Waukesha Metro Transit 2011 Management Performance Review

WAUKESHA METRO TRANSIT

SYSTEM MANAGEMENT PERFORMANCE REVIEW

Prepared for the Wisconsin Department of Transportation Final Report | March 2012

2011 Transit System Management Performance Review Waukesha Metro Transit

CONTENTS

Executive Summary ...... 1 Part I: System Overview ...... 5 Local Fixed Route Service ...... 5 Waukesha County Transit Service ...... 6 Paratransit ...... 6 Fleet and Facilities ...... 6 Prior Audit Recommendations ...... 10 Part II: Analysis of System Performance ...... 11 Performance Measures ...... 11 Service Types ...... 12 Small Urban Peer Groups ...... 12 Small Urban Conclusions ...... 23 Commuter Service Peer Analysis ...... 24 Part III: Policy and Decision-Making Process ...... 25 Organization and Staffing ...... 25 Management ...... 26 Transit Commission ...... 26 Support Functions ...... 27 Conclusions ...... 28 Part IV: Functional Area Review ...... 29 1. Accounting, Finance and Purchasing ...... 29 2. Personnel and Labor Relations ...... 31 3. Transportation Operations...... 33 4. ADA Paratransit Service ...... 34 5. Safety Management and Training ...... 36 6. Planning ...... 37 7. Scheduling ...... 38 8. Marketing ...... 39 9. Vehicle and Facility Maintenance ...... 42 10. Information Technology ...... 45 Conclusions ...... 47 Part V: Recommendations Summary ...... 48

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2011 Transit System Management Performance Review Waukesha Metro Transit

TABLES

Table 1: Fixed Route Fares ...... 5 Table 2: Fixed Route Fleet ...... 6 Table 3: Paratransit Fleet ...... 7 Table 4: Recommendations from 2006 Audit ...... 10 Table 5: National Peer Systems ...... 13 Table 6: Wisconsin Peer Systems ...... 13 Table 7: 2010 Operating Statistics – National Peer Systems ...... 14 Table 8: 2010 Operating Statistics – Wisconsin Peer Systems ...... 14 Table 9: Operating Statistics – Five-Year Trend ...... 15 Table 10: Performance Measures – Five-Year Trend ...... 15 Table 11: Trend Analysis – Operating Expense per Passenger Trip ...... 16 Table 12: Trend Analysis – Operating Expense per Revenue Hour ...... 17 Table 13: Trend Analysis – Passengers per Revenue Hour ...... 18 Table 14: Trend Analysis – Passengers per Capita ...... 19 Table 15: Trend Analysis – Revenue Hours per Capita ...... 20 Table 16: Trend Analysis – Passenger Revenue per Passenger ...... 21 Table 17: Trend Analysis – Passenger Revenue to Operating Expense ...... 22 Table 18: Peer Analysis Performance Summary ...... 23 Table 19: Waukesha County Transit Commuter Peer Systems – 2010 Operating Statistics ...... 24 Table 20: Waukesha County Transit Commuter Peer Systems – Peer Analysis ...... 24 Table 21: Assessment of Policy- and Decision-Making Process ...... 28 Table 22: Summary Assessment of Functional Areas...... 47 Table 23: Summary of Recommendations ...... 48

FIGURES

Figure 1: Revenue Vehicles ...... 7 Figure 2: Badger Drive Transit Facility ...... 8 Figure 3: Transit Center ...... 9 Figure 4: Bus Shelter ...... 10 Figure 5: Performance Objectives and Performance Measures...... 11 Figure 6: National Peers – Operating Expense/Passenger Trip ...... 16 Figure 7: Wisconsin Peers – Operating Expense/Passenger Trip ...... 16 Figure 8: National Peers – Operating Expense per Revenue Hour ...... 17 Figure 9: Wisconsin Peers – Operating Expense per Revenue Hour ...... 17 Figure 10: National Peers – Passengers per Revenue Hour ...... 18 Figure 11: Wisconsin Peers – Passengers per Revenue Hour...... 18 Figure 12: National Peers – Passengers per Capita ...... 19 Figure 13: Wisconsin Peers – Passengers per Capita ...... 19 Figure 14: National Peers – Revenue Hours per Capita ...... 20 Figure 15: Wisconsin Peers – Revenue Hours per Capita ...... 20 Figure 16: National Peers – Passenger Revenue per Passenger...... 21 Figure 17: Wisconsin Peers – Passenger Revenue per Passenger ...... 21 Figure 18: National Peers – Passenger Revenue/Operating Expense ...... 22 Figure 19: Wisconsin Peers – Passenger Revenue/Operating Expense...... 22 Figure 20: Organization Structure ...... 25 Figure 21: Wisconsin System Comparison – Fringe Benefit Expenditures ...... 32 Figure 22: Wisconsin System Comparison – Maximum Hourly Driver Wage ...... 33 Figure 23: Metro Brand Elements ...... 40 Figure 24: System Map Detail ...... 41 Figure 25: Maintenance Facility ...... 44 Figure 26: TransitMaster AVL Display ...... 45

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2011 Transit System Management Performance Review Waukesha Metro Transit

EXECUTIVE SUMMARY

The Wisconsin Department of Transportation (WisDOT) is required by Wisconsin Statute to conduct a management performance audit of all urban transit systems receiving state aid at least once every five years. This report summarizes the Management Performance Review for Waukesha Metro Transit (Waukesha Metro Transit).

The Management Performance Review process consisted of three main activities: performance analysis, written questionnaire completion, and an on-site interview and facility review. The review team conducted a performance analysis in June 2011 to inform the areas of focus for the questionnaire and on-site interview. An electronic questionnaire form was sent to the Waukesha Metro Transit Transit Director in July 2011. The completed questionnaire was returned in August 2011, along with electronic copies of all requested documents. The on-site interview and facility review was conducted on August 31, 2011.

This report is organized in the following five sections:

• Part I presents an overview of the system. • Part II quantitatively examines the system’s performance compared to national and Wisconsin peer systems. • Part III reviews the system’s policy- and decision-making process. • Part IV reviews ten functional areas with information gathered in the on-site review and interview. • Part V summarizes conclusions and recommendations for improvement. I. System Overview Status of Prior Audit Recommendations The last Management Performance Review of Waukesha Metro Transit, completed in 2006, made two specific recommendations for improvement within the system. The status of those recommendations is shown in Table i. Neither recommendation has been implemented; this review considers one resolved and the other an open recommendation to be reiterated in this review.

Table i: Summary of Recommendations from 2006 Audit

Functional Area Recommendation Status Maintenance The parts Procurement Manager should monitor Not completed/resolved. This recommendation the parts inventory level so as to achieve a 1.5 is very difficult to implement with the five inventory turn rate. different bus types in Waukesha Metro Transit’s fleet. Current inventory levels are approximately $112,000; in addition, a bar coded inventory system with computerized notification for reorder is used. The parts inventory procedures are sufficient. This recommendation is considered resolved.

Paratransit Merge capabilities of Trapeze software and AVL Not completed/open. No funding has been locator system to improve scheduling efficiency. available to do this. This recommendation is retained for implementation when capital funding is available.

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2011 Transit System Management Performance Review Waukesha Metro Transit

II. Analysis of System Performance This audit quantitatively evaluates Waukesha Metro Transit’s performance through a peer group analysis in which the system is measured against a group of transit systems with similar service area characteristics. The peer analysis compares Waukesha Metro Transit to its peers using seven specific performance measures, evaluating performance in the most recent year for which data is available (2010). Consistent with the WisDOT approach to measuring performance, performance is considered “satisfactory” within one standard deviation of the peer average (arithmetic mean). The time trend analysis compares Waukesha Metro Transit’s change over time from 2006 to 2010 to the peer average rate of change during that period.

Results of this peer and time-trend analysis are shown in Table ii.

Table ii: Peer Analysis Performance Summary Performance National Peer Wisconsin Peer National Time Wisconsin Time Objective Measure Comparison (2010) Comparison (2010) Trend Comparison Trend Comparison Outside Cost Operating expense Better than Better than satisfactory Satisfactory effectiveness per passenger average average range Outside Outside Outside Service Operating expense Satisfactory satisfactory satisfactory satisfactory efficiency per revenue hour range range range

Service Passengers Better than Better than Satisfactory Satisfactory effectiveness per revenue hour average average

Market Passengers Better than Better than Better than Better than penetration per capita average average average average

Market Revenue hours Better than Better than Better than Better than penetration per capita average average average average

Passenger Passenger revenue Better than Better than Better than Better than revenue per passenger average average average average effectiveness Passenger Passenger revenue Better than Better than Better than revenue per operating Satisfactory average average average effectiveness expense Key to Symbols Better than peer average Worse than peer average, but within satisfactory range (+/- 1 standard deviation of average) Outside satisfactory range

Waukesha Metro Transit’s small urban system performance can be summarized as follows:

• Cost effectiveness is moderate to low, and declining. However, it is declining more slowly than its peers due to Metro’s high productivity. • Service costs are moderate to high and increasing more quickly than peers’ costs. • Service effectiveness is moderate and improving. • Service provided and consumed is high and improving. • Average fares are high and increasing. • Fares cover an average-to-high amount of expenses and this ratio is improving.

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2011 Transit System Management Performance Review Waukesha Metro Transit

III. Policy- and Decision-Making Process Based on review of current structures and processes, the policy- and decision-making process is evaluated for effectiveness. Table iii summarizes the extent to which Waukesha Metro Transit satisfies the four effectiveness criteria used in this audit to assess the policy- and decision-making process.

Table iii: Assessment of Policy- and Decision-Making Process

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

This review finds that the policy- and decision-making process in place at Waukesha Metro Transit is comprehensive and includes strong structures for ensuring decision makers are knowledgeable about transit issues. The Transit Director has more than adequate authority to manage the system in an efficient way, and gets support from the commission, and from the City as needed, in supporting transit’s mission. In general, the organizational structure is very conducive to effective operation of the transit system. No recommendations are made in this area.

IV. Functional Area Review This review addressed ten functional areas of small urban transit systems. The review’s assessment of each functional area is presented in Table iv. Assessment ratings are based on the degree to which the function’s structures and procedures are conducive to continued effective operations.

Table iv: Summary Assessment of Functional Areas

Functional Area Rating

Area 1: Accounting, Finance, and Purchasing Area 2: Personnel and Labor Relations

Area 3: Transportation Operations

Area 4: ADA Paratransit Service

Area 5: Safety Management and Training

Area 6: Planning

Area 7: Scheduling

Area 8: Marketing

Area 9: Vehicle and Facility Maintenance

Area 10: Information Technology 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, Inc. with Bourne Transit Consulting and McCollom Management Consulting, Inc. 3

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V. Recommendations Summary The recommendations presented in this review are summarized in Table v.

Table v: Summary of Recommendations

Functional Area Recommendation Area 1: Accounting, Finance, Conduct an analysis to determine the potential ridership and revenue effects of offering a and Purchasing day pass with unlimited transfers for weekday service, in addition to the current weekend day pass.

Area 2: Personnel and Labor No recommendations. Relations

Area 3: Transportation No recommendations. Operations

Area 4: ADA Paratransit Consider increasing paratransit fare to $4.00, double the fixed route fare. Service

Area 5: Safety Management No recommendations. and Training

Area 6: Planning Prior to selecting a strategy for service reductions, the system should conduct a survey of Sunday mobility to gauge potential impact on mobility and access to jobs.

Pursue reinstatement of APTA membership.

Area 7: Scheduling No recommendations.

Area 8: Marketing Pursue social media initiatives.

Add Google Translate functionality to website to offer multilingual information.

Area 9: Vehicle and Facility Proceed with plans to replace older buses in fleet. Maintenance Update Maintenance Procedures Manual to account for new paratransit fleet and reorganization in light of Deputy Transit Director’s departure.

Pursue a capital program for scheduling building rehabilitation over the next five years.

Area 10: Information Initiate a study of peer systems’ best practices and cost efficiency in transit IT support to Technology determine the best course of action for managing IT support, and work with the city to implement an improvement plan.

As capital funding allows, merge capabilities of Trapeze software and AVL locator system to improve paratransit operations efficiency.

