.724.021.320.219.917.613.113.016.8
13.6
18.2
13.3
0.0
4.0
8.0
12.0
16.0
20.0
24.0
28.0
WI US Average Average - 1 Standard Deviation
24.1 23.8 23.8 24.3 24.0
18.6 18.6 17.7 17.7 16.8
22.2 22.3 22.0 20.5 19.2
0.0
5.0
10.0
15.0
20.0
25.0
30.0
2013 2014 2015 2016 2017
Oshkosh
WI Peer Avg.
US Peer Avg.
SRF Consulting Group 2019 Transit System Management Performance Review | 17
Market Penetration
Passenger trips per capita is an indicator of overall usage of the transit system in the service area. This
measure can be interpreted as the average number of times each service area resident uses the transit
service each year.
Figure 8. Passenger Trips Per Capita, 2017 Peers
Source: National Transit Database, 2017.
Figure 9. Passenger Trips Per Capita Compared to Peer Averages, 2013-2017
Source: National Transit Database, 2013-2017.
Passenger Trips Per Capita, 2013-2017 Trend Performance
Peer Group Annual Rate of Change
Average Std. Dev. Satisfactory Range Oshkosh Relative to Peer Group
Oshkosh -0.3% -- -- --
Wisconsin Peer Group -1.0% 2.9% ≥ -3.9% Better than average
National Peer Group -3.3% 4.1% ≥ -7.5% Better than average
Source: National Transit Database, 2013-2017. Note: Any differences in Satisfactory Range numbers are due to rounding.
14.013.612.712.711.410.18.97.63.219.714.713.69.47.67.67.44.110.5
7.2
9.9
5.0
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
18.0
20.0
WI US Average Average - 1 Standard Deviation
13.8 13.7 13.6 13.8 13.6
11.0 10.9 10.9 10.7 10.5
12.4 12.5 12.2 11.2 10.5
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
2013 2014 2015 2016 2017
Oshkosh
WI Peer Avg.
US Peer Avg.
SRF Consulting Group 2019 Transit System Management Performance Review | 18
Revenue hours per capita is the performance measure used to assess service availability, and the second of
three measures of market penetration.
Figure 10. Revenue Hours Per Capita, 2017 Peers
Source: National Transit Database, 2017.
Figure 11. Revenue Hours Per Capita Compared to Peer Averages, 2013-2017
Source: National Transit Database, 2013-2017.
Revenue Hours Per Capita, 2013-2017 Trend Performance
Peer Group Annual Rate of Change
Average Std. Dev. Satisfactory Range Oshkosh Relative to Peer Group
Oshkosh -0.2% -- -- --
Wisconsin Peer Group 1.4% 4.0% ≥ -2.6% Worse, but within satisfactory range
National Peer Group -0.3% 1.8% ≥ -2.1% Better than average
Source: National Transit Database, 2013-2017.
0.830.780.700.680.630.630.570.450.270.830.790.580.570.470.370.360.320.62
0.45 0.53
0.35
0.00
0.10
0.20
0.30
0.40
0.50
0.60
0.70
0.80
0.90 WI US Average Average - 1 Standard Deviation
0.57
0.58 0.57 0.57 0.57
0.59 0.58 0.61 0.60
0.62
0.54 0.55 0.54 0.54 0.54
0.48
0.50
0.52
0.54
0.56
0.58
0.60
0.62
0.64
2013 2014 2015 2016 2017
Oshkosh
WI Peer Avg.
US Peer Avg.
SRF Consulting Group 2019 Transit System Management Performance Review | 19
Passenger Revenue Effectiveness
Passenger revenue per passenger trip, or average fare per passenger trip, measures the amount each
passenger is paying to use the service. The higher the average fare, the more cost is being borne by the
passenger. Generally, a higher average fare – within certain limitations – is a positive finding for a public transit system.
Figure 12. Average Fare per Passenger Trip, 2017 Peers
Source: National Transit Database, 2017.
Figure 13. Average Fare per Passenger Trip Compared to Peer Averages, 2013-2017
Source: National Transit Database, 2013-2017.
Average Fare per Passenger Trip, 2013-2017 Trend Performance
Peer Group Annual Rate of Change
Average Std. Dev. Satisfactory Range Oshkosh Relative to Peer Group
Oshkosh -0.4% -- -- --
Wisconsin Peer Group 7.6% 18.6% ≥ -11.1% Worse, but within satisfactory range
National Peer Group 5.2% 7.1% ≥ -2.0% Worse, but within satisfactory range
Source: National Transit Database, 2013-2017. Note: Any differences in Satisfactory Range numbers are due to rounding.
$0.99$0.93$0.91$0.87$0.81$0.78$0.61$0.55$0.53$0.81$0.80$0.80$0.79$0.53$0.49$0.40$0.13$0.78
$0.61 $0.68
$0.36
$0.00
$0.20
$0.40
$0.60
$0.80
$1.00
$1.20 WI US Average Average - 1 Standard Deviation
$0.54 $0.53
$0.51 $0.51 $0.53
$0.67 $0.70
$0.80 $0.76 $0.78
$0.53 $0.52
$0.53 $0.52 $0.60
$0.00
$0.10
$0.20
$0.30
$0.40
$0.50
$0.60
$0.70
$0.80
$0.90
2013 2014 2015 2016 2017
Oshkosh
WI Peer Avg.
US Peer Avg.
SRF Consulting Group 2019 Transit System Management Performance Review | 20
The ratio of revenues to operating expenses measures the level of operating expenses that are recovered
through passenger fare payment. This measure is also simply referred to as the operating ratio or farebox
recovery.
Figure 14. Operating Ratio, 2017 Peers
Source: National Transit Database, 2017.
Figure 15. Operating Ratio Compared to Peer Averages, 2013-2017
Source: National Transit Database, 2013-2017.
Operating Ratio, 2013-2017 Trend Performance
Peer Group Annual Rate of Change
Average Std. Dev. Satisfactory Range Oshkosh Relative to Peer Group
Oshkosh -3.3% -- -- --
Wisconsin Peer Group -1.2% 5.6% ≥ -6.8% Worse, but within satisfactory range
National Peer Group 0.1% 7.8% ≥ -7.7% Worse, but within satisfactory range
Source: National Transit Database, 2013-2017.
18.9%16.1%14.6%14.6%14.4%13.8%11.9%11.1%11.1%17.9%17.8%16.4%13.8%10.3%10.2%8.6%3.4%14.1%
11.7%12.2%
7.7%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
18.0%
20.0%
WI US Average Average - 1 Standard Deviation
15.8%15.0%14.6%14.7%
13.8%14.9%
14.4%15.8%14.8%14.1%
13.2%12.8%12.6%12.0%12.3%
0.0%
4.0%
8.0%
12.0%
16.0%
20.0%
2013 2014 2015 2016 2017
Oshkosh
WI Peer Avg.
US Peer Avg.
SRF Consulting Group 2019 Transit System Management Performance Review | 21
Net expense (subsidy) per passenger trip is used to measure the cost of each passenger trip that is paid
for by public operating subsidy. Subsidy per passenger trip is calculated by subtracting passenger revenues
from total operating expenses and dividing by total trips. The higher the operating subsidy, the more local,
state, and federal resources are required to cover expenses.
Figure 16. Subsidy per Passenger Trip, 2017 Peers
Source: National Transit Database, 2017.
Figure 17. Subsidy per Passenger Trip Compared to Peer Averages, 2013-2017
Source: National Transit Database, 2013-2017.
Subsidy per Passenger Trip, 2013-2017 Trend Performance
Peer Group Annual Rate of Change
Average Std. Dev. Satisfactory Range Oshkosh Relative to Peer Group
Oshkosh 3.6% -- -- --
Wisconsin Peer Group 8.5% 10.7% ≤ 19.2% Better than average
National Peer Group 5.6% 4.2% ≤ 9.8% Better than average
Source: National Transit Database, 2013-2017. $3.28$4.00$4.38$4.54$4.59$4.72$5.10$5.90$6.46$3.28$3.69$3.76$3.79$4.10$4.27$4.32$6.89$4.77
$5.67
$4.91
$7.00
$0.00
$1.00
$2.00
$3.00
$4.00
$5.00
$6.00
$7.00
$8.00 WI US Average Average + 1 Standard Deviation
$2.85 $3.03 $3.00 $2.93 $3.28
$3.71 $3.97 $4.22 $4.40 $4.77
$3.49 $3.60 $3.70 $3.90 $4.26
$0.00
$1.00
$2.00
$3.00
$4.00
$5.00
$6.00
2013 2014 2015 2016 2017
Oshkosh
WI Peer Avg.
US Peer Avg.
SRF Consulting Group 2019 Transit System Management Performance Review | 22
Performance Summary
Table 18 indicates the measures for which GO Transit was better than average, worse than average but
satisfactory, or outside the satisfactory range. Table 19 and Table 20 display GO Transit’s 2017 performance
measure results relative to all Wisconsin and national peers in greater detail.
Summary of GO Transit Performance Relative to Peers
Performance
Objective Performance Measure
Single Year: 2017 Trend Analysis: 2013-2017
WI Peer Comparison US Peer Comparison WI Peer Comparison US Peer Comparison
Cost Effectiveness Operating Expenses Per Passenger Trip
Cost Efficiency Operating Expenses Per Revenue Hour
Service Effectiveness Passenger Trips Per Revenue Hour
Market Penetration Passenger Trips Per Capita
Revenue Hours Per Capita
Passenger Revenue Effectiveness
Average Fare Per Passenger Trip
Operating Ratio
Subsidy Per Passenger Trip
Key to
Symbols
Better than peer average
Worse than peer average, but within satisfactory range (+/- one standard deviation)
Outside satisfactory range
In 2017, GO Transit performed better than average or within the satisfactory range in seven of eight
measures compared to its Wisconsin peer group, and ever better compared to its national peer group (Table 18). GO Transit performed particularly well in 2017 in three measures:
• Operating expenses per passenger trip: GO Transit was more cost effective than all 15 of its state and
national peers (Figure 2).
