Training for success: employment training program for people living on state rights of way is rebuilding lives, boasts 80 percent graduation rate

By: Tina Werner

People often dream about the day they graduate high school, complete a trade program or head off to college. They want to pursue their passions and provide a better life for themselves or their loved ones. They want a future.

For people who are experiencing homelessness, though, that dream isn’t a reality.

People living unsheltered are often concerned with where their next meal will come from, let alone entry into the workforce. Many times, they lack basic items needed for work. Applying for a job requires a permanent address for applications and personal identification. People need computer access to learn about or apply for jobs. A “ just get a job!” approach doesn’t solve those challenges.

That’s where our job training programs come in.

Through the state’s Encampment Resolution Program, we partner with service providers and the state Department of Commerce to transition people living unhoused on state rights of way into safer options . The initial work is happening in King, Pierce, Thurston, Snohomish and Spokane counties. The program includes identifying people’s needs and housing to allow for long-term success. (You can read more about the overall program in a previous blog).

In King and Spokane counties we’ve also added job skills training for some former encampment residents.

State Secretary of Transportation Roger Millar poses for a photo with Jomo Trice, a graduate of the “Tools for Success” training program for people living in encampments in King County. Jomo now works in adult care services and has moved into permanent housing.

Skills and life lessons learned along the way

This training isn’t for everyone living in an encampment. Participants are assessed based on needs and readiness for training. This helps ensure the training will be helpful at this stage of their life.

But the people who have graduated recent programs say it’s invaluable.

“This (program) taught me I have more to offer than what I am giving myself credit for,” said Joshua Price. Price graduated from the Pre-Employment Preparation Program after living in the “Camp Hope” encampment in Spokane. He learned not only job-specific skills but ways to be more stable and successful in other parts of his life. “I gained knowledge and refocused on bettering myself,” he said.

Joshua Price (back row, first from left) stands with fellow Pre-Employment Preparation Program g raduates in 2023. The graduates were previously living unhoused in Camp Hope, one of the state’s largest encampments in eastern Washington. In addition to housing, these graduates obtained job readiness training, identification, case management and mental health support.

Price now works in construction. He is living in emergency housing in Spokane. With a job and place to live, he is focused on improving his relationship with his daughter.

“This class opened my eyes and challenged me for better outcomes,” he said.

Students in the job readiness program receive certifications in OSHA regulations, First Aid and CPR. Students are also trained in forklift operations and flagging (traffic control). This training can allow them to apply for construction or road work jobs. The training is an important step in connecting graduates to potential employers, including us or other local jurisdictions.

Recent Tools for Success students in King County learn the basics of forklift operations as part of their job skills training.

The training programs are delivered by service provider i2 strategies. The program is paid for by our agency as part of the overall Encampment Resolution Program efforts, including funding through the WSDOT Office of Equity and Civil Rights.

In addition to job-specific skills, the program helps students address barriers to employment. Examples include:

• Driver licenses – both written and driving testing or help reissuing lost cards
• Obtaining GED transcripts/documentation
• Addressing mental or behavioral health challenges
• Partnering with local pre-apprenticeship and training programs for employment preparation certificates
• Employment preparation training (workplace expectations, communication skills, resume workshops, interview preparation, etc.)
• Case management support, including tips on how be successful after finding employment.

A job training student selects work boots. All students receive boots upon graduation. Work shoes and professional attire are an essential tool in being able to perform tasks and secure a job.

The training program helps people re-enter the workforce with pride. For some, they have faced years of disruption and now hope to be successful in their first jobs. Students receive help to identify potential careers and interests, prepare for interviews and more. There also is ongoing analysis of the training and student needs after graduation.

Success – by the numbers

These programs have started small to be sure there was enough support for each student. Initial results and individual successes have been encouraging.

In addition to an 80 percent graduation rate, many program graduates have found jobs and are in more safe and secure housing. These successes help stabilize their lives.

2023/2024 job training data for Encampment Resolution Program sites:

• 106 total assessments – individuals’ assessment for program readiness, potential job interests and other job-related barriers that may be present
• 157 service connections – connections include offers of housing, substance use disorder services, GED, behavioral health and legal services.
• 47 people graduated – includes graduates from two pre-apprenticeships in Spokane County, one flagging course and two job readiness courses in King County.
• 80% graduation rate (47 graduates/59 people enrolled)
• 26 graduates employed – total people employed in apprenticeship, flagging or other fields
• 14 graduates living in permanent house
• 15 graduates living in emergency housing
• 7 graduates living in local congregate or other nightly accommodations

*Data provided by service providers as of Aug. 1, 2024. These numbers are specific to King and Spokane County ERP sites.