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PART I: SYSTEM OVERVIEW

Waukesha Metro Transit (Waukesha Metro Transit) provides transit service in a service area consisting of the City of Waukesha, the Town of Brookfield, and parts of Waukesha County. The service area covers approximately 27 square miles and a population of about 68,030. The system directly operates both fixed route and paratransit service, and also administers commuter express service and complementary paratransit for that service on behalf of Waukesha County Transit.

Local Fixed Route Service Waukesha Metro Transit operates 11 local bus routes. The span of service is from 5:30 a.m. to 9:30 p.m., Monday through Friday, 8:15 a.m. to 10:15 p.m. on Saturdays, and 9:15 a.m. to 7:15 p.m. on Sundays. The fixed route services operate every 30 or 60 minutes, depending on the route. The current Waukesha Metro Transit-operated routes are as follows:

• Route 1 – Waukesha/Brookfield • Route 2 – Arcadian • Route 3 – Hartwell • Route 4 – Grand • Route 5 – Prairie • Route 6 – St. Paul • Route 7 – Madison • Route 8 – Summit • Route 9 – Northview • Route 15 – Racine Avenue • Route 16 – Airport Road Fares for local fixed route services are shown in Table 1.

Table 1: Fixed Route Fares

Fare Category Cash Monthly MetroPass MetroTicket Adult (18-64) $2.00 $44.00 10 for $17.50 Child (0-4) Free -- -- Student (5-18) $1.35 $31.00 10 for $12.50 Summer Youth Pass (June, July, August) -- $34.00 Elderly/Disabled (with Medicare or Metro ID) $0.75 $33.00 10 for $10.00 Saturday/Sunday SuperTransfer $3.00 -- -- (Good all day on Saturday or Sunday) Transfer (all routes, good for 90 minutes) Free -- Free

Interline transfers to Waukesha County Transit services are also available. MetroPasses and MetroTickets are sold at the Downtown Transit Center, several community banking and grocery outlets, and higher education institutions.

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Waukesha County Transit Service In addition to its directly operated services, Waukesha Metro Transit administers three Waukesha County Transit express routes operated by Wisconsin Coach Lines:

• Route 901 – Waukesha-Milwaukee Express • Route 904/905 – Oconomowoc-Milwaukee Express • Route 906 – Mukwonago-Milwaukee Express On behalf of Waukesha County, Waukesha Metro Transit also purchases transportation services from Milwaukee County Transit System (MCTS) that operate in Waukesha County. Waukesha Metro Transit administers two routes that serve the county:

• Route M10 – Humboldt/Wisconsin • Route M79 – Menomonee Falls Flyer Waukesha County Transit maintains its own fare structure, but has transfer interoperability with Waukesha Metro Transit.

Paratransit Waukesha Metro Transit operates Metrolift, an ADA-compliant demand-response service for persons unable to use Waukesha Metro Transit fixed route bus service. Users must be certified for eligibility. Metrolift operates within ¾ mile of Waukesha Metro Transit fixed bus routes operated for the City of Waukesha; areas farther than ¾ mile from a Waukesha Metro Transit fixed bus route are not served. Metrolift cash fare is $3.75 for a one-way trip; this is less than two times the fixed route fare. Tickets are also available in strips of 10 for $35.00.

ADA paratransit service within one mile of county Route 901 is operated by Transit Express, a private contractor. This service is a door-to-door service that exceeds minimum ADA requirements. Waukesha Metro Transit maintains a “how-to-ride” guide and conducts certifications for the county service.

Fleet and Facilities The on-site review conducted in August 2011 included a review of Waukesha Metro Transit fleet and facilities.

Fleet As of August 2011, the Waukesha Metro Transit fixed route fleet consisted of 27 heavy-duty buses. The average age of the regular fleet is nine years. Vehicle details are listed in Table 2. All vehicles in the fleet are ADA-accessible via ramp. Vehicles are not equipped with bicycle racks, as storage space constraints in the garage prevent rack installation.

Table 2: Fixed Route Fleet

Vehicle Numbers Quantity Year Model Length Seats Wheelchair Lift 124-131, 133-137 13 1998 Gillig Low-Floor 35’ 31 Ramp 142-148 7 2004 Gillig Low-Floor 35' 32 Ramp 153-155 3 2008 Gillig Low-Floor 35’ 32 Ramp

The Metrolift paratransit fleet includes three 2011 ARBOC low-floor buses, as well as four Bluebird high- floor buses. The system took delivery of the new paratransit buses in July 2011, just prior to the on-site

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Table 3: Paratransit Fleet

Vehicle Numbers Quantity Year Model Length Seats Wheelchair Lift 503 1 1995 Bluebird CS 32’ 19 Lift 149-152 4 2007 Bluebird Xcel 29’ 13 Lift 156-158 3 2011 Arboc 25’ 7 Ramp

A sample of the fixed route and paratransit fleet is pictured in Figure 1.

Figure 1: Revenue Vehicles

Clockwise from top left: Vehicle #131; Interior of Gillig vehicle; Interior of paratransit vehicle; Paratransit vehicle with Transit Director Robert Johnson and Maintenance Director Jason Zachow.

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Operations Facility Waukesha Metro Transit Operations and Maintenance functions are housed at a facility at 2311 Badger Drive (Figure 2), on the southwest side of Waukesha, constructed in 1985. All paratransit and fixed route transit functions, including administration, vehicle storage, and maintenance, are housed in this facility.

Figure 2: Badger Drive Transit Facility

Transfer Facility The downtown transit center, pictured in Figure 3, is located in downtown Waukesha at 212 E. St. Paul Avenue. The facility was constructed in 2004 as part of a combined transit and structured parking project. The transit center occupies the lower level of the structure, with parking decks above. At scheduled transfer times, buses line up at covered bays on each side of the block-long facility. Waukesha County Transit express route 901 (operated by Wisconsin Coach Lines) also serves this facility. Passenger amenities at the transit center include enclosed and heated waiting facilities, as well as outdoor benches, litter receptacles, and lighting. Real-time arrival information for each route is provided with electronic signage. System map and schedule information is posted in a protected case, and the facility also includes a customer service window where fares are sold and information provided. The transfer center building contains driver and passenger restroom facilities, and is staffed by a security guard.

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Figure 3: Transit Center

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Shelters Waukesha Metro provides very high-quality bus shelter facilities at high-demand stops throughout the system. Shelters are well marked with safe pedestrian paths and wheelchair accessibility (Figure 4).

Figure 4: Bus Shelter

Prior Audit Recommendations The last Management Performance Review of Waukesha Metro Transit, completed in 2006, made two specific recommendations for improvement within the system. Table 4 summarizes the current status of recommendations. Neither recommendation has been implemented; this review considers one resolved and the other an open recommendation to be reiterated in this review.

Table 4: Recommendations from 2006 Audit

Area Recommendation Status Maintenance The parts Procurement Manager should monitor Not completed/resolved. This recommendation is the parts inventory level so as to achieve a 1.5 very difficult to implement with the five different inventory turn rate. bus types in Waukesha Metro Transit’s fleet. Current inventory levels are approximately $112,000; in addition, a bar coded inventory system with computerized notification for reorder is used. The parts inventory procedures are sufficient. This recommendation is considered resolved.

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PART II: ANALYSIS OF SYSTEM PERFORMANCE

Part II of this report examines system performance data. A quantitative assessment of Waukesha Metro Transit’s performance was conducted as one of the initial tasks in this audit. Since there are no recognized industry standards for most measures of transit system performance, common practice is to compare the performance of a system to the average values of a peer group of systems.

Performance Measures The peer analysis is this section compares Waukesha Metro Transit to a selected group of peers in five categories using seven specific measures, as organized in Figure 5.

Figure 5: Performance Objectives and Performance Measures

Cost effectiveness •Operating expense per passenger (WisDOT core measure)

Service efficiency •Operating expense per revenue hour (WisDOT core measure)

Service effectiveness •Passengers per revenue hour (WisDOT core measure)

•Passengers per capita (WisDOT core measure) Market penetration •Revenue hours per capita (WisDOT core measure)

•Passenger revenue per passenger (Added measure) Passenger revenue effectiveness •Passenger revenue per operating expense (WisDOT core measure)

Each measure is used to assess Waukesha Metro Transit’s performance in two ways:

• Comparison to peer average for most current year. Year 2010 NTD data is used1. This is the most recent year for which NTD data is available. Consistent with the WisDOT approach to measuring performance, performance will be considered “satisfactory” within one standard deviation of the peer average (arithmetic mean). The system’s performance is considered “outside the satisfactory range” if it falls more than one standard deviation outside the mean.

1 For most current year analysis, Milwaukee County Transit System routes 10 and 79 are excluded. Waukesha Metro Transit contracts for the provision of these services from MCTS; however, statistics for these routes are aggregated in the NTD as Waukesha Metro Transit directly operated service. For the 2010 current-year analysis, the Waukesha Metro Transit Director provided the breakdown of NTD statistics for MCTS and Waukesha Metro Transit to focus analysis on Waukesha Metro local routes only. SRF Consulting Group, Inc. with Bourne Transit Consulting and McCollom Management Consulting, Inc. 11

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• Comparison to peer average for annual rate of change. The average annual rate of change from 2006 to 2010 is calculated as follows. NTD data from reporting years 2006 to 2010 is used2. ¼ Annual rate of change= (Value2010 / Value2006) -1

For the trend analysis, the system’s annual rate of change is compared to the national and Wisconsin peer average rates of change. The system’s trend performance is considered “satisfactory” within one standard deviation of the average rate of change. Beyond a standard deviation away from the average rate of change, the system’s trend performance is considered “outside the satisfactory range.” Service Types Two analyses are undertaken in this review: one for the urban service operated by Waukesha Metro Transit, and one for the contracted express commuter service administered on behalf of Waukesha County Transit. The urban local bus service operated by Waukesha Metro Transit is the core service examined in this analysis. A supplemental condensed analysis is included for commuter services.

Small Urban Peer Groups The selection of the peer group for Waukesha Metro Transit’s urban service is based on a review of urbanized systems in the National Transit Database (NTD). The NTD is used because its data are readily available and consistently reported. The NTD also contains systems that have service areas comparable to the Waukesha Metro Transit service area. For the urban service, two peer groups were selected for comparison: a national peer group and a Wisconsin peer group.

National peer systems were selected based on the following criteria:

• Mode operated. Systems that operated fixed route services were considered. • Population density. Density is a gross measure of potential service effectiveness as measured by an indicator like passengers per revenue hour. The potential for group riding increases with population density. The selected systems have an average population density within a reasonable range of the Waukesha Metro Transit service area density. • Population served. Population is gross measure of market potential as measured by total population. Less emphasis was placed on this criterion because population density has a stronger impact on service effectiveness and efficiency. Selected systems have service areas between 58,000 and 170,200 persons. • Climate. Only systems that experience cold weather and snowy winters were considered. The national peer group includes systems in Iowa, Illinois, Kansas, Maryland, Michigan, and Montana. National peer systems are listed in Table 5.

2 For the trend analysis, MCTS routes are included in the aggregated NTD data. SRF Consulting Group, Inc. with Bourne Transit Consulting and McCollom Management Consulting, Inc. 12

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Table 5: National Peer Systems

Peer Population Land Area (sq mi) Density (persons/sq mi) Cedar Rapids, IA 97,716 22 4,442 Dubuque, IA 58,000 26 2,231 Decatur, IL 86,080 53 1,624 Topeka, KS 122,377 58 2,110 Frederick Co., MD 60,154 18 3,342 Battle Creek, MI 83,000 104 798 Muskegon, MI 170,200 527 323 Saginaw, MI 127,000 63 2,016 Billings, MT 100,000 34 2,941 National Peer Average 100,503 101 2,203 Waukesha Metro Transit3 68,030 27 2,501 % of average 68% 27% 114%

The Wisconsin peer systems are listed in Table 6. This review recognizes the limitations of using other Wisconsin small urban systems for peer comparison. Each system operates in a vastly 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 audit to compare each small urban system to others in Wisconsin, the Wisconsin peer comparison is included in this review.