• Passenger trips per revenue hour: GO Transit service was more effective than 14 of 15 state and national peers (Figure 6).
• Subsidy per passenger trip: GO Transit had a lower per-trip subsidy than all 15 of its state and national
peers (Figure 16).
Moreover, GO Transit’s trend performances for all three of these measures exceeded peer averages (Table
10, Table 12, Table 17). The review team attributes GO Transit’s excellent standing among its peers in these measures to its relatively high ridership, fixed-route network design, and appropriately managed operating
costs.
SRF Consulting Group 2019 Transit System Management Performance Review | 23
Performance Measures, 2017 – Wisconsin Peer Group
System Name City
Cost Effectiveness Cost Efficiency Service Effectiveness Market Penetration Passenger Revenue Effectiveness
Operating Expense Per
Passenger Trip
Operating Expense Per Revenue Hour
Passenger Trips Per Revenue Hour
Passenger Trips Per Capita
Revenue Hours Per Capita
Average Fare Per Passenger Trip
Operating
Ratio
Subsidy Per Passenger Trip
Eau Claire Transit Eau Claire $4.93 $88.55 18.0 11.4 0.63 $0.93 18.9% $4.00
Fond du Lac Area Transit Fond du Lac $7.27 $88.07 12.1 3.2 0.27 $0.81 11.1% $6.46
Janesville Transit System Janesville $6.89 $116.53 16.9 7.6 0.45 $0.99 14.4% $5.90
Kenosha Transit Kenosha $4.92 $79.94 16.2 12.7 0.78 $0.55 11.1% $4.38
MTU La Crosse $5.15 $87.65 17.0 14.0 0.83 $0.61 11.9% $4.54
RYDE Racine $5.63 $82.80 14.7 10.1 0.68 $0.91 16.1% $4.72
Shoreline Metro Sheboygan $5.97 $83.95 14.1 8.9 0.63 $0.87 14.6% $5.10
Metro Ride Wausau $5.37 $98.10 18.3 12.7 0.70 $0.78 14.6% $4.59
GO Transit Oshkosh $3.81 $91.65 24.0 13.6 0.57 $0.53 13.8% $3.28
Average $5.55 $90.80 16.8 10.5 0.62 $0.78 14.1% $4.77
Standard Deviation $1.00 $10.37 3.2 3.3 0.16 $0.16 2.4% $0.90
Satisfactory Range ≤ $6.55 ≤ $101.17 ≥ 13.6 ≥ 7.2 ≥ 0.45 ≥ $0.61 ≥ 11.7% ≤ $5.67
GO Transit Relative to Peer Group
GO Transit as a Percent of Average 69% 101% 143% 130% 92% 68% 98% 69%
Key to
Symbols
Better than peer average
Worse than peer average, but within satisfactory range (+/- one standard deviation)
Outside satisfactory range
Source: National Transit Database, 2017. Note: Any differences in Satisfactory Range numbers are due to rounding.
SRF Consulting Group 2019 Transit System Management Performance Review | 24
Performance Measures, 2017 – National Peer Group
System Name City
Cost Effectiveness Cost Efficiency Service Effectiveness Market Penetration Passenger Revenue Effectiveness
Operating Expense Per
Passenger Trip
Operating Expense Per
Revenue Hour
Passenger Trips Per
Revenue Hour
Passenger Trips Per
Capita
Revenue Hours Per
Capita
Average Fare Per Passenger
Trip
Operating Ratio Subsidy Per Passenger
Trip
MET Transit Billings, MT $7.68 $100.14 13.0 4.1 0.32 $0.79 10.3% $6.89
Decatur Public Transit Decatur, IL $4.67 $82.33 17.6 14.7 0.83 $0.40 8.6% $4.27
The Jule Dubuque, IA $4.81 $63.05 13.1 7.6 0.58 $0.49 10.2% $4.32
Muncie Indiana Transit Muncie, IN $3.92 $96.91 24.7 19.7 0.79 $0.13 3.4% $3.79
Pueblo Transit System Pueblo, CO $4.57 $97.23 21.3 7.6 0.36 $0.81 17.8% $3.76
Sioux City Transit System Sioux City, IA $4.50 $91.00 20.2 7.4 0.37 $0.80 17.9% $3.69
Topeka MTA Topeka, KS $4.90 $97.59 19.9 9.4 0.47 $0.80 16.4% $4.10
GO Transit Oshkosh, WI $3.81 $91.65 24.0 13.6 0.57 $0.53 13.8% $3.28
Average $4.86 $89.99 19.2 10.5 0.54 $0.60 12.3% $4.26
Standard Deviation $1.13 $11.45 4.1 4.7 0.18 $0.23 4.8% $1.04
Satisfactory Range ≤ $5.98 ≤ $101.44 ≥ 15.1 ≥ 5.8 ≥ 0.35 ≥ $0.36 ≥ 7.5% ≤ $5.30
GO Transit Relative to Peer Group
GO Transit as a Percent of Average 78% 102% 125% 130% 106% 89% 113% 77%
Key to Symbols
Better than peer average
Worse than peer average, but within satisfactory range (+/- one standard deviation)
Outside satisfactory range
Source: National Transit Database, 2017. Note: Any differences in Satisfactory Range numbers are due to rounding.
SRF Consulting Group 2019 Transit System Management Performance Review | 25
Part III: Policy- and Decision-Making Processes
This section contains a description of the policy- and decision-making processes in place at GO Transit and
the City of Oshkosh as they relate to transit service.
Organizational Structure
GO Transit is a division of the Transportation Department of the City of Oshkosh. The Director of
Transportation, Jim Collins, manages day-to-day operations of GO Transit and leads decision-making
processes for the service. He reports directly to the city manager, who in turn reports to the Oshkosh City Council.
The Transportation Director is supported by an administrative assistant (Marlene Binder), a transit operations
manager (Steve Tomasik), and a maintenance supervisor (Brian Griesbach), in addition to subordinate staff who aid in dispatch, operations, supervision, and maintenance. When fully staffed, GO Transit employs
approximately 32 full-time equivalent staff, including 18.5 full-time equivalent drivers, one dispatcher, two
operator/mechanics, three full-time mechanics, and one service technician. The current organizational structure, summarized in Figure 18, is conducive to effective and efficient operations.
Figure 18. GO Transit Organizational Chart
Source: City of Oshkosh
As a municipal transit agency, GO Transit benefits from constructive relationships with other city departments, including the following:
SRF Consulting Group 2019 Transit System Management Performance Review | 26
• City Attorney Office – provides transit-related legal (for easements, etc.)
• Human Resources Department – manages hiring, employee disciplinary actions, etc.
• Finance Department – provides accounting and grant management services
• Police Department – develops and implements safety initiatives
• Public Works Department – installs shelter pads, performs surveying, ensures facility ADA compliance, coordinates with GO Transit during road reconstruction projects
GO Transit appears to be weathering employee recruitment and retention challenges better than most transit
agencies across Wisconsin and the nation. GO Transit staff report that in the past six years, only one person has left the agency for reasons other than retirement. However, GO Transit will face a wave of retirements in
the next several years as experienced staff reach retirement age, and the agency has had difficulty filling its
vacant part-time driver position.
GO Transit driver salaries start at $24.06 per hour, while driver salaries at nearby Valley Transit (Appleton)
and Fond du Lac Area Transit start at $19.58 per hour and $20.84 per hour, respectively. While it should
continue to monitor the competitiveness of its wages, the City of Oshkosh should also consider its policies
related to recruitment and work assignments, including for part-time drivers.
Recommendation 1: Continue to monitor employment market conditions for transit operators; consider adjusting recruitment and work assignment policies as needed to fill open positions. Priority: Low.
Policy Environment
The transportation director is the primary decision maker for GO Transit, playing a critical role in developing
policy and setting strategic direction. While the city council has final responsibility for budget-related decisions, the transportation director has sufficient autonomy to conduct day-to-day operations.
The City Council, in turn, receives advice from the Oshkosh Transit Advisory Board (TAB) on transit policy
topics. The TAB meets monthly or quarterly depending on transit agency needs. TAB members are appointed
by the mayor and currently consist of two transit-dependent riders, one city council member, representatives from Oshkosh Area School District (OASD), University of Wisconsin – Oshkosh (UWO) and county health
system, and one private citizen advocate. The transportation director typically attends TAB meetings and
reports ridership, revenue, and other relevant statistics for fixed-route and demand response services. The current city council and mayor support transit in the community.
GO Transit participates in citywide strategic planning efforts, which include a 5-year strategic plan updated
every 2 years. Transit is included under a focus area called “Maintain and Improve Infrastructure.” GO Transit and other departments report on key performance measures as part of this planning process.
Conclusions
The policy- and decision-making processes in place at the City of Oshkosh and GO Transit appear to be
functioning well. Table 21 summarizes the review team’s assessment of GO Transit based on the four criteria
used to measure the effectiveness of its policy- and decision-making processes. Overall, the structures and
processes in place at GO Transit and the City of Oshkosh support the effective provision of transit services.
SRF Consulting Group 2019 Transit System Management Performance Review | 27
Summary Assessment of Policy- and Decision-Making Processes
Criterion Rating
The manager has sufficient authority and control to manage in an efficient manner.
The lines of authority, responsibility, and accountability are well defined and appropriate.
The lines of communication provide for sufficient exchange of information to ensure decision
makers are knowledgeable on issues.
The current organizational structure is conducive to effective and efficient operation.
Key to
Symbols
Structures and procedures are conducive to effective operations
Structures and procedures are adequate with room for improvement
Structures and procedures are insufficient
SRF Consulting Group 2019 Transit System Management Performance Review | 28
Part IV: Functional Area Review
Part IV of this report contains a review of the following functional areas:
• Transportation Operations
• Vehicle and Facility Maintenance
• Finance
• Planning and Scheduling
• Marketing
These areas were chosen because they have an impact on long-term capital requirements as well as short-term financial resources needed for daily operations and short-term capital planning.