And the support doesn’t end at the graduation ceremony. Our service providers continue to work with graduates to address challenges like not yet finding a job.

Ongoing support needed to address homelessness

Service providers say flexibility and a safety net of support are keys to helping build more stable lives.

The largest need is for more temporary and long-term housing. Washington’s Encampment Resolution Program works to safely and humanely close sites. This means moving people into secure housing and reducing safety concerns that come with people living along state highways. With our partners we’ve identified strategies that work. These strategies include housing and the job readiness training programs.

This work comes at a cost. We and other state partners do not have unlimited funds to address this need. We continue to share these concerns with lawmakers who set our priorities and budgets.

Our service providers see firsthand how employment training opportunities help people gain self-sufficiency. These programs offer long-term stability, a helping hand and restored dignity to our most vulnerable populations.

And everyone, regardless of their situation or dreams, deserves a chance for a brighter future.

Showing their age: Our rest areas are old and highlight the need for additional highway preservation investments

By: Tina Werner

You’ve likely visited at least one of Washington’s 47 safety rest areas in your lifetime – and some of you may be regular users during your statewide travels.

Maybe you visited the eastbound State Route 8 Elma rest area on your way home from Ocean Shores. Maybe you visited one of the Interstate 90 Winchester rest areas near Moses Lake heading to the Gorge. Maybe you were looking for a spot for your furry friend to stretch their four legs.

The SR 17 Blue Lake rest area near Coulee City offers restrooms, drinking fountains and a picnic area.

Regardless of your destination, our safety rest areas provide a valuable service to the 24 million people who use them each year. Rest areas help improve safety by giving the traveling public, commuters and freight haulers a place to stop and rest for a short period of time. This reduces drowsy driving. They also serve communities throughout the state by supporting the flow of goods and services, tourism and recreation.

But unfortunately, our rest areas are outdated and failing. On average, sites are around 47 years old, with construction dates varying from 1967-2011. If they were people, many would be planning for retirement by now. And, just like people with creaky knees, our rest areas are showing their years of wear and tear.

Recent I-82 Selah and I-90 Sprague closures – and creative solutions

This spring, during a routine inspection of the lagoon-style septic systems, crews discovered tears in the liners at two locations. The liners prevent untreated wastewater from seeping into the ground. The I-82 Selah rest area is 51 years old. The I-90 Sprague rest areas is 55. They are both almost eligible for senior discounts. At our Sprague location, the liner has failed before. This means there are recurring issues to our aging lagoon system. For environmental and safety concerns, the restroom facilities and the RV dump stations at both rest areas were temporarily closed. Portable toilets were provided.

Initial estimates for repairs were $2.2 million for Selah and $3.4 million for Sprague. We don’t have the funds to fully repair these locations within our existing operational budget. The funds aren’t available to us as facility improvement projects either. So, we had to get creative. Just like the problem-solving tv show, our planned fixes are “MacGyvered” worked arounds – not full solutions.

Throughout the summer months, contractor crews will remove and dispose of the damaged liners and install new ones.

It’s good news the rest areas will restore full service for travelers. But the not-so-great news is that because we’re not funded for needed repairs, this unexpected work means other critical projects will be delayed or canceled to pay for them.

Crews make repairs to the lagoon-style septic system liner at the Selah rest area in July 2024.

 In September, crews began to pump water from the I-90 Sprague Rest Area lagoon to make necessary repairs. Additional repairs will continue through fall.

The rest areas are expected to resume full operations this fall.

How did we get here?

Before you write in all caps, ‘JUST TAKE CARE OF IT!’ – we hear you. Our rest area attendants and maintenance crews work hard within the budgets provided and take pride in their service. Think of it like a home. Many of these rest areas are over 50 years old. Little to no major renovation work has been done in their lifetime, because we don’t have funding for that. Like your home, if you didn’t do important maintenance for 50 years, you’d see the pipes burst or a roof fail.

Our maintenance and preservation budget has been underfunded for decades. This has resulted in a backlog of work needed to keep our transportation system operating fully. We do our best with the funding the Legislature gives us. We also continue to work with state leaders to communicate our needs and the risks of not doing necessary work.

We have taken steps to reduce costs and extend the life of our facilities. We’ve patched roofs (instead of replacing them) and completed minimal waterline maintenance (instead of repairing or replacing entire systems). But those short-term fixes only work for so long.

