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Strategic Plan KING COUNTY FERRY DISTRICT 2014 STRATEGIC PLAN 2014 – 2018 Prepared by: ECONorthwest )'3231-'7*-2%2')40%22-2+ In association with: TABLE OF CONTENTS TABLE OF CONTENTS Executive Summary Introduction Strategic Planning Process Situation Assessment Service and Ridership Financial Situation Summary Assessment Strategic Plan Vision Goals Strategies Road Map Forward Optimize Service Determine Level of Service Determine Appropriate Levy Rate Monitor Performance KING COUNTY FERRY DISTRICT: 2014 – 2018 STRATEGIC PLAN EXECUTIVE SUMMARY EXECUTIVE SUMMARY This strategic plan is intended as a guide for the King County Council and Ferry District Board of Directors, their staff, and the King County Marine Division for delivering water taxi service over the next three to five years. The development of this strategic plan involved input and coordination of the Executive Committee of the Ferry District Board of Directors and their staff, as well as staff and representatives from the King County Marine Division, King County Council Central Staff, King County Department of Transportation, and the King County Executive Office. The process also engaged a stakeholder advisory group representing an array of interests convened to review the plan’s development and provide Image courtesy of the the West Seattle Herald input in a series of three meetings. STRATEGIC PLAN The planning process and advisory group The plan expresses the vision and goals for Goals identified a number of strengths, weaknesses, water taxi service in King County for the next opportunities, and challenges for water taxi ▪ Goal 1. Provide Reliable and Safe Service three to five years. The strategies are the service in King County. Despite improved ▪ Goal 2. Deliver Financially Sustainable Water broad initiatives to pursue the vision and goals, ridership and farebox recovery, the primary Taxi Service and specific actions are associated with each challenge for water taxi service is that current ▪ Goal 3. Integrate Water Taxi Service with strategy. The strategies and actions are not service is financial unsustainability. Broader Regional Transportation System and listed under individual goals as they often Economy This strategic plan does not make address more than one of the goals. recommendations on a specific service level, Strategies service configuration, or levy rate. The level of Vision Build on Strengths and Grow Ridership service chosen will dictate the fiscal impacts ▪ Be a leader in regional mobility benefiting Achieve Financial Stability and, ultimately, the levy rate needed to support ▪ the community and economic development Coordinate with Regional Planning and that level of service. However, to inform those ▪ needs of King County through providing water Emergency Management Efforts decisions, the plan provides strategic direction taxi service that is safe, reliable and a great Explore Growth and Partnership Opportunities for water taxi service in King County. ▪ customer experience while being responsive and accountable to the public. KING COUNTY FERRY DISTRICT: 2014 – 2018 STRATEGIC PLAN | 1 ROAD MAP FORWARD A planning process for the future of water taxi service has not been The water taxi service in King County is at a key juncture. The most important decision will undertaken since the original plan was completed in 2006. The King be what level of water taxi service to provide. County Ferry District Board of Directors requested the development of Regardless of the level of service going forward, a strategic plan to guide water taxi service during this critical period. a majority of the strategies and related actions in this plan are aimed at optimizing service. As a result, the path forward for water taxi service CONTEXT STRATEGIC PLANNING PROCESS focuses on 1) determining the desired level King County’s water taxi service is at a key The development of this strategic plan of service over the near-term, and 2) making juncture and is faced with decisions impacting involved input and coordination of the service efficient and productive overall. current service and the ability to meet growing Executive Committee of Ferry District Board service needs: of Directors and their staff, as well as staff and After deciding on the desired level of service, representatives from the King County Marine the District will need to determine the property ▪ Ridership is increasing on both routes and Division, King County Council Central Staff, tax levy rate needed to support water taxi existing service has become increasingly King County Department of Transportation, service operations and related future capital relied upon by riders, both for commuting and the King County Executive Office. The projects. The financial plan going forward is and casual trips. process also engaged a stakeholder advisory being updated for the 2015/2016 biennium, and ▪ Funding constraints from the reduction group representing an array of interests decisions related to future service will be a part in the district’s property tax levy rate will convened to review the plan’s development and of the budget process. eventually