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Water Emergency Transportation AuthoritySan Francisco Bay Area

Draft Strategic PlanJanuary 2016

WETA Timeline

WTA Implementation & Operations Plan

20161999

WTA replaced by WETA

City of Alameda ferry services transitioned to WETA

Regional Measure 2 passes

WETA Strategic

Plan

City of Vallejo ferry services transitioned to WETA

CA Legislature creates Water Transit Authority

2001

2008

2004

2011 2012

South San Francisco ferry service opens

2006

Prop 1B Bondpasses

2013

BART Strikes

2014

Bridge Closure

2015

Over 2 m passengers

Strategic Plan Timeline

March 2015Board Workshop- Existing Operations- Emergency Response- Expansion

May 2015Board Workshop- Mission & Values- Service principles- Expansion policy

January 2016Board Meeting- Draft Strategic Plan- Draft SRTP

Plan Development Stakeholder Outreach

Public Outreach

March 2016Board Meeting- Strategic Plan adoption- SRTP adoption

February 2016Board Meeting- Status report

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Stakeholder Meetings

• 20+ Meetings

• Government agencies, business groups, non-profits, press

• Range of Input

StakeholdersSolano Transportation Authority staff

City of Alameda staff

Bay Area Council Ferry Committee

AC Transit staff

Silicon Valley Leadership Group West Contra Costa Mayor’s

San Mateo Transportation Authority staff

San Francisco Business Times

MTC staff UCSF staff

City of Vallejo staff Solano Transportation Authority Transit Committee

City of Richmond Mayor’s Roundtable

San Francisco Transportation Authority staff

East Bay Economic Development Alliance

Alameda County Transportation Commission staff

Solano Transportation Authority Board

Bay Area Congestion Management Agencies

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Stakeholder Input

• Believers in ferry• Transbay solution• Farebox ratio impressive• Funding structure broken• Funding a regional

responsibility• Service in event of

disruptions valuable• Catalyst for waterfront

development• Cleaner vessels• Expansion needed

StakeholdersSolano Transportation Authority staff

City of Alameda staff

Bay Area Council Ferry Committee

AC Transit staff

Silicon Valley Leadership Group West Contra Costa Mayor’s

San Mateo Transportation Authority staff

San Francisco Business Times

MTC staff UCSF staff

City of Vallejo staff Solano Transportation Authority Transit Committee

City of Richmond Mayor’s Roundtable

San Francisco Transportation Authority staff

East Bay Economic Development Alliance

Alameda County Transportation Commission staff

Solano Transportation Authority Board

Bay Area Congestion Management Agencies

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Plan Media

• Web Page

• Printed Glossy Report

• Poster

www.watertransit.org

WETAStrategic Plan

WETA Strategies1. __________2. __________3. __________4. __________5. __________6. __________7. __________8. __________9. __________10. __________

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Plan Structure

• Plan Themes• Mission & Values• System Ridership• Funding Challenges• Partnerships• Response to Emergencies & Disruptions• The Next Ten Years• The 20 Year Vision

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Plan Structure

• Plan Strategies1. Provide quality ferry transportation service2. Expand ferry service in San Francisco Bay3. Achieve financial sustainability4. Be a responsible steward of public funds5. Respond to natural disasters and transportation

disruptions6. Ensure safe and secure ferry operations7. Seek continuous environmental improvement8. Reach out to all populations9. Ensure WETA has the organizational capacity to manage

and expand ferry services10. Provide leadership for the continued operation and

expansion of ferry service

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Average Daily Ridership Ridership Growth

Service Last Year

3-Year

Alameda-Oakland 23% 71%

Vallejo 7% 35%

Harbor Bay 20% 49%

South SF 28% 232%

WETA System 16% 56%

Provide quality ferry transportation service

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• Leave-behinds became a regular feature of service by summer 2015

Provide quality ferry transportation service

August 2015 Peak Departure Utilization

WETA Policy Maximum: 80%

Provide quality ferry transportation service

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1. Offer reliable, scheduled ferry service2. Ensure ferry travel is comfortable and

relaxing3. Meet demand for ferry service 4. Help to reduce congestion by offering

attractive, competitive transit choices for Bay Area travelers

5. Provide safe, clean, and attractive terminal facilities

6. Offer customer support through friendly, well-trained crew and staff

Stakeholder groups

Areas of interest• Service quality, Existing

terminals, funding

• Existing passengers, cities

Resources• 2016 SRTP, Service Plans,

WETA Budget

Expand ferry service in San Francisco Bay

Population within 1.5 miles of Ferry Terminal

Employment within 1.5 miles of Ferry Terminal

Funded• Richmond (2018)• Treasure Island (2022)

