KING COUNTY FERRY DISTRICT 2014 STRATEGIC PLAN

2014 – 2018 Prepared by: ECONorthwest )'3231-'7ˆ*-2%2')ˆ40%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 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.

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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 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, 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, 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

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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 . 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

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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. The Vashon route provides weekday service with three round-trips in the morning and three round-trips during the evening commute period, leaving once per hour with a crossing time of about 22 minutes each way. Prior to 2009, service was provided by , which had been experiencing declining ridership. In 2009, service was brought into the County and a new chartered vessel was Source: King County Marine Division, 2014 introduced that reduced crossing times by 10 minutes, and an additional trip was added during both morning and evening commute and revenues was $3.62 million. The District vessels. A sustainable levy rate going forward periods. has been drawing down the reserve fund to should consider the future capital costs of cover the gap between overall annual costs maintaining and preserving the current system. Financial Situation and revenues. The financial plan going forward Despite the decrease in property tax revenue, The King County Ferry District is currently is being updated for the 2015/2016 biennium. water taxi service has improved its financial financially unsustainable given annual revenue, This financial plan will help determine when the performance. In 2009, the first year the District service costs, and current and near-term capital reserve fund balance will be completely spent operated both the West Seattle and Vashon improvement needs. Exhibit 2 shows the total down, requiring new revenue. routes, the farebox recovery ratio was 14.9% annual revenues and costs for the District since The sharp increase in costs in 2014 are and the annual operating cost per rider was 2008. attributable to purchasing two new vessels and $14.47. By 2013 the farebox recovery ratio The District built up a reserve fund in the first the anticipated capital costs for the District’s increased to 28.5% and the annual operating two years of existence from its higher property share of constructing the new passenger-only cost per rider decreased to $12.83. tax levy of 5.5 cents. The current 0.3-cent levy, ferry terminal at . The increase which generated $1.18 million in revenue in in revenue is from one-time Federal grants for 2013, has resulted in an annual operating deficit purchasing the new vessels, which account for since 2010. In 2013, the gap between total costs 80% of the revenue needed to build the new

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Summary Assessment unsustainable. The significance of ferry regional ridership and realize system Based on the situation assessment and Advisory service in the broader transportation system efficiencies. Group feedback, the Plan identified a number is not clearly identified, and the two existing ▪▪ Challenges: The level of funding to of strengths, weaknesses, opportunities, and routes only service a portion of the County. maintain ongoing operations is a decision challenges for water taxi service in King County. In addition, connections and parking at point, and supplemental funds from others current terminals pose challenges. sources, such as the federal government, is Strengths: The current service is a valuable ▪▪ : Demand is growing as road competitive and is typically only available for transportation option for commuters, casual ▪▪ Opportunities congestion increases in the region. There use on capital improvement projects. There riders, rural residents, and tourists that is potential to grow ridership and expand is uncertainty around terminal facilities. support the region’s transportation goals. service related to significant infrastructure Colman Dock is undergoing reconstruction The Ferry District has made investments projects near terminals, such as the in addition to significant construction along in vessels, facilities, and improved services Downtown Seattle waterfront development the waterfront. West Seattle’s Seacrest Dock resulting in higher ridership and farebox and a new Link light-rail station at the is in the sixth year of a ten-year lease and recovery. University of Washington. In addition, there parking options are limited. Weaknesses: The system has an annual ▪▪ are potential partnership opportunities, operating deficit and is financially particularly with , to increase

