A return to its maritime roots

“Anyone studying the growth of the city …cannot help but be struck by the fact that New York was first a port before it was anything else.” This William Bixby quote adorns the perimeter of South Street Seaport in New York. The city is one with a rich maritime history—operations on both the East and Hudson River have played a vital role in shaping the city and its people’s history—but its one often forgotten by most New Yorkers navigating their way through the hustle and bustle of the concrete jungle.

New York was originally the landmass south of Wall Street on the island of Manhattan, as time went on, however, New Yorkers began expanding out into the neighboring boroughs and eventually made their way to the suburbs. Today, Manhattan is still the city’s center with New Yorkers spending, on average, 40 minutes traveling to or from work each day, according to the New York Times —more than any other city in the United States. But one mode of transportation often not used by New Yorkers, are ferries operating on New York’s marine highway, the East River. Granted, most communities in the city’s five boroughs don’t have access to such ferry operations—except for Staten Island which has the government operated Staten Island Ferry, most ferry operations are private and confined to Manhattan and parts of Queens and Brooklyn—but that’s all about to change thanks to a partnership between the New York City Economic Development Corporation (NYCEDC) and Hornblower, Inc.

Hornblower is no stranger to New York, the company’s subsidiary Statue Cruises currently provides transportation to the Statue of Liberty National Monument and Ellis Island. Hornblower also debuted its New York Hornblower Hybrid, a ferry/luxury yacht, back in 2011.

Citywide Ferry
Promising a fast, frequent and convenient service operating year round, the Citywide Ferry will bring a total of six routes that, when combined, will cover over 60 miles of waterways. The creation of the service will help meet growing waterfront community demand, and help lighten the load for an already overworked, overcrowded, and outdated MTA subway system.

Hornblower will have the option to purchase at least 17 new ferries, as well as chartering already existing ferries to help meet the system’s demand. Our sources tell us Hornblower will likely contract up to three shipyards, which will each build three to four ferries in the first round of construction. One of the shipyards is believed to be Metal Shark Aluminum Boats, Jeanerette, LA. It recently received a Small Shipyard Grant from the Maritime Administration for its Franklin, LA, shipyard.

The city is providing the service with $55 million in infrastructure upgrades—this includes the building of ten new ferry landings and the repair/refitting of six others. Additionally, the city will provide $10 million for startup costs, such as vessel upgrades and ticketing machines and $30 million in operation support per year for a period of six years.

NY Waterway’s East River Ferry boats are also to be fully integrated into the Citywide Ferry fleet. The transition is expected to be complete by the summer of 2017.

The Citywide Ferry service will roll out in two phases. Phase one will initiate service to Astoria, South Brooklyn and Rockaway in 2017. Phase two to Soundview (Bronx) and Lower East Side will launch in 2018.

The catamaran ferries, which will be based on an Incat Crowther design, say our sources, will carry at least 149 passengers, will be fully accessible to those with disabilities, will be equipped with WiFi, and will operate using low emission engines and “Low Wake” technology. The ferries will offer passengers 360 degree views, and LED screens will be fitted on board displaying information and entertainment.

The ferries, like its Staten Island ferry counterpart, will also offer food and beverage options on board.

However, unlike the Staten Island Ferry, which is free, the Citywide Ferry will cost passengers $2.75, the same price as a New York City Metro Card swipe on the city busses or Subway system.

Passengers however will not be able to transfer from the train/bus to the Citywide Ferry—meaning the service won’t be fully integrated with the NYC mass transit system. However, free transfers will be available between ferries. The ferries will operate from 6:30 am to 10 pm, seven days a week.

LandingsFerry Landings for Citywide Ferry
A total of 10 ferry landings—the barges were designed by Blancke Marine Services, Woodbury, NJ, and the topside outfit by project design manager McLaren Engineering—will be built for the service, and are expected to be ready in time for the service’s launch in 2017.  The barges for the landings are being built at May Ship Repair on Staten Island.The ferry landings will be 35 ft wide by 90 ft long.

The landings are being fabricated for Soundview, Bronx; Astoria, Queens; East 62nd Street, Manhattan; Roosevelt Island (between Manhattan and Queens); Long Island City, Queens; Stuyvesant Cove in Manhattan; Grand Street (Lower East Side Manhattan); Red Hook, Brooklyn; Bay Ridge, Brooklyn; and the Rockaways.

According to NYCEDC, upon completion, the landings will be equipped with canopies and wide screens to provide passengers a sheltered space from inclement weather. Additionally, the barges will feature ticket machines and waiting areas, allowing for minimal upload impact at the landing sites, says the NYCEDC.

Helping the waterfront community
The Citywide Ferry system is projected to add 155 new jobs to the New York Harbor. Additionally, the company will participate in the City’s HireNYC program which will match qualified applicants from neighborhood-based WorkForce1 training centers, meaning that the folks working at the landings will be qualified people from the communities.

Crews are expected earn more than $15 an hour and will also receive a comprehensive benefits package.

Further exemplifying its desire to highlight and foster the growth of the city’s maritime tradition, NYCEDC has partnered with a number of federal, state and city agencies to launch the Waterfront Navigator—a website that will serve as an official source of information for businesses and waterfront property owners seeking to learn what tools are available to them. In addition, the website, WaterfrontNavigator.NYC, will help facilitate environmental permit applications for waterfront construction.

NYCEDC President Maria Torres-Springer says that the “one-stop” user friendly website is where regulatory agencies from the federal, state and local levels joined forces to create a resource for simplified permit planning.

Staten Island Ferry
One constant presence on the New York Harbor has been the Staten Island Ferry (or at least some incarnation of it). Formal service on the route between Manhattan and Staten Island was established in 1817 under the Richmond Turnpike Company when it began sailing the steam-powered Nautilus. Eventually, the City of New York took over the operation in 1905 when it ordered five new ferries for the route, each named after the city’s five boroughs: the Bronx, Brooklyn, Queens, Manhattan and Staten Island.