Table 6: Wisconsin Peer Systems

Peer Population Land Area (sq mi) Density (persons/sq mi) Beloit 35,871 16 2,242 Eau Claire 69,300 28 2,475 Fond du Lac 48,250 19 2,539 Racine 112,100 27 4,152 Sheboygan 59,490 23 2,587 Wausau 45,513 27 1,686 Wisconsin Peer Average 61,754 23 2,613 Waukesha Metro Transit3 68,030 27 2,501 % of average 110% 117% 96%

3 Service area statistics from SEWRPC 2011 TDP update. SRF Consulting Group, Inc. with Bourne Transit Consulting and McCollom Management Consulting, Inc. 13

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2010 Operating Statistics Summary Table 7 and Table 8 contain operating statistics for Waukesha Metro Transit and the selected peer systems for 2010. These operating statistics are the basis for the performance measures included in this analysis.

Table 7: 2010 Operating Statistics – National Peer Systems

Peer Revenue Hours Passenger Trips Operating Expenses Passenger Revenues Cedar Rapids, IA 68,123 1,071,568 $6,074,143 $682,339 Dubuque, IA 27,664 312,856 $1,515,738 $158,077 Decatur, IL 68,211 1,245,094 $4,539,137 $382,904 Topeka, KS 62,643 1,151,733 $4,971,996 $829,252 Frederick Co., MD 59,004 707,420 $3,950,852 $525,156 Battle Creek, MI 27,875 513,006 $2,617,845 $315,831 Muskegon, MI 35,510 629,925 $2,488,263 $482,185 Saginaw, MI 43,897 992,279 $5,203,110 $810,542 Billings, MT 38,637 630,068 $3,173,313 $322,726 National Peer Average 47,952 805,994 $3,837,155 $501,001 Waukesha Metro Transit 51,220 716,600 $4,441,769 $584,760 % of average 107% 89% 116% 117%

Table 8: 2010 Operating Statistics – Wisconsin Peer Systems

Peer Revenue Hours Passenger Trips Operating Expenses Passenger Revenues Beloit 20,680 269,109 $1,813,063 $260,801 Eau Claire 46,033 918,671 $3,475,620 $723,574 Fond du Lac 12,665 138,731 $1,043,666 $106,542 Racine 86,177 1,415,706 $6,885,919 $1,007,898 Sheboygan 38,945 440,780 $2,960,284 $413,409 Wausau 37,771 774,081 $3,109,134 $410,779 Wisconsin Peer Average 40,379 659,513 $3,214,614 $487,167 Waukesha Metro Transit 51,220 716,600 $4,441,769 $584,760 % of average 127% 109% 138% 120%

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Five-Year Trend Summary Table 9 and Table 10 show Waukesha Metro Transit’s operating statistics and performance measures for fiscal years 2006 through 2010. The average annual rate of change for the five-year period is calculated for each statistic and measure and shown alongside the national and Wisconsin peer average rates of change. Due to the way data is reported to the NTD, operating statistics and measures for the trend summary only include MCTS purchased services. This is used to make a valid comparison over time to other systems.

Table 9: Operating Statistics – Five-Year Trend

Average Annual Rate of Change (2006-2010) National Peer Wisconsin Operating Statistic 2006 2007 2008 2009 2010 Waukesha Average Peer Average Revenue hours 58,619 52,895 60,129 59,747 59,994 0.6% -0.3% -0.7% Revenue miles 790,999 701,921 814,914 802,653 795,476 0.1% 0.1% -0.4% Passenger trips 741,008 780,470 1,092,957 962,482 938,984 6.1% 0.2% -2.9% Operating expense $4,140,869 $4,094,965 $5,527,578 $5,297,421 $5,671,669 8.2% 2.8% 1.6% Passenger revenue $529,558 $536,465 $556,602 $880,775 $894,342 14.0% 6.2% 3.6%

Table 10: Performance Measures – Five-Year Trend

Average Annual Rate of Change (2006-2010) National Peer Wisconsin Performance Measure 2006 2007 2008 2009 2010 Waukesha Average Peer Average Operating expense per passenger $5.59 $5.25 $5.06 $5.50 $6.04 2.0% 1.8% 4.3% Operating expense per revenue hour $70.64 $77.42 $91.93 $88.66 $94.54 7.6% 3.3% 2.3% Passengers per revenue hour 12.6 14.8 18.2 16.1 15.7 5.5% -0.1% -2.6% Passengers per capita 10.9 11.5 16.1 14.1 13.8 6.1% -0.3% -3.5% Revenue hours per capita 0.9 0.8 0.9 0.9 0.9 0.6% -0.5% -1.1% Passenger revenue per passenger $0.71 $0.69 $0.51 $0.92 $0.95 7.4% 4.7% 6.2% Passenger revenue to operating cost 13% 13% 10% 17% 16% 5.4% 2.9% 2.0%

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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 expense per passenger.

Figure 6: National Peers – Operating Expense/Passenger Trip The average operating expense of providing a single passenger trip on Waukesha Metro Nat'l Avg. = $4.82 Nat'l Avg + Std. Dev. = $5.53 Transit fixed route service is $6.20.

$7 Waukesha Metro Transit’s cost per $6 passenger is significantly higher than the $5 national peer average of $4.82 per $4 passenger trip, and is higher than any of the $3 individual peers (Figure 6).Waukesha Metro

$2 Transit’s cost effectiveness is low relative to Trip $1 the national peer average. $3.65 $3.95 $4.32 $4.84 $5.04 $5.10 $5.24 $5.58 $5.67 $6.20 $0

Among the Wisconsin peers (Figure 7), the average operating expense of providing a Billings Topeka Decatur Saginaw

Dubuque single passenger trip is $5.61. When Operating Expense Per Passenger Passenger Per Expense Operating Waukesha Muskegon

Battle Creek compared to the Wisconsin peers, Cedar Rapids Frederick Co. Waukesha Metro Transit’s cost per Figure 7: Wisconsin Peers – Operating Expense/Passenger Trip passenger is above the average, but within one standard deviation. Waukesha Metro Wisc. Avg = $5.61 Wisc. Avg + Std. Dev. = $7.19 Transit’s cost effectiveness is satisfactory relative to the Wisconsin peer average. $8 $7 Including the Waukesha County parts of $6 MCTS routes 10 and 79, the 2010 cost per $5 $4 passenger was $6.04. The trend analysis in $3 Table 11 shows that per-passenger expenses

$2 for Waukesha urban local services have

Trip $1

$3.78 $4.02 $4.86 $6.20 $6.72 $6.74 $7.52 risen in all but one of the last five years. Cost $0

effectiveness has been declining slightly. Over the past five years, Waukesha Metro Beloit Racine Transit’s operating expense per passenger Wausau Eau Claire Waukesha Sheboygan trip has increased by an average of 2 Operating Expense Per Passenger Passenger Per Expense Operating Fond du Lac percent each year. This rate of change is better than both the national and Wisconsin peer average rates of change.

Table 11: Trend Analysis – Operating Expense per Passenger Trip Average Annual Acceptable Range Rate of Change (1 Standard 2006 2007 2008 2009 2010 (2006-2010) Deviation) Metro (incl. MCTS 10 & 79) $5.59 $5.25 $5.06 $5.50 $6.04 2.0% - National Peer Average $4.49 $4.52 $4.80 $4.60 $4.82 3.1% 10.9% Wisconsin Peer Average $4.74 $5.47 $5.29 $5.28 $5.61 4.7% 7.0%

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2011 Transit System Management Performance Review Waukesha Metro Transit

Service Efficiency Service efficiency examines the amount of service produced relative to resources expended. Operating expense per revenue hour is the measure used to assess how efficiently a system delivers service.

Figure 8: National Peers – Operating Expense per Revenue Hour In 2010, the cost of providing one hour of revenue service on Waukesha Nat'l Avg. = $80.16 Nat'l Avg + Std. Dev. = $99.05 Metro Transit’s fixed routes was $86.72.

$125

$100 Waukesha Metro Transit’s hourly operating cost is higher than the $75 national peer average of $80.16, but is still within the acceptable range $50 (Figure 8). Waukesha Metro Transit’s $25 service efficiency is satisfactory $118.53 $54.79 $66.55 $66.96 $70.07 $79.37 $82.13 $86.72 $89.16 $93.91 relative to its national peers. $0

Waukesha Metro Transit’s service Billings Topeka efficiency is poor relative to its Decatur Saginaw Operating Expense/Revenue Hour Expense/Revenue Operating Dubuque Waukesha Muskegon Wisconsin peers. Compared to the Battle Creek Cedar Rapids Frederick Co. Wisconsin peers, Waukesha Metro Transit’s operating cost per hour is Figure 9: Wisconsin Peers – Operating Expense per Revenue Hour higher than the peer average of $80.64, and just more than one Wisc. Avg = $80.64 Wisc. Avg + Std. Dev. = $85.19 standard deviation away from the

$125 average (Figure 9).

$100 Including the Waukesha County parts of MCTS routes 10 and 79, the 2010 $75 cost per revenue hour was $94.54. $50 The trend analysis in Table 12 shows that over the five-year span, $25 Waukesha Metro Transit’s operating

$75.50 $76.01 $79.90 $82.32 $82.41 $86.72 $87.67 cost per revenue hour has increased $0

at an average annual rate of 8 percent. Service efficiency is Beloit Racine Operating Expense/Revenue Hour Expense/Revenue Operating Wausau declining at a rate faster than the Eau Claire Waukesha Sheboygan

Fond du Lac peer averages. Metro’s rate of

change is outside the acceptable range for both the national and Wisconsin peer groups.

Table 12: Trend Analysis – Operating Expense per Revenue Hour Average Annual Acceptable Range Rate of Change (1 Standard 2006 2007 2008 2009 2010 (2006-2010) Deviation) Metro (incl. MCTS 10 & 79) $70.64 $77.42 $91.93 $88.66 $94.54 7.6% - National Peer Average $70.42 $73.18 $81.35 $81.15 $80.16 3.2% 6.6% Wisconsin Peer Average $73.64 $78.78 $81.72 $77.43 $80.64 2.3% 2.9%

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2011 Transit System Management Performance Review Waukesha Metro Transit

Service Effectiveness Service effectiveness is a measure of the consumption of transit service in relation to the amount of service available. Passengers per revenue hour is the measure used to assess service effectiveness.

Figure 10: National Peers – Passengers per Revenue Hour Waukesha Metro Transit carries an average of 14.0 passengers per hour Nat'l Peer Avg = 16.7 Nat'l Avg - Std. Dev. = 13.3 on its fixed route service. This value is below the national peer average of

25 16.7, but within one standard 20 deviation of the average (Figure 10).

15 Waukesha Metro Transit’s service effectiveness is satisfactory relative 10 to the national peer average. 5 Waukesha Metro Transit carries an 22.6 18.4 18.4 18.3 17.7 16.3 15.7 14.0 12.0 11.3 0

average number of passengers per

Passengers Per Revenue Hour Revenue Per Passengers hour compared to the Wisconsin Billings

Topeka peer average of 15.4 passengers per Decatur Saginaw Dubuque Waukesha Muskegon hour (Figure 11). Waukesha Metro Battle Creek Cedar Rapids Frederick Co. Transit’s service effectiveness is satisfactory relative to the Figure 11: Wisconsin Peers – Passengers per Revenue Hour Wisconsin peer average.

Wisc. Avg = 15.4 Wisc. Avg - Std. Dev. = 11.1 Including the Waukesha County parts of MCTS routes 10 and 79, the 2010

25 passengers per revenue value was 20 15.7. The trend analysis in Table 13 shows that Waukesha Metro Transit’s 15 productivity has been increasing at 10 an average of 5 percent each year since 2006. Waukesha Metro 5 Transit’s service effectiveness is

20.5 20.0 16.4 14.0 13.0 11.3 11.0 improving. Compared to the national 0

and Wisconsin peers, whose average Passengers Per Revenue Hour Revenue Per Passengers productivity has been flat or declined Beloit Racine

Wausau over the period, this trend is Eau Claire Waukesha Sheboygan

Fond du Lac excellent.