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STRATEGIC PLAN STRATEGIES shuttle, and ferry connections at terminals, convenient and available parking facilities, and The plan expresses the vision and goals for Build on Strengths and Grow Ridership walking and biking options at each end of a trip. water taxi service in King County for the next 1. Continue providing high quality customer service three to five years. The strategies are the broad and a great customer experience 4. Fully integrate water taxi service with current technology options initiatives to pursue the vision and goals, and Since assuming service in 2009, the water taxi By making planning as convenient and seamless specific actions are listed under each strategy. has improved customer service and enhanced as possible, the water taxi can improve The strategies and actions are not listed under customers’ experience by purchasing new customer experiences and make the water individual goals as they often address more vessels and making terminal improvements. taxi a more attractive option. The water taxi than one of the goals. Continuing these efforts and making new is fully integrated into Metro trip planning efforts to better understand ridership trends by technology and One Bus Away. Also, the water conducting regular surveys will help ensure the VISION taxi is currently working on a “Where’s My water taxi is meeting customer needs. Boat” application to show where vessels are Our Vision: Be a leader in regional 2. Enhance marketing efforts in real time, and should continue efforts in mobility benefiting the community Create consistent marketing and branding implementing the smart phone application. and economic development needs that indicates the water taxi is a part of the of King County through providing broader transit system, but also distinguishes Achieve Financial Stability the water taxi service from other similar modes water taxi service that is safe, 5. Consider using existing councilmanic property and providers. Promote the service through reliable, and a great customer tax levy authority to fund desired level of service traditional and online media outlets, increasing experience while being responsive The current levy of 0.3 cents per 1,000 dollars of the awareness of the water taxi. Capitalize on assessed value does not cover annual operation and accountable to the public. existing advertising of water taxi services in and capital costs. If the water taxi desires to publications such as “Where” magazine, the maintain current service levels or add new GOALS Chinook Book, and City Map. Explore new routes, councilmanic action to increase the opportunities for marketing services such as the property tax levy will be needed. The county Certified Folder program and calling on hotel has property tax authority up to 7.5 cents per 1 Provide Reliable and Safe Service concierges with the goal of raising awareness to $1,000 assessed value. casual and tourist riders. 2 Deliver Financially Sustainable 6. Evaluate operational, capital, and 3. Improve transportation connections at terminals administrative efficiencies Water Taxi Service Good connections to and from terminals and Ferry District consolidation with King County transportation modes make it more convenient will eliminate redundant functions of the 3 Integrate Water Taxi Service with for riders to reach the terminal before their District and County. Separate District contracts trip and their ultimate destination after for Legal and Accounting services can be Broader Regional Transportation disembarking the water taxi. Transportation terminated and Ferry District staff will not be System and Economy connections to strengthen include transit, needed. The annual savings from consolidation

6 | ECONorthwest STRATEGIC PLAN can go directly to providing services. Coordinate with Regional Planning and Emergency Management Efforts To manage capital expenditures, King County will pursue contract relationships with other 9. Coordinate with the City of Seattle on solidifying passenger-only service providers to capitalize a permanent site for the West Seattle terminal, transit-oriented development (TOD) opportunities, on existing capital asset infrastructure as well and Downtown Waterfront redevelopment as management and support functions. These Activity around both the West Seattle and contracts should help lower the overhead Downtown Seattle terminal areas will require cost to the district and provide administrative close coordination with the City of Seattle to efficiencies of expanded services take advantage of opportunities and mitigate 7. Explore other services the water taxi can offer challenges. The water taxi needs a permanent to increase revenue or boost ridership home for the West Seattle terminal. The In addition to providing service for the two City will be involved in addressing parking existing water taxi routes, the water taxi could issues around the terminal and in supporting provide additional services with limited costs potential TOD opportunities. The Downtown that would generate revenue for service. Waterfront reconstruction will have near-term Potential options include dock leases, vessel access challenges, but, ultimately, is a large maintenance services, and back-up vessel opportunity for tourism and ridership for the contracts. The water taxi could also evaluate water taxi in the long-term. advertising revenue potential or explore 10. Continue coordinated planning and design coordinated marketing opportunities with efforts for Colman Dock working with Washington local businesses and organizations to boost State Ferries (WSF) and the City of Seattle ridership. The WSF project at Colman Dock, including 8. Continue to target grant opportunities to fund the replacement of the passenger-only system capital improvements ferry terminal, is an important project in the Water Taxi infrastructure has largely been Downtown Waterfront redevelopment. This built with an infusion of federal grant dollars once in a lifetime opportunity requires close for both new vessel construction and terminal coordination between the State, the County, improvements. Grants through national and and the City of Seattle. regional competitive processes continue to 11. Continue and expand efforts for transit be available for funding capital improvements connections at terminals such as the new passenger-only terminal at As part of improving connections at terminals, Colman Dock. As new capital improvement the water taxi service should coordinate with projects are identified, grant opportunities other transit providers – such as Metro, Sound should be identified and applications should be Transit, WSF, and the City of Seattle (streetcar) submitted. – to align schedules and the location of transfer