The transportation director completed a detailed MPR questionnaire prior to the on-site review, conducted
on October 4, 2019. GO Transit staff answered all questions and provided extensive supporting material, as requested by the review team. The on-site review process consisted of discussions with the transportation
director and other GO Transit staff responsible for specific functional areas.
Transportation Operations
The structures and procedures pertaining to the transportation operations function at GO Transit are
conducive to effective operations. Still, despite several exemplary practices described below, the review team
has identified recommendations that would improve transportation operations in the long term.
For more details about this function, see Appendix A for staff’s full response to the review team’s MPR
questionnaire.
Operator Supervision and Communications
GO Transit management staff have proven successful at establishing and communicating operations procedures and expectations with front-line employees that translate into effective service delivery. Policies
and procedures are well-documented in the agency’s employee handbook and work rules documents.
Supervisory staff communicate frequently with front-line employees.
Supervisory staffing level is sufficient for the current level of service. At least one supervisor is present during
nearly all hours of operation. GO Transit’s operations supervisor and/or operations manager oversee
weekday operations. On Saturdays, the operations supervisor oversees service until 1:30 p.m., after which he
is on call. While the transportation director is available to oversee day-to-day operations as needed, the
current organizational structure is such that he can delegate this function to the operations manager. This
allows him to focus on overall system management, including grant management, regulatory compliance,
strategic initiatives, planning, and coordination.
Service Procedures and Tools
All drivers start and end their shifts at the administrative and maintenance facility, where they receive
assignments and conduct pre- and post-trip procedures. Collectively, the maintenance supervisor, operations
supervisor, and operations manager check each driver’s fitness for duty before the driver begins operating her or his assigned bus.
SRF Consulting Group 2019 Transit System Management Performance Review | 29
GO Transit revenue vehicles have tablets mounted near the driver, which collect mileage, hours, boardings,
vehicle location, and schedule adherence data. This data feeds into GO Transit’s operations software, Express Transit. GO Transit staff use Express Transit software to review historical passenger boardings by fare
classification and on-time performance data, and to track vehicle location in real-time to understand current
conditions and more efficiently address any service issues. GO Transit customers also benefit from this data.
Real-time vehicle locations, route schedules, stop-level timepoints, and service alerts are available to the public via the GO Transit mobile app.
GO Transit allows passenger boarding and alighting at posted bus stops only. Free transfers are available at
the downtown transit center, with a paper transfer slip good for one hour only. Buses can hold for up to 3 minutes upon request to facilitate transfers, but transfer connections are not guaranteed. GO Transit has
maintained impressive fixed-route service on-time performance – regularly above its goal of 95 percent of
scheduled timepoints.
Safety and Training
GO Transit’s driver training program – led by the operations supervisor – is thorough, consistent, and well-
documented. The several-week program consists of an appropriate mix of classroom, out-of-service, and in-
service training for new drivers. Training protocol for new drivers is standardized but tailored based on the competence of the trainee. Materials for the training program are gathered from several sources, including the Smith System. Upon successful completion of the training program, new drivers are typically placed on
lower-ridership routes and receive feedback from other drivers as needed.
GO Transit’s current operations supervisor is also proactive regarding safety issues and accident analysis. Drivers are retrained following all accidents and as needed based on staff observations from check rides. GO
Transit drivers participate in regular safety meetings.
GO Transit coordinates with other Wisconsin transit agencies to maintain best practices and proactively pursue safety improvements. The agency is writing its own Public Transportation Agency Safety Plan (PTASP).
In all, GO Transit has a well-designed and administered training program – among the best of similarly sized
transit systems in Wisconsin.
Vehicle and Facility Maintenance
The structures and procedures pertaining to the vehicle and facility maintenance functions at GO Transit are
conducive to effective operations. For more details about this function at GO Transit, see Appendix A for staff’s response to the review team’s MPR questionnaire.
Vehicle Maintenance
GO Transit’s maintenance supervisor oversees three full-time mechanics and one service technician, and is
responsible for the vehicle maintenance function. All fixed-route GO Transit vehicles are owned by the City of Oshkosh, stored indoors, and maintained at the administration and maintenance facility. GO Plus vehicles are
owned and maintained by contracted operators. At least one GO Transit mechanic or service technician is on
duty during all hours of operation.
During its site visit, the review team examined GO Transit vehicle and facility maintenance procedures, and
toured its facilities. Based on its review of GO Transit’s Maintenance Department Manual and associated
documents, the review team concludes that, overall, maintenance staff are guided by well-documented
policies and procedures. Repairs are completed both in-house and with outside vendors. Fleet maintenance
SRF Consulting Group 2019 Transit System Management Performance Review | 30
and parts inventory are tracked using TransFleet software. Staff shared and demonstrated maintenance
records, standard procedures, and parts inventories upon the review team’s request. The team judged the facilities to be clean and orderly.
The maintenance manager and lead mechanic oversee all parts purchasing and inventory for the transit
system. Parts withdrawals are documented using TransFleet. Parts are not barcoded, but a physical inventory
is completed annually. GO Transit has established targeted inventory and reorder levels for common and high usage items.
Vehicle Replacement
GO Transit’s revenue fleet is in very good shape, with nearly all vehicle within their minimum useful life (Table
4). In 2019, GO Transit acquired three new model-year 2019 diesel buses, which had yet to be placed into service as of the writing of this report. These new buses will replace GO Transit’s three model-year 2003
buses, which have become unreliable and expensive to maintain. At that point, none of GO Transit’s revenue
vehicles will require immediate replacement. However, the transportation director expects to replace three of GO Transit’s four model-year 2010 hybrid-electric buses in 2021 and 2022.
The City of Oshkosh continues to be a reliable source of local matching funds for GO Transit vehicle
replacement. Local matching funds are typically made available through city bonding.
The city informed the review team that GO Transit has no present plans to use all-electric buses. Instead, staff intend to monitor electric bus technology developments and pending statewide implementations, and then
will evaluate the extent to which electric buses are a feasible mid-term option for GO Transit. Staff told the
review team that, longer term, they expect electric buses will be part of GO Transit’s revenue fleet within decades.
Model-year 2018 Xcelsior low-floor 40-foot bus. Source: SRF Staff Photo.
Facilities Maintenance
GO Transit’s maintenance staff maintain the administrative facility. Facility maintenance procedures are
documented in GO Transit’s Maintenance Department Manual. The building was constructed as an incinerator in 1968 and began use as a transit facility in 1983. While old, the facility is adequate in terms of
space, lighting, heating, cooling, and ventilation. It has clearly been well-maintained. Recent improvements to
SRF Consulting Group 2019 Transit System Management Performance Review | 31
the facility include a key fob door access system; addition of an external security gate; new ceiling tiles and
interior lighting; new paint; office area renovations; and new heating, ventilation, and air conditioning systems. Planned improvements include replacement of the fueling system and underground fuel storage
tank, which are located outdoors near the facility’s northwest corner. GO Transit will seek FTA Section
5339(b) Buses and Bus Facilities Infrastructure Investment Program funds for this project.
Buses stored in the clean, well-lit GO Transit maintenance facility. Source: SRF Staff Photo.
GO Transit’s fuel system, which is planned for replacement in the near term. Source: SRF Staff Photo.
The Downtown Transit Center is cleaned daily through a contracted service. While well-maintained, the facility is old and no longer meets the needs of transit staff and customers. As noted in Part 1, GO Transit’s
recent TDP recommends redesigning or replacing the facility. The city has initiated a process to replace it by
retaining East Central Wisconsin Regional Planning Commission (ECWRPC) to complete a facility site and scoping study. The study is being funded through an FTA Section 5304 Statewide Transportation Planning
grant. In particular, the study will explore the feasibility of building a mixed-use facility that serves as an
activity hub in downtown Oshkosh and better integrates transit with the local community.
SRF Consulting Group 2019 Transit System Management Performance Review | 32
While GO Transit has no immediate plans to operate all-electric buses, its facility planning efforts should
consider the potential for future electrification of GO Transit’s fleet. As such, facility siting and design should lend themselves to future electric vehicle charging and storage needs.
Recommendation 2: Consider electric vehicle charging infrastructure when designing the new transit center. Priority: Medium.
GO Transit’s existing transit center. Source: SRF Staff Photo.
Finance
The structures and procedures pertaining to the finance function at GO Transit are conducive to effective
operations. The transportation director works collaboratively with city accounting staff to complete day-to-
day finance functions. The city does not charge GO Transit an administrative fee for its support services. The transportation director develops annual operating and capital budgets with the assistance of the transit
operations manager and city finance director. See Appendix A for staff’s full response to the review team’s
MPR questionnaire, which includes more details about the finance function.
Partner Contracts
GO Transit currently has service contracts with Winnebago County and FVTC. A previous contract with UWO
ended on January 1, 2019. The City of Oshkosh and OASD had begun discussing the possibility of initiating a
contract that would enable OASD students to ride fare-free at the time this report was written.
Winnebago County pays the local share of Route 10 and GO Plus demand response services. This payment
comprises about 35 percent of GO Transit’s annual local share requirement. FVTC pays the city $29,000
annually in exchange for unlimited free rides for its students on GO Transit fixed routes.
The city’s past service agreement with UWO allowed the university’s students to ride fixed routes for free in exchange for approximately $70,000 annually. UWO terminated the agreement as a cost saving measure.
Now, UWO students wishing to ride GO Transit must acquire a (free) monthly bus pass through it’s the UWO
Parking Services office. UWO Parking Services purchases the passes from GO Transit on an as-needed basis. GO Transit staff indicate that UWO student revenue and ridership have remained stable since the change.
SRF Consulting Group 2019 Transit System Management Performance Review | 33
However, this change adds administrative complexity for both parties and, more importantly, adds a barrier
to UWO students’ regular use of GO Transit.