Table 13: Trend Analysis – Passengers per Revenue Hour Average Annual Acceptable Range Rate of Change (1 Standard 2006 2007 2008 2009 2010 (2006-2010) Deviation) Metro (incl. MCTS 10 & 79) 12.6 14.8 18.2 16.1 15.7 5.5% - National Peer Average 16.8 17.1 17.7 17.9 16.7 0.7% -8.3% Wisconsin Peer Average 17.1 15.9 16.6 15.6 15.4 -2.2% -4.5%

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2011 Transit System Management Performance Review Waukesha Metro Transit

Market Penetration Passengers per capita is a measure of market penetration of current services.

Figure 12: National Peers – Passengers per Capita In 2010, Waukesha Metro Transit carried 10.5 passengers per capita. Nat'l Peer Avg = 8.4 Nat'l Avg - Std. Dev. = 5 In other words, the average resident of the Metro service area boarded 20 the bus 10.5 times during 2010.

15 The number of passengers per capita carried by Metro is higher 10 than the national peer average of 8.4 (Figure 12). 5

Passengers Per Capita Per Passengers Metro’s market penetration, as 14.5 11.8 11.0 10.5 9.4 7.8 6.3 6.2 5.4 3.7 0

measured by passengers per capita, is good relative to the national peer Billings Topeka average. Decatur Saginaw Dubuque Waukesha Muskegon Battle Creek Cedar Rapids Frederick Co. Metro’s market penetration is slightly high relative to the Figure 13: Wisconsin Peers – Passengers per Capita Wisconsin peer average. Waukesha Metro Transit also carries a slightly Wisc. Avg = 10.1 Wisc. Avg - Std. Dev. = 5 above-average number of 20 passengers per capita compared to

its Wisconsin peers (Figure 13).

15 Including the Waukesha County parts of MCTS routes 10 and 79, the 10 2010 passengers per capita value was 13.8. The trend analysis in Table 5 14 shows that since 2006, Waukesha Passengers Per Capita Per Passengers 17.0 13.3 12.6 10.5 7.5 7.4 2.9 Metro Transit’s passengers per 0

capita value has risen, for an average annual climb of 6 percent. Beloit Racine Waukesha Metro Transit’s market Wausau Eau Claire Waukesha Sheboygan penetration, as measured by Fond du Lac passengers per capita, is rising. During the same period, the national and Wisconsin peers were flat or declining on this measure.

Table 14: Trend Analysis – Passengers per Capita Average Annual Acceptable Range Rate of Change (1 Standard 2006 2007 2008 2009 2010 (2006-2010) Deviation) Metro (incl. MCTS 10 & 79) 10.9 11.5 16.1 14.1 13.8 6.1% - National Peer Average 8.5 8.9 8.7 9.0 8.4 0.2% -7.1% Wisconsin Peer Average 11.7 11.0 11.2 10.4 10.1 -2.9% -5.8%

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2011 Transit System Management Performance Review Waukesha Metro Transit

Revenue hours per capita is the performance measure used to assess service availability.

Figure 14: National Peers – Revenue Hours per Capita In 2010, Waukesha Metro Transit provided 0.75 revenue hours Nat'l Peer Avg = 0.53 Nat'l Avg - Std. Dev. = 0.28 annually for each person in its service area. 1.2

1.0 This level of service availability is well above the peer average of 0.53 hours 0.8 per capita (Figure 14). 0.6 Waukesha Metro Transit’s market 0.4 penetration, as measured by revenue 0.2 hours per capita, is better than the 0.98 0.79 0.75 0.70 0.51 0.48 0.39 0.35 0.34 0.21

Revenue Hours Per Capita Per Hours Revenue national peer average. 0.0

Compared to its Wisconsin peers,

Billings Waukesha Metro Transit also Topeka Decatur Saginaw Dubuque Waukesha Muskegon provides an above-average level of Battle Creek Cedar Rapids Frederick Co. revenue hours per capita (Figure 15). Waukesha Metro Transit’s 0.75 hours Figure 15: Wisconsin Peers – Revenue Hours per Capita per capita is higher than the Wisconsin peer average of 0.63 hours Wisc. Avg = 0.63 Wisc. Avg - Std. Dev. = 0.43 per capita. As measured by revenue 1.2 hours per capita, Waukesha Metro Transit’s market penetration is 1.0 above the Wisconsin peer average. 0.8 Including the Waukesha County parts 0.6 of MCTS routes 10 and 79, the 2010 revenue hours per capita value was 0.4 0.9. The trend analysis in Table 15 0.2 shows that since 2006, Waukesha Revenue Hours Per Capita Per Hours Revenue 0.83 0.77 0.75 0.66 0.65 0.58 0.26 Metro Transit has held its revenue 0.0

hours per capita close to steady, with a very slight increase. During the Beloit Racine

Wausau same period, the national and Eau Claire Waukesha Sheboygan

Fond du Lac Wisconsin peer average rates of

change were negative. As measured by revenue hours per capita, Waukesha Metro Transit’s market penetration is rising slowly, while national and Wisconsin averages are trending downward.

Table 15: Trend Analysis – Revenue Hours per Capita Average Annual Acceptable Range Rate of Change (1 Standard 2006 2007 2008 2009 2010 (2006-2010) Deviation) Metro (incl. MCTS 10 & 79) 0.9 0.8 0.9 0.9 0.9 0.6% - National Peer Average 0.5 0.5 0.5 0.5 0.5 -0.3% -2.8% Wisconsin Peer Average 0.7 0.7 0.6 0.6 0.6 -0.7% -3.1%

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Passenger Revenue Effectiveness Passenger revenue per passenger, or average fare, measures the amount each passenger is paying to use the service.

Figure 16: National Peers – Passenger Revenue per Passenger In 2010, the average Waukesha Metro Transit fixed route passenger Nat'l Avg. = $0.62 Nat'l Avg - Std. Dev. = $0.46 paid $0.82 for a ride. This is above the peer average of $0.62 per

$1.00 passenger (Figure 16). As measured by passenger revenue per passenger, $0.75 Metro’s passenger revenue $0.50 effectiveness is good relative to the national peer average.

$0.25 Relative to the Wisconsin peers,

$0.82 $0.82 $0.77 $0.74 $0.72 $0.64 $0.62 $0.51 $0.51 $0.31 Waukesha Metro Transit’s revenue $0.00

per passenger is just above the average of this group (Figure 17). As Billings Topeka Decatur Saginaw measured by passenger revenue per Passenger Revenue Per Passenger Per Revenue Passenger Dubuque Waukesha Muskegon

Battle Creek passenger, Metro’s passenger Cedar Rapids Frederick Co. revenue effectiveness is good Figure 17: Wisconsin Peers – Passenger Revenue per Passenger relative to the Wisconsin peer average. Wisc. Avg = $0.78 Wisc. Avg - Std. Dev. = $0.62 Including the Waukesha County parts

$1.25 of MCTS routes 10 and 79, the 2010 average passenger fare was $0.95. As $1.00 shown in the trend analysis in Table $0.75 16, Waukesha Metro Transit’s average fare per passenger has $0.50 climbed over the past five years by an average rate of 7 percent each year. $0.25 During the same period, the $0.97 $0.94 $0.82 $0.79 $0.77 $0.71 $0.53 $0.00 Wisconsin peer average fare climbed

by 6.7 percent annually, and the

Beloit national average rose by 6.4 percent Racine Passenger Revenue Per Passenger Per Revenue Passenger Wausau

Eau Claire annually. Metro’s revenue per Waukesha Sheboygan Fond du Lac passenger is increasing at a rate faster than the national and Wisconsin peers.

Table 16: Trend Analysis – Passenger Revenue per Passenger Average Annual Acceptable Range Rate of Change (1 Standard 2006 2007 2008 2009 2010 (2006-2010) Deviation) Metro (incl. MCTS 10 & 79) $0.71 $0.69 $0.51 $0.92 $0.95 7.4% - National Peer Average $0.52 $0.54 $0.56 $0.58 $0.62 6.4% -3.4% Wisconsin Peer Average $0.62 $0.69 $0.70 $0.73 $0.78 6.7% 0.5%

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2011 Transit System Management Performance Review Waukesha Metro Transit

Passenger revenue to operating expense measures the level of operating expenses that are recovered through passenger fare payment. This measure is also referred to as the operating ratio.

Figure 18: National Peers – Passenger Revenue/Operating Expense In 2010, Waukesha Metro Transit collected 13 cents in passenger Nat'l Peer Avg = 13% Nat'l Avg - Std. Dev. = 9% revenue for every dollar of operating expense; in other words, the system 25% recovered 13 percent of its operating

20% expense through the farebox. This operating ratio is right on target with 15% the national average of 13 percent 10% (Figure 18). Waukesha Metro Transit’s operating ratio is good

Operating Ratio Operating 5% compared to the national peer 19% 17% 16% 13% 13% 12% 11% 10% 10% 8% 0% average.

When compared to Wisconsin peers, Billings Topeka Decatur Saginaw Waukesha Metro Transit’s operating Dubuque Waukesha Muskegon

Battle Creek ratio is lower than the peer average Cedar Rapids Frederick Co. of 15 percent, but is within the Figure 19: Wisconsin Peers – Passenger Revenue/Operating Expense acceptable range (Figure 19). Waukesha Metro Transit’s operating Wisc. Avg = 15% Wisc. Avg - Std. Dev. = 11% ratio is satisfactory relative to the Wisconsin peer average. 25% Including the Waukesha County parts 20% of MCTS routes 10 and 79, the 2010 15% average passenger fare covered 16 percent of costs. Waukesha Metro 10% Transit’s operating ratio is rising faster than its peers. The trend

Operating Ratio Operating 5% analysis in Table 17 shows that 21% 15% 14% 14% 13% 13% 10% 0% Waukesha Metro Transit’s operating

ratio has been rising over the last five

Beloit years, posting an average annual Racine Wausau growth rate of 5 percent. During the Eau Claire Waukesha Sheboygan Fond du Lac same period, the national peer average increased by 3.4 percent annually and Wisconsin peer average rose by 1.9 percent each year.

Table 17: Trend Analysis – Passenger Revenue to Operating Expense Average Annual Acceptable Range Rate of Change (1 Standard 2006 2007 2008 2009 2010 (2006-2010) Deviation) Metro (incl. MCTS 10 & 79) 13% 13% 10% 17% 16% 5.4% - National Peer Average 12% 12% 12% 13% 13% 3.4% -4.5% Wisconsin Peer Average 13% 13% 14% 15% 15% 1.9% -2.2%

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2011 Transit System Management Performance Review Waukesha Metro Transit

Small Urban Conclusions The symbols in Table 18 indicate the measures for which Waukesha Metro Transit’s performance is better than average, satisfactory, or significantly worse than its national and Wisconsin peer systems, and whether performance has been improving, staying steady, or worsening over the past five years.

Table 18: Peer Analysis Performance Summary Performance National Peer Wisconsin Peer National Time Wisconsin Time Objective Measure Comparison (2010) Comparison (2010) Trend Comparison Trend Comparison Outside Cost Operating expense Better than Better than satisfactory Satisfactory effectiveness per passenger average average range Outside Outside Outside Service Operating expense Satisfactory satisfactory satisfactory satisfactory efficiency per revenue hour range range range

Service Passengers Better than Better than Satisfactory Satisfactory effectiveness per revenue hour average average

Market Passengers Better than Better than Better than Better than penetration per capita average average average average

Market Revenue hours Better than Better than Better than Better than penetration per capita average average average average

Waukesha Metro Transit’s small urban system performance can be summarized as follows:

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Commuter Service Peer Analysis The selection of the peer group for Waukesha County’s commuter service is also based on a review of urbanized systems in the National Transit Database (NTD). For the commuter service, one national peer group was selected for comparison. National peer systems were defined as those that operate a contracted commuter service without other local service. Services matching this description were difficult to find and do not present a great fit for the Waukesha County service in terms of size (Table 19). However, this peer comparison is useful for identifying general position of the service relative to other like systems and highlighting areas for improvement.