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proven to be an effective method of moving Seattle waterfront dock at Colman Dock, a large numbers of people when other travel four year labor contract, and management options have been cut-off, as demonstrated and support functions all lend themselves during events such as 9-11 in New York or to a turnkey operation or partial contracted the Seahawks Super Bowl parade in Seattle. assistance for potential regional passenger- The Bay Area’s passenger-only system has only service providers, such as Kitsap Transit. successfully built their network of vessels and Through interlocal agency agreements, King terminals strategically to be responsive to County can offer system implementation potential emergencies and natural disasters. services, providing their passenger service The Marine Division has participated in needs, maintaining their vessels, and multi-agency drills where simulated events performing all administrative functions such as were conducted in table-top exercises. These crew dispatch, vessel fueling, procurement, and exercises have proven to be very valuable to back up vessel services. understand how different agencies can come 15. Explore possible private partnership options together to affect a positive outcome during Partnerships with private businesses or an event. Moving forward, the Marine Division organizations could be utilized to generate points from one to the other that is clear and should continue to foster these relationships, revenue by providing contract services for convenient. continue to participate in regional disaster additional service on existing routes or service for event planning exercises, and explore new routes or times of day. 12. Coordinate with regional stakeholders to opportunities to capitalize on the waterborne support regional climate action goals 16. Determine feasible routes for expansion of assets they control. Transportation options that reduce the passenger-only service within King County The Demonstration Route Study from 2009 dependence on automobile travel are an Explore Growth and Partnership identified several potential new routes for important component of the region’s climate Opportunities action goals. The water taxi should be in expansion. However, the study needs to contact with regional stakeholders on climate 14. Pursue contract services with other regional be updated and refined given changes in passenger-only service providers action strategies to articulate the role of the the regional economy and new factors. For The County has positioned itself as a regional water taxi and coordinate marketing efforts to example, the opening of the University of leader in providing passenger-only service increase ridership. Washington light-rail connection starting in and should explore opportunities to offer 2016, may make north Lake Washington routes, 13. Continue and expand coordination efforts for those services and expertise to other regional such as Kenmore to the University or Kirkland emergency service planning (City of Seattle, King providers. As the regional system of waterborne County, Washington State, Puget Sound Regional to the University more feasible. The route study Council, and U.S. Coast Guard) transportation looks to grow, King County is should be updated prior to long-term funding Water taxi assets such as boats and docks in a position to assist other operators in being decisions in order for any potential new routes are important in times of natural disaster or successful. or service to be considered as part of the when existing transportation infrastructure is The assets already in place such as the District’s future financial needs. compromised. Waterborne transportation has maintenance and moorage barge, the central

8 | ECONorthwest ROAD MAP FORWARD ROAD MAP FORWARD The water taxi service in King County is at a key juncture, and actions taken during the next three to five years will shape the service for years to come. The most important decision will be Exhibit 3. Plan Hierarchy what level of water taxi service to provide. This strategic plan focuses on the broader goals TITLE OF SLIDE and strategies for water taxi service in King VISION County, and does not make recommendations on a specific service level, service configuration, Integrate Water Taxi Deliver Financially or levy rate. The level of service chosen will Provide Reliable and Service with Broader Sustainable Water Taxi dictate the fiscal impacts and, ultimately, the levy GOALS Safe Service Regional Transportation Service rate needed to support that level of service. System and Economy Regardless of the level of service going forward, Coordinate with Explore Growth and a majority of the strategies and actions in this Build on Strengths Achieve Financial Regional Planning & Partnership STRATEGIES and Grow Ridership Sustainability Emergency plan are aimed at optimizing service. As a result, Opportunities Management Efforts the path forward for water taxi service focuses on 1) determining the desired level of service over the near-term, and 2) making service ROAD MAP efficient and productive overall. Exhibit 3 depicts the strategic plan’s hierarchy. The Road Map Current outlines the options available to implement the Service strategies. Common Actions to Set Monitor Optimize Appropriate Performance OPTIMIZE SERVICE Service Levy Rate Optimizing water taxi service in King County Contract Service Options Expand advances this strategic plan’s goals of providing Service reliable and safe service, delivering financially Service Expansion Options sustainable water taxi service, and delivering better integrated water taxi service with the broader transportation system and economy. Exhibit 4 lists the strategic actions from the plan that make the service provided more efficient and productive. These actions can be undertaken independent of the level of service ultimately set.

