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

WETA Timeline WTA Implementation & Operations Plan 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 South San Francisco ferry service opens 2006 Prop 1B Bond passes 2013 BART Strikes 2014 Bridge Closure 2015 Over 2 m passengers

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

4 Stakeholder Meetings 20+ Meetings Government agencies, business groups, non- profits, press Range of Input Stakeholders Solano Transportation Authority staff City of Alameda staff Bay Area Council Ferry Committee AC Transit staff Silicon Valley Leadership GroupWest Contra Costa Mayor’s San Mateo Transportation Authority staff San Francisco Business Times MTC staffUCSF staff City of Vallejo staffSolano 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

5 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 staff City of Alameda staff Bay Area Council Ferry Committee AC Transit staff Silicon Valley Leadership GroupWest Contra Costa Mayor’s San Mateo Transportation Authority staff San Francisco Business Times MTC staffUCSF staff City of Vallejo staffSolano 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

6 Plan Media Web Page Printed Glossy Report Poster WETA Strategic Plan WETA Strategies 1.__________ 2.__________ 3.__________ 4.__________ 5.__________ 6.__________ 7.__________ 8.__________ 9.__________ 10.__________

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

8 Plan Structure Plan Strategies 1.Provide quality ferry transportation service 2.Expand ferry service in San Francisco Bay 3.Achieve financial sustainability 4.Be a responsible steward of public funds 5.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

9 Average Daily Ridership Ridership Growth ServiceLast Year 3-Year Alameda-Oakland23%71% Vallejo7%35% Harbor Bay20%49% South SF28%232% WETA System16%56% Provide quality ferry transportation service

10 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 11 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 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 Hercules Unfunded Mission Bay Other South Bay Carquinez Strait Expand ferry service in San Francisco Bay

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

WETA System Expansion Operating Budget$34.2 m$59.7$100 m Vessels12 Vessels 2,900 Seats 18 Vessels 5,500 Seats 28 Vessels 11,500 Seats Facilities8 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 Avg. Weekday Boardings8,70020,00050,000

Expand ferry service in San Francisco Bay 16 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 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 19 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 Stakeholder groups Areas of interest Board members, existing passengers Fiscal, Budgeting Resources WETA Annual Budget, 2016 WETA SRTP, WETA Fare Program ( )

Be a responsible steward of public funds 20 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 20 Resources WETA Annual Budget, 2016 WETA SRTP, WETA Fare Program ( )

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

Respond to natural disasters and disruptions to the Bay Area’s transportation network 22 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 23 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 24 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 25 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

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 27 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 resources 4.Utilize contract service providers and consultants to augment the organization’s administrative and service needs.

Provide leadership for the continued operation and expansion of ferry service throughout the Bay Area 28 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

WETA Strategic Plan Discussion Guide 29 January 2016