San Francisco Bay Area Water Emergency Transportation Authority

San Francisco Bay Area Water Emergency Transportation Authority Draft Strategic Plan January 2016 1

WETA Timeline WTA Implementation & Operations Plan South San Francisco ferry service opens Regional Measure 2 passes 2006 1999 2001 2008 2011 2014 2012 2013 2004 Prop 1 B Bond passes BART Strikes Over 2 m passengers WTA replaced by WETA CA Legislature creates Water Transit Authority WETA Strategic Plan 2015 Bridge Closure City of Vallejo ferry services transitioned to WETA City of Alameda ferry services transitioned to WETA 2016

Strategic Plan Timeline Plan Development Stakeholder Outreach May 2015 Board Workshop March 2015 Board Workshop - Mission & Values - Service principles - Expansion policy - Existing Operations - Emergency Response - Expansion Public Outreach January 2016 Board Meeting - Draft Strategic Plan - Draft SRTP February 2016 Board Meeting - Status report March 2016 Board Meeting - Strategic Plan adoption - SRTP adoption

Stakeholder Meetings • 20+ Meetings • Government agencies, business groups, nonprofits, press Stakeholders Solano Transportation Authority City of Alameda staff Bay Area Council Ferry AC Transit staff Committee Silicon Valley Leadership Group West Contra Costa Mayor’s San Mateo Transportation Authority staff MTC staff San Francisco Business Times UCSF staff City of Vallejo staff • Range of Input Solano Transportation Authority Transit Committee City of Richmond Mayor’s San Francisco Transportation Roundtable Authority staff East Bay Economic Development Alameda County Transportation Alliance Commission staff Solano Transportation Bay Area Congestion Authority Board Management Agencies 4

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 Stakeholders Solano Transportation Authority City of Alameda staff Bay Area Council Ferry AC Transit staff Committee Silicon Valley Leadership Group West Contra Costa Mayor’s San Mateo Transportation Authority staff MTC staff San Francisco Business Times UCSF staff City of Vallejo staff Solano Transportation Authority Transit Committee City of Richmond Mayor’s San Francisco Transportation Roundtable Authority staff East Bay Economic Development Alameda County Transportation Alliance Commission staff Solano Transportation Bay Area Congestion Authority Board Management Agencies 5

Plan Media • Web Page • Printed Glossy Report • Poster www. watertransit. org WETA n Strategic Pla WETA Strategies 1. _____ 2. _____ 3. _____ 4. _____ 5. _____ 6. _____ 7. _____ 8. _____ 9. _____ 10. _____ 6

Plan Structure • Plan Themes • • Mission & Values System Ridership Funding Challenges Partnerships Response to Emergencies & Disruptions The Next Ten Years The 20 Year Vision 7

Plan Structure • Plan Strategies 1. 2. 3. 4. 5. Provide quality ferry transportation service Expand ferry service in San Francisco Bay Achieve financial sustainability Be a responsible steward of public funds Respond to natural disasters and transportation disruptions 6. Ensure safe and secure ferry operations 7. Seek continuous environmental improvement 8. Reach out to all populations 9. Ensure WETA has the organizational capacity to manage and expand ferry services 10. Provide leadership for the continued operation and expansion of ferry service 8

Provide quality ferry transportation service Average Daily 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% 9

Provide quality ferry transportation service August 2015 Peak Departure Utilization WETA Policy Maximum: 80% • Leave-behinds became a regular feature of service by summer 2015 10

Provide quality ferry transportation service 1. Offer reliable, scheduled ferry service 2. Ensure ferry travel is comfortable and relaxing 3. 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 Areas of interest • Service quality, Existing terminals, funding Stakeholder groups • Existing passengers, cities Resources • 2016 SRTP, Service Plans, WETA Budget 11

Expand ferry service in San Francisco Bay Population within 1. 5 miles of Ferry Terminal Employment within 1. 5 miles of Ferry Terminal

Expand ferry service in San Francisco Bay Funded • Richmond (2018) • Treasure Island (2022) Partially Funded • • Seaplane Lagoon Berkeley Redwood City Hercules Unfunded • Mission Bay • Other South Bay • Carquinez Strait