Recommendation 3: Closely monitor UWO student ridership and monthly pass sales; work with UWO to
pursue a new contract that enables UWO students to ride fare-free in exchange for a fixed annual payment. Priority: Medium.
GO Transit fixed routes serve over a dozen K-12 schools, including several within the Oshkosh Area School District. The school district and area advocates have identified free public transit to and from school as a high
priority, and school bussing was an important topic in the 2018 TDP. As of the review team’s site visit, the city
and OASD were exploring how to best address service gaps and enhance access to public schools via GO Transit. Subsequently the City of Oshkosh, OASD, and a coalition of benefactors (including the Boys & Girls
Club of Oshkosh) agreed to jointly fund fare-free GO Transit rides for all school district students for the two-
year period beginning September 1, 2020. Each of the three parties committed to paying GO Transit $30,000 per year for the service. While the new service agreement is in force, the city should pursue further
negotiations with OASD to establish a more enduring service agreement covering student rides to and from
school. Such an agreement would contribute to GO Transit’s financial stability sustain improvements in
student access to their schools and help build a new generation of transit riders in Oshkosh.
Formal agreements between cities/transit providers and school districts for free or discounted transit rides
for students are relatively common in Wisconsin, but their terms vary greatly. Relevant examples can be
found in Appleton, Green Bay, Kenosha, Racine, and Sheboygan. Generally, the most effective agreements: 1) reflect fair payment for foregone fare revenue and/or the operating and capital costs of providing the transit
service; 2) specify a detailed methodology for establishing the annual contract cost, and 3) span multiple
years (with optional annual adjustments) to provide greater funding stability.
Recommendation 4: Pursue a formal, longer-term funding agreement with the Oshkosh Area School
District to enable fare-free rides for students. Priority: High.
Fare Collection and Revenue Control
GO Transit buses are equipped with non-registering, locked fareboxes. This configuration works well for collecting and securing cash but does not enable passengers to use (and drivers to verify) other media types, including refillable “smart cards” (“contactless” cards), bus passes, or mobile phone payments. The
transportation director expressed interest in introducing an advanced fare collection system with such
features, while continuing to use the existing non-registering, locked fareboxes for cash collection. This strategy is being pursued by other Wisconsin transit agencies and should help to reduce driver and staff time
spent on fare collection.
Recommendation 5: Pursue mobile and/or electronic fares. Priority: Medium.
During the on-site visit, staff indicated that fare revenue, including cash, is counted just one day per week,
corresponding with scheduled weekly bank deposits. Instead, GO Transit should remove fare revenue from
all vehicles at the end of each service day, store it in a secure location, and be counted by multiple staff the following day.
Recommendation 6: Count and secure fare revenue daily. Priority: High.
Aside from the frequency issue noted above, GO Transit seems to have appropriate revenue control
procedures in place, which were explained to the review team while on-site. However, off-board cash
SRF Consulting Group 2019 Transit System Management Performance Review | 34
handling and counting procedures have not yet been documented. FTA requires recipients to have policies
and procedures in place that address internal control practices to prevent waste, loss, and misuse of federal funds; in most instances, FTA expects recipients to have written documentation of such. The City of Oshkosh
is working on a formal cash handling policy.
Recommendation 7: Document off-board cash handling and counting procedures to ensure consistency
and effectiveness. Priority: High.
Planning and Scheduling
The structures and procedures pertaining to the planning and scheduling functions at GO Transit are conducive to effective operations. In terms of strategic and service planning, GO Transit is among the more
sophisticated agencies in its Wisconsin peer group. The review team attributes this to GO Transit staff’s
attention to service design and quality.
GO Transit’s transportation director leads the planning function, with help from the transit operations
manager and transit operations supervisor. Staff use data collected via the tablets aboard GO Transit buses
to regularly track system performance relative to key performance measures; results are well-documented and shared with the Oshkosh TAB.
See Appendix A for staff’s full response to the review team’s MPR questionnaire, which includes more details
about the planning and scheduling functions at GO Transit.
Strategic Planning
GO Transit has a good working relationship with ECWRPC, which is the designated Oshkosh Urbanized Area Metropolitan Planning Organization (MPO). ECWRPC provides ongoing support to GO Transit and aids the
transit system’s long-range and strategic planning efforts. Indeed, over the course of 2017 and 2018 ECWRPC
led the effort to update the City of Oshkosh TDP. The plan resulted in policy and service recommendations, most of which have since been implemented.
Notably, the most recent TDP revealed broad community interest in running transit service later into the
evening. Today, GO Transit service is only available until 6:45 p.m. The Oshkosh community has expressed interest in having later service later available for many years but GO Transit has not yet pursued this type of service expansion. A greater span of service would improve GO Transit’s appeal and grow the pool of
potential users. More specifically, later service would benefit retail, service, and manufacturing sector workers;
and would provide more mobility options for students and those who rely on transit as their primary means of transportation. GO Transit staff should closely gauge demand for extended evening service and consider
piloting service to test whether it is warranted and feasible. For example, piloting an on-demand evening
service with a contracted operator may reveal whether additional investment in fixed-route or on-demand evening service is warranted in the long-term. It should be noted that Access to Jobs already fulfills some of
the after-hours service needs.
Recommendation 8: Evaluate demand for evening service; if warranted, consider piloting an on-demand
evening service, perhaps through a contracted operator. Priority: Medium.
SRF Consulting Group 2019 Transit System Management Performance Review | 35
Marketing
The structures and procedures pertaining to the marketing function of GO Transit are conducive to effective
operations. GO Transit’s online and printed materials are clear and informative. Staff conduct regular
outreach with area schools, businesses, and transportation advocates to market the transit service. GO
Transit contracts with Lutheran Social Services to provide its travel training and mobility management services. Customer contacts and complaints are logged and addressed in a systematic and appropriate
manner via GO Transit’s Express Transit database. Market research and surveying are conducted primarily
during TDP preparation. However, GO Transit surveys its passengers every few years, and the City of Oshkosh conducts an annual resident survey that includes questions about transit service.
See Appendix A for staff’s full response to the review team’s MPR questionnaire, which includes more details
about the marketing function at GO Transit.
Marketing Plan
Consistent with a recommendation in its latest TDP, GO Transit created a marketing plan in 2019 intended to
identify opportunities to increase fixed-route bus ridership and promote the system’s public image. The plan
identifies market segments and includes marketing objectives and tactics, a marketing budget, and guidance GO Transit employees can use to aid in marketing efforts.
Website & Online Tools
GO Transit has a consistent brand identity that is reflected on its buses and in all its marketing materials. The
city’s webpages devoted to GO Transit contain all essential service information, and all can be translated to
languages other than English. The website includes a useful system map; individual route maps and schedules; and a general transit feed specification (GTFS)-enabled trip planner. GO Transit’s GTFS schedule
data enable customers to plan trips via the website or Google Maps.
The GO Transit mobile app provides real-time vehicle location, route schedules, stop-level timepoints, and service alerts. Riders value such app features, and thus they are becoming increasingly important to transit
providers. However, there is little mention of the mobile app on GO Transit’s website, social media pages, or
printed materials.
Recommendation 9: Promote the GO Transit app via the GO Transit website and social media, in printed
materials, aboard vehicles, and at facilities. Priority: Medium.
SRF Consulting Group 2019 Transit System Management Performance Review | 36
Screenshots from the GO Transit mobile app. Source: Google Play App Store
GO Transit maintains Facebook and Twitter account, managed by the agency’s transit operations manager. The pages are used to communicate time-sensitive service alerts and updates, share information about
initiatives and events, highlight the good work of GO Transit employees, and promote the benefits of transit
service in the community. But maintaining an effective social media presence requires time and effort, which
can be difficult for transit systems lacking dedicated marketing staff. One way to maximize the value of Facebook and Twitter as communication tools even without marketing staff is to pre-schedule regular posts
for predictable events and communications themes throughout the year. GO Transit’s neighbor and peer
system Fond du Lac Area Transit does this with great success.
Recommendation 10: Consider adding scheduled posts on Facebook and Twitter that can be uploaded
throughout the year to reduce the need for detailed daily/weekly posting; this could apply to most posts aside from those for time-sensitive service alerts and updates. Priority: Medium.
Summary
Table 22 summarizes the review team’s assessment of each functional area. Ratings are based on the degree
to which the function’s structures and procedures are conducive to continued effective operations. Part V
summarizes the review team’s conclusions and specific recommendations for each functional area.
SRF Consulting Group 2019 Transit System Management Performance Review | 37
Summary Assessment of Functional Areas
Functional Area Rating
Transportation Operations
Vehicle and Facility Maintenance
Finance
Planning and Scheduling
Marketing
Key to
Symbols
Structures and procedures are conducive to effective operations
Structures and procedures are adequate with room for improvement
Structures and procedures are insufficient
SRF Consulting Group 2019 Transit System Management Performance Review | 38
Part V: Conclusions
GO Transit is a high performing system with many progressive policies and practices. Compared to its
Wisconsin and national peer systems, GO Transit performs better than average or within a satisfactory range
in nearly all performance measures (Table 18). GO Transit excelled in 2017 in three measures: operating expenses per passenger trip, passenger trips per revenue hour, and subsidy per passenger trip.
The agency’s performance is attributable to relatively high ridership, an effective fixed-route network design,
and appropriately managed operating costs. Performance trends are largely positive and do not reveal any
areas of concern.
GO Transit staff are skilled and professional. Importantly, GO Transit is a forward-looking organization.
Leadership staff are continually looking for ways to improve their service’s performance, safety and customer
experiences. The review team identified the following as some of GO Transit’s strengths and recent successes:
• The organizational structure is conductive to effective service and provides staff opportunities to
succeed in the near-term and contribute to planning efforts.
• GO Transit’s driver training program is very well designed, documented, and administered, especially for a transit system of its size.
• The GO Transit revenue fleet is in very good shape, with about half of buses having been on the
road just a few years.
• Facilities are well-maintained and frequently upgraded and improved.