Partially Funded• Seaplane Lagoon• Berkeley• Redwood City• HerculesUnfunded• Mission Bay• Other South Bay• Carquinez Strait

Expand ferry service in San Francisco Bay

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Project Origin

Begin Operations

Feasibility Studies

WETA System Expansion PolicyProject Implementation Timeline

Project MOU

Environmental & Preliminary Design

Permitting/Design

Vessel Procurement

Construction

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WETA System Expansion2016 2026 2040

Operating Budget $34.2 m $59.7 $100 m

Vessels 12 Vessels2,900 Seats

18 Vessels5,500 Seats

28 Vessels11,500 Seats

Facilities 8 Terminals9 Floats

1.5 Yards

10 Terminals13 Floats2 Yards

14 Terminals19 Floats3 Yards

Terminals Downtown, Alameda, Oakland, Harbor Bay,

Vallejo, South SF, Pier 41, AT&T Park

Downtown (+ Phase I), Alameda, Oakland, Harbor Bay, Vallejo, South SF, Pier 41, AT&T Park, Richmond,

Treasure Island

Downtown (+ Phases I & II), Alameda, Oakland, Harbor Bay, Vallejo, South SF, Pier 41, AT&T Park, Richmond,

Treasure Island, Mission Bay, Berkeley, Redwood City

Avg. Weekday Boardings 8,700 20,000 50,000

Expand ferry service in San Francisco Bay

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1. Meet demand for WETA ferry transportation service 2. Develop competitive ferry transportation services that

offer commute choices and congestion relief3. Ensure the ferry is integrated into local and regional

transportation services 4. Ensure expansion efforts are consistent with emergency

response and recovery needs 5. Evaluate expansion candidates using WETA’s System

Expansion Policy 6. Evaluate existing WETA services for service enhancement

using WETA’s Service Enhancement Policy7. Leverage ferry grants and funding by working with funding

partners in the private sector and at the local, regional, state and federal levels

8. Continue to serve as a catalyst for economic development and transit-oriented development initiatives

9. Leverage private investment to support ferry services

Stakeholder groups

Areas of interest

• Expansion candidates, cities/CMAs, funding agencies, developers, business community

• Expansion, economic development

Resources• WETA System Expansion

Policy, Ferry Financial Feasibility Study (CCTA), Transbay/Core Capacity Study

Creation of Operating and Capital reserves (2016 Short Range Transit Plan)

• Sufficient reserve funds necessary to guard against service disruptions

• Target fund level equal to two months or 17% of total ferry operating expenditures.

• For FY2015/16, the target fund level is $5.3 million

Operating Reserve

• Sufficient reserve funds necessary to insure timely acquisition, replacement and upgrade of WETA’s capital assets and system infrastructure

• Target fund level equal to $3 million. • Equal to the estimated cost for:

• 1) two engine replacements ($2 million)• 2) two emergency dry docks ($250,000 ea.) • 3) one emergency float repair ($500,000)

Capital Reserve

Achieve financial sustainability

Lack of an escalating source of operating revenues will eventually force WETA to cannibalize available operating reserves or reduce service

Achieve financial sustainability

WETA Reserve Funding

Achieve financial sustainability

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1. Identify new sources of stable operating funding for future WETA ferry services

2. Create an operating reserve, ensuring sufficient operating resources to maintain flexibility

3. Pursue cost effective service delivery strategies4. Achieve a sustainable balance between

existing operating subsidies and farebox revenue

5. Explore revenue-generating opportunities that will contribute to ferry operations

6. Achieve farebox recovery goals consistent with WETA’s Fare Policy and Special Events Policy

Stakeholder groups

Areas of interest

• Board members, existing passengers

• Fiscal, Budgeting

Resources• WETA Annual Budget,

2016 WETA SRTP, WETA Fare Program (2015-2020)

Be a responsible steward of public funds

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1. Manage WETA capital grants and operating funds to ensure balanced budgets