Project Origin Feasibility Studies Project MOU Environmental & Preliminary Design WETA System Expansion Policy Project Implementation Timeline Permitting/Design Vessel Procurement Construction 14 Begin Operations

WETA System Expansion 2016 2026 2040 $34. 2 m $59. 7 $100 m Vessels 12 Vessels 2, 900 Seats 18 Vessels 5, 500 Seats 28 Vessels 11, 500 Seats Facilities 8 Terminals 9 Floats 1. 5 Yards 10 Terminals 13 Floats 2 Yards 14 Terminals 19 Floats 3 Yards 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 8, 700 20, 000 50, 000 Operating Budget Terminals Avg. Weekday Boardings 15

Expand ferry service in San Francisco Bay 1. Meet demand for WETA ferry transportation service 2. Develop competitive ferry transportation services that offer commute choices and congestion relief 3. 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 Policy 7. 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 Areas of interest • Expansion, economic development Stakeholder groups • Expansion candidates, cities/CMAs, funding agencies, developers, business community Resources • WETA System Expansion Policy, Ferry Financial Feasibility Study (CCTA), Transbay/Core Capacity Study 16

Achieve financial sustainability Creation of Operating and Capital reserves (2016 Short Range Transit Plan) Operating Reserve • Sufficient reserve funds necessary to guard against service disruptions • Target fund level equal to two months or 17% of total ferry operating expenditures. • For FY 2015/16, the target fund level is $5. 3 million Capital 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)

Achieve financial sustainability Lack of an escalating source of operating revenues will eventually force WETA to cannibalize available operating reserves or reduce service WETA Reserve Funding

Achieve financial sustainability 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 strategies 4. 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 Areas of interest • Fiscal, Budgeting Stakeholder groups • Board members, existing passengers Resources • WETA Annual Budget, 2016 WETA SRTP, WETA Fare Program (20152020) 19

Be a responsible steward of public funds 1. Manage WETA capital grants and operating funds to ensure balanced budgets 2. Support regional initiatives offering needbased fare assistance and innovations in fare media-based programs 3. Expand 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 Areas of interest • Fiscal, Budgeting Stakeholder groups • Board members, existing passengers Resources • WETA Annual Budget, 2016 WETA SRTP, WETA Fare Program (20152020) 20 20

Respond to natural disasters and disruptions to the Bay Area’s transportation network Regional Organizational Framework 21

Respond to natural disasters and disruptions to the Bay Area’s transportation network Areas of interest 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 • Emergency response Stakeholder groups • Emergency management agencies, public safety officials, general public Resources • 2016 Draft WETA Emergency Response Plan 22

Ensure safe and secure ferry operations Areas of interest 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 • Safety, Emergency response Stakeholder groups • Public safety officials, general public Resources • 2016 WETA SRTP, WETA Fleet Plan 23

Seek continuous environmental improvement Areas of interest 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 • Environmental footprint, clean technologies Stakeholder groups • Environmental community, general public, funding & regulatory agencies 24

Reach out to all populations, reducing barriers to ferry ridership and serving the larger Bay Area community 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 Areas of interest • Equality, Accessibility Stakeholder groups • Environmental justice communities, transit dependent populations, Disabled community Resources • WETA Title VI Program, WETA Disadvantaged Business Enterprise Program 25

Ensure WETA has the organizational capacity to manage and expand ferry services, according to the strategic direction of the Board of Directors 26

Ensure WETA has the organizational capacity to manage and expand ferry services, according to the strategic direction of the Board of Directors 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 resources 4. Utilize contract service providers and consultants to augment the organization’s administrative and service needs. Areas of interest • Governance, Management, Role of Board members Stakeholder groups • General public, passengers, public officials, stakeholders doing business w/ WETA 27

Provide leadership for the continued operation and expansion of ferry service throughout the Bay Area 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 Areas of interest • Governance, Management, Role of Board members Stakeholder groups • General public, passengers, public officials, stakeholders doing business w/ WETA 28

WETA Strategic Plan Discussion Guide January 2016 29