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 It is vital that the state commit to funding construction of one new ferry boat each year for the next decade. While only five new boats are out to bid in 2044, barely bringing the system to par: only 15 of 21 vessels needed are currently able to sail. Several boats are already at the end of their lifespan: six Issaquah class boats are rapidly aging out, are already well into maintenance risk, and will come to the end of their useful life by 2040. 

Our infrastructure is on the verge of collapse. We must invest now. This is a necessary measure to bring the WSF fleet back to even minimum service capacity. This consistent investment should also result in cost savings with builders and provide the stability needed to run a reliable, resilient fleet.

Boats go nowhere without crew to run them. 

To improve both recruitment and retention, it is vital that WSF crew members receive competitive wages. This need is shockingly urgent as waves of retirements are anticipated to continue rolling through the system. Staffing is already so thin that even one engineer calling out cannot be absorbed, and vital runs are cancelled. Crews are stretched beyond capacity on overtime. WSF cannot compete with other domestic marine markets, public or private. 

By offering competitive compensation, we can attract and retain skilled workers, ensuring that the ferries remain operational and reliable.

All our communities deserve greater transparency and accountability from WSF in reporting and decision-making processes.

Timely, robust data can be used to create solutions or it can drive obfuscation and frustration. Current data sharing practices often mask the true impacts of service cancellations on specific communities, leaving residents and stakeholders without a clear understanding of the challenges and potential solutions. Aggregate data does not tell the true story of individual runs. 

Transparent and accurate reporting is essential for building trust and making informed decisions that benefit all parties involved.