Some repairs can be done at minimal cost; others are more expensive. For example, the I-5 Silver Lake Safety Rest Area closed in late 2019.The failing roof posed safety concerns for staff and guests. The roof can’t be repaired again, so it requires a costly replacement. The site remains closed while we complete a truck parking study. The Legislature requested we do this study to see if we can expand available truck parking options. Even a plan to convert the Silver Lake location to solely truck parking and demolish the rest area entirely, though, would cost over $5 million. We do not have those resources. We expect to have results from the study in December 2024. Then we can work on preliminary decisions for the site.

Damage to the walls and roof at the Silver Lake rest area forced us to close the location for public safety.

Without more investments into rest areas, we’ll see more closures in the coming years. If we had the resources to make more substantial repairs or completely renovate a facility, we would. We hear from the public daily about their experience and feedback at our rest areas. We’ve worked to stretch our dollars as far as possible, but now all we can do is try to reduce the rate of deterioration.

Facility concerns foreshadowed in our strategic plan

In 2023, we updated our safety rest area strategic plan – the first major update since 2008 – to address these concerns and chart a future for the program.

We know the needs of travelers have changed over the years. That’s why we conducted public outreach to more than 5,300 people across the state when drafting the plan. The population has grown. More people are driving electric vehicles. ADA and other accommodations are needed to serve all travelers – including items like adding infant changing stations to men’s restrooms (yep, we see you fellas!).

The rest area plan does not call for adding or closing any existing locations, but it does highlight the ongoing needs to keep them working. 87 percent of our rest areas were rated as “critical condition” in 2021. More than half of the buildings will be 50 years or older by 2031. The study also identified $375-$525 million needed over the next fifteen years to upgrade or renovate these aging buildings.

We shared findings with the public and state lawmakers last fall. This new plan will be used to guide conversations with state leaders – who set our budget – going forward. With the price tag and many competing needs, though, there is no easy or overnight solution.

Taking care of what we have

The day-to-day operations of our rest areas continue even with these funding concerns. Many guests say our rest areas are their first impression when they visit. We work hard to make it a good one. Our rest area attendants work hard to restock and clean sites multiple times a day for 24 million visitors a year. Maintenance work often includes mowing, repairing picnic benches, litter removal, repainting or repairing broken restroom amenities.

A maintenance crew member mows the grass as part of maintenance at the I-5 Scatter Creek rest area in Thurston County.

What’s next?

We will continue to work with lawmakers who set our rest area budgets.

We know that rest areas conditions, safety and amenities are a real concern for people – we use them too. We will continue our “MacGyver” work to keep them running as best as possible with the resources we have. At some point, if we continue crafting one-of-a-kind repairs and not fully funding these needs, it may turn into a complete closure. No one wants that. Please be patient with us during emergency and unplanned closures. Know we’re working as fast as we can with the resources available.

If you have questions about how other states manage their rest area operations, funding or privatization, check out our 2023 safety rest area strategic plan for details.

A happy reunion after traumatic initial meeting

By April Leigh

It was a sunny August afternoon when Ida van Schalkwyk and her daughter Charlize got in their 2006 Ford Explorer to run errands.

It was a perfect time for 15-year-old Charlize, who recently got her permit, to get some more time behind the wheel. When they started out, neither of them expected to be rear ended by a semi-truck.

But that’s exactly what happened.

Charlize was slowing down for traffic on southbound I-5 near Pacific Avenue in Lacey when she was hit from behind by a semi-truck and trailer. Luckily, no one was severely hurt. But it was fast and frightening, and the collision totaled their SUV.

But there was help after the initial trauma.

WSDOT Incident Response’s Bobbi Winchester poses for a photo with Charlize, who she helped after a crash on I-5.

For Charlize and Ida, the one thing that made them both feel just a little better that day was Bobbi Winchester.

Bobbi works for WSDOT Incident Response and was one of the first to arrive at the scene.

Ida and Charlize say that when Bobbi got there, she put everyone at ease. She was calm, kind and helpful. She stayed with them as long as she could after the crash and assured them that everything was going to be alright.

Before the crash, Ida knew how important Bobbi and her coworkers were to keeping things moving on the road. Ida is a WSDOT Transportation Technical Engineer who has analyzed and compiled crash data.

What she didn’t know was how much Bobbi’s help would mean to her and daughter. She wondered if Bobbi and her coworkers knew how much it meant.

So, Ida and Charlize decided to tell them.