lead to an operating deficit. ▪ Legislation has passed the Washington State provide input in a series of three meetings. The INTRODUCTION Legislature giving King County the ability to resulting strategic plan represents a direction assume the King County Ferry District into for water taxi service based on input from all of This strategic plan is intended as a guide for the County. these participants. the King County Council and Ferry District Board of Directors, their staff, and the King A planning process for the future of water taxi Advisory Group Participants County Marine Division for delivering water service has not been undertaken since the ▪ Bruce Agnew, Cascadia Center taxi service over the next three to five years. original business plan for water taxi service ▪ Mayor David Baker, City of Kenmore The plan expresses the vision and goals for was completed in 2006, before the King ▪ Gordon Baxter, Lobbyist, Maritime Unions water taxi service in King County, and then County Ferry District (District) was established. ▪ Marilynne Beard, City of Kirkland presents strategies and actions to pursue that As a result, the District’s Board of Directors ▪ Gregory Whittaker, West Seattle Chamber vision and those goals. Lastly, the plan outlines requested the development of a strategic plan of Commerce the menu of options available, including those to guide water taxi service during this critical ▪ Charlie Howard, Puget Sound Regional items requiring additional staff analysis, as an period and into the future. Council initial road map for maintaining the financial ▪ Jim Marsh, Vashon-Maury Island Chamber of sustainability of water taxi service. Commerce 2 | ECONorthwest SITUATION ASSESSMENT Victoria Nelson, West Seattle Transportation Exhibit 1. Water Taxi Route Ridership, 2003 – 2013 ▪ Annual Ridership Coalition 300,000 ▪ Tim Saffle, International Organization of Move to Pier 50 Masters, Mates, and Pilots Assume Operation 250,000 ▪ Jessica Szelag, Commute Seattle of West Seattle ▪ Nathan Torgelson, City of Seattle, 200,000 Department of Planning and Development 150,000 SITUATION ASSESSMENT Ridership 100,000 The King County Ferry District provides water taxi service between West Seattle to Downtown 50,000 Assume Operaton of Seattle and Vashon Island to Downtown Seattle. Vashon route The District, established in April 2007, is a - special purpose district governed by a Board of Directors. The King County Council serves as the Board of Directors for the District. West Seattle Vashon The District contracts through an interlocal Source: King County Marine Division, 2014 agreement with the King County Marine Division, a division within the Department of Transportation, to operate the two existing ordinance by the County Council. The property evenings and evenings when stadium events routes. tax authority would transfer to the County, with are held. The Vashon Island to Seattle route no changes to the current limitations on the operates between the Vashon Ferry Terminal The District has property tax authority for a levy levy. In effect, the County could only use the and Pier 50. of up to 7.5 cents per 1,000 dollars in assessed 7.5 cents per 1,000 dollar in assessed value levy value to fund ferry service. When the District As shown in Exhibit 1, since the District capacity for funding water taxi service. was established in 2007, it levied 5.5 cents per has assumed water taxi service, service has undergone several significant changes. The 1,000 dollars in assessed value, which allowed Service and Ridership the District to operate the two routes and build District has increased service by adding Currently, the District provides service on up cash reserves. The levy was reduced to 0.3 additional trips during commute periods. two routes. The West Seattle to Seattle cents per $1,000 in 2010 to offset a proportional Seasonal service on the West Seattle route route provides year-round commuter service increase in the County’s property tax levy to was expanded to serve commuters year round. on weekdays during commute hours in the fund Metro bus service. Vessel crossing times were reduced and vessel morning and early evening between Seacrest capacity was increased. As a result, these In April 2014, the Washington State Legislature Park and Pier 50, on the south end of Colman service improvements have led to year over year gave King County the ability to assume the Dock. Between April and September or increases in ridership for both the West Seattle rights, power, functions, and obligations of October, service is expanded to seven days per and Vashon routes since 2010. the Ferry District through the adoption of an week with extended sailing schedules on Friday KING COUNTY FERRY DISTRICT: 2014 – 2018 STRATEGIC PLAN | 3 The West Seattle Water Taxi began providing Exhibit 2. Revenues, Costs, and Reserve Fund, 2008–2014 year-round service in 2010 when it began receiving mitigation dollars from WSDOT for the Alaskan Way viaduct project. In 2011, the District increased service by reducing trip frequency to every 30 minutes during commuting periods, down from every 40 minutes previously.
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