• Staff embrace technology to improve operations and customer experience (e.g., trip planning tools
and real-time vehicle location systems).
• Ridership and service data are collected in fine detail, enabling staff to appropriately analyze and
address issues.
• GO Transit management works proactively to create and maintain partnerships in the community.
Despite these and other successes, GO Transit still has areas for improvement, summarized in Table 23. Principally, GO Transit should review and update its practices and procedures related to fare revenue
collection, and adopt more efficient marketing and customer communication practices.
Summary of Recommendations
Functional Area Recommendation Priority
Policy- and Decision-Making Processes 1 Continue to monitor employment market conditions for transit operators; consider adjusting recruitment and work assignment policies as needed to fill open positions Low
Transportation
Operations
- No recommendations -
Vehicle and Facility
Maintenance
2 Consider electric vehicle charging infrastructure when designing the new transit center Medium
Finance 3 Closely monitor UWO student ridership and monthly pass sales; work with UWO to pursue a new contract that enables UWO students to ride fare-free in exchange for a fixed annual payment
Medium
4 Pursue a formal, longer-term funding agreement with the Oshkosh Area School District to
enable fare-free rides for students
High
5 Pursue mobile and/or electronic fares. Medium
6 Count and secure fare revenue daily High
SRF Consulting Group 2019 Transit System Management Performance Review | 39
Functional Area Recommendation Priority
7 Document off-board cash handling and counting procedures to ensure consistency and effectiveness High
Planning and Scheduling 8 Evaluate demand for evening service; if warranted, consider piloting an on-demand evening service, perhaps through a contracted operator Medium
Marketing 9 Promote the GO Transit app via the GO Transit website and social media, in printed
materials, aboard vehicles, and at facilities
Medium
10 Consider adding scheduled posts on Facebook and Twitter that can be uploaded
throughout the year to reduce the need for detailed daily/weekly posting; this could apply to most posts aside from those for time-sensitive service alerts and updates.
Medium
SRF Consulting Group 2019 Transit System Management Performance Review | 40
Appendix A: Completed Questionnaire
The following are sheets from the completed MPR questionnaire, as submitted by GO Transit staff. These
responses were reviewed and used to develop discussion items for the October 4, 2019 on-site review and
this MPR final report.
GO Transit
# Functional Area from
Prior MPR
Recommendation Has this recommendation been implemented? If
not, (a) why has it not been implemented
and/or (b) what steps have been taken toward
completing it?
Use the new database to reconcile cash collected to
ridership by route to monitor revenue per passenger and
identify any fluctuations in these trends.
Not feasible with current system and staffing
Develop city procedures for allocating a reasonable share of
expenses for human resources, accounting, IT, and legal
services provided by the City to Oshkosh Transit System
(OTS). These expenses should be included in all OTS budgets
and reports including the annual National Transit Database
report.
N/A
2 Personnel and Labor
Relations
No recommendations
Continue implementing marked bus stop program to
improve schedule reliability and system visibility, and ease of
use.
Yes
Explore potential for adding five minutes of time to all
schedules at 4:00 p.m. to allow for recovery from peak loads
at school end.
Not feasible w/o schedule change
Ensure that someone in a supervisory role trained in drug
and alcohol reasonable suspicion is available on Saturday
mornings to check drivers in.
Yes
4 ADA Paratransit Service No recommendations
5 Safety Management and
Training
Categorize accidents by type using the new database and
conduct regular analysis of accident causes.
In Progress
Continue to pursue APC implementation as part of AVL
program to enhance information for planning decision
making.
Yes
Explore potential for day pass to maximize ridership
potential from existing customer markets.
TDP did not recommend
Continue to monitor driver overtime and explore ways to cut
down on overtime in scheduling.
Yes, Hired an additional flex position
Operator/Shop Laborer
Platform hours should be recorded separately from payroll
hours in order to monitor the system’s pay-to-platform
ratio.
8 Marketing Add translation functionality (such as Google Translate) to
website to offer multilingual information.
Yes
9 Vehicle and Facility
Maintenance
No recommendations
10 Information Technology OTS should study the costs, benefits, and feasibility of AVL
implementation on fixed route vehicles to improve on-road
supervision and provide real-time bus arrival capability.
Yes
Scheduling
1
3
6
7
RECOMMENDATIONS FROM PRIOR MPR (2012)
Accounting, Finance, and
Purchasing
Transportation Operations
Planning
Page 3 of 22
# Question Yes No Response
X X ….
GENERAL
1 How does the transit system interact with WisDOT
on this topic (policy)?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
2 How does the transit system interact with other
public transit systems on this topic (policy)?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
STAFFING & ORGANIZATION
3 How does the transit system fit into the overall
local government framework? Is it a stand-alone
entity, or is a division of the city / county
government? Go Transit is a division of the city of Oshkosh
If the transit system is a city department , does the
city provide the following? Please note if duties
are shared between the city and transit system.
Human Resources x
Operations x
Maintenance x
Finance x
Legal x
Other (please note)
5 How do labor costs (wages and benefits) impact
the overall cost of operations? Has this changed
significantly in the last few years? If so, how?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
6 Does the transit system offer a retirement benefit
program? If so, describe.
Yes, WRS
7 Is there a distinction between benefits offered to
part-time and full-time employees? If so, please
describe briefly.
8 Have transit operations or administration been
adversely impacted by high turnover or recent
retirements?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
9 What actions does the transit system undertake
to improve employee retention?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
How many of the following workers does the
system employ?
Full-time management/administrative employees 6
Part-time management/administrative employees 0
MANAGEMENT
11 Who does the transit manager report to?Transit Director, Transit Director reports to the City Manager
Who is responsible for the following management
activities? Please include names and/or job titles.
Preparing capital / operating budgets Transit Director, input from Transit Ops. Mgr. and Maint. Mgr.
Providing input on staffing levels All Supervisors/managers
Administering discipline Direct supervisor
Hearing grievances Transit Ops. Mgr./Transit Director
Negotiating labor contracts
Asst. City Mgr, human resources manager input from Transit Director and Ops. Mgr.
13 How often does management hold regular staff
meetings? Weekly
14 How often do you (transit manager) meet with
your supervisor?Daily, weekly staff meeting
15 What training has management staff received in
the past year?Triennial review training, Title 6 training, EMC and EOC training
GO Transit
12
4
POLICY- AND DECISION-MAKING PROCESS
10
Page 4 of 22
# Question Yes No Response
GO TransitPOLICY- AND DECISION-MAKING PROCESS
16 What training is planned for management staff in
the next year?NTD training upcoming, procurement training
17 As transit manager, are you satisfied with the level
of management training available to you?
x
POLICY BOARD / TRANSIT COMMISSION
18 Is there a governance board / transit commission
in place? If yes, complete questions 20-27. If no,
skip to question 28.
x
19 What are the responsibilities of the board / transit
commission?
20 How many members are on the board?
21 What is the term of members?
22 Are any members elected officials?
23 How frequently does the board meet?
24 Are board meetings open to the public and
publicized?
25 Are board meeting agendas and minutes posted
online? If so, please provide a link.
26 Do management and staff regularly attend board
meetings?
27 Do management and staff prepare regular
updates for board and committee meetings? If so,
what reports are prepared?
28 If there is not a transit commission in place , what
body is responsible for making decisions?
Oshkosh Common Council with advice from Transit Advisory Board and Staff
ANNUAL GOALS
29 Do you, as transit manager, have general goals for
the transit system in 2019 (or 2020)? If so, please
list briefly. Yes, successful triennial review, complete the procurement of 3 new transit buses
and the disposal of 3 2010s, implement real-time bus tracing app.
30 Has the transit system adopted annual
performance goals (quantitative) for 2019? If so,
describe them briefly. Who is responsible for
establishing them?yes, KPIs. Transit Director along with managers
31 Do you regularly review and evaluate system
progress toward annually-established goals?
How? How often? Yes, quarterly reports and weekly meetings
POLICY-MAKING PROCESS
Who is involved with setting local policy on:
Operations Transit Director, Manager and Supervisor
Service planning and changes Staff and Transit advisory board, council
Specifying / procuring equipment and rolling stock Maint. Mgr, Transit Director and Ops. Mgr along with lead mechanic
Fare structure Staff and Transit advisory board, council
33 How are policy changes communicated to system
users?Notices on buses and at the transit center, GO Transit Website, Facebook and
Twitter.
34 Do you evaluate the effectiveness of policy
changes? If yes, how, and how often?
x No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
35 Does the board review the results of policy
evaluation?
x
36 Does the community have access to the results of
policy evaluation?
x
32
Page 5 of 22
# Question Yes No Response
GO TransitPOLICY- AND DECISION-MAKING PROCESS
COMPLIANCE
37 Did the system have any deficiencies, corrective
actions, or findings in the most recent FTA
Triennial Review/WisDOT Compliance Site
Review? If yes, describe.
x
2 minor administrative findings, FTA clauses need to be sent with all small purchases
including fuel. Davis Bacon clauses need to be sent with painting contracts
(considered construction). Need to have 60 days for paratransit suspension appeals.
Page 6 of 22
# Question Yes No Response
X X ….
GENERAL
1 How, and how often, do transit management staff
interact with system users?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
2 Describe the reliability of the system. What
aspects impact reliability of the system?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
3 Currently, what is the most important operational
issue the system is experiencing?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
4 How does the transit system interact with WisDOT
on this topic (operations)?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
5 How does the transit system interact with other
public transit systems on this topic (operations)?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
6 For each mode (or service type) operated, how
many vehicles are operated in maximum service?
City Directly Operated - 9 / Intercity - 1 / ADA Nonambulatory - 8 / ADA Ambulatory -
20
How many of the following workers does the
system employ?
Full-time drivers 19
Part-time drivers 3
Full-time dispatchers 1
Part-time dispatchers
Full-time operations/street supervisors 1
Part-time operations/street supervisors
OPERATIONS MANAGEMENT AND SUPERVISION
8 Is there an operations manager? If yes, who
(name and title)?x Steve Tomasik, Transit Operations Manager
9 Are operations supervisors scheduled and present
during all hours service is operated?