Since then, a number of new ferries have been built and retired for the now famous orange Staten Island fleet. Currently, the fleet is made up on nine ferries providing service to 22 million passengers a year. And with the population on the island growing, demand is high for a new series of ferries that provide faster, more efficient ride.

Earlier this year, New York City Mayor Bill de Blasio confirmed that the NYC Department of Transportation (NYC DOT), the agency that runs the Staten Island Ferry operation would be ordering three new ferries for the route. This would enable the operator to retire three of the older ferries in the fleet including the 51-year-old John F. Kennedy, commissioned in 1965. Additionally, the S.I. Newhouse and Andrew J. Barberi, both commissioned in 1981 will also be put out of service. The two hold the distinction of having the highest passenger capacities, with room for 6,000 passengers.

The three new 320 ft x 70 ft ferries are designed by Seattle-based Elliott Bay Design Group, and are expected to bare a striking resemblance to the beloved Kennedy, with lots of open-air space. The ferries will also be double-ended and have capacity for 4,500 passengers.

The ferries, which will be built to ABS class requirements, will be powered by Tier 4 EMD engines and Voith Schneider Propulsion drives.

Glosten Inc. will act as the Owner’s Representative [Team] providing all construction management and oversight on behalf of the NYCDOT.

Industry Day Reveals Interested Parties
At the New Staten Island 4500 Class Ferry Industry Day event held last September at the Whitehall Terminal, the NYC DOT laid out details on the Ollis class project as well as its target dates.

The city operator expects for bids to be due 90 days after it was advertised (sometime in the 3rd Quarter of 2016)—we should note that as we were going to print, the NYC DOT released the Request for Bids (RFB) for construction of the ferries; and expects to issue a Notice to Proceed (NIP) contract start by the 4th Quarter of 2016. The NYCDOT expects all three vessels to be completed within 1,460 consecutive calendar days following NIP.

Looking at the Industry Day’s attendance sheet, one could wager a guess on what yards will be bidding on the project. Conrad Shipyards, Dakota Creek Industries, Eastern Shipbuilding Group, Fincantieri Bay Shipbuilding, GD NASSCO, Leevac Shipyards, Vigor Industrial, and VT Halter Marine were all in attendance.

The first of the three new ferries, the Staff Sgt. Michael Ollis, is expected to begin operations in 2019. The ferry is named in honor of the late U.S. Army Staff Sgt. Michael Ollis, a native of the New Dorp area of Staten Island, who died while saving a Polish soldier in Afghanistan. He was only 24 years old at the time of his passing. 

Vessels two and three in the Ollis Class are to be delivered later in 2019 and 2020.

FTA awards ferry grants, WETA expands
The Staten Island Ferry system will also get a boost from the U.S. Department of Transportation’s Federal Transit Administration (FTA). Under its Passenger Ferry Grant Program a total of ten projects received a combined $59 million in funding. Of that, $6 million will go to the NYC DOT, which will use part of the funds to replace the deck scows (barges) for the Staten Island Ferry Dockbuilding Unit as well as upgrade the Staten Island Ferry Maintenance Facility Ramps and Racks.

WETAThe San Francisco Bay Area Water Emergency Transportation Authority (WETA) was also a recipient of the FTA grants. Under the program, WETA will receive $4 million to expand berthing capacity at the Ferry Terminal from its current four berths to six, and the construction of three new ferry gates. According to WETA the expansion project is set to begin Summer 2017. WETA says the project will improve landside conditions at the Ferry Terminal by providing new amenities, such as weather-protected canopies, the construction of a new plaza area south of the Ferry building, the extension of pedestrian promenade areas and other public access improvements. The expansion will also enable WETA to stage emergency water transit services in the event of a regional transportation disruption or disaster.

“Improvements to the San Francisco Ferry Building ‘hub’ is a key element to expanding our services on the Bay, and validation of the important role ferry service will play in the future of the Bay Area’s transit infrastructure,” says Nina Rannells, Executive Director of WETA.

The improvements come at a time of growth for WETA. The ferry system in the Bay area has experienced a boost in ridership over the last few years and to help meet increasing passenger demands WETA has invested in both new ferries and is currently in the process of converting/refurbishing other members of the fleet.

Last April, the operator awarded Kvichak, a Vigor company, the contract to build two all-aluminum 400-passenger only ferries. The 135 ft x 38 ft catamarans, currently under construction—the hulls are being built by Kvichak and the superstructure is by Nichols Brothers Boat Builders, were designed by Australia’s Incat Crowther, and will be equipped with MTU 12V4000 M64+ EPA Tier III engines rated at 1,950 bhp at 1,830 rev/min. The engines, coupled to ZF7600 reduction gears, will enable the ferries to reach a top speed of 27 knots. Delivery of the ferries is expected to occur November 2016 and April 2017.

Beyond the newbuilds, WETA also has two of its existing ferries, the MV Intintoli and MV Gemini, undergoing upgrades at San Diego-based Marine Group Boat Works.

At press time, the MV Intintoli was nearly done undergoing a propulsion upgrade. Meanwhile, the MV Gemini is currently undergoing a minor refit to help improve vessel reliability and passenger amenities, according to WETA’s Ernest Sanchez. Among the improvement is the refurbishment of shafts, propellers and rudders, and the replacement of bearings; plus the overhaul of the Selective Catalyst Reduction System as well as the main engines, HVAC, electrical, plumbing, emission and fire and lifesaving safety systems.

The Gemini’s conversion from a Subchapter T to a Subchapter K ferry—means an increase in passenger capacity from 149 to 225 and an upgrade of the interior spaces. The MV Gemini project will be completed this summer.

WSF phases out older ferries
While New York City and San Francisco get ready to up the ferry ante, up in the Northwest, the largest ferry operator in the U.S., Washington State Ferries continues its newbuild program in the hopes of phasing out older members of its fleet and improving safety and efficiency. The ferry division of the Washington State Department of Transportation recently announced that construction has officially began on the state’s newest ferry, the Suquamish.

