James Wunderman

This document outlines the San Francisco Bay Area Water Emergency Transportation Authority's (WETA) Title VI Program for FY 2025-2027. The program details WETA's commitment to ensuring that no person is subjected to discrimination on the grounds of race, color, or national origin in its federally funded programs and activities. Key components include general reporting requirements, procedures for Title VI investigations and complaints, provisions for meaningful access for Limited English Proficient (LEP) individuals, and program-specific requirements such as system-wide service standards and policies to ensure equitable service distribution and facility access.

The board meeting agenda includes reports from the Chair, Directors, and staff, covering agency projects, financial statements, federal and state legislative updates, ridership, and service reliability. Consent calendar items involve receiving an audit report and designating authorized agents for disaster assistance funds. Key action items include a public hearing and adoption of a fare program amendment, authorization of an agreement with the San Francisco Public Utilities Commission for terminal electric service, and a review of classification and compensation study reports.

The board meeting presentation covered the Capital Program Quarterly Report, detailing significant progress on battery-electric vessel production, landside and float-mounted charging infrastructure development, and overall schedule and cost performance metrics. The presentation also addressed risk management strategies for ongoing projects. Additionally, the meeting included a review of the MV Intintoli Dry Dock project, focusing on specific change orders related to structural repairs, engine room modifications, and transom overhang work.

The meeting commenced with quorum confirmation and the pledge of allegiance. Discussions focused heavily on the organization's direction and future, particularly regarding the goal of achieving a zero-emission future system and capital projects progress. A significant topic was the need for future funding, encapsulated by the sentiment of needing a "bigger boat" to sustain growth beyond current preservation measures. Board members also addressed the recent closure of the Valero refinery, Budweiser plant, and the Mayor Island dry dock, highlighting concerns about regional industrial capacity decline. There was discussion regarding shipbuilding initiatives and the merger between CalPoly San Luis Obispo and Cal Maritime to support workforce development. The Board received a ridership report indicating strong performance, with December ridership exceeding 100% of pre-pandemic levels, and the first time exceeding three million passengers annually since 2019. Furthermore, updates were provided on the new Clipper card rollout, noting initial functionality but awaiting data on open payments and low-cost transfers. Operational matters included an update on the Oakland Alameda water shuttle's extended downtime due to scheduled routine dry docking.

This Service Vision and Business Plan outlines a roadmap for reimagining water transit in the San Francisco Bay Area, aiming to make ferry travel more accessible, sustainable, and climate resilient by 2050. The plan is guided by four key pillars: Enhance, Expand, Electrify, and Emergency Response, alongside six focus areas including Regional Ferry Network, Environmental Stewardship, and Financial Capacity. It aims to develop stronger, more resilient ferry networks that are regionally connected, socially equitable, and environmentally sustainable.