Ida van Schalkwyk and Charlize meet to thank Bobbi Winchester for her help.

Armed with personalized thank-you cards and boxes of doughnuts, Ida and Charlize met up with Bobbi and a few of her coworkers in Olympia after the crash.

They hugged and greeted each other like family. Bobbi asked how they were, and Charlize told her about her first day as a high school sophomore. They talked about the crash and how lucky they were that it wasn’t worse.

Bobbi Winchester reads a personalized thank you card from Ida and Charlize.

Bobbi smiled. She’s been an Incident Response Team member for seven years. She’s seen worse and was glad that this family was okay.

Most of the time, Bobbi sees people on some of their worst days. She rarely gets the chance to speak with people after she leaves a crash. She does what she can to help ease the fear and trauma she knows they’re going through. In her truck, she keeps stuffed animals to give to kids involved in crashes she responds to.

Charlize holds one of the stuffed animals Bobbi carries in her car to give to kids involved in collisions on I-5.

After a few final words of appreciation and thanks, the group say their goodbyes. Bobbi encourages Charlize to continue working towards her driver’s license, despite the rough start. Charlize promises she will.

By the numbers

Members of our Incident Response Unit help drivers in need along some of the state’s busiest highways.

According to the most recent quarterly report:

• WSDOT responded to 10,323 incidents during the second quarter of 2024.
• More than two thirds of those incidents were cleared in under 15 minutes.

The program has 86 employees and 69 dedicated IRT vehicles. Teams are on-call 24/7 and actively patrol approximately 1,300 centerline miles (3,400 lane miles) of highway on major corridors around the state during peak traffic hours.

How our ferry system is tackling issues while building for a stronger future

 By Bryn Hunter

We hear all kinds of feedback from our ferry riders, from “I love the ferries” to frustration from folks waiting after a canceled sailing. It’s easy to focus on the day-to-day, but what’s the real story? How are our ferries really doing?

There’s good news, and we’ll call it, hard news.

The hard news is it will take some time before we’re back to how things were before the pandemic. Our first new vessels won’t arrive until 2028. Until then, we’ll keep working to trial and restore the three routes still on reduced service, but that will take time.

The good news is we’re working hard to get better and make our system stronger for the future.

WSF employees work to always be ready for emergencies, which includes practicing firefighting.

Culture change

We’re making our work culture better by building on what’s good and creating a more supportive, team-friendly environment. Everyone must feel valued as that is a key to retaining the staff we need for the future. That means all employees follow five main values: serve, grow, trust, respect and navigate. By living these values, we aim to improve customer service, build a more positive work environment, boost performance, and reach our goals while encouraging new ideas and ongoing improvement.

Workforce development

Thanks to a lot of hard work, new ideas, and money from the Legislature, our crew shortage is getting better. It will take time to fully fix, but we have pipelines in place to recruit, hire and train qualified mates and captains, our biggest crewing challenge over the past few years. Right now, we have 187 licensed deck officers, with a goal of reaching 200. This is a big win, especially with the worldwide shortage of mariners.

Now we’re focusing on building up our engine room team in the same way. We have 180 licensed engine room employees but need 200. We’re hiring more oilers and wipers to train them to become future assistant and chief engineers, and we are working on supporting additional training to help prepare those folks to be successful. These skilled workers are crucial for keeping our boats running, especially our older ones, with the help from our Eagle Harbor Maintenance Facility staff.

Oiler Sean Morgan performs repairs to the engine on board Chelan.

New ferries

This summer, we signed a contract with ABB to help build the propulsion systems for our first five hybrid-electric ferries. We’re also talking with other companies about constructing the other components of these boats. Again, we expect the first two to arrive in 2028. Meanwhile, the first of our three Jumbo Mark II ferries is getting its long-planned propulsion upgrade and hybrid conversion.

So, the next time you ride one of our ferries, know you’re supporting our big comeback. We’re like the Seattle Mariners, working hard today to build the dream of tomorrow. Maybe give a ferry worker a high five. We’re facing challenges together and sailing as a team. Together, we’re building a better ferry system for the future while doing our best to serve Washington state today.

We’re on a roll developing the e-bike rebate program

by: Adele Peers and Hannah Weinberger

We got excited when we heard there was going to be an e-bike rebate here. Last year, the Washington State Legislature funded an E-Bike Rebate Pilot Program with $5 million in Climate Commitment Act dollars. The program will help Washington residents purchase e-bikes from local bike shops.