The keel was laid last month at Vigor’s Harbor Island Shipyard in Seattle, where Governor Jay Inslee, State Senator Christine Rolfes, and Suquamish Tribal Chairman Leonard Forsman struck ceremonial welds on to the keel—Inslee welded his granddaughter’s initials, Rolfes welded an orca whale, and Forsman welded a circle with a dot, an ancient design element found in the early Suquamish winter village.

The Suquamish is the fourth ferry in the Olympic Class, which was designed by Seattle-based Guido Perla & Associates, Inc., and is based on the Issaquah class design, WSF’s most versatile ferry. The Olympic class ferries each have capacity for 144 cars and 1,500 passengers.

While construction has officially started on the Suquamish, the third ferry in the class, the Chimacum, is about 75 percent complete. In April, Chimacum’s superstructure, built by Nichols Brothers Boat Builders, was joined to its hull at Vigor.

The Chimacum is expected to go into service on the Seattle/Bremerton route in 2017. WSF is expected to take delivery of the Suquamish in the Fall of 2018.

The total cost to build four Olympic Class ferries is $515.5 million.

The hope for WSF is to continue “investing in long-term ferry build programs” in order to keep up with increasing ridership numbers—WSF carries more than 23 million riders and 13 million cars, annually— in addition to replacing aging members of the fleet, said Matt Von Ruden, Director of vessels for WSF.

One of those aging vessels, the Hiyu was officially retired last month after nearly 50 years of service. Considered cute by many, it was even affectionately called “Baby Hiyu” by some, the ferry was tiny in size—only 162 ft long with a maximum capacity for 199 passengers and 34 vehicles—but lacked ADA accommodations and incurred high maintenance costs, rendering it obsolete.

“While the Hiyu was a good and dependable vessel, its tiny size means it is no longer the best option for moving passengers and commerce across the Puget Sound,” said Elizabeth Kosa, Washington State Ferries’ Chief of Staff. “The addition of modern, bigger and faster Olympic Class vessels to the fleet means its time to bid farewell to the Hiyu.”

WOODSHOLE1Conrad christens MV Woods Hole for Steamship Authority
As we were going to press, the Woods Hole, Martha’s Vineyard and Nantucket Steamship Authority was prepping to take delivery of its newest ferry, the M/V Woods Hole.

Built by Conrad Shipyard, the ferry, was christened on May 20th at Conrad Aluminum, Amelia, LA. Called a “beauty” and a “perfect example of the ships built by Conrad…quality in every detail,” by Project Manager Thomas Rachal, the ferry features state-of-the-art technology, WiFi stations, a snack area, and oversized reclining leather seats for passenger comfort.

The M/V Woods Hole, designed by Seattle-based Elliott Bay Design Group (EBDG), is 235 ft x 64 ft with a maximum draft at 10 ft 6 inches. It has a passenger (plus crew) capacity of 384, car capacity of 55 and the freight-vehicle deck is designed to carry ten 100,000 lb tractor-trailers.

It features a highly shaped bulbous bow to help minimize wave and improve fuel efficiency. Further improving efficiency are Becker high-lift rudders, which, when working in combination with the controllable pitch propeller system and vectorable bow thruster provide the ferry with high maneuverability in a small area.

Powering the M/V Woods Hole are a pair of MTU 16V4000 EPA Tier 3 engines providing 2,680 hp connected to Hundested controllable pitch propellers, generating service speeds of 12 to 14 knots and sprint speeds of 16 knots.

The ferry is expected to go into service sometime this month providing service between Woods Hole and Martha’s Vineyard.

Alaska Class Ferries Get Named
Meanwhile, another EBDG-designed ferry series, the new Alaska Class ferries being built for the Alaska Marine Highway System have officially been named. Following a call to students from Alaska’s Governor Bill Walker to submit essays on what the ferries names should be, two students, seventh grader Malea Voran and 10th grader Taylor Thompson, won the naming rights.

The two new ferries will be named Tazlina, which Voran explained in her essay was an Ahtna Athabaskan name that means “swift river”, and the Hubbard, after the Hubbard Glacier, which Thompson says “surpasses all others (glaciers) in its beauty and magnificence. A ferry named after it would surely do the same.” The Hubbard Glacier has actually thickened over the years as opposed to melting like its other glacier counterparts, making it an anomaly to the science community.

The 280 ft ferries are being built in modules by Vigor’s Ketchikan Alaska Shipyard. Once the modules are complete—with pipes, electric cable raceways and other systems installed—they will be set in place and attached to the ships.

The two-day boat Alaska Class ferries will seat up to 300 passengers and carry 53 standard size vehicles. Delivery is expected from the yard in 2018.
 

CEO Spotlight: Lynne Griffith, Assistant Secretary, WSF

 

MARINE LOG recently had an opportunity to sit down with Lynne Griffith, the new Assistant Secretary of Washington State Ferries. In the fall of 2014, Griffith became the first woman to hold the position and is responsible for guiding the 1,900 employees that work at the iconic Washington State Ferries to meet their operational, budgetary, and safety goals.It’s no small task: Washington State Ferries is the largest ferry operation in the U.S., carrying about 22 million passengers annually and about 10 million vehicles between 20 different ports in and around Puget Sound.

Some of the key challenges Griffith faces are renewing the WSF fleet—which has an average age of about 35 years old— modernizing the system’s terminals, and investing in new IT systems to improve efficiency and communications with riders. Like most state-run agencies around the country, the Washington State Department of Transportation was hit hard by the recession, which means a loss of revenue and cuts to services across the board. About 70 percent of the ferry system’s operations are funded by the fare box. By comparison taxpayers in New York fund the entire cost of the Staten Island Ferry.