Table 19: Waukesha County Transit Commuter Peer Systems – 2010 Operating Statistics

Peer Revenue Hours Passenger Trips Operating Expenses Passenger Revenues Community Transit, Inc. 67,032 591,420 $4,094,520 $4,139,150 Olympia Trails Bus Company, 69,533 626,743 $8,182,883 $8,627,174 Inc. Mid Mon Valley Transit 51,748 427,862 $3,994,947 $653,642 Authority Martz Group, National Coach 12,218 206,213 $2,265,787 $2,072,307 Works of Virginia National Peer Average 50,133 463,060 $4,634,534 $3,873,068 Waukesha County Transit 21,838 240,209 $2,944,701 $684,953 % of average 44% 52% 64% 18%

Commuter Service Conclusions Three measures are examined for the commuter service:

• Operating expense per passenger (cost effectiveness) • Operating expense per revenue hour (service efficiency) • Passengers per revenue hour (service effectiveness) Results of peer analysis are summarized in Table 20.

Table 20: Waukesha County Transit Commuter Peer Systems – Peer Analysis Operating Expense Operating Expense Passengers per Peer per Passenger per Revenue Hour Revenue Hour Community Transit, Inc. $7.00 $61.08 8.8 Olympia Trails Bus Company, Inc. $13.77 $117.68 9.0 Mid Mon Valley Transit Authority $1.53 $77.20 8.3 Martz Group, National Coach Works of Virginia $10.05 $185.45 16.9 National Peer Average $8.09 $110.35 10.7 Average + 1 standard deviation (acceptable range) $13.26 $165.79 -- Waukesha County Transit $12.26 $134.84 11.0 RESULT Satisfactory Satisfactory Better than average

The county commuter service performs at a satisfactory level relative to peers in terms of cost effectiveness and service efficiency. In addition, its service effectiveness is better than the peer average. These results do not raise any particular concerns related to the performance of the commuter service.

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2011 Transit System Management Performance Review Waukesha Metro Transit

PART III: POLICY AND DECISION-MAKING PROCESS

This section contains a description of the policy- and decision-making processes in place at Waukesha Metro Transit and the City of Waukesha as they relate to transit service.

Organization and Staffing The organizational structure of Waukesha Metro is shown in Figure 20. Waukesha Metro Transit is a municipal commission of the City of Waukesha. The Transit Commission serves as the policy making body for the system. The Transit Director, who functions as the day-to-day administrator of the system, is employed by the City of Waukesha, and reports to the Director of Public Works. The Director of Transit Operations, who manages the day-to-day operations of the system, is a contract management employee working for Professional Transit Management (PTM).

Figure 20: Organization Structure

Transit Director

Executive Director of Director of Transit Secretary/ Administration/ Operations EEO Officer DBE Liaison Officer

Transit Service Director of Director of Dispatchers Accountant I Clerk Marketing Maintenance

Transit Operators Mechanics

Bus Detailers

Custodian/ Facilitator

The organizational structure was recently modified in response to the departure of the system’s long- serving Deputy Transit Director. Following his departure, the decision was made not to fill his position directly, but instead promote to Director of Administration the former Controller. Her former position as Controller was modified to be an Accountant position. As of the on-site visit in August 2011, this position had yet to be filled.

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2011 Transit System Management Performance Review Waukesha Metro Transit

Management The City of Waukesha contracts with PTM (a division of Veolia Transportation) for day-to-day management of the transit system. The Director of Transit Operations is the only employee who works directly for PTM; the Transit Director is employed by the city, and the remaining employees (shown in blue in Figure 20) are employed by Professional Transit Management of Waukesha, Inc. (PTMW), a local subsidiary of PTM.

The management firm’s incentive to perform well at Waukesha Metro Transit is a contract renewal. The current management contract length is three years, with two additional option years that may be renewed at the city’s discretion. Since selecting PTM in 2000 after a previous management firm’s contract was not renewed, the Transit Director has been pleased with PTM’s performance.

The management team at Waukesha Metro Transit is made up of five positions: the Transit Director, the Director of Administration, the Director of Transit Operations, the Director of Marketing, and Director of Maintenance. These individuals enjoy a very positive working relationship codified by clearly defined lines of authority and responsibility. Through interviews conducting during the on-site visit, it was clear that there is a synergy and enthusiasm for providing a high quality transit service. The Transit Director’s chief challenge in the future will be to secure a replacement that can continue the mission of transit in Waukesha. However, the structures in place ensure that the success of the organization is rooted in institutions—not personalities.

Transit Commission Waukesha Metro is governed by a five-member commission, which includes two Aldermen and three Waukesha citizens appointed by the Mayor. The commission has no representatives from outside the City. Each member serves a three-year term, with terms expiring on a rotating basis. Meetings are held once or twice per month, generally at the Waukesha City Hall. The Transit Director attends commission meetings, and presents memorandums, and financial and statistical reports. Other Metro staff attends commission meetings as needed, based on the items on the agenda. Meeting agendas and minutes are accessible through Metro’s website.

The commission is responsible for reviewing operating and capital budgets, along with other transit policy issues, as well as recommending approvals of grants, contracts, and intergovernmental agreements with neighboring communities for provision of transit service. The commission also considers concerns from the public. Items of commission business in 2011 included:

• Operating and capital budgets • Bus stop addition, removal, and relocation (for recommendation to city’s Building & Grounds Committee) • Bus shelter establishment • Waukesha County Transit issues • Review of the Transit Development Plan (TDP) completed by SEWRPC • Service changes • Fare changes • Fleet disposal • Procurements The commission also hears reports on the state and performance of the transit system, and is generally engaged in transit policy issues. The Common Council has ultimate responsibility for review and approval of certain important matters, including the annual budget for the public transit program. The SRF Consulting Group, Inc. with Bourne Transit Consulting and McCollom Management Consulting, Inc. 26

2011 Transit System Management Performance Review Waukesha Metro Transit

transit commission makes recommendations to the Common Council. The council generally follows the commission’s recommendations.

The commission is engaged and informed in regards to transit issues that require members’ attention on a regular basis at Waukesha Metro Transit. Its involvement in crafting policy on operations, fares, and planning improves transparency and allows for public involvement in the process, and its responsiveness and regular meetings ensure that time-sensitive decisions are made quickly to allow for maximum efficiency. The Director’s regular reports to the commission ensure that members are knowledgeable on the issues presented to them.

Support Functions Waukesha Metro Transit receives limited support from the city in the following areas:

• Legal. The City Attorney’s office provides some legal assistance related to grants. • Bus stop installation. The Buildings and Grounds Committee must approve all bus stop siting decisions and modify no-parking restrictions to accommodate stops. The City installs bus stop signs, but is not responsible for plowing out snow at stops. • IT. The City supports Waukesha Metro Transit’s IT functions. The City does not bill the transit system for IT services. The IT department does bill the transit system for IT equipment and software purchases that are not part of the core city services that IT provides.

In general, the limited support Waukesha Metro Transit receives from the city contributes to a successful operation. The cooperative bus stop siting procedures are required by local ordinance and are therefore appropriate. However, given the unique nature of the many transit-specific IT functions at Waukesha Metro Transit, the IT support arrangement may require further study to determine whether more efficient and responsive IT support may be secured through other means. This topic is discussed more in section 10 of the functional area review.

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2011 Transit System Management Performance Review Waukesha Metro Transit

Conclusions In general, the policy- and decision-making process in place at Waukesha Metro Transit appears to be functioning well. Table 21 contains the review team’s assessment of Waukesha Metro Transit’s performance on the four criteria used to measure the effectiveness of the system’s policy- and decision- making process.

Table 21: Assessment of Policy- and Decision-Making Process

Criterion Rating

The manager has sufficient authority and control to manage in an efficient manner.

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2011 Transit System Management Performance Review Waukesha Metro Transit

PART IV: FUNCTIONAL AREA REVIEW

Part IV of this report contains a review of the following functional areas:

1. Accounting, Finance, and Purchasing 2. Personnel and Labor Relations 3. Transportation Operations 4. ADA Paratransit Service 5. Safety Management and Training 6. Planning 7. Scheduling 8. Marketing 9. Vehicle and Facility Maintenance 10. Information Technology A detailed audit questionnaire was completed by the Transit Director prior to the review team’s on-site interview in August 2011. The following sections summarize the observations and main findings from the questionnaire and on-site interview.

1. Accounting, Finance and Purchasing Waukesha Metro Transit is fully in control of its own financial system; the City of Waukesha is not involved in any of the system’s core financial functions. An independent firm conducts an annual financial audit of the City of Waukesha Transit Commission. Results of the audit are reported to the commission.

Budgeting Waukesha Metro Transit is a division of the City of Waukesha; as such, the City controls the system’s budget cycle and process. Budgeting is done on a calendar year basis. The budgeting process kicks off in June of each year, with the Maintenance and Marketing Directors providing data for the budget, and the Transit Director and Director of Administration actually preparing the capital and operating budgets. The Transit Commission must recommend approval of the budget and forward on to the Common Council, which is ultimately responsible to approving the transit budget. Historically, the system has ended up close to the budget at year end; in 2008, there was a problem with fuel cost overruns, but generally budget performance is good.

The Director of Administration compiles and submits the system’s application for WisDOT operating assistance each year. Beyond input from the Transit Director (who is a City employee), no City assistance is required for the State operating assistance application.

Purchasing A variety of procurement methods are used for purchasing supplies and services. Fuel, parts, major maintenance work, and routine bodywork not performed in house are all procured through a request- for-bids process. Fleet insurance is purchased through the Transit Mutual Insurance (TMI) cooperative, of which the Transit Director is currently serves as president. Employee insurance and benefits are procured through an insurance broker. Office supplies are purchased through a City contract. Other vendor services include HVAC, sprinkler system and elevator maintenance, janitorial, landscaping, snow removal, and security guards.

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Waukesha Metro Transit has a DBE goal for 2.5 percent of all contracting opportunities, and has not had trouble meeting this goal in the past five years. The Director of Administration is also the DBE liaison, and is responsible for ensuring the goal is met. Waukesha Metro Transit’s contractors purchase fuel through minority contractors to meet the goal.

Accounting Payables are tracked by Waukesha Metro Transit’s Executive Secretary, who maintains a purchase order log. When an item is received, the Maintenance Director or Marketing Director verifies accuracy to the purchase order and gives approval to pay the invoice. The invoice is then paid by the Accountant or Director of Administration and approved by Transit Director and Director of Public Works, and sent through the Finance Department at the City.

Invoices are generated once a month for receivables (advertising contracts) and applied when received into the general ledger. Farebox revenues are counted three times per week and deposited same day. Fare outlet revenues are reconciled once a month and recorded into the general ledger.

The division maintains petty cash in the amount of $100. Petty cash requires receipts to be signed by the individual receiving the funds and by the Executive Secretary. It is replenished on an as-needed basis and kept in a lockbox in a locked drawer.

Revenue Handling Each night at the end of service, bus fuelers remove locked fareboxes from buses that were in revenue service that day, place them in the farebox counting room, and replace with empty fareboxes as part of nightly servicing. Fareboxes are probed to record ridership and revenue statistics. The following morning, the money is counted by two rotating Waukesha Metro Transit employees, who obtain the keys for the farebox vaults from the Director of Administration. Tickets are taken out separately and counted. Dispatchers are responsible for reconciling money collected with farebox counts and making bank deposits. Despite the fact that between $1,400 and $2,400 in cash is collected daily, deposits are made three times a week. This frequency of deposit is appropriate and should serve as a model for systems that make daily deposits despite collecting less cash.

Fares were last raised in September 2008. Waukesha Metro Transit’s $2.00 base fare is the highest in the state of Wisconsin among small urban properties; only the Milwaukee County Transit System charges a higher cash fare. The system will be soon be taking delivery of GFI Odyssey validating fareboxes, which will present an opportunity for the system to revisit its fare structure and media. In preparation for the new farebox technology, it is recommended that Waukesha Metro Transit conduct an analysis to determine the potential ridership benefits of offering a day pass with unlimited transfers for weekday service, in addition to the current weekend day pass.

Summary Overall, the finance function at Waukesha Metro Transit is strong and conducive to an effective operation. Budgeting, accounting and purchasing procedures are clearly defined. The revenue handling procedure is secure and includes proactive loss prevention measures. One recommendation is made in this area:

• In preparation for the new farebox technology, Waukesha Metro Transit should conduct an analysis to determine the potential ridership and revenue effects of offering a day pass with unlimited transfers for weekday service, in addition to the current weekend day pass.