E-bikes come with many benefits. They can:

• make bike riding more accessible and comfortable.
• reduce household spending on vehicles.
• replace driving trips with bike rides.
• improve the health of people and the planet.

Government e-bike rebate programs are a new concept in North America. They’ve been popular where governments offer them, and have helped people make bike riding a habit.

Between our own excitement and yours (based on the questions you sent us), we began talking about our program. This was long before we had staff to start the rebates. In fact, we hadn’t even had a chance to do any research about how to design a program like this. We set some expectations that the work ahead would take some time.

A lot needs to happen behind the scenes to turn legislation into rebate vouchers. Just one example of things to work out is data security. The rebates are tied to income. That means we need to protect people’s personal and financial information when they apply for and receive rebates. We started working on this with the staff we already had, but they also were managing other new and expanded programs.

We’ve made a lot of progress since funding started in July 2023. Here’s what we’ve done so far:

• worked with the University of Washington to research and publish a Policy Brief (PDF 703KB) to guide how we structure the program.
• developed a program manager position and hired someone into it.
• created processes to more easily launch and manage this program. (And this work is ongoing also.)
• communications research. (Also ongoing.)
• coordinating with bike shop staff about questions we can answer with educational materials.
• define the qualifications required from a website contractor. (More on this below.)

At this point we’re like a paddling duck. There’s not much movement on top of the water but we’re working hard below the surface.

Our focus this summer was writing a legal document guiding how we work with contractors. It lets them know we need a partner to build and manage a website that will process the rebates. The document outlines qualifications a company needs to work with us, and what we expect them to produce. This is not something just any company can do. The website and rebate technology need to handle lots of people using them at once. They need to protect people’s information while they’re applying for and receiving vouchers. Bike shops need to be able to accept vouchers and receive rebate payments. We recently held an informational session to share this information with potential contractors. We expect to choose a partner this November.

While all that was going on, we’ve also been talking with other e-bike rebate programs. There are teams managing city and state rebate programs elsewhere that have run into problems after launching too quickly. In some cases, they’ve had to slow down or even stop the rebates after they started them. Some of them have had trouble with websites. We’re learning from them to avoid or minimize the effects of similar issues.

We will have a better idea of when our launch date might be when we have a partner. We can then provide a launch schedule. We’re confident we’ll have plenty to report in our next legislative update due July 2025.

A question we’ve been asked several times: The rebates will be offered when someone buys an e-bike and will not be available retroactively.

Many people tell us they won’t purchase an e-bike until rebates are available. This might not help them with their e-bike purchases. We won’t be able to provide rebates to everyone interested. We expect to give out about 8,500 vouchers. Most of those will go to low-income households. Rebates will range from $300 to $1,200; people need to meet low-income requirements to get the $1,200 rebate. The legislature limits households to one voucher each. There are about 3 million households in the state.

We expect to see a lot more e-bike riders in the next few years. Aside from creating the rebate program, we’re also making materials to help people prepare to use and ride e-bikes. There is some info out there already, but there are gaps that we would like to cover. We want everyone to be as safe and comfortable as possible. These will answer questions we frequently get from residents and bike shops. Please let us know if you need specific resources to feel comfortable and knowledgeable about riding and maintaining an e-bike in Washington state!

The best way to learn about our progress with this program is by signing up for our Walk & Roll newsletter. We appreciate your patience and can’t wait to show you what a pilot program like this can do for you and your neighbors!

Airplane crash near Stevenson results in one rescue and one fatality following afternoon search

OLYMPIA – One person was rescued and one person was found deceased after an airplane crashed in the Gifford Pinchot National Forest this evening. Washington State Department of Transportation Air Search and Rescue was notified 3:05 p.m. Friday that an aircraft did not arrive in Hood River, Oregon after breaking away from a three-plane flying formation. The pilots of the other two aircraft in the flying formation reported the missing plane overdue about one and a half hours after landing.

The crashed 1943 Stearman Kaydet aircraft was enroute to a local fly-in event this weekend in Hood River. It departed from the Enumclaw area and stopped at the South Lewis County airport before continuing toward the Columbia River Gorge just before noon.

A photo of the 1943 Stearman Kaydet aircraft. The plane and two occupants were discovered in the Gifford Pinchot National Forest Friday, Sept. 6.

A local Hood River air crew tried to locate the missing plane or detect a distress radio beacon.

Cell phone and radar forensics determined that the plane’s flight path ended about 12 miles northwest of Stevenson at 12:59 p.m. Friday. A rescue helicopter and crew from the United States Coast Guard out of Astoria and ground search and rescue teams from Skamania County worked together to locate the crash site. The aircraft and occupants were discovered at 6:20 p.m. in the high trees of the Gifford Pinchot National Forest. 