Although she doesn’t have a maritime background, Griffith is well suited for the role with 35 years in the transportation industry, including her role as CEO at Pierce Transit in Washington State, where she had to face similar budgetary constraints and operational challenges.“I’ve always been connected to public service or serving members of the public through transportation. It’s not quite like the movie, Trains, Planes, and Automobiles, but I’ve really done planes, trains, buses, and boats,” jokes Griffith.She started her professional career at 18 working at a small airline. “I used to dispatch airline equipment from parts of the network within the airline. It was just like dispatching buses or getting crews and vessels ready to go in the morning. There’s a very strong similarity in terms of the technical aspects of getting the mode of transportation ready to serve the public.”

Griffith was invited to participate in the selection for the new WSF head by the state Secretary of Transportation 2014. “But I said no. I couldn’t see the connection. I was getting ready to retire.” What changed Griffith’s mind were two high profile ferry incidents. The first was in July 2014 when the 2,500-passenger, 202-vehicle ferry Tacoma lost power on the Seattle-Bainbridge Island route, which caused lengthy delays for passengers crossing Puget Sound.The second occurred on August 15, 2014, when hundreds of Seahawks fans flocked to the ferry to attend a preseason game at CenturyLink Field. After setting sail for Seattle, the Cathlamet had to return to the Bremerton dock to unload 484 passengers because of fears of overloading. However, an official state inquiry ordered by Washington State Department of Transportation Secretary Lynn Peterson found that the vessel was not overloaded, but rather that the count was wrong due to a faulty counting device.

“After those incidents, it dawned on me that Washington State Ferries needed to focus on its operations. And that’s my background—operations. Whether it’s the airline industry or the transit industry, I have always been on the operating end.” Griffith knew she could help. She contacted the state and threw her name back into the hat.Hired back in September 2014, Griffith knew she had to quickly become deeply engaged in the organization in order to assess what exactly needed fixing. That meant learning what agents do at the terminal, deck hands on board, captains in the pilothouse and engineers in the engine room.

“That was the first smart thing I did. The willingness of employees to be candid and open with me really helped me understand what’s working, what’s not working, so that wherever I was going to apply to my leadership role in this organization, I was going to apply it to the right areas. They helped me tremendously to understand where the attention is needed.”As part of the learning process, she took ordinary seaman training. “That was a real eye opener in terms of just how tough their jobs are. They have to be prepared for everything from fire fighting to CPR.”

“As a leader, you have to understand what your employees do and how good they have to be at their jobs, and what their needs are.” Griffith says that insight provides her with the valuable raw knowledge to inform state legislators where funding is needed whether it is for training, maintenance or new hires.“It is hard to sell, that message, when you are in a distressed financial environment. Of course, everyone in the public sector has been grappling with that for a very long time. The recession is long over, but to rebuild that capacity … is a big climb up a very steep ladder,” she adds.

A high priority for Griffith has been a renewal of the aging fleet, as well as renovations to two of the system’s busiest terminals. Washington State Ferries signed a Notice to Proceed giving shipbuilder Vigor Industrial the go ahead to get started on work on the fourth vessel in the 144-vehicle capacity, Olympic Class ferry series and work will begin this month.
The new ferry is funded through the Connecting Washington transportation package, which is being paid for through a hike in state gasoline taxes.

WSF is building the Olympic Class ferries to replace some of the fleet’s oldest vessels. The Olympic Class design is based on the Issaquah class, the most versatile vessel in the WSF fleet.

13451853973 29b87889e7 o

Two of four are in service, the third will be complete in 2017 and the fourth is scheduled for completion in 2018. The first vessel, Tokitae, joined the Mukilteo/Clinton route in June 2014. The second, Samish, was put into service on the Anacortes/San Juans Island route in June 2015. Chimacum, the third ferry, will replace one of the older vessels on the Seattle/Bremerton route in 2017.

The budget to build the vessel is $122 million, and delivery is scheduled for mid-2018.“I actually think that the build program needs to move on beyond the Olympic Class. Right on the back of the group of new vessels, we have a whole group in our existing fleet that is going to hit 60 years old. We need to be thinking about how we are going to pursue those replacements. What are those vessels going to look like? Are they the same Olympic Class vessel or are they going to be different. We are going to have to think about the funds for those vessels, so we don’t have an interruption in the build program.”

“Technology changes so quickly. Do we need to build ferries that last 60 years or should they be something else? Vessels that are built to last 60 years are more expensive to construct. I don’t know what the answer is, but we have to open ourselves up to thinking about those things.” She notes that some of the older vessels will have to be retained as surge or back up capacity. 

WSF, however, will have to compete with the Coast Guard, Navy, and a number of commercial operators for access to regional shipyards, whether it is for drydockings or dockside repairs. Griffith is working closely with Matt Von Ruden, the new Director of Vessels at WSF, on innovative ideas to improve operations.

“Anything from expanding engine room training to collaborating with our shipyard partners in finding solutions for getting our vessels in for inspection or for those big fixes.“Looking at it as a newcomer, I don’t think that replacing every terminal, building every new vessel or adding to the fleet is financially feasible right now. The mistake is that we report that we can do more and more and more without the funding dynamics changing.

“The public is never going to tolerate that much tax. So how can we be smart? What technology can we use? What practical design can we use that gives people what they need?“If you look at it differently and open up your mind—we’re already thinking about different types of fuel that could offer savings for the state if there would be a fuel spike again down the road, about how we can fix and modernize terminals instead of rebuilding at the maximum cost—we can get there with a balance of what the public thinks is acceptable and what we can afford.”

Griffith sees her port engineers, captains, deck hands, and mates as a valuable source of new ideas. “We have one staff chief who thought of an idea to save about $2 million per year just on his route.” That involved modifying operational practices as the ferry came into dock. Instead of using all engines before docking, using just three engines to slow the vessel as it approaches the dock, then two engines when docking. The practice cut the amount of fuel burned.

She also worked with the union to provide more transparency in the service’s Ferry Alerts. With more informative alerts, riders can now make better decisions on whether they should go to the dock or find alternate routes during service disruptions.  “If we don’t give enough information, we just made an angry customer.” says Griffith.