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2. Personnel and Labor Relations Operators are the only unionized employees at Waukesha Metro Transit. Operators are represented by the Amalgamated Transit Union (ATU) Local 998.The term of the current labor agreement is September 1, 2010 through August 31, 2012. The Director of Administration and Director of Transit Operations are responsible for conducting labor negotiations on behalf of the system; the Transit Director and the City are not involved with negotiations.

The Transit Director reported a good working relationship with union, and a good relationship with the on-site union steward. The union is aware that the system may be forced to make service reductions and cut working hours, and has been quite accepting of it. In general, management feels there is adequate flexibility in the contract for both sides to find the agreement mutually acceptable. The current labor agreement includes procedures for employees to file grievances against management. In 2010, a total of 12 grievances were filed. The Director of Administration and Director of Transit Operations are responsible for hearing grievances; as with labor negotiations, the Transit Director is not involved. The majority of grievances are related to discipline, and occasionally based on work assignments. The working environment is conducive to positive labor relations. Management and the union steward meet informally on a regular basis to discuss issues before problems arise, and the lines of communication between employees and management are reinforced through regular face-to-face contact and official memoranda and bulletins.

The system maintains an Employee Performance Code that describes the work rules and Waukesha Metro Transit’s progressive points-based disciplinary code. All employees have signed off on receipt of the handbook and are required to sign off on future policy changes. The disciplinary code categorizes offenses by class and describes consequences. Class I violations are those for which an employee may be terminated immediately, and include drug and alcohol use on duty (or showing up to work under the influence), assault, theft, and other serious offenses. Other classes of less serious offenses come with disciplinary procedures and a specified amount of points that go on the employee’s record. Supervisors monitor points accrued by each employee and administer discipline as needed. The performance code is clear and comprehensive, and allows for discipline to be effectively administered to support a safe and efficient transit operation.

Scheduling Provisions The labor agreement limits the number of part-time drivers that can be employed, not to exceed a ratio of one part-time employee to 1.125 full-time employees. Currently, the system employs 28 full-time drivers and 11 part-time drivers, for a ratio of 2.545. When layoffs are made due to service reductions, the lowest seniority part-timer is laid off and all employees shifting down, as the lowest-seniority full- timer is transferred to part-time status.

Waukesha Metro Transit operators begin in part-time positions, filling runs that include both paratransit and fixed route. The system’s policy for starting drivers in part-time paratransit positions at the beginning of their driving careers is a very positive one that can serve as a model to other systems. Part- time operators are eligible for promotions to full-time positions based on seniority and availability of full-time openings. There are no requirements for driver fitness needed to move into a full-time position; if a job is available, it must be offered to the most senior part-timer.

A side agreement to the labor agreement allows for the system to employ up to six casual drivers who work less than 20 hours per week. Currently, the system employs one driver under this provision. No benefits or seniority are associated with this position, and the casual employees cannot move up into seniority-based part- or full-time positions.

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Benefits For budgeted FY 2010, Waukesha Metro Transit fringe benefits were equal to 68 percent of wages and salaries. This level of fringe benefit expenditure is lower than the peer average of 72 percent, as shown in Figure 21. Actual performance in 2008 and estimated performance in 2009 were also both lower than comparative Wisconsin system averages. Fringe benefit expenditures at Waukesha Metro Transit are acceptable.

Figure 21: Wisconsin System Comparison – Fringe Benefit Expenditures

85%

80% Sheboygan Transit System 75% Fond du Lac Area Transit 72% Eau Claire Transit 70% 69% 68% Belle Urban System – Racine 66% 68% 65% Wausau Area Transit System City of Beloit Transit System 60% 60%

Fringe Benefits as as % of Salaries Benefits Fringe WAUKESHA METRO TRANSIT 55% Average 2008 2009 2010 (Actual) (Estimated) (Projected)

Source: 2010 WisDOT Operating Assistance Funding Applications

Driver benefits are described and communicated to employees through the labor agreement. Part- and full-time employees are eligible for vacation and holiday pay; health, dental, long- and short-term disability, and life insurance; and 401(k) benefits. Dependents are eligible for health benefits as well. Waukesha Metro Transit pays 90 percent of the premium costs for employee health coverage.

Employees are granted vacation time commensurate with years of service, up to five weeks off after 20 years of service. All vacation time must be taken during the year after the year in which it was earned; vacation time is not allowed to accrue and is not paid out in a lump sum.

Drivers receive paid holidays on six scheduled days, as well as five floating holidays. Part-time drivers are paid for two scheduled holidays, and (if averaging 30 hours a week or more) are eligible for one pro- rated floating holiday after one year of service and two pro-rated holidays after two years of service.

Waukesha Metro Transit has a system of long-term sick leave in place. Long-term sick time is accrued at a rate of one day per month of full-time employment. For sick leaves of less than two days, drivers may use a floating holiday to receive pay. After two days, long-term sick leave may be used. The leave may accumulate to a maximum of 113 days (as of 2011); upon retirement, employees with at least 10 years of service are able to convert sick leave into an account for payment of health insurance coverage.

The system matches driver employee contributions to a 401(k), up to 6 percent of wages. Only employees who are scheduled to work at least 1,000 hours per year are eligible for 401(k) participation.

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As of March 1, 2012, bus operators begin at an hourly wage of $14.95, and are eligible for a maximum hourly wage of $19.93, reached after a period of three years. Rates apply to both part- and full-time drivers. This maximum pay rate is below the average of other Wisconsin small urban systems’ wages (Figure 22).

Figure 22: Wisconsin System Comparison – Maximum Hourly Driver Wage

Source: System interviews and labor agreement review, July-September 2011

Driver Recruitment At five percent, the annual driver turnover rate is low. Recruitment to fill open positions is conducted using the website and employee referrals. Interviews are conducted by the management team; no written test is used. Some recruits come to Waukesha Metro from other transportation providers, already in possession of a CDL. A driver’s license and background check is performed on new recruits upon hiring, and employment is contingent on the outcome of these checks as well as a DOT physical and passing the FTA pre-employment drug test.

Summary Overall, the personnel function at Waukesha Metro Transit is strong and conducive to an effective operation. No recommendations are made in this area.

3. Transportation Operations Waukesha Metro’s fixed route operations are overseen by the Director of Transit Operations. Five dispatcher/supervisors report to the Director. The system employs a team approach to management. Each supervisor manages a team of drivers with similar shift times. Whenever a bus on the team is out on the road, the dispatcher is on duty, working out of either the Badger Drive facility or the downtown transit center. This results in full supervisor coverage for all hours of revenue service. Supervisors are not kept on call at home due to full coverage.

Dispatcher/supervisors are responsible for driver supervision; road supervision; taking and scheduling ADA calls for service; scheduling driver shifts; maintaining communication with drivers and management; updating service data for fixed and paratransit routes; taking customer service calls; and other duties as needed.

Dispatchers monitor the TransitMaster AVL display to track bus movements from both the main Badger Drive facility and the downtown transit center. Drivers call in delays up to five minutes. Supervisors have the ability to shuttle passengers who miss transfers or are otherwise delayed in the staff van. For a small

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system with relatively low service frequencies and long waits between missed connections, this is very good practice. Occasionally, a supervisor will cover a portion of a route if delayed by a railroad crossing.

A dispatcher/supervisor is the first person to report to work on weekdays, arriving at 4:15 a.m. The first a.m. drivers report to the supervisor 8 minutes in advance of pullout; the first weekday pullout is scheduled at 5:24 a.m. Supervisors check drivers for fitness for duty, and have been trained in reasonable suspicion for drug and alcohol. Some drivers report to the downtown transit center, where they relieve other drivers. In such cases, the Director of Transit Operations or a dispatcher/supervisor is on-site to check them in. Other drivers who start their shifts downtown will report to the main operations facility and check in with the dispatcher/supervisor and then take the relief van to the Transit Center.

Summary Overall, the operations function at Waukesha Metro Transit is strong. No recommendations are made in this area.

4. ADA Paratransit Service The Metrolift service, directly operated by Waukesha Metro Transit, provides door-to-door demand response service that meets the requirements of ADA. According to 2010 NTD reports, the directly operated Metrolift service carried 20,232 passengers on 9,305 revenue hours at a total cost of $565,527. These reported levels of service result in the following service statistics:

• Passengers per revenue hour: 2.17 • Operating expense per revenue hour: $60.78 • Operating expense per passenger: $27.95 A productivity value of 2.0 passengers per revenue hour is considered typical for an ADA service; Metrolift’s productivity value is right on target. The system’s costs of providing service are in higher than peer system costs.

Consistent with ADA requirements, Metrolift is provided curb-to-curb with door-to-door service provided when needed per ADA requirements, within 3/4 of a mile of the fixed route bus system. Rides are $3.75 each way, less than twice the fixed route fare. Span of service is consistent with fixed route hours. Waukesha Metro Transit does not bill for any trips; all fares are due at the time of pick up.

In addition to Metrolift, Waukesha Metro Transit performs some administration for the Waukesha County Transit complementary ADA service for Route 901. This service is operated by Transit Express, a private contractor. County paratransit service is provided within one mile of the route and door-to-door service exceeding minimum ADA requirements is provided on this service. Passengers on the county service can pay a premium fare to ride the county service into the Metrolift service area and avoid the hassle of a transfer.

Metrolift is operated using seven accessible buses, four of which are typically operated during the peak period. The Director of Transit Operations is responsible for paratransit operations. All drivers are trained on paratransit and fixed route and can go between the services; moreover, all part-time runs include both paratransit and fixed route service.

Data for this service is collected and analyzed in a similar manner to fixed route. Approximately 57 ADA trips are served on Metrolift each day. During their runs, drivers keep a trip sheet and record pick-up time arrival and departure, pick-up and drop-off time of arrival and departure, fares collected, no shows, SRF Consulting Group, Inc. with Bourne Transit Consulting and McCollom Management Consulting, Inc. 34

2011 Transit System Management Performance Review Waukesha Metro Transit cancel at doors, odometer reading at every stop, breaks, other work performed (extra trips not on manifest, etc. Customer comments/complaints for the ADA service are compiled and tracked along with fixed route comments.

Waukesha Metro Transit produces a Metrolift Guide to Ride brochure that explains the service and policies. The brochure is attractive, easy-to-read, and comprehensive, and covers the following:

• Days and hours of operation • Certification and requesting an application • Fares • Service area • Personal care attendants policy • Reservations • Visitor policy • Accessible contact information Joint certifications are performed for the city’s Metrolift service and the Waukesha County ADA paratransit service for Route 901. The Director of Administration is responsible for passenger certifications.

Metrolift trip reservations are handled by an automated voice recording system. Passengers call in and leave a time request for a trip. A dispatcher returns the call only if the trip cannot be accommodated exactly as requested. The system works smoothly, and there are no wait times for customers, or dropped or missed calls. Reservations are accepted 24 hours a day, can be made up to two weeks in advance and must be made no later than 6:00 p.m. the day before the ride. Approximately 18 calls for reservations are received daily. The low call volumes are due in part to the large portion (43 percent) of all trips that are subscriptions. In 2010, 12 percent of trip requests were cancelled in advance and another one percent were recorded as no-shows; no-shows were documented as 4.4 percent in the last review. The system has a policy of consequences in place for repeated no-shows.

Dispatchers use Trapeze software to schedule trips, and are very well trained in placing trips within time and spatial constraints. The system does not use any trip purpose priorities to schedule the service. Schedule negotiations with customers during peak times are based on appointment times. Dispatchers then are responsible for dispatching trips to drivers. Waukesha Metro Transit defines its ADA on-time policy as 10 minutes before or 15 minutes after the scheduled pick-up time; in 2010, Waukesha Metro Transit achieved near-perfect compliance with this standard (99.42 percent on time). No trips are denied based on capacity constraints.

Waukesha Metro Transit performs some travel training to help customers who are capable of using the fixed route system transition away from paratransit. Trainers take elderly passengers and students on fixed route buses to learn the system; in addition, the fare differential acts as a disincentive for using paratransit. Paratransit drivers can also identify ADA riders who may be candidates for fixed route; dispatchers then have conversations with riders to identify trips for which fixed route transit service can be used.

