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Executive Summary • DRAFT Ferry Financial Feasibilitv Studv & Cost -Benefit and Economic Im <br />initiatives that require significant resources to plan and deliver, typically over many years, and <br />represent larger or more complex projects. In RWCmoves, projects were prioritized based on <br />scores from eleven performance measures, such as safety, a project's ability to encourage <br />multi -modal transportation and to reduce congestion on local streets. Signature Projects' <br />evaluation scores ranged from 69 to 54. According to RWCmoves, this prioritization system <br />across 11 performance measures, Commuter Ferry Service had a score of 54, placing it just <br />behind two grade separation projects, the lowest score among the ten signature projects and <br />programs. The prioritization is based on performance measures that include community values <br />on safety and a project's ability to encourage multi -modal transportation, and to contribute to <br />congestion relief on local streets. <br />RWCmoves' priority ranking did not evaluate or consider a project's viability, nor does the <br />policy document provide a recommendation for whether or not a project should be pursued <br />based on its ranking. Whether Signature Projects are studied or advanced varies by project, <br />funding, and leveraging/partnership opportunities. Ferry service in Redwood City has long been <br />considered a potential project for which the City has sought to evaluate its feasibility. <br />Consistency with WETA's Mission and Vision — As seen in Figure E-2, establishing new ferry <br />service to/from Redwood City would be consistent with WETA's mission and vision, as defined <br />in their Strategic Plan. This new service would further develop the comprehensive ferry network <br />that WETA currently operates, and expand regional ferry service into the South Bay for the first <br />time. <br />Figure E-2: WETA's Mission and Vision <br />Mission and Vision <br />In 2008, the WETA (then WTA) Board of Directors adopted Mission and Vision statements for the <br />newly -created organization. Since then, WETA services have matured, and its role in the region has <br />evolved. In particular, regional leaders have looked to WETA to help fill gaps in the transportation <br />network following major disruptions to the regional system, such as bridge closures and BART <br />service disruptions and breakdowns. In recognition of the increasingly significant role that <br />WETA plays in supporting the regional transportation network and economy, the WETA Board of <br />Directors developed and adopted new Mission and Vision statements in June 2016: <br />WETA Mission <br />WETA is a regional agency with a responsibility to develop and operate a comprehensive BayArea <br />regional public water transportation system. WETA shall also coordinate water transportation <br />services following natural disasters and transportation disruptions. <br />WETA Vision <br />WETA develops, operates and manages an expanded and enhanced region -wide ferry system <br />that provides a reliable, state-of-the-art and attractive transportation option for the Bay Area <br />and plays a critical role in coordinating and providing water transportation to serve emergency <br />response and economic recovery needs. <br />Source: San Francisco Bay Area WETA 2016 Strategic Plan <br />E.2.2 Public Outreach <br />Section 3 of the report describes two phases of public outreach effort lead by PlaceWorks. The first <br />phase, traditional outreach events, asked residents their opinions about potential ferry service in <br />Redwood City. At those events, San Francisco (SF) and Oakland (OAK) were both heavily favored as <br />possible destinations for serving Redwood City. Those responding tended to prefer SF as the main <br />Smith <br />E-3 <br />