While Washington State Ferries has shelved the idea of converting one of its older vessels to hybrid propulsion, it is moving ahead with the idea of burning Liquefied Natural Gas (LNG) as a marine fuel. Griffith would prefer incorporating the technology into a newbuild, but sees the benefits of converting an existing vessel to burn LNG.“There is a lot of apprehension about LNG. There have been questions about whether converting a vessel is practical. What I see is that our experts are going to learn something in that process. We will learn about logistics and how the vessels would be fueled so that, if we make a major investment in a new vessel, we would be a little bit smarter.”

Besides renewing its fleet, WSF also needs to attract new blood to its organization. Griffith points out that the average age of pilot house personnel is 65 and the average age of engine room personnel is 55. “We need a mentoring program right now before we lose the talent. We need to work with local maritime schools and conduct an outreach to local mariners.

“The state does not pay competitively to the private sector. We have to build a package of information to convey the idea of why they should come to work for us. Some of the key benefits of working at Washington State Ferries, however, is that employees have an improved quality of life; the ability to go home at night to their families and long-term security.”

CEO Spotlight: Lynne Griffith, Assistant Secretary, WSF

MARINE LOG recently had an opportunity to sit down with Lynne Griffith, the new Assistant Secretary of Washington State Ferries. In the fall of 2014, Griffith became the first woman to hold the position and is responsible for guiding the 1,900 employees that work at the iconic Washington State Ferries to meet their operational, budgetary, and safety goals.It’s no small task: Washington State Ferries is the largest ferry operation in the U.S., carrying about 22 million passengers annually and about 10 million vehicles between 20 different ports in and around Puget Sound.

Some of the key challenges Griffith faces are renewing the WSF fleet—which has an average age of about 35 years old— modernizing the system’s terminals, and investing in new IT systems to improve efficiency and communications with riders. Like most state-run agencies around the country, the Washington State Department of Transportation was hit hard by the recession, which means a loss of revenue and cuts to services across the board. About 70 percent of the ferry system’s operations are funded by the fare box. By comparison taxpayers in New York fund the entire cost of the Staten Island Ferry.

Although she doesn’t have a maritime background, Griffith is well suited for the role with 35 years in the transportation industry, including her role as CEO at Pierce Transit in Washington State, where she had to face similar budgetary constraints and operational challenges.“I’ve always been connected to public service or serving members of the public through transportation. It’s not quite like the movie, Trains, Planes, and Automobiles, but I’ve really done planes, trains, buses, and boats,” jokes Griffith.She started her professional career at 18 working at a small airline. “I used to dispatch airline equipment from parts of the network within the airline. It was just like dispatching buses or getting crews and vessels ready to go in the morning. There’s a very strong similarity in terms of the technical aspects of getting the mode of transportation ready to serve the public.”

Griffith was invited to participate in the selection for the new WSF head by the state Secretary of Transportation 2014. “But I said no. I couldn’t see the connection. I was getting ready to retire.” What changed Griffith’s mind were two high profile ferry incidents. The first was in July 2014 when the 2,500-passenger, 202-vehicle ferry Tacoma lost power on the Seattle-Bainbridge Island route, which caused lengthy delays for passengers crossing Puget Sound.The second occurred on August 15, 2014, when hundreds of Seahawks fans flocked to the ferry to attend a preseason game at CenturyLink Field. After setting sail for Seattle, the Cathlamet had to return to the Bremerton dock to unload 484 passengers because of fears of overloading. However, an official state inquiry ordered by Washington State Department of Transportation Secretary Lynn Peterson found that the vessel was not overloaded, but rather that the count was wrong due to a faulty counting device.

“After those incidents, it dawned on me that Washington State Ferries needed to focus on its operations. And that’s my background—operations. Whether it’s the airline industry or the transit industry, I have always been on the operating end.” Griffith knew she could help. She contacted the state and threw her name back into the hat.Hired back in September 2014, Griffith knew she had to quickly become deeply engaged in the organization in order to assess what exactly needed fixing. That meant learning what agents do at the terminal, deck hands on board, captains in the pilothouse and engineers in the engine room.

“That was the first smart thing I did. The willingness of employees to be candid and open with me really helped me understand what’s working, what’s not working, so that wherever I was going to apply to my leadership role in this organization, I was going to apply it to the right areas. They helped me tremendously to understand where the attention is needed.”As part of the learning process, she took ordinary seaman training. “That was a real eye opener in terms of just how tough their jobs are. They have to be prepared for everything from fire fighting to CPR.”

“As a leader, you have to understand what your employees do and how good they have to be at their jobs, and what their needs are.” Griffith says that insight provides her with the valuable raw knowledge to inform state legislators where funding is needed whether it is for training, maintenance or new hires.“It is hard to sell, that message, when you are in a distressed financial environment. Of course, everyone in the public sector has been grappling with that for a very long time. The recession is long over, but to rebuild that capacity … is a big climb up a very steep ladder,” she adds.

A high priority for Griffith has been a renewal of the aging fleet, as well as renovations to two of the system’s busiest terminals. Washington State Ferries signed a Notice to Proceed giving shipbuilder Vigor Industrial the go ahead to get started on work on the fourth vessel in the 144-vehicle capacity, Olympic Class ferry series and work will begin this month.
The new ferry is funded through the Connecting Washington transportation package, which is being paid for through a hike in state gasoline taxes.

WSF is building the Olympic Class ferries to replace some of the fleet’s oldest vessels. The Olympic Class design is based on the Issaquah class, the most versatile vessel in the WSF fleet.

13451853973 29b87889e7 o

Two of four are in service, the third will be complete in 2017 and the fourth is scheduled for completion in 2018. The first vessel, Tokitae, joined the Mukilteo/Clinton route in June 2014. The second, Samish, was put into service on the Anacortes/San Juans Island route in June 2015. Chimacum, the third ferry, will replace one of the older vessels on the Seattle/Bremerton route in 2017.

