Water Emergency Transportation Authority - PowerPoint Presentation

Slide1

Water Emergency Transportation Authority

1

San Francisco Bay Area

Draft Strategic Plan

January 2016

Slide2

WETA Timeline

WTA Implementation & Operations Plan

2016

1999

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 Bond

passes

2013

BART Strikes

2014

Bridge Closure

2015

Over 2 m passengers

Slide3

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

Slide4

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 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

Slide5

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 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

Slide6

6

Plan Media

Web Page

Printed Glossy Report

Poster

www.watertransit.org

WETA

Strategic Plan

WETA Strategies

__________

__________

__________

__________

__________

__________

__________

__________

__________

__________

Slide7

7

Plan Structure

Plan Themes

Mission & Values

System Ridership

Funding Challenges

Partnerships

Response to Emergencies & Disruptions

The Next Ten Years

The 20 Year Vision

Slide8

8

Plan Structure

Plan Strategies

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

Ensure safe and secure ferry operations

Seek continuous environmental improvement

Reach out to all populations

Ensure WETA has the organizational capacity to manage and expand ferry services

Provide leadership for the continued operation and expansion of ferry service

Slide9

9

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

Slide10

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%

Slide11

Provide quality ferry transportation service

11

Offer reliable, scheduled ferry service

Ensure ferry travel is comfortable 

and

relaxing

Meet demand for ferry service 

Help to reduce congestion by offering attractive, competitive transit choices for Bay Area travelers

Provide

safe, clean, and attractive terminal facilities

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

Slide12

Expand ferry service in San Francisco Bay

Population within 1.5 miles of Ferry Terminal

Employment within 1.5 miles of Ferry Terminal

Slide13

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

Slide14

Project Origin

Begin Operations

Feasibility Studies

WETA System Expansion Policy

Project Implementation Timeline

Project MOU

Environmental & Preliminary Design

Permitting/Design

Vessel

Procurement

Construction

14

Slide15

WETA System Expansion

15

2016

2026

2040Operating Budget

$34.2 m

$59.7

$100 m

Vessels

12 Vessels

2,900

Seats

18 Vessels

5,500 Seats

28 Vessels11,500 Seats

Facilities8 Terminals9 Floats1.5 Yards10 Terminals

13 Floats2 Yards14 Terminals

19 Floats3 YardsTerminals

Downtown, Alameda, Oakland, Harbor Bay, Vallejo, South SF, Pier 41, AT&T ParkDowntown

(+ 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 Boardings8,700

20,00050,000

Slide16

Expand ferry service in San Francisco Bay

16

Meet demand for WETA ferry transportation service  

Develop competitive ferry transportation services that offer commute choices and congestion relief

Ensure the ferry is integrated into local and regional transportation services 

Ensure expansion efforts are consistent with emergency response and recovery needs

Evaluate expansion candidates using WETA’s System Expansion Policy  

Evaluate existing WETA services for service enhancement using WETA’s Service Enhancement Policy

Leverage

ferry grants and funding by working with funding partners in the private sector and at the local, regional, state and federal

levels

Continue

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

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

Slide17

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

Slide18

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

Slide19

Achieve financial sustainability

19

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

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

Pursue

cost effective service delivery strategies

Achieve a sustainable balance between existing operating subsidies and

farebox

revenue

Explore revenue-generating opportunities that will contribute to ferry operations

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)

Slide20

Be a responsible steward of public funds

20

Manage WETA capital grants and operating funds to ensure balanced budgets

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

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

Seek out cost effective strategies to

manage

expenses in the provision of ferry service

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

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 (2015-2020)

Slide21

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

21

Regional Organizational Framework

Slide22

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

22

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

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 

Ensure WETA terminals have sufficient capacity for emergency response operations

Develop maintenance and fueling  facilities that support emergency response activities

Develop

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

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

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

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

Slide23

Ensure safe and secure ferry operations

23

Ensure captains and crews are properly trained in all safety procedures

Design and construct facilities to Essential Facilities standards

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

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

Slide24

Seek continuous environmental improvement

24

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

Utilize proven technologies to improve environmental performance

Reduce

automobile travel and congestion by maximizing ferry ridership

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

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

Slide25

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

25

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

Design

facilities, vessels, and services that are guided by

Universal

Design, accessible to persons with

disabilities

Be

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

Ensure

public participation in decision making through innovative and inclusive methods of public

outreach

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

Slide26

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

26

Slide27

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

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

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

Maintain and develop WETA staff

resources

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

Slide28

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

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

Establish and maintain collaborative partnerships with

external agencies, businesses and other interested parties

Develop cooperative relationships between WETA and organized labor

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

Slide29

WETA

Strategic PlanDiscussion Guide

29

January 2016