10 Please decribe the typical staffing configuration to
provide operations supervision throughout the
service day on weekdays and weekends.
1 - Manager M-F (08:00-16:30) 1 - Operations Supervisor T-Sa (0600-13:30) 1-
Maintence Mgr. M-F (0500-0800)
11 Are any supervisors on call at home? If so, when?X Saturday afternoons 1:30 - 7
12 What are the principal duties of the supervisor? Scheduling, driver supervison, administer D&A policy, driver payroll, training, hiring
and performance management
13 Is at least one dispatcher (or reservationist) on
duty for all hours of service? If no, describe when. X
Saturday afternoons 1:30 - 7
14 Please decribe the typical staffing configuration
for dispatchers (or reservationists) throughout the
service day on weekdays and weekends.
1 - Manager M-F (8-16:30) 2 - Admn M-F (8am - 16:30) 1 - Street Supervisor /
Dispatch T-Sa (06:00-13:30)
15 Who are the first employees to report to work on
weekdays? What time do they arrive? Do they
have specific first-to-report tasks to open up the
facility?
Maintenance Mgr and Mechanic 0500 yes
16 Does the system retain the daily bus and run
assignment sheets? If yes, how long are sheets
retained?
X
Electronincally in eXpress Transit Data Base
DRIVER COMMUNICATIONS
How are route and service changes communicated
to drivers?
Bulletins x
Memos/Special notices x
Verbal announcement x
Staff meetings x
Other (please describe)
GO Transit
17
TRANSPORTATION OPERATIONS
7
Page 7 of 22
# Question Yes No Response
GO TransitTRANSPORTATION OPERATIONS
18 Are drivers required to sign for, and acknowledge,
memos/special notices and bulletins? If so, how is
this done?
X
19 Is there a specific employee guidebook for
operations or a specific driver’s manual?X
20 Is there a cellular phone / digital device usage
policy for drivers?X
21 Is there a defined, progressive disciplinary policy
for drivers? X
22 Are job performance evaluations completed
regularly for all driver staff? If so, how often, and
what do they entail?
x
Difficult due to union however; feedback is given after observations
23 Are there any incentive programs in place for
driver performance? If so, what are they? x
City wide logevity program
DRIVER: PRE-TRIP / POST-TRIP
24 Where do the majority of drivers report to? Transit Office 926 Dempsey Trail
25 How far in advance of pullouts (in minutes) do
drivers report?
15
26 Is there a method for dispatch to communicate
with maintenance to ensure that all routes have
been assigned vehicles that are in good repair?X
27 Are all drivers required to personally check-in or
report to a supervisor, dispatcher, or some other
management person before going on duty? If so,
describe.
X
Drivers report to Bus Assignment Board to get pretrip paperwork and get bus
assignment
28 Prior to the start of her/his shift, how is a driver's
fitness for duty determined?
Observed at the Bus Assignment Board in the Shop
29 Do any drivers begin work at remote start points?
If yes, what is the procedure for checking in and
getting to remote locations?X
30 When does the first bus on weekdays pull out? On
weekends?
6 am M-Sat
31 Is a pre-trip inspection required before a bus goes
in service?X
32 Do drivers have a post-trip checklist?X
33 If no, what functions do drivers complete at the
end of the shift?
N/A
34 Is there a drivers’ room? If so, where? X But they have a hallway with lockers adjacent to the garage and have access to the
breakroom
35 Who locks up the garage at the end of the service
day, and at what time? Is a security system used
when no one is present?
Last Mechanic/shop laborer for the day / NO however we have controlled access,
card readers for doors and gates
DRIVER: IN-SERVICE
Do drivers record the following information
throughout the day? If so, how do they report it
(e.g., a paper form, farebox, MDT, tablet)?
Passengers by classification X TABLET
Special fares X TABLET
Timepoint arrivals X ELECTRONICALLY VIA TABLET
Start/end vehicle mileage X TABLET
Other (please specify)
37 Do drivers handle cash or tickets in any way?X
36
Page 8 of 22
# Question Yes No Response
GO TransitTRANSPORTATION OPERATIONS
38 Do you track on-time performance for your
demand response service? If yes, how? How
often?
X
Monthly
39 Do you track on-time performance at the start or
end of a route? If yes, how? How often?X
Montly
40 Do you track on-time performance at mid-points
along a route? If yes, how? How often?X Twice a month
41 Is there an adopted on-time performance
standard (e.g., % of trips on time) for each mode
(or service type) you provide? If yes, what are the
standards?
x
95%+ fixed route
42 In 2018, what was the actual level of on-time
performance for each mode (or service type) you
provided (e.g., % on-time)?
ADA - 92%
43 Do you regularly review ridership boarding and
alighting patterns on existing routes? If so, how?
How often?
x
monthly
TRAINING
44 Are drivers, dispatchers, and supervisors given
training in how to respond to accidents / medical
emergencies?X
45 If yes, is the training specifically included in a
driver’s manual/operations manual?X
46 Are drivers given training and direction in how to
respond to passenger incidents?X
47 Do you have an accidents per mile goal (e.g.,
fewer than 2.7 accidents/100,000 miles)? If yes,
what is it?
x
zero
48 In 2018, how many miles were there between
preventable accidents?
49 How is the driver training program documented
and administered?
Through the Operations Supervisor
50 Have the drivers been through specialized driver
safety courses (e.g., Smith System, WI RTAP, TSI,
CTAA)? If so, please note the course and describe
how it is applied.
x
How long is your driver training program?
Number of total hours
Number of classroom hours
Number of behind-the-wheel hours
52 Who are the instructors?
53 Does the Maintenance staff have any role in
training new drivers?
54 Do you provide or arrange for initial training of
inexperienced drivers?x
55 Do you provide or arrange for ongoing training for
drivers? If yes, describe. x ops supervisor does refresher training after any accident, offers training needed
following observations
56 Is there a retraining program for drivers with poor
safety or complaint records? If yes, describe. x
Ops. Superisor does refresher training
57 Does your safety program offer incentives and
recognition to drivers with good records? If yes,
describe.
X
Do you have regular safety meetings with the
following staff? If yes, how often?
51
58
Page 9 of 22
# Question Yes No Response
GO TransitTRANSPORTATION OPERATIONS
Drivers X
Mechanics X
Administration X
59 Does the system do driver ride checks ("ride
alongs") with management, supervisors, or other
drivers? If yes, how often?
X
2X / MONTH MIMIMUM
60 Are drivers given specific training in the use of a
passenger lift and how to properly secure a
wheelchair?X
61 If yes, is this procedure specifically covered in the
driver’s manual or guidebook?X
62 Who conducts safety training for maintenance
workers?
Main. Mgr, City Risk Manager, lead mechanic
63 What is the starting wage for drivers (part-time
and full-time)? How, if at all, does this change in
the first year?
Start $24.06/Hr. - 6mo. $24.47 / Hr - 1 Yr. 24.88
WORK AND VEHICLE ASSIGNMENTS
64 Briefly describe the methods / processes / tools
used for run cutting.
We currently run a set schedule
65 Do you use specialized scheduling (e.g. HASTUS)
or other software to maintain a schedule
database? If so, briefly explain.
X
66 Do drivers choose route assignments based on
seniority?
X
67 How often do drivers select work assignments? The bid / fixed schedule is posted every 2 months
68 Are there rules/guidelines about the types of work
completed by part-time employees? If yes, please
describe.
X Currenty N/A, but yes in terms of order of call to fill open work, and when they can be
used. Limits hours they can work.
69 Are there requirements for driver breaks? If yes,
describe.
X On 12 hour scheduled days, drivers take a one hour lunch, No fixed break time
allotted in bids other than that, but short breaks can be taken when possible to avoid
running hot.
70 Does the system employ standby drivers who
report to work but are not assigned to a route
(extra board)?
X
71 Does the system employ on-call drivers who are
available for work, but do not report to work
unless called in (on-call)?
X
Page 10 of 22
# Question Yes No Response
X X ….
GENERAL
1 In your opinion, is the maintenance program
operating efficiently? Is your maintenance program
able to effectively keep facilities and vehicles in safe
and working order? What are the major challenges
facing your maintenance program?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
2 How does the transit system interact with WisDOT
on this topic (maintenance)?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
3 How does the transit system interact with other
public transit systems on this topic (maintenance)?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
How many of the following workers does the system
employ?
Full-time mechanics 3
Part-time mechanics 0
Full-time maintenance supervisors 1
Part-time maintenance supervisors 0
Full-time other maintenance employees 1
Part-time other maintenance employees 2
5 Is there a maintenance manager? If yes, who?x Brian Griesbach
6 Is a maintenance lead or supervisor always on duty
in the shop? If yes, describe who and how this is
scheduled.
x
7 Is there a mechanic on duty during all hours of
revenue operation? If not, describe.
x We have a mechanic or shop laborer on duty during operation hours.
8 Are buses stored, maintained, and dispatched from
the same facility? If not, please describe.
x
Are the following repairs performed in house or are
they contracted?
Routine maintenance In house
Body work Both
Engines Both
Transmissions Both
A/C In house
Paint Contracted
10 Have mechanics had specific training on vehicles
they are maintaining?
x
11 What type of maintenance training is offered? Training provided thru New Flyer, Cummins
12 Who in the organization develops vehicle,
equipment, and contracted services specifications?
Transit director, Maintenance manager, Operations manager, Lead mechanic
DAILY VEHICLE SERVICING
13 Is the fueling system automated? x
14 How often are buses fueled and fluid levels (oil,
torque fluid, water) checked?
Daily
15 How often is mileage recorded for each vehicle? Daily
16 Is there a monthly report (summary) showing by
vehicle its total mileage, and consumable
consumption, miles per gallon, miles per quart on
fluids? If yes, how is it analyzed?
x Trans fleet, Work orders, Milage inspection form
17 How often are bus exteriors washed? When ever needed. Winter more often than Summer
18 How often are vehicle interiors swept and/or wiped
down?