The budget to build the vessel is $122 million, and delivery is scheduled for mid-2018.“I actually think that the build program needs to move on beyond the Olympic Class. Right on the back of the group of new vessels, we have a whole group in our existing fleet that is going to hit 60 years old. We need to be thinking about how we are going to pursue those replacements. What are those vessels going to look like? Are they the same Olympic Class vessel or are they going to be different. We are going to have to think about the funds for those vessels, so we don’t have an interruption in the build program.”

“Technology changes so quickly. Do we need to build ferries that last 60 years or should they be something else? Vessels that are built to last 60 years are more expensive to construct. I don’t know what the answer is, but we have to open ourselves up to thinking about those things.” She notes that some of the older vessels will have to be retained as surge or back up capacity. 

WSF, however, will have to compete with the Coast Guard, Navy, and a number of commercial operators for access to regional shipyards, whether it is for drydockings or dockside repairs. Griffith is working closely with Matt Von Ruden, the new Director of Vessels at WSF, on innovative ideas to improve operations.

“Anything from expanding engine room training to collaborating with our shipyard partners in finding solutions for getting our vessels in for inspection or for those big fixes.“Looking at it as a newcomer, I don’t think that replacing every terminal, building every new vessel or adding to the fleet is financially feasible right now. The mistake is that we report that we can do more and more and more without the funding dynamics changing.

“The public is never going to tolerate that much tax. So how can we be smart? What technology can we use? What practical design can we use that gives people what they need?“If you look at it differently and open up your mind—we’re already thinking about different types of fuel that could offer savings for the state if there would be a fuel spike again down the road, about how we can fix and modernize terminals instead of rebuilding at the maximum cost—we can get there with a balance of what the public thinks is acceptable and what we can afford.”

Griffith sees her port engineers, captains, deck hands, and mates as a valuable source of new ideas. “We have one staff chief who thought of an idea to save about $2 million per year just on his route.” That involved modifying operational practices as the ferry came into dock. Instead of using all engines before docking, using just three engines to slow the vessel as it approaches the dock, then two engines when docking. The practice cut the amount of fuel burned.

She also worked with the union to provide more transparency in the service’s Ferry Alerts. With more informative alerts, riders can now make better decisions on whether they should go to the dock or find alternate routes during service disruptions.  “If we don’t give enough information, we just made an angry customer.” says Griffith.

While Washington State Ferries has shelved the idea of converting one of its older vessels to hybrid propulsion, it is moving ahead with the idea of burning Liquefied Natural Gas (LNG) as a marine fuel. Griffith would prefer incorporating the technology into a newbuild, but sees the benefits of converting an existing vessel to burn LNG.“There is a lot of apprehension about LNG. There have been questions about whether converting a vessel is practical. What I see is that our experts are going to learn something in that process. We will learn about logistics and how the vessels would be fueled so that, if we make a major investment in a new vessel, we would be a little bit smarter.”

Besides renewing its fleet, WSF also needs to attract new blood to its organization. Griffith points out that the average age of pilot house personnel is 65 and the average age of engine room personnel is 55. “We need a mentoring program right now before we lose the talent. We need to work with local maritime schools and conduct an outreach to local mariners.

“The state does not pay competitively to the private sector. We have to build a package of information to convey the idea of why they should come to work for us. Some of the key benefits of working at Washington State Ferries, however, is that employees have an improved quality of life; the ability to go home at night to their families and long-term security.”

CEO Spotlight: Lynne Griffith, Assistant Secretary, WSF

MARINE LOG recently had an opportunity to sit down with Lynne Griffith, the new Assistant Secretary of Washington State Ferries. In the fall of 2014, Griffith became the first woman to hold the position and is responsible for guiding the 1,900 employees that work at the iconic Washington State Ferries to meet their operational, budgetary, and safety goals.It’s no small task: Washington State Ferries is the largest ferry operation in the U.S., carrying about 22 million passengers annually and about 10 million vehicles between 20 different ports in and around Puget Sound.

Some of the key challenges Griffith faces are renewing the WSF fleet—which has an average age of about 35 years old— modernizing the system’s terminals, and investing in new IT systems to improve efficiency and communications with riders. Like most state-run agencies around the country, the Washington State Department of Transportation was hit hard by the recession, which means a loss of revenue and cuts to services across the board. About 70 percent of the ferry system’s operations are funded by the fare box. By comparison taxpayers in New York fund the entire cost of the Staten Island Ferry.

Although she doesn’t have a maritime background, Griffith is well suited for the role with 35 years in the transportation industry, including her role as CEO at Pierce Transit in Washington State, where she had to face similar budgetary constraints and operational challenges.“I’ve always been connected to public service or serving members of the public through transportation. It’s not quite like the movie, Trains, Planes, and Automobiles, but I’ve really done planes, trains, buses, and boats,” jokes Griffith.She started her professional career at 18 working at a small airline. “I used to dispatch airline equipment from parts of the network within the airline. It was just like dispatching buses or getting crews and vessels ready to go in the morning. There’s a very strong similarity in terms of the technical aspects of getting the mode of transportation ready to serve the public.”

Griffith was invited to participate in the selection for the new WSF head by the state Secretary of Transportation 2014. “But I said no. I couldn’t see the connection. I was getting ready to retire.” What changed Griffith’s mind were two high profile ferry incidents. The first was in July 2014 when the 2,500-passenger, 202-vehicle ferry Tacoma lost power on the Seattle-Bainbridge Island route, which caused lengthy delays for passengers crossing Puget Sound.The second occurred on August 15, 2014, when hundreds of Seahawks fans flocked to the ferry to attend a preseason game at CenturyLink Field. After setting sail for Seattle, the Cathlamet had to return to the Bremerton dock to unload 484 passengers because of fears of overloading. However, an official state inquiry ordered by Washington State Department of Transportation Secretary Lynn Peterson found that the vessel was not overloaded, but rather that the count was wrong due to a faulty counting device.