Summary The paratransit program at Waukesha Metro Transit is very strong, with functions performed professionally and according to well established and documented procedures. One recommendation is made in this area:

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• Consider increasing paratransit fare to $4.00, double the fixed route fare. 5. Safety Management and Training Training Waukesha Metro Transit has a training process in place that results in a well-trained staff. The six-week new hire driver training program is based on the Veolia Operator Development Program, which has been in use at Waukesha Metro Transit for the past two years. New operators are trained in groups of 2- 3 by two of Waukesha Metro Transit’s dispatcher/ supervisors. The total program includes 60 hours of classroom training and 240 hours of behind-the wheel training. The program is tooled to reach trainees with a variety of learning methods; materials used for training include handbooks, quizzes and tests, videos, and hands-on involvement with the bus, mobility devices, AVL operations, and farebox.

At the outset, new hires go through most of the classroom time, with about 20 percent of time spent on the bus. After two weeks, trainees graduate to primarily behind-the-wheel training. Drivers are cross- trained on both paratransit and fixed route vehicle types, as all part-time driver runs include both services. The last two weeks are spent in cadet training, in which the trainee drives in service with a senior driver. Senior drivers serving as instructors are paid an additional $1.00 per hour for their instructing duties. Senior drivers are responsible for completing an evaluation form on the trainee driver; at the same time, the trainee indicates what parts of the job they are ready for and which aspects require additional training. Following completion of the training course, trainees are asked to review the training experience and offer suggestions for improvement. This commendable practice encourages two-way learning and effective improvement of the training program to better meet learning needs. Refresher training for all drivers is provided as needed in response to driver performance and accident/incident records.

The driver training program at Waukesha Metro Transit is of very high quality and geared toward generating safe and effective operators.

Safety In addition to an excellent driver training program, proactive safety measures and a culture of safety are in place at Waukesha Metro Transit. The Transit Director, Director of Administration, Director of Transit Operations, and Director of Maintenance are all responsible for proactive safety initiatives. Monthly safety meetings are held with drivers, mechanics, and administration. A safety plan is in place.

A drug and alcohol policy is in place that provides for random and reasonable suspicion testing. Good random drug and alcohol testing procedures are in place. Drivers are checked in before each shift by dispatchers/supervisors, who have all undergone training in reasonable suspicion for drug and alcohol abuse.

Buses are equipped with safety equipment, including fire extinguishers, security cameras, and emergency doors and windows. All drivers were retrained in the use of fire extinguishers through the Waukesha fire department in September, 2010. Two-way radio communications between dispatch and drivers take place over an open channel. An additional emergency radio channel is used for communications with police and the Fleet Watch program, which monitors buses for security incidents.

Metro maintains an accident log in accordance with Transit Mutual Insurance (TMI) regulations. An accident investigation checklist is used by the responding supervisor to record comprehensive accident details. All accidents are reviewed by the Accident Review Board, which judges preventability.

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The system maintains manual files of workers’ compensation claims. All workers compensation injuries/accidents are investigated by Metro supervisors and/or management, who investigate hazards, interview employees, and complete insurance paperwork. In 2010, four claims were recorded with claims totaling under $3,000; two reports were cases of aggravating an existing injury. This level of workers’ compensation claims is very good for the number of employees. The City of Waukesha Transit Commission has a Business Continuity Plan in place for ensuring the continued operation of transit service in response to a core service interruption. The plan addresses:

• Severe personnel shortages • Loss of facilities and equipment • Information Technology (IT) outages or other systemic disasters. The plan is comprehensive and clearly defines chains of command and procedures for responding to an interruption. In particular, the plan is extremely effective in addressing Metro’s many technology aspects of its operation.

The Maintenance Director is in charge of safety initiatives specific to his department. For maintenance activities, the Maintenance Procedure Manual includes a comprehensive section on work safety, which outlines policies and procedures for avoiding injury while performing maintenance activities.

Summary This review finds that the safety and training function at Waukesha Metro Transit is strong, contains well established procedures, and contributes to an effective operation. No recommendations are made in this area.

6. Planning The Transit Director is responsible for the planning function at Waukesha Metro Transit. He provides input to the Southeastern Wisconsin Regional Planning Commission (SEWRPC), the local metropolitan planning organization, for the federally-required Transportation Improvement Plan (TIP) and Unified Planning Work Program (UPWP). SEWRPC is in the process of completing a Transit Development Plan (TDP) for Waukesha Metro Transit, with participation from the county, human service agencies, the Chamber of Commerce, and the transit system. Waukesha Metro serves as staff advisor and sits on the advisory committee for the TDP. The TDP is the main mechanism for short-range service and capital planning at Waukesha Metro Transit. The last TDP was completed in 2003 and was very useful for the system; approximately 80 percent of the recommendations from the plan have been implemented.

Waukesha Metro has a good program for regular data monitoring in place. The Director of Transit Operations is responsible for reviewing average fare per passenger, ridership by route, and passengers per revenue hour on a daily basis. In addition, detailed boarding/alighting surveys are conducted at least three times per year to track spatial ridership patterns. Buses are not equipped with automatic passenger counters (APCs), so drivers manually record ons and offs. Supervisors then enter the survey data into Excel spreadsheets. The AVL system is used to track on-time performance.

The 2011 TDP update includes a detailed set of transit performance objective and standards, accompanied by a detailed set of performance measures. The stated purposed of the document is to assess existing performance, identify unmet needs, design alternative system plans, and inform service changes and improvements. The system’s stated ridership/productivity goal for 2011 is 13.19 passengers per hour.

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The system has structures in place for public input on service changes and planning decisions. Transit commission meetings and public hearings are used to solicit public input. When a 10-percent or greater service change or a fare change of any magnitude is initiated, a public hearing is required. The system’s last major service changes were implemented in 2008; more regular, minor service changes and route tweaks take place once or twice a year.

The system coordinates with the City of Waukesha regarding development decisions. Waukesha Metro has a seat at the table regarding decisions on development, and attempts to make such developments as bus-friendly as possible. No relationship is codified, but city planning staff regularly seeks out Waukesha Metro Transit input on decisions. Metro is asked to review site plans on a regular basis, and is kept informed of Plan Commission agenda items that may affect transit. The relationship between transit and planning in Waukesha is very good.

Waukesha Metro is also proactive in contacting peer systems to discuss planning initiatives and potential service changes, primarily through WURTA. In addition, the Transit Director is very familiar with and well-read in major transit research publications and stays up to date on national best practices. Recently, the system was required to let its membership in the American Public Transportation Association (APTA) lapse as a cost-cutting measure. It is recommended that the system push to get its APTA membership reinstated; such peer contact and access to research provides great value for the system.

Summary In general, the planning function at Waukesha Metro is very strong. Conscious attention is given to planning decisions, and the system is involved with other planning initiatives in the area. A good data analysis program is in place to monitor demand and evaluate service changes. The system would be aided by the addition of APCs to its fleet, when capital funding allows. One recommendation is made in this area:

• Prior to selecting a strategy for service reductions, the system should conduct a survey of Sunday mobility to gauge potential impact on mobility and access to jobs. • Reinstate APTA membership. 7. Scheduling In accordance with provisions in the labor agreement, drivers pick work at least three times a year, or approximately every four months. The Director of Transit Operations updates prior run cuts for any changes, has supervisory staff review and then uses an excel spreadsheet to divide the runs into shifts for full-time and part-time drivers. The new run cut is then given to the union steward to review and recommend any changes. The Director then will distribute the new run cut to the drivers who will have at least one week to make their selections by seniority. The union steward and the Director (or a designee) will review the run picks together to assure accuracy in the process. The run cut will then be published after all runs have been selected or assigned. A run constitutes a full week of work, or 39.5 hours for full-time drivers.

For full-time operators, overtime is paid in excess of 40 hours per week. In 2010, the percent of overtime hours of all driver pay hours was 2.87 percent. This is a very favorable result that speaks to the efficient scheduling of operators at Waukesha Metro Transit; anything less than five percent is generally considered acceptable. At the time of the last audit in 2006, driver overtime was reported at 5.8 percent; current performance marks a substantial improvement over the last review. Drivers are paid

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for two-hour minimums if called in to work outside their assignment, as stipulated by the labor agreement.

Time off among drivers is limited to three per day during the school year and four per day during the summer. Vacations are scheduled according to seniority. Absences of all types are tracked on a calendar for each employee. An extra board is staffed to cover employee absences. There is not an absentee problem at Waukesha Metro Transit; the management team reported that less than one employee is absent on an average day.

Summary Overall, the scheduling function is strong and contributes to an effective operation. No recommendations are made in this area.

8. Marketing The Marketing Director is responsible for the marketing function at Waukesha Metro Transit. The system spends 3 percent of its annual budget on marketing; generally, a level of 2-3 percent is considered appropriate for a small urban system, so Waukesha Metro is right on target. The system has a formal marketing plan and participates in the Southeastern Wisconsin Transit Marketing Partnership (SWTMP) to leverage its marketing dollars into larger market research efforts. Waukesha Metro Transit is currently pursuing a market research survey through a partnership with the University of Wisconsin- Milwaukee; this effort would survey demographics, satisfaction with service, and media use for targeted advertising. Bringing in outside professional marketing expertise is a best practice.

Waukesha Metro Transit conducts a number of promotional activities to increase awareness and system image in the community, including advertising through cable television and print media and occasional print mailings. Metro does some seasonal promotions for back-to-school and general ridership building in the fall, as well as event marketing throughout the year. Waukesha Metro Transit performs a number of outreach activities with schools throughout the year as well as with area employers.

Waukesha Metro has a strong system brand that is repeated throughout its marketing materials, on its fleet, and on the website. A rebranding effort was undertaken in 2009 with the help of an outside consultant and has been implemented in phases over the past two years. Waukesha Metro Transit is currently working on getting its fleet entirely rebranded.

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Figure 23: Metro Brand Elements

Materials Waukesha Metro Transit publishes a Transit Guide, a brochure that contains key information about the services in English and Spanish. The guide includes snapshot-level frequency information for each route operated by Waukesha Metro as well as Waukesha County and Milwaukee County routes in the service area. The guide also includes contact information, and downtown transit center information. The guide includes transit maps for Waukesha County and the City of Waukesha. The excellent maps (Figure 24) are clear and easy to understand, and highlight the appropriate level of detail. These maps have been featured in national publications on high-quality transit customer information, and should serve as a guide for other systems.

Other marketing materials in the service area include bus stop signs at each stop, printed customer information inside passenger waiting shelters, and information at the downtown transit center.

The system maintains a website as part of the City of Waukesha government website, which is reachable through www.waukeshametro.org or a Google search. The Marketing Director is responsible for maintaining content on the website, but more advanced functions are controlled by the city. The website is comprehensive and easy to use, and includes all relevant information needed to use the bus system. The addition of a free translation feature to the website, such as Google Translate4, would improve readability for populations with limited English proficiency with very little effort on the system’s part. In addition, Waukesha Metro Transit is in the process of developing its route and schedule data for use with Google Transit, so that customers may get detailed trip planning services and real-time bus

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information through computers and mobile devices. This is a commendable step toward providing better information to customers. It is noted, however, that because the website is hosted on the City’s site, its ability to fully incorporate the system brand is limited. In addition, the requirement to use city services to add functionality to the Waukesha Metro website can create unnecessary delays in improving the website.

Waukesha Metro Transit does not participate in any social media activities to connect with customers. It is recommended that the system pursue the use of Facebook or Twitter to provide real-time information to customers and better connect with its customer base using this growing medium.

Figure 24: System Map Detail

To complement the Transit Guide, Waukesha Metro Transit also publishes a set of route maps/schedules and a Guide to Ride brochure, which provides information for new users on how to ride Waukesha Metro. All materials are attractive, easy to read, and clear. Customer information materials are available at over 100 locations throughout the service area including employment centers, area schools, universities and colleges, pass sales outlets and government facilities. These locations have either requested the information or are high trip generators.

Customer Contacts The system responds to approximately 100 customer contacts per day, which includes service information inquiries as well as complaints and commendations. In 2010, 26 customer complaints were received, along with 16 commendations. A procedure is in place for processing and responding to complaints. Complaints are documented and then investigated by transportation staff. Findings are then presented to the Director of Transit Operations for final determination of validity of complaint. Findings of the complaint are then communicated with the complainant. The Marketing Director analyzes trends on a monthly basis by grouping similar types of complaints and comparing year-over-year trends. The Marketing Director also gets a lot of face-to-face customer time during the course of his job; complaints are forwarded to the Transit Director as appropriate. Complaint data is reported to the Transit Commission as part of monthly statistical reporting.

