Why is WSF updating its Long-Range Strategic Plan?
As is true of the entire transportation system, Washington State Ferries (WSF) faces financial challenges and growing service demands. WSF’s terminals and vessels are aging, requiring maintenance and improvements. . Some terminals are already operating near or above capacity. The planning process is a tool for assessing service and investment options so that WSF can make informed, strategic choices that best serve its customers.
Washington State Ferries' last plan was completed in 1999 – much has changed since, including the Legislature’s implementation of the I-695 funding cuts, which significantly reduced funding for the WSF system. Additionally, the ferries are already full on many sailings and more growth is coming. The aging vessels and terminals need upgrading just to keep pace with current demand, let alone accommodate future ridership growth. In light of these hurdles, WSF must determine how to best serve the public given all of the system’s needs and limited financial resources.
Ferry Ridership on the Rise
More and more people will be living in counties served by the ferry system over the next 25 years. The population in these counties is projected to increase by 40 to 60 percent, with growth in employment rising at a slower rate. This is particularly true in Kitsap County. As a result, many citizens will need to use the ferry to commute to work on the east side of the Sound, leading to a nearly 70 percent increase in overall ferry ridership by the year 2030. Vehicle traffic is expected to grow at a slower rate, nearly 40 percent.
WSF’s ridership forecasting model takes into account highway traffic, expected roadway and transit investments, ferry fares, and ferry capacity limits, among other factors. The Plan is developed with the flexibility to deal with fluctuations in ferry travel demand and will help WSF respond to substantial ridership growth.
What is WSF’s Long-Range Strategic Plan?
The Long-Range Strategic Plan (Plan) will guide WSF services and investments through 2030. In developing the plan, WSF looks at each service area and evaluates a variety of service scenarios, along with the implications and tradeoffs for each scenario.
The final Plan becomes the basis for WSF’s future capital investments and service planning, and is the WSF component of the Washington State Transportation Plan.
WSF Service Areas
What system wide chokepoints and bottlenecks constrain WSF’s capacity and efficiency?
Fauntleroy Terminal: Operates at capacity now and is not able to accommodate projected growth in demand. Expanding the terminal is not an option, according to the City of Seattle.
Colman Dock in downtown Seattle is a hub for the system. WSF is studying options for a new facility on the site to improve operating efficiencies and accommodate increasing demand.
Central Sound Walk-on Passenger Service: High growth in walk-on passenger demand is expected on Central Sound routes.
Weekends/Summer Season: Continuing growth in the recreational travel market on weekends and during the summer on Edmonds-Kingston, Whidbey Island and
Anacortes-San Juan Islands routes presents capacity challenges in those corridors.
Constraints in the San Juan Islands include one-slip terminals and the limited ability of adjacent road systems to handle ferry traffic.
What are service scenarios?
Given projections of future population growth and demand for ferry service around Puget Sound, various scenarios for providing service will be analyzed. Each scenario will be evaluated for its potential service implications; capital and operating costs; and how it integrates with landside facilities and highways.
In addition to public input, the recommendations in the Long-Range Plan will be based on the following factors:
- Service needs of customers
- Changing regional demographics
- Capital and operating costs and requirements
- WSF’s financial constraints
- Input from local communities, regional planning organizations, transit systems, and local governments.
When will the Plan take effect, and what will it do?
The Draft Longe-Range Strategic Plan was issued in April 2006. After a period of public and stakeholder comment, the Plan will be finalized in Summer 2006 to guide future WSF decisions on services and investments over the next 25 years.
Services: it will have a route-specific program including route structures, frequencies and carrying capacities.
Investments: it serves as a 25-year strategic investment plan for vessel and terminal improvements.
What are the guiding principles of the Plan?
The Plan must be realistic and cost-constrained.
Financial constraints will place a firm boundary on the service scenarios that will be considered and limit exploration of options to those that may realistically be implemented. The resulting Plan must be pragmatic and actionable.
The Plan must address system-wide implications.
Service alternatives for individual routes or service corridors will be evaluated based on their impact to the entire ferry system.
The Plan must take into account public and customer perspectives.
Public and customer input is a critical element in shaping the Plan. Washington State Ferries will be seeking public and customer input on the draft plan through briefings and public meetings, and a public comment period. In addition, four user surveys have informed the Plan, including WSF’s 1999 Travel Survey, the 2003 South Sound AM Travel Survey, the Vashon Maury Island Community Council’s Vashon Island Transportation Needs Survey and Vashon Business/Ferry Survey.
How will the Plan be used?
The Long-Range Strategic Plan serves as the umbrella strategy for WSF. The Plan will be informed by the projects and planning currently underway at WSF.
How to get involved?
Your thoughts and opinions are important to us. Public participation opportunities will occur throughout the planning process. . Please email WSF at wsfplanning@wsdot.wa.gov or phone Hadley Greene at 206.515.3913 with your questions and comments, or to request a briefing for your organization.