“After those incidents, it dawned on me that Washington State Ferries needed to focus on its operations. And that’s my background—operations. Whether it’s the airline industry or the transit industry, I have always been on the operating end.” Griffith knew she could help. She contacted the state and threw her name back into the hat.Hired back in September 2014, Griffith knew she had to quickly become deeply engaged in the organization in order to assess what exactly needed fixing. That meant learning what agents do at the terminal, deck hands on board, captains in the pilothouse and engineers in the engine room.

“That was the first smart thing I did. The willingness of employees to be candid and open with me really helped me understand what’s working, what’s not working, so that wherever I was going to apply to my leadership role in this organization, I was going to apply it to the right areas. They helped me tremendously to understand where the attention is needed.”As part of the learning process, she took ordinary seaman training. “That was a real eye opener in terms of just how tough their jobs are. They have to be prepared for everything from fire fighting to CPR.”

“As a leader, you have to understand what your employees do and how good they have to be at their jobs, and what their needs are.” Griffith says that insight provides her with the valuable raw knowledge to inform state legislators where funding is needed whether it is for training, maintenance or new hires.“It is hard to sell, that message, when you are in a distressed financial environment. Of course, everyone in the public sector has been grappling with that for a very long time. The recession is long over, but to rebuild that capacity … is a big climb up a very steep ladder,” she adds.

A high priority for Griffith has been a renewal of the aging fleet, as well as renovations to two of the system’s busiest terminals. Washington State Ferries signed a Notice to Proceed giving shipbuilder Vigor Industrial the go ahead to get started on work on the fourth vessel in the 144-vehicle capacity, Olympic Class ferry series and work will begin this month.
The new ferry is funded through the Connecting Washington transportation package, which is being paid for through a hike in state gasoline taxes.

WSF is building the Olympic Class ferries to replace some of the fleet’s oldest vessels. The Olympic Class design is based on the Issaquah class, the most versatile vessel in the WSF fleet.

13451853973 29b87889e7 o

Two of four are in service, the third will be complete in 2017 and the fourth is scheduled for completion in 2018. The first vessel, Tokitae, joined the Mukilteo/Clinton route in June 2014. The second, Samish, was put into service on the Anacortes/San Juans Island route in June 2015. Chimacum, the third ferry, will replace one of the older vessels on the Seattle/Bremerton route in 2017.

The budget to build the vessel is $122 million, and delivery is scheduled for mid-2018.“I actually think that the build program needs to move on beyond the Olympic Class. Right on the back of the group of new vessels, we have a whole group in our existing fleet that is going to hit 60 years old. We need to be thinking about how we are going to pursue those replacements. What are those vessels going to look like? Are they the same Olympic Class vessel or are they going to be different. We are going to have to think about the funds for those vessels, so we don’t have an interruption in the build program.”

“Technology changes so quickly. Do we need to build ferries that last 60 years or should they be something else? Vessels that are built to last 60 years are more expensive to construct. I don’t know what the answer is, but we have to open ourselves up to thinking about those things.” She notes that some of the older vessels will have to be retained as surge or back up capacity. 

WSF, however, will have to compete with the Coast Guard, Navy, and a number of commercial operators for access to regional shipyards, whether it is for drydockings or dockside repairs. Griffith is working closely with Matt Von Ruden, the new Director of Vessels at WSF, on innovative ideas to improve operations.

“Anything from expanding engine room training to collaborating with our shipyard partners in finding solutions for getting our vessels in for inspection or for those big fixes.“Looking at it as a newcomer, I don’t think that replacing every terminal, building every new vessel or adding to the fleet is financially feasible right now. The mistake is that we report that we can do more and more and more without the funding dynamics changing.

“The public is never going to tolerate that much tax. So how can we be smart? What technology can we use? What practical design can we use that gives people what they need?“If you look at it differently and open up your mind—we’re already thinking about different types of fuel that could offer savings for the state if there would be a fuel spike again down the road, about how we can fix and modernize terminals instead of rebuilding at the maximum cost—we can get there with a balance of what the public thinks is acceptable and what we can afford.”

Griffith sees her port engineers, captains, deck hands, and mates as a valuable source of new ideas. “We have one staff chief who thought of an idea to save about $2 million per year just on his route.” That involved modifying operational practices as the ferry came into dock. Instead of using all engines before docking, using just three engines to slow the vessel as it approaches the dock, then two engines when docking. The practice cut the amount of fuel burned.

She also worked with the union to provide more transparency in the service’s Ferry Alerts. With more informative alerts, riders can now make better decisions on whether they should go to the dock or find alternate routes during service disruptions.  “If we don’t give enough information, we just made an angry customer.” says Griffith.

While Washington State Ferries has shelved the idea of converting one of its older vessels to hybrid propulsion, it is moving ahead with the idea of burning Liquefied Natural Gas (LNG) as a marine fuel. Griffith would prefer incorporating the technology into a newbuild, but sees the benefits of converting an existing vessel to burn LNG.“There is a lot of apprehension about LNG. There have been questions about whether converting a vessel is practical. What I see is that our experts are going to learn something in that process. We will learn about logistics and how the vessels would be fueled so that, if we make a major investment in a new vessel, we would be a little bit smarter.”

Besides renewing its fleet, WSF also needs to attract new blood to its organization. Griffith points out that the average age of pilot house personnel is 65 and the average age of engine room personnel is 55. “We need a mentoring program right now before we lose the talent. We need to work with local maritime schools and conduct an outreach to local mariners.

“The state does not pay competitively to the private sector. We have to build a package of information to convey the idea of why they should come to work for us. Some of the key benefits of working at Washington State Ferries, however, is that employees have an improved quality of life; the ability to go home at night to their families and long-term security.”

Coast Guard to review WSF LNG terminal proposal

The U.S. Coast Guard recently issued a notice in the Federal Register that it would review a proposal by Washington State Ferries (WSF) to modify its marine terminal operations to handle Liquefied Natural Gas (LNG). The LNG would be used to fuel its six Issaquah Class ferries. Last year on June 27, the Coast Guard Sector Puget Sound had received a Letter of Intent (LOI) and a Waterway Suitability Assessment (WSA) from Washington State Ferries to modify their marine terminals to handle LNG.