2. Support regional initiatives offering need-based fare assistance and innovations in fare media-based programs

3. Expand and enhance ferry service using committed funding, based on partnerships with other agencies whenever possible

4. Seek out cost effective strategies to manage expenses in the provision of ferry service

5. Be consistent with WETA’s fare policy and WETA’s fare programs when establishing and revising fares

6. Follow best practices for procurement and fiscal management when using consultants, vendors or contractors

Stakeholder groups

Areas of interest

• Board members, existing passengers

• Fiscal, Budgeting

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Resources• WETA Annual Budget,

2016 WETA SRTP, WETA Fare Program (2015-2020)

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Respond to natural disasters and disruptions to the Bay Area’s transportation network

Regional Organizational Framework

Respond to natural disasters and disruptions to the Bay Area’s transportation network

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1. Build emergency response capability in conjunction with WETA’s enhancement and expansion of transit service

2. Increase the size and capacity of WETA’s fleet to absorb surges in ridership due to emergency response and recovery needs or disruption in Bay Area transportation

3. Ensure WETA terminals have sufficient capacity for emergency response operations

4. Develop maintenance and fueling facilities that support emergency response activities

5. Develop emergency preparedness partnerships with public safety officials and transportation operators at the federal , state and regional level

6. Maintain training programs and participate in regional joint exercises to ensure WETA and contract operator staff are prepared for emergency operations

7. Communicate WETA’s emergency response capabilities and resource needs to key participants and stakeholders in the emergency response community

8. Develop, maintain and actively update emergency response plans

Stakeholder groups

Areas of interest

• Emergency management agencies, public safety officials, general public

• Emergency response

Resources• 2016 Draft WETA

Emergency Response Plan

Ensure safe and secure ferry operations

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1. Ensure captains and crews are properly trained in all safety procedures

2. Design and construct facilities to Essential Facilities standards

3. Maintain a constructive partnership with the US Coast Guard to ensure continued safe operations

4. Ensure vessels and facilities are properly serviced and maintained

Stakeholder groups

Areas of interest

• Public safety officials, general public

• Safety, Emergency response

Resources• 2016 WETA SRTP, WETA

Fleet Plan

Seek continuous environmental improvement

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1. Ensure vessels meet or exceed federal, state and regional emissions standards

2. Utilize proven technologies to improve environmental performance

3. Reduce automobile travel and congestion by maximizing ferry ridership

4. Encourage alternate mode access to ferry terminals by accommodating bicycles, transit and pedestrians

5. Build facilities that meet LEED standards for environmental efficiency, as applicable

Stakeholder groups

Areas of interest

• Environmental community, general public, funding & regulatory agencies

• Environmental footprint, clean technologies

Reach out to all populations, reducing barriers to ferry ridership and serving the larger Bay Area community

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1. Offer public transit service that does not discriminate due to physical capability, race, color, national origin, income level or language ability.

2. Design facilities, vessels, and services that are guided by Universal Design, accessible to persons with disabilities

3. Be a responsible business partner, providing opportunities for disadvantaged or minority owned businesses to contract with WETA

4. Ensure public participation in decision making through innovative and inclusive methods of public outreach

5. Advocate for effective connecting bus service, providing a means of making the ferry accessible to transit dependent populations

Stakeholder groups

Areas of interest

• Environmental justice communities, transit dependent populations, Disabled community

• Equality, Accessibility

Resources• WETA Title VI Program,

WETA Disadvantaged Business Enterprise Program

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Ensure WETA has the organizational capacity to manage and expand ferry services, according to the strategic direction of the Board of Directors

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Ensure WETA has the organizational capacity to manage and expand ferry services, according to the strategic direction of the Board of Directors

Stakeholder groups

Areas of interest

• General public, passengers, public officials, stakeholders doing business w/ WETA

• Governance, Management, Role of Board members

1. Provide an environment where WETA’s strategic direction can be understood and reassessed on a periodic basis

2. Prepare the organization for continued growth by ensuring that Board direction is clearly communicated and understood

3. Maintain and develop WETA staff resources4. Utilize contract service providers and

consultants to augment the organization’s administrative and service needs.

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Provide leadership for the continued operation and expansion of ferry service throughout the Bay Area

Stakeholder groups

Areas of interest

• General public, passengers, public officials, stakeholders doing business w/ WETA

• Governance, Management, Role of Board members

1. Provide a forum for policy development and regular input through WETA Board meetings

2. Establish and maintain collaborative partnerships with external agencies, businesses and other interested parties

3. Develop cooperative relationships between WETA and organized labor

4. Seek the input of ferry riders when considering major changes to the service and the ferry system

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WETA Strategic PlanDiscussion Guide

January 2016