One survivor was transported to the Portland International Airport, where first responder personnel were on standby. Another person was found deceased inside the wreckage of the plane.

Currently, the identities of the survivor and deceased occupant have not been verified. While the location of the crash site was found with commendable speed, this was a heartbreaking discovery as well.

WSDOT is thankful for those who provided their time or expertise during the search mission. Agencies that assisted in the search include Skamania County Search and Rescue, U.S. Air Force Rescue Coordination Center, United States Coast Guard Air Station Astoria, National Civil Air Patrol Radar and Cell Phone Forensics Teams, Washington Air Search and Rescue and WSDOT personnel.

WSDOT, by statute (RCW 47.68.380) is charged with the coordination and management of aerial search and rescue within the state.

This concludes WSDOT’s involvement in the mission. Further information will be released by the Skamania County Sheriff’s Office. The contact there is Sergeant Ryan Taylor at 509-427-9490. Media questions about any investigation of cause can be directed to the National Transportation Safety Board.

Navigating staffing challenges: The realities behind WSF’s San Juans’ interisland service

by John Vezina

We know how much our ferry service means to island communities. But the geography of the San Juans can make it hard to staff our interisland boat reliably. This overview explains our commitment and the challenges we face.

Crewing the San Juans’ interisland ferry

Each sailing season starts with fully crewed boats with vacation reliefs filled when requested. But if someone calls in sick, has childcare issues or gets a flat tire, we can’t sail until we fill their spot. This year, the Legislature gave us money to add an extra ordinary sailor (deck) and oiler (engine room) to each sailing. Unfortunately, we don’t have backups for other crew positions, so if we don’t meet Coast Guard requirements, we can’t sail until we find someone. This is especially tough on our Anacortes/San Juan Islands and interisland routes because most of our employees live far away.

Our interisland ferry is based in Friday Harbor, which most crew members can’t reach by road. This makes it very hard to find relief employees.

For staff who don’t live near Anacortes, commuting to Friday Harbor adds at least five hours to their day. This makes it less attractive for them to fill relief requests on the interisland vessel. Instead, they prefer working overtime on routes closer to home.

New initiatives to support crew

Since our interisland route is a priority and one of the first to be restored, we’ve looked for ways to address these challenges. We’ve hired a charter boat to help crew members travel between Anacortes and Friday Harbor. We’ve also added wage incentives for those who work on the interisland ferry. However, work agreements don’t allow us to schedule overtime. Our on-call pool, which some see as a hiring barrier, is needed to cover staffing for all routes.

We’ve also thought about moving the interisland boat to Anacortes, to make it easier for employees to report for shifts. But this would mean the boat would have to stop in Anacortes at least four times a day for crew changes, reducing interisland service. It would also affect jobs for crew members who live in the San Juan Islands, who are our most reliable staff for this route. The high cost of living and limited housing on the islands make it hard for new crew members to move there. We will work with San Juan County officials to explore housing options for our employees.

USCG regulations limit how many hours a crew member can work in one day. If the interisland vessel falls too far behind schedule, we may have to cancel evening sailings to keep crew from working too many hours. If they work too long, they can’t work the next day. Delays can be caused by weather, medical emergencies or even small issues like someone locking their keys in their car.

Starting in winter 2025, we’re changing our sailing schedules to make service more reliable. These updates will help with crew changes and make crossing and docking times more realistic.

Sharing information with customers

We’re also improving how we communicate with our customers. If you sign up for our rider alerts, we’ll let you know if there’s a crew shortage on the interisland ferry. We send alerts three times a day if there are open relief requests so you can plan ahead. This is especially important for county workers and students commuting to school in Friday Harbor, so they can get home if the last trip of the day is canceled.

We’ve also made alternate schedules for when the interisland vessel is out of service. The three boats that serve Anacortes make extra stops to help interisland customers reach their destinations.

Our interisland route staffing challenges are clear in recent service data. From Aug. 1 to Sept. 2, we canceled 33 out of 1,814 sailings (1.8%) for the three ferries connecting the islands with Anacortes. During the same period, we canceled 120 out of 822 interisland sailings (14.6%).

We expect things to get better as we hire new employees and train existing crew members into higher positions. With a larger workforce and the changes above, more reliable service will come to our interisland route. We know how important it is to avoid interisland cancellations, and we are working hard to make service more reliable.