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DETERMINE LEVEL OF SERVICE Exhibit 4. Service Optimization Actions Determining a level of service primarily ACTION GOAL(S) ADDRESSED depends on the decision to maintain existing Provide Reliable and Safe Service levels of service or to expand service options in 1. Continue providing high quality customer service ▪▪ Deliver Financially Sustainable Water Taxi Service addition to current service levels. The financial ▪▪ impact of expanding service depends on the 2. Enhance marketing efforts Deliver Financially Sustainable Water Taxi Service ▪▪ type of additional service and how it is paid for. Integrate Water Taxi Service with Broader 3. Improve transportation connections at terminals ▪▪ Transportation System and Economy Current Level of Service 4. Fully integrate water taxi service with current ▪▪ Integrate Water Taxi Service with Broader Maintaining existing service levels prioritizes technology options Transportation System and Economy keeping the West Seattle and Vashon routes 6. Evaluate operational, capital, and administrative ▪▪ Deliver Financially Sustainable Water Taxi Service operating at current frequencies and times efficiencies of the year. This option maintains service 7. Explore other services the water taxi can offer to ▪▪ Deliver Financially Sustainable Water Taxi Service reliability and builds on past investments the increase revenue or boost ridership Ferry District has made to increase service. 8. Continue to target grant opportunities Deliver Financially Sustainable Water Taxi Service ▪▪ Expanded Level of Service 9. Coordinate with the City of Seattle on solidifying a Integrate Water Taxi Service with Broader ▪▪ Expanding service options include adding permanent site for the West Seattle terminal, transit- Transportation System and Economy service through contracted services or adding oriented development opportunities, and Downtown new routes to service other parts of the county. Waterfront redevelopment The fiscal impacts of these two options are 10. Continue coordinated planning and design efforts ▪▪ Integrate Water Taxi Service with Broader quite different, however. Contract services for Colman Dock Transportation System and Economy would likely generate revenue for the District. Deliver Financially Sustainable Water Taxi Service Adding new routes would increase total capital 11. Continue and expand efforts for transit ▪▪ Integrate Water Taxi Service with Broader and operating costs for providing water taxi connections at terminals ▪▪ Transportation System and Economy service, and likely require increasing the 12. Coordinate with regional stakeholders to support ▪▪ Integrate Water Taxi Service with Broader property tax levy rate. regional climate action goals Transportation System and Economy Contract Service Options 13. Continue and expand coordination efforts for ▪▪ Integrate Water Taxi Service with Broader Under contract service options, the water emergency service planning Transportation System and Economy taxi would contract with public or private organizations to provide additional service or sailings for a price that exceeds the incremental cost of providing that additional service. For example, the water taxi could provide contract services to Kitsap Transit to

10 | ECONorthwest ROAD MAP FORWARD deliver their desired passenger-only service Exhibit 5. Level of Service Actions levels. This model capitalizes on the District’s built infrastructure, operational expertise, ACTION GOAL(S) ADDRESSED vessel maintenance capabilities, as well as 5. Consider using existing councilmanic property tax ▪▪ Provide Reliable and Safe Service management and support functions already levy authority to fund desired level of service ▪▪ Deliver Financially Sustainable Water Taxi Service in place. The water taxi could likely operate Deliver Financially Sustainable Water Taxi Service service for Kitsap Transit at a lower cost, based 14. Pursue contract services with regional passenger- ▪▪ Integrate Water Taxi Service with Broader on economies of scale, as well as generate only service providers ▪▪ Transportation System and Economy additional revenue. Integrate Water Taxi Service with Broader 15. Explore possible private partnership options ▪▪ Service Expansion Options Transportation System and Economy Under service expansion options, the water 16. Update the study for expanding route options Integrate Water Taxi Service with Broader taxi system would add new routes to provide ▪▪ across Lake Washington, choose the most viable Transportation System and Economy service to other parts of the county. The 2009 options and update the study to determine feasible Demonstration Route Study evaluated the routes potential competitiveness for additional routes across Lake Washington and in Puget Sound. Since that study was completed, the addition DETERMINE APPROPRIATE LEVY RATE MONITOR PERFORMANCE of a Link light-rail station at the University After deciding on the desired level of service, This strategic plan is a guide for the King of Washington in 2016 could change how the District will need to determine the property County Council and Ferry District Board of desirable and time competitive routes across tax levy rate needed to support water taxi Directors, their staff, and the King County Lake Washington are to Downtown Seattle. service operations and related future capital Marine Division for delivering water taxi service projects. This will require the District to study over the next three to five years. Performance Adding new routes would have varying initial the likely annual operating costs under the monitoring will help King County evaluate capital costs for terminal improvements, but future level of service and associated capital progress, and complete future planning and this would depend on location. After the costs. In the near-term, capital costs will budget decisions. delivery of the two new vessels in 2015, the include the County’s share of a new water taxi District owned vessel Spirit of Kingston could Measures presented below will be used to terminal at Colman Dock, and a possible new be utilized in Lake Washington service. In determine how we are achieving the goals West Seattle terminal or possible terminal addition to these capital costs, a new route and strategies in this plan. These measures improvements for new routes. The levy rate would increase the total operating costs for the shall be part of a regular performance study may also want to include rebuilding the water taxi system. scorecard that presents the performance of reserve fund for contingencies and longer-term the system as a whole and how we are doing capital needs. The discussions and decisions on on the implementation of this plan. Some of appropriate levy rates will take place during the these measures can be tracked with existing regular county budget process. data. Other measures may require collecting additional data and/or administering regular rider surveys.