Each bus that goes out on route gets swept and mopped that night.
9
4
MAINTENANCE GO Transit
Page 11 of 22
# Question Yes No Response
MAINTENANCE GO Transit
INSPECTIONS AND PREVENTIVE MAINTENANCE
19 Are reports generated for pre- and post-operation
inspections?
x
20 At what mileage intervals are inspections
performed?
6,000
21 What work is done at each mileage interval? Explain
briefly.
See PM inspection form
22 Percent inspections performed on time in 2018: 100%
23 What is the typical mileage interval between brake
relining / reconditioning?
Drum brakes 150.000. Disc brakes 50-60 thousand miles
24 Is there an internal standard for the amount of time
it should take to complete PM inspections? If yes,
what is it?
x Depends on what PM they are doing and what they find needs repair.
25 How are road calls tracked? Trans fleet
REPAIRS
26 Is any type of software used to track work? If so,
which?
Trans fleet
27 Is there a system for prioritizing repairs and
assigning work to mechanics?
x
28 Is there a procedure to ensure that unsafe buses
aren’t used? If yes, explain briefly.
x Dead line bus
29 Is there a procedure to ensure that the most
critically needed types of vehicles are repaired first?
If yes, explain briefly.
x Buses take priority over service vehicles.
30 Do mechanics complete a work order form showing
the nature of the repair, the hours (labor) required,
and the parts used?
x
31 If yes, is this information kept on file for each
vehicle?
x
32 Does a maintenance lead or supervisor review driver
defect reports?
x
33 Does the system monitor mechanic productivity? x
SHOP
34 Does the vehicle maintenance and storage area have
a sprinkler or other fire suppression system in place?
x
35 Is there a separate room for the storage of
hazardous/explosive materials?
x
36 Is there a separate room for battery storage? NA x
37 What is the date of the most recent fuel-oil storage
tank inspection?
8/23/2019
38 Does the system have a program for disposing of
recyclables and hazardous materials?
x
Are the following required in the shop?
Eye protection x
Safety shoes x
Other (please list)x Hearing
40 Is there an office area for maintenance staff and
recordkeeping?
x
PARTS
39
Page 12 of 22
# Question Yes No Response
MAINTENANCE GO Transit
41 How do you determine from where and how often
you purchase parts?
Tans fleet tracks are inventory & gives reorder points
42 How do you determine from where and how often
you purchase fuel?
Fuel monitor system. Put out for bid
43 How do you determine from where and how often
you purchase (or lease) tires ?
Put out for bid. Keep track of inventory
44 Is there a computerized parts inventory control
process?
x
45 Are parts barcoded?x
46 Is there a method of confirming the inventory? If
yes, describe. How often?
x We do a physical inventory count each year.
47 Is there a stock keeper in charge of the parts room?
If yes, who?
x
48 If not, who supervises parts withdrawals? Maintenance manager & Lead mechanic
49 Are all parts withdrawals documented? If yes, how? x
50 Have targeted inventory and reorder levels been
established for common or high usage items?
x
51 How many stock outs occurred in 2018 that resulted
in a vehicle being held out of service? What was out
of stock?
Nothing that caused the bus to be out of service for a prolonged period.
FACILITIES MAINTENANCE
52 If the system has bus shelters, or a transit center, is it
responsible for maintaining them? If yes, how
frequently are they cleaned?
x The transit center is cleaned daily by are cleaning contractor. Shelters are cleaned by
are Bus driver/Shop person a few times per year we also will clean if they are reported
to be dirty.
53 Does the system have a facilities maintenance plan?
If yes, what does it entail?
x We have a monthly inspection forms that covers the Lifts,Bus wash,fuel tanks,garage
doors. We also contract out sevice for the heating/AC
54 Are facility management responsibilities clearly
assigned within the system?
x
Page 13 of 22
# Question Yes No Response
X X ….
GENERAL
1 How are things working right now? Are there any
problems with the way the accounting/ finance
function works for your system?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
2 How does the transit system interact with WisDOT
on this topic (finance)?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
3 How does the transit system interact with other
public transit systems on this topic (finance)?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
4 Do you have complete control over all financial
systems or are you part of another agency’s
financial system?
Yes
Which staff are involved with the following:
Payroll Supervisors review, city payroll department administers
Purchasing Transit staff and city procuement staff
Accounts payable Transit staff submits, accounting department pays
Accounts receivable Transit staff submits, accounting department receives
General ledger Accounting department
User fare revenues Transit staff deposits and reports, accounting department does accounting
6 Does the system or its parent organization have
an internal audit function?
x
7 If yes, does management and/or the governing
board provide input to the annual audit work
plan?
?
ACCOUNTING AND PAYROLL
8 Are security and backup systems in place for your
computerized accounting system?
x
9 Is there a secure database of employee records,
pay rate, benefit elections, and other data?
x
10 Are payroll checks approved/signed by someone
other than the person who prepares them?
x
REVENUE CONTROL
11 Do you have a written policy for cash handling
procedures? If yes, please provide
documentation.
12 Are fares collected in a locked fare box? x
13 Are registering fare boxes used? x
14 Who is responsible for removing money from the
bus?
15 Who counts the money? Transit maintenance manager, customer service cleck and transit ops. Mgr
16 Is there an activated security camera in the
money counting room?
x
17 What is the average daily amount of cash
collected?
18 Who reconciles money with the passenger count? Accounting staff
19 Who is responsible for making the bank deposit? Transit Ops. Mgr
5
FINANCE GO Transit
Page 14 of 22
# Question Yes No Response
FINANCE GO Transit
20 How often are deposits made? weekly
21 Are bank deposits reconciled back to driver or fare
box revenues?
x
22 Are banking records reconciled to bank
statements?
x
23 Are cash receipts for pass sales reconciled back to
the number of passes issued?
x
24 Are fare and pass sale cash receipts counted in a
secure area?
x
25 Are paper transfers issued? If yes, what are the
transfer rules for passengers?
x Good for one hour
26 Do you track how transfers are used? If yes, how? x Tablet tracking
27 When was the last time fares were increased?
What were they changed from?
Jan. 1 2019 cash fare from $1 to $1.50, monthly pass from $25 to $35
BUDGETING AND GRANTS
28 When does the annual local budgeting process get
started?
June
29 Which staff members are involved in the
budgeting process and how?
Transit Director prepares with input from maint. Mgr. and ops. Mgr., buget is
reviewed with city manager and finance director, workshops are help with council
and then the budget is ultimately approved in November by council30 Who prepares annual funding application to
WisDOT?
Transit director or transit ops. Mgr.
31 Are there established service, funding, or fare
agreements with local partners (i.e.,
municipalities, educational institutions, etc.)? If
yes, please list with who and, generally, for what.
x FVTC revenue agreement, Winnebago County fund rural programs
32 Are annual capital and operating budgets part of
local TIP elements?
x
33 Does the transit system compare actual revenues
and expenses against budgeted revenues and
expenses throughout the fiscal year? If so, please
describe your process, including frequency.
x Through Munis Live multiple times per week, look at total quarterly at a minimum
34 What is the policy for excess revenue (relative to
the annual budget)?
Never had any, if we did it would be properly reported and accounted for
35 Does the transit system routinely convey post-
grant application annual budget changes to
WisDOT? If so, how and when?
x IF it happened, we would let them know immediately
36 Is there a fleet replacement fund in place? If yes,
please describe.
x
37 Is there a genral capital replacement fund in
place? If yes, please describe.
x
38 How does the transit system seek out capital grant
opportunities?
5339 direct through feds and through state WisDOT allocation, discretionary as
available/needed
39 Have you worked with your MPO/RPC to seek
grant opportunities for vehicle replacement and
capital investment? If yes, which grants?
x 5339
40 Have you had to turn back grant funds in the past
5 years? If yes, what might prevent this in the
future?
x
Page 15 of 22
# Question Yes No Response
X X ….
GENERAL
1 What do you want to accomplish in the next few
years?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
2 In the past, has there generally been success in
implementing planning recommendations?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
3 How does the transit system interact with WisDOT
on this topic (planning)?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
4 How does the transit system interact with other
public transit systems on this topic (planning)?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
PLANNING FUNCTIONS / LONG-RANGE PLANNING
5 Are any staff dedicated exclusively to service
planning? If yes, how many? If not, who is
responsible for the service planning function?
No
6 When was the last transit development plan (TDP)
or other strategic plan completed?
2018
7 Who led the last TDP and what was the system's
role in the process? Did any other local agencies
participate? Please list.
East Central Wisconsin Planning Commision. GO Transit worked hand it hand with
them. Many local agencies were represented on the steering committee see TDP for
listing
8 Is the TDP incorporated into local long-range
transportation plan for the community?
x
9 To what extent is the system following the
recommendations in the TDP? (estimated %
recommendations implemented)
75%
Does the system survey riders regarding the
following? If yes, how and how often?
Frequency of use x Every five years minimum but try to do so every 2-3 years
Transportation alternatives/mode choice x
Origin and destination x
Trip purpose x
Level of satisfaction with service x
Demographics x
PLANNING DATA / PERFORMANCE EVALUATION
11 What performance data is regularly reviewed (i.e.,
weekly or monthly)?
Ridership and revenue, montly, Maint. Schedule and records weekly, on time service
monthly
12 What performance data is occasionally reviewed
(i.e., monthly, quarterly, or annually)?
Ridership by revenue types and routes monthly
13 Who is responsible for monitoring daily
performance data?
Transit Ops. Manager and Transit Ops. Supervisor
14 Does the system use automatic passenger
counters (APCs)?
15 Do you conduct passenger counts by stop
location? If yes, how and how often?
x We have APCs
16 Do you monitor maximum loads on fixed routes?
If yes, how and how often?