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2011 Transit System Management Performance Review Waukesha Metro Transit

Summary The marketing function at Waukesha Metro is very strong, due in large part to the dedicated time of the Marketing Director and his experience. Metro’s branding program and marketing materials are of very high quality and can serve as guides for other systems in Wisconsin. The procedures for connecting with customers are established and well documented.

Many transit systems interpret marketing to simply mean advertising the bus system. At Waukesha Metro Transit, marketing is more than advertising; the marketing program is the whole high-quality operating package. High-quality shelters, a supervisor to take care of missed transfers, an integrated AVL program, and excellent driver training are all factors that are part of Waukesha Metro’s overall marketing program. Passengers can count on Waukesha Metro Transit to get them to their destinations safely and on time.

Two recommendations are made in this area to further expand the strengths of the marketing function:

• Pursue social media initiatives. • Add Google Translate functionality to website to offer multilingual information. 9. Vehicle and Facility Maintenance The following maintenance statistics were calculated prior to the on-site review to highlight irregularities in maintenance performance:

• Maintenance expense per vehicle mile: $1.00 • Vehicle miles per maintenance employee work hour: 55.7 • Vehicle miles between major service interruptions: 14,997 The system’s per-mile cost of maintaining the fleet is higher than the Wisconsin peer average of $0.82. This may be attributable to the high wages paid to attract and retain the high-quality maintenance staff and/or the large number of 1998 Gillig buses that have surpassed their useful lives. In addition, the system’s ratio of miles per maintenance work hour is lower than the peer average of 92.8. Generally, 4,000 to 6,000 miles between road calls is a target range. At nearly 15,000, Waukesha Metro Transit’s rate of miles between service interruptions is very good. This is a very favorable result that suggests the maintenance department is functioning at a high level to keep the older fleet operating.

Thirteen 1998 Gillig buses have surpassed their useful lives and should be replaced. Waukesha Metro Transit has plans to pursue a large bus purchase in 2012. This purchase should be a high priority for the system.

The office portion of the facility was recently renovated and is in excellent condition. However, the maintenance garage and storage facility are older buildings, whose inefficient systems could use updating. Metro should pursue a capital program for scheduling building rehabilitation over the next five years, and in doing so may wish to consider installation of energy-efficient technologies, such as rooftop solar panels on transit office/maintenance facility to reduce heating and cooling costs.

Staffing and Responsibilities Waukesha Metro Transit’s maintenance department is staffed with six full-time employees: the Maintenance Director, four “A” mechanics, and a Building and Grounds Facilitator. The maintenance staff is rounded out with five part-time bus fueler/detailer positions.

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Maintenance activities and procedures are defined in the Maintenance Procedure Manual, revised April 2011. The manual is a thorough and comprehensive compilation of the maintenance function at Waukesha Metro. The manual defines the Maintenance Department’s function as follows:

The Maintenance Department is responsible for ensuring that all vehicles are maintained in top mechanical condition, that transit buses are clean and comfortable for passengers, and that a sufficient number of vehicles are available to meet service requirements.

All routine and heavy maintenance on fixed route and paratransit vehicles, except bodywork, is conducted in-house at the main transit facility on Badger Drive by Metro maintenance staff. The repair area includes a parts room, one pit bay, two bays equipped with portable lift equipment, and the Maintenance Supervisor’s office. The service and wash lane separates the repair and storage areas.

Some minor body damage repair and touch-up work is performed by Metro mechanics in-house. Removable panels that are damaged are painted in house and installed on the buses by Metro mechanics to reduce expenses and keep vehicle down time to a minimum. All buses in need of painting or major bodywork are taken to a body shop for repair and/or contracted to private vendors.

Mechanics are offered incentives for completing ASE certifications; the majority of mechanics at Waukesha Metro Transit have completed this certification. Mechanics are also trained in several special programs. Overall, the maintenance staff at Waukesha Metro Transit is well-trained in the vehicles they are maintaining, professional, and long-tenured with the system. Preventive Maintenance RTA software is used to manage preventive maintenance (PM). The software generates alerts when a vehicle is within 750 miles of due mileage; at this point, the bus is scheduled for its PM. Metro adheres to a cycle of A, B, C inspections at 6,000, 12,000, and 36,000 miles for the Gillig low-floor buses. A cycle of every 3,000, 6,000, 24,000 and 48,000 miles is used for the 1995 and 2007 Blue Bird buses. All Blue Bird buses receive an “A Dry” inspection every 3,000 miles, which includes all “A” inspection activities except for fluid changes. Fluids are changed at the 6,000 mile inspection. Waukesha Metro Transit has established standards for the amount of time each PM inspection should take. The Maintenance Director monitors performance of inspections scheduled/completed on a daily basis. The Maintenance Director reported that in 2010, 100 percent of inspections were completed on time. A random review of maintenance records verified that all inspections viewed were completed on time.

Repairs Procedures for non-scheduled repairs are documented in the Maintenance Procedure Manual. When a driver identifies a defect of a bus in service, the Supervisor is notified. The Supervisor then notifies the Maintenance Director, or the mechanic on duty, to see if a bus switch is warranted. For major or safety defects, the bus is either switched out or fixed without being removed from service.

Minor defects identified using the driver’s pre-trip inspection or detected while in service are left until the end of the day and reported on the Operators Daily Report. Reports are collected nightly and either fixed that night or left for the following day.

Daily Servicing Daily servicing procedures are documented in the Maintenance Procedure Manual. All buses used in revenue service undergo nightly servicing. When serviced, the bus is pulled into the service lane and fueled using an automated fueling system. Oil, transmission, and antifreeze levels are checked and fluids

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are added if needed. The hubodometer reading and the type and amount of fluids used are recorded on the Daily Servicing Report. Additionally, the rear tires are checked for flats. The bus interior is swept and mopped, the seats, windows, and driver’s area cleaned. Next, the bus is pulled forward into the wash area where the exterior is washed. Afterwards, the bus is driven to the storage area and parked, ready for the next day’s service. The cleaning crew is supervised by the second shift mechanic.

The following workday, the Maintenance Director transfers the information from the automated fueling module to the RTA maintenance software. The program is capable of listing individual vehicle mileage and fluid consumption daily, monthly, year-to-date and lifetime. The Maintenance Director monitors the reports daily for dramatic changes in consumption, which could indicate the need for repairs. Mileage figures are used to schedule preventive maintenance for each vehicle.

Figure 25: Maintenance Facility

Parts All parts are stored in the stock room, which was well organized and tidy during the on-site visit in August 2011. The Maintenance Director monitors inventory records using RTA software, which tracks vehicle repair history and automatically deducts parts from the inventory when a part used is posted in a work order. A physical inventory is performed in December each year to determine the actual on-hand inventory value and cross-check the accuracy of inventory values reports generated by the bar-coded system. The last inventory found approximately $1,000 in lost parts after inspection; this is very low for the amount of inventory at Waukesha Metro Transit.

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2011 Transit System Management Performance Review Waukesha Metro Transit

The 2006 review of Waukesha Metro Transit recommended that the parts Procurement Manager should monitor the parts inventory level so as to achieve a 1.5 inventory turn rate. This recommendation is very difficult to implement with the five different bus types in Waukesha Metro Transit’s fleet. Current inventory levels are approximately $112,000; in addition, a bar coded inventory system with computerized notification for reorder is used. The parts inventory procedures are sufficient. This recommendation is considered resolved.

Summary The maintenance function at Waukesha Metro Transit is very strong, due to a culture of quality and a professional, experienced workforce. Three recommendations are made in this area:

• Proceed with plans to replace older buses in fleet. • Update Maintenance Procedures Manual to account for new paratransit fleet and reorganization in light of Deputy Transit Director’s departure. • Pursue a capital program for scheduling building rehabilitation over the next five years. 10. Information Technology For a small urban system, Waukesha Metro uses a sophisticated level of technology in its daily operations and fully utilizes the functionality of its technology. Computers are used throughout the system in every management function. Databases are maintained for nearly all recordable system information, including routes, shelters, schedules, customer contacts, and maintenance records. Fixed route buses are equipped with GFI Genfare fareboxes, which use GFI Datasystem 7 software for data collection and reporting. All fixed route and paratransit buses are also equipped with AVL hardware, which is tracked by dispatchers/supervisors using Trapeze TransitMaster to monitor vehicle location, on- time performance, and on-road issues (Figure 26).

Figure 26: TransitMaster AVL Display

The Marketing Director is responsible for overseeing IT functions within Waukesha Metro Transit; this is a very good practice that integrates the marketing and IT functions. IT support services are provided by the City of Waukesha. Given the unique nature of the many transit-specific IT functions at Waukesha Metro Transit, this arrangement may require further study to determine whether more efficient and responsive IT support may be secured through other means. Options for improving responsiveness to transit’s IT needs include contracting out the transit IT support functions entirely, training a dedicated staff person(s) to manage them, or allowing Waukesha Metro Transit to take the IT support function in house to manage independently of the City. Waukesha Metro Transit should initiate a study of peer

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systems’ best practices and cost efficiency in transit IT support to determine the best course of action for managing IT support, and work with the city to implement an improvement plan.

As noted in section 6, the system does not have APC equipment on its buses. It is noted that the addition of this technology would improve the planning and operations functions; however, APC implementation is not included as a recommendation in this review. The last review of Waukesha Metro Transit recommended that the system merge the capabilities of its Trapeze software and AVL locator system to improve scheduling efficiency. No funding has been available to do this. This recommendation is retained for implementation when capital funding is available.

Summary In general, Waukesha Metro Transit has built a strong suite of IT applications that help the system run smoothly. Two recommendations are made in this area:

• Initiate a study of peer systems’ best practices and cost efficiency in transit IT support to determine the best course of action for managing IT support, and work with the city to implement an improvement plan. • As capital funding allows, merge capabilities of Trapeze software and AVL locator system to improve scheduling efficiency.

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2011 Transit System Management Performance Review Waukesha Metro Transit

Conclusions This review’s assessment of each functional area is presented in Table 22. Ratings are based on the degree to which the function’s structures and procedures are conducive to continued effective operations of the system. Specific recommendations for each of the functional areas are contained in the following section.

Table 22: Summary Assessment of Functional Areas

Functional Area Rating

Area 1: Accounting, Finance, and Purchasing Area 2: Personnel and Labor Relations

Area 3: Transportation Operations

Area 4: ADA Paratransit Service

Area 5: Safety Management and Training

Area 6: Planning

Area 7: Scheduling

Area 8: Marketing

Area 9: Vehicle and Facility Maintenance

Waukesha Metro Transit exemplifies many of the best practices in the transit industry. It has a dedicated management team that is committed to providing the best possible transit service for the City of Waukesha. They have created a system that provides high-quality service with the supporting infrastructure and programs needed to maintain and enhance the service that is supplied.

The result is high passenger satisfaction and high performance. The positive performance measures and the positive trends attest to the high quality service. The combination of dedicated people and an organization structure with high-quality maintenance, training, and operating programs exemplify one of the best transit systems in the Midwest.

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PART V: RECOMMENDATIONS SUMMARY

This review’s recommendations are summarized in Table 23.

Table 23: Summary of Recommendations

Area 2: Personnel and Labor No recommendations. Relations

Area 3: Transportation No recommendations. Operations

Area 4: ADA Paratransit Consider increasing paratransit fare to $4.00, double the fixed route fare. Service

Area 5: Safety Management No recommendations. and Training

Area 6: Planning Prior to selecting a strategy for service reductions, the system should conduct a survey of Sunday mobility to gauge potential impact on mobility and access to jobs.

Pursue reinstatement of APTA membership.

Area 7: Scheduling No recommendations.

Area 8: Marketing Pursue social media initiatives.

Add Google Translate functionality to website to offer multilingual information.

Pursue a capital program for scheduling building rehabilitation over the next five years.

As capital funding allows, merge capabilities of Trapeze software and AVL locator system to improve paratransit operations efficiency.

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