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Exhibit 6. Actions, Goals, and Performance Measures

ACTION GOAL MEASURE 1. Continue providing high quality customer service Provide Reliable and Safe Service; Deliver Financially ▪▪ Regular rider satisfaction surveys Sustainable Water Taxi Service ▪▪ Safety incidents per year ▪▪ On-time performance ▪▪ Annual ridership by Route 2. Enhance marketing efforts Deliver Financially Sustainable Water Taxi Service ▪▪ Annual ridership by route Integrate Water Taxi Service with Broader ▪▪ Accessible terminals by mode Transportation System and Economy Number of Bikes on Boat 3. Improve transportation connections at terminals ▪▪ ▪▪ Shuttle Use ▪▪ Park and Ride Use 4. Fully integrate water taxi service with current Integrate Water Taxi Service with Broader ▪▪ Completion of “Where’s My Boat” project technology options Transportation System and Economy 5. Consider using existing councilmanic property tax Provide Reliable and Safe Service; Deliver Financially ▪▪ Financial Plan Status levy authority to fund desired level of service Sustainable Water Taxi Service 6. Evaluate operational, capital, and administrative Deliver Financially Sustainable Water Taxi Service ▪▪ Cost per rider efficiencies ▪▪ Fare box recovery 7. Explore other services the water taxi can offer to Deliver Financially Sustainable Water Taxi Service ▪▪ Number of contracts for other services increase revenue or boost ridership 8. Continue to target grant opportunities Deliver Financially Sustainable Water Taxi Service ▪▪ Number of grants applied for and received 9. Coordinate with the City of Seattle on solidifying a Integrate Water Taxi Service with Broader ▪▪ Annual Ridership by Route permanent site for the West Seattle terminal, transit- Transportation System and Economy ▪▪ Regular rider satisfaction surveys oriented development opportunities, and Downtown Waterfront redevelopment 10. Continue coordinated planning and design efforts Integrate Water Taxi Service with Broader ▪▪ Regular rider satisfaction surveys for Colman Dock Transportation System and Economy

Exhibit 6 continues on following page.

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Exhibit 6. Actions, Goals, and Performance Measures (cont’d)

ACTION GOAL MEASURE Deliver Financially Sustainable Water Taxi Service; ▪▪ Annual Ridership by Route Integrate Water Taxi Service with Broader Accessible terminals by mode 11. Continue and expand efforts for transit ▪▪ Transportation System and Economy Number of bikes on boat connections at terminals ▪▪ ▪▪ Shuttle use ▪▪ Park and Ride use 12. Coordinate with regional stakeholders to support Integrate Water Taxi Service with Broader ▪▪ Annual Ridership by Route regional climate action goals Transportation System and Economy 13. Continue and expand coordination efforts for Integrate Water Taxi Service with Broader ▪▪ Direct funding for EMS services emergency service planning Transportation System and Economy ▪▪ Plan Coordination Deliver Financially Sustainable Water Taxi Service; Contracts considered/signed 14. Pursue contract services with regional passenger- ▪▪ Integrate Water Taxi Service with Broader only service providers Transportation System and Economy Integrate Water Taxi Service with Broad Contracts considered/signed 15. Explore possible private partnership options ▪▪ Transportation System and Economy 16. Update the study for expanding route options Integrate Water Taxi Service with Broader ▪▪ Updated Study across Lake Washington, choose the most viable Transportation System and Economy options and update the study to determine feasible routes

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