17 Does the system use an automatic vehicle locator
(AVL) system?
x
18 Do you use standards / performance measures to
evaluate your service (individual routes, trips,
stops, etc.)? If yes, describe.
x We evaluate vs. peers
19 Are there established standards or policies for
minimum acceptable ridership and performance
levels on particular services? If yes, describe.
Kind of
PLANNING GO Transit
10
Page 16 of 22
# Question Yes No Response
PLANNING GO Transit
20 Does the system have stated annual ridership
growth goals? If yes, please state goal for 2019.
x Ridership has been declining due to a good economy and more options TNC. Our goal
is to maintain ridership
SERVICE CHANGES
21 When was the last significant service change?
What did it entail?
2013 - route restructuring
22 When was the last time you evaluated your
service area? Please describe the process.
2018 TDP
23 What is the process used to propose and evaluate
service changes?
Evaluate APCs, get input from TAB, notice and obtain public feedback, follow our
policies as well as FTA policies
24 Do you evaluate the effectiveness of service
changes? If yes, how?
x APCs and driver and rider feedback
25 Generally, how often are routes and/or schedules
updated?
Infrequently
26 Have you instituted any new or substantially
expanded programs or service (new mode or type
of service) within the last 5 years? If yes, explain
briefly.
x
27 Is there a policy concerning a start-up period for
new routes or services before ridership is
considered stable and an evaluation is made? If
yes, explain briefly.
N/A
28 If yes, have you set goals and objectives which are
specific to the new / changed services? Please
describe.
29 If yes, have you reviewed and evaluated the
results of the new / changed services? Please
describe.
FIXED ROUTE SCHEDULES
30 Are fixed route schedules arranged to have routes
meet at transfer points?
x
31 Are buses “held” for late arriving buses at transfer
points? If yes, briefly state the policy .
x 3 minute window
32 Are there situations in which a bus is permitted to
go off route to make a pick-up or drop-off? If so,
explain briefly .
x
33 Is layover time or recovery time incorporated into
schedules? If not, how is recovery time
accommodated?
x Fit is as can some routes have more time than others
34 Is layover time or recovery time taken at transfer
points?
x
35 Is layover time or recovery time taken at the end
of the line?
x
36 Are trippers operated (i.e., additional scheduled
trips for schools or workplaces)? If yes, briefly
describe.
There are 2 route deviations during school release however; they are normal routes
that stay on their normal schedule
37 Are schedules checked on a regular basis to
determine if running time adjustments are
warranted? If yes, how is this completed?
x Route observations
PUBLIC INPUT
38 How does the system engage the public in
planning decisions? Briefly describe.
See our PPP, TAB meeting public comments, phone and emails
39 When was your last public input meeting? What
was the focus?
Last TAB meeting July
40 Is there a citizens' advisory board or similar body
in place to allow input? If yes, describe.
x
41 What guidelines are used to determine when a
public meeting / hearing is needed?
FTA guideleins
Page 17 of 22
# Question Yes No Response
PLANNING GO Transit
42 Does the system conduct formal public hearings
before adopting route changes or changes to
service hours?
x
43 How are comments received at public hearings
incorporated into service changes?
They are considered and documented
CAPITAL PLANNING
44 Does the system have a fleet
replacement/expansion plan?
x
45 How many, if any, vehicles are on order but have
not yet arrived or been introdced to revenue
service? Please describe, including funding source
and which vehicles are being replaced.
zero
46 Has the system analyzed whether the current fleet
mix is most appropriate relative to existing/future
demand?
x
47 Does the system have a facilities
replacement/expansion plan?
x
48 What types of facility improvements have been
made in the last three years?
Office renovated with local funding, downtwon transit center was cleaned and
painted. The bus garage was cleaned and painted, ceiling tiles were replaced.
49 What types of facility improvements do you
expect to make in the next few years (that you
have secured funding for)?
N/A
50 What types of unfunded facility improvements do
you expect you will need to make in the next
three years but have not yet secured funding for?
Possibly construct a downtown transit center
51 What type of steps, if any, has the system made to
improve energy efficiency and become more
environmentally friendly?Renovated the offices, new HVAC system with new boilers in the office and garage in 2015, 2016 and complete in 2019
52 Is facilities planning conducted as part of annual
budgeting or separate from other budget process?
Part of annual budget
53 `250 bus stop signs
54 How many, if any, bus stop benches are part of
the transit system?
9
55 How many, if any, bus shelters are part of the
transit system?
29
56 Does the system or its parent agency have an ADA
Transition Plan, or similar plan to guide ADA
accessibility improvements? If yes, describe.
x We make ADA improvements as new shetlers are put in
COORDINATION
57 How does the system coordinate with service area
communities regarding development decisions?
We only serve the city of Oshkosh. Transit director is on the development review
committee which meets bi-weekly
58 How does the system communicate with planning
and zoning agencies?
Transit directior is on the development review committee which meets bi-weekly
59 How frequently does the system contact peer
transit agencies to discuss planning initiatives /
potential service changes?
Regularly
Page 18 of 22
# Question Yes No Response
PLANNING GO Transit
60 Is the system directly involved in updating the
transportation element of local planning
documents?
x
Page 19 of 22
# Question Yes No Response
X X ….
GENERAL
1 What are the overall goals of marketing, and
where do you get information on how to market
your service?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
2 What are some successful marketing activities
you've completed?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
3 What are some unsuccessful marketing activities
you've done?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
4 What is the perception of the system within the
communities served?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
5 How does the transit system interact with WisDOT
on this topic (marketing)?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
6 How does the transit system interact with other
public transit systems on this topic (marketing)?
No written response is needed for this question, but please take time to think about it
as we will discuss this during the on-site visit.
MARKETING FUNCTIONS
7 What percent of your total annual budget goes to
marketing?
1% or less
8 Does the system have any dedicated marketing
staff? If yes, how many staff work in marketing? If
no, who is responsible for the marketing function?
x
9 Does the system have a marketing plan? If yes,
how is it used and when was it last updated?
x Updated this year, it is used throughout the year
10 Do you contract for any marketing / customer
information services from an outside vendor? If
yes, briefly describe.
x Looked into this didn't see a cost/benefit
11 What are your three largest marketing
expenditures?
Route Maps, advertising, promotional items
MATERIALS
Did the transit system use, create, or conduct the
following in the last year? If yes, who, generally,
leads or is charged with the effort?
System map x Transit Ops. Mgr/Admin Asst,
Telephone information x
Website updates x Staff/IT developer
Social media updates x Staff
Route schedules x Staff
Rider guide x Ops. Mgr video
Advertising themes x Ops. Mgr video
Media contacts/press releases x Staff
Customer surveys X TDP
Alternative language materials x
Community outreach x TDP
Business outreach X Staff
School outreach x Staff
Board updates x Director, Mgr
Public meetings x Director, Mgr
13 Does the system provide marketing materials in
languages other than English? If yes, list.
x Google translate on website
14 If yes, how did you determine which languages to
use?
Google translate on website
15 Do you have a printed transit system map? If yes,
when was the map last updated?
x Dec. 2018
MARKETING GO Transit
12
Page 20 of 22
# Question Yes No Response
MARKETING GO Transit
16 Does your system provide customers with
information about other transit options in the
community (e.g. human services transportation,
specialty services, intercity bus services)? If yes,
briefly describe.
x Website and brocures
WEB PRESENCE
17 Who is responsible for maintaining the system
website?
Ops Mgr works with IT
Which of the following are available on the system
website?
System map x
Route maps and schedules x
Fare information x
Rider guide x
Real-time bus location information x
Trip planner x
19 Does the system maintain route / schedule data in
General Transit Feed Specifications (GTFS / Google
Transit) format? If yes, who creates and maintains
it?
x Ops. Mgr
20 Does the system maintain Facebook, Twitter,
and/or other social media pages? If yes, briefly
describe how and how often each is used, and
who maintains them.
x Ops. Mgr/Supervisor weekly
21 Are policies in place to guide the use of social
media as a marketing tool? If yes, briefly describe.
x city policies
22 Is social media use being measured or evaluated?
If yes, briefly describe.
x Number of engagements and likes
MARKETING AND PROMOTIONS
23 Does the system have seasonal marketing or fare
promotions? If yes, briefly describe.
x Free fare day
24 Does the system provide special or incentive fare
programs, other than monthly passes? If yes,
briefly describe.
x 3 month pass
25 Is there a consistent marketing theme or brand in
place connecting materials, facilities, and
equipment? If yes, briefly describe.
x Logo standards and color scheme, we have published guidelines that are followed
26 Does your system have local spokespeople that
are recognized transit advocates? If yes, who are
they?
x Staff and transit advisory board
27 In 2018, did the system conduct any advertising or
promotional campaigns (other than publishing a
schedule)? If yes, briefly describe .
x Advertising on UWO campus, in Senior Center newsletter
28 Do you communicate regularly with schools and
employers to promote transit services?
x
CUSTOMER CONTACTS AND COMPLAINTS
29 How often do you receive questions regarding
service (e.g., daily, weekly, monthly, occasionally)?
Daily
30 How often do you receive comments or
complaints regarding service (e.g., daily, weekly,
monthly, occasionally)?
weekly
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# Question Yes No Response
MARKETING GO Transit
31 How many customer complaints were received in
2018?
3
32 How are complaint trends analyzed? By reviewing data. We look at complaints, and compare to see if any common cause /
issue re occurs, and address as such.
33 Do you maintain a database of customer contacts
/ complaints? If yes, briefly describe the format
(e.g., spreadsheet, database, etc).
x database
34 Is there an established procedure for investigating
and responding to passenger complaints? If yes,
briefly describe.
x Yes, complaint is logged in database and shared with staff, Ops. Supervisor or mgr.
reviews the complaints, pulls video determines if they are valid, reponds to the
customer and records the response
35 How are complaint trends analyzed? By reviewing data. We look at complaints, and compare to see if any common cause /
issue re occurs, and address as such.
36 Do complaint reports go to the governing board?if needed
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