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1 San Francisco Bay Area Draft Strategic Plan January 2016 WETA Timeline WTA Implementation amp Operations Plan 2016 1999 WTA replaced by WETA City of Alameda ferry services transitioned to WETA ID: 540294 Download Presentation
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Presentation on theme: "Water Emergency Transportation Authority"— Presentation transcript
Slide1
Water Emergency Transportation Authority
1
San Francisco Bay Area
Draft Strategic Plan
January 2016Slide2
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 passengersSlide3
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 reportSlide4
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 AgenciesSlide5
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 AgenciesSlide6
6
Plan Media
Web Page
Printed Glossy Report
Poster
www.watertransit.org
WETA
Strategic Plan
WETA Strategies
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7
Plan Structure
Plan Themes
Mission & Values
System Ridership
Funding Challenges
Partnerships
Response to Emergencies & Disruptions
The Next Ten Years
The 20 Year VisionSlide8
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 serviceSlide9
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 serviceSlide10
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 BudgetSlide12
Expand ferry service in San Francisco Bay
Population within 1.5 miles of Ferry Terminal
Employment within 1.5 miles of Ferry TerminalSlide13
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 BaySlide14
Project Origin
Begin Operations
Feasibility Studies
WETA System Expansion Policy
Project Implementation Timeline
Project MOU
Environmental & Preliminary Design
Permitting/Design
Vessel
Procurement
Construction
14Slide15
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
20,00050,000Slide16
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 StudySlide17
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 sustainabilitySlide18
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 FundingSlide19
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 FrameworkSlide22
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 PlanSlide23
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 PlanSlide24
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 technologiesSlide25
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 ProgramSlide26
Ensure WETA has the organizational capacity to manage and expand ferry services, according to the strategic direction of the Board of Directors
26Slide27
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 systemSlide29
WETA
Strategic PlanDiscussion Guide
29
January 2016