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
BART Strikes
Over 2 m
passengers
2014
2012
2013
2004
Prop 1B Bond
passes
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
Public
Outreach
May 2015
Board Workshop
- Mission & Values
- Service principles
- Expansion policy
March 2015
Board Workshop
- Existing Operations
- Emergency Response
- Expansion
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
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
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
www.watertransit.org
• Printed Glossy
Report
• Poster
WETA Strategies
1. __________
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 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
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
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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
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
8,700
20,000
50,000
Operating
Budget
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 FY2015/16, 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 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
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