In accordance with regulation and policy guidance, the Captain of the Port (COTP), Coast Guard Puget Sound Sector, in cooperation with key stakeholders, will review and validate the information in the WSA. Once the COTP reviews the WSA, he will issue a Letter of Recommendation to the Washington Department of Transportation recommending the suitability of the Puget Sound waterways that will be used for LNG marine traffic as it relates to safety and security. Public comments received last November regarding WSF’s proposal will be considered in the development of the COTP’s Letter of Recommendation. Some of the comments received expressed concern about the exposed location of the LNG tanks on the top deck of the converted ferries and how they could potentially pose a security threat. Other comments thought that LNG poses a pollution threat to the environment. The Coast Guard will examine WSF’s Emergency and Operations Manuals covering the LNG transfer system and transfer procedures.

Proposed conversion
Once WSF receives the Letter of Recommendation from the Coast Guard, it will be able to move forward with the retrofit of the first Issaquah Class ferry, which will serve as a proof of concept for the remaining vessels in the class. The diesel-powered ferries carry about 1,200 passengers and 124 vehicles.The state’s ferries, says WSF, are the largest single source of marine carbon emissions in the state. It expects to cut CO2, particulate matter, SOx, and NOx emissions significantly with the use of LNG s a marine fuel. The WSDOT also expects to reap some cost savings, although the picture is not as compelling as it was last year when oil was at $100 per barrel.

During testimony this past January before a State Senate Energy, Environment and Telecommunication Subcommittee, Lynne Griffith, Assistant Secretary of Transportation, Ferries Division, said there would be a $1 per gallon savings when burning LNG as compared with burning Ultra Low Sulfur Diesel. WSF burns about 18 million gallons of fuel annually. The cost of fuel now represents about 23 percent of the Fiscal Year 2013-2015 operating budget as compared with 11 percent in Fiscal Year 2000-2001. Any ferries that would burn LNG would have to be refueled by tanker truck every seven to 10 days.

Ferries: Reconnecting with the water

But like many ferry services in the U.S., the SSA’s workhorse fleet is aging. The nine vessels in the authority’s fleet have an average age of 30 years old. The 60-year-old Governor, which in a previous life served Governors Island in New York Harbor, will be replaced in 2017 by the M/V Woods Hole, a new ferry under construction at Conrad Shipyard in Morgan City, LA. Conrad Shipyard won the tender to build the ferry with a $36,448,000 million bid.

The ferry is designed by Elliott Bay Design Group (EBDG), Seattle, WA, whose name is synonymous with ferry design in the U.S. Besides the SSA ferry project, EBDG naval architects are currently working on the Alaska Class Day Boat, the Fisher Island ferry, and the Staten Island Ferry.

EBDG’s Brian King, Vice President of Engineering, says the construction of the new SSA ferry has now reached a significant construction milestone with the launching of the hull.  The hull was launched upside down and then righted while in the water by use cranes. Pre-built superstructure assemblies are now being installed on the deck.

Oct Ferry2When MARINE LOG visited Conrad Shipyard in August, the Woods Hole had yet to be launched, but its highly shaped bulbous bow was in place.

When designing the Woods Hole, particular attention was focused on ship’s planned powering and seakeeping characteristics, as well as efficiency.

King says the ferry is designed to achieve sprint speeds of 16 knots but will more typically operate at 12 to 14 knots.  The ferry’s highly shaped bulbous bow was designed to minimize wake and improve fuel efficiency.  EBDG used Computational Fluid Design (CFD) analysis to optimize the hull and bulbous bow design.

The results of the CFD analysis was validated and further optimized in FORCE Technology’s towing tank in Denmark.  While there are many fuel efficiency design features, the bulbous bow alone is estimated to provide fuel efficiency improvements of 3% over a conventional bow, according to King. Test results on a custom-made model built by FORCE Technology indicated that the vessel’s hull deign will be very efficient, requiring less than 2,500 hp to operate at a service speed of 14 knots, and that the vessel’s wake is expected to be minimal, even at speeds of 9 knots.

King says the Woods Hole has been specially designed to carry freight, but is also suited for walk-on passenger and car traffic.  The freight-vehicle deck is designed to carry ten 100,000 lb tractor-trailers with straight through end-to-end loading.  When not carrying a full load of tractor-trailers the freight-vehicle deck can accommodate approximately 55 standard passenger vehicles.  Passenger plus crew capacity is 384.

The Woods Hole is 235 ft long, with a beam of 64 ft, and maximum draft is limited to 10 ft 6 in. at full load due to port restrictions.  For simplified maintenance and crew oversight, passenger accommodations are all on a single deck above the freight deck with seating indoors and outside.  Food service, Wifi, cell service and television will be provided.  Crew accommodations are located on the deck above the passenger deck located behind the wheelhouse, which has been elevated for excellent visibility all around. 

The main propulsion power is supplied by two EPA Tier 3-compliant, 2,680-hp MTU 16V4000 engines connected to Hundested controllable pitch propellers.  Controllable pitch was chosen to allow propeller pitch and shaft RPM combinations that provide excellent low speed maneuvering responsiveness and still provide optimized fuel efficiency at all speeds.

Radiated noise is minimized through use of resiliently mounted main engines and generators and critical grade silencers.

Fuel, oil and waste tanks are all safely isolated from the hull.

 

Maneuverability and efficiency
King says that special attention has been devoted to fuel efficiency, least environmental impact and low speed maneuvering. For maneuvering and steering, the ferry will be fitted with Becker high-lift rudders located in line with the propeller shafts to improve fuel efficiency.  A vectorable Tees—White Gill bow thruster in combination with the controllable pitch propeller system and high lift rudders will provide the Woods Hole with extremely good maneuverability in a tight quarters.  King says the bow thruster, rudders, and CP system will also allow the ferry to turnaround and accelerate with very little wake wash. 

 

The Woods Hole is expected to be delivered in May 2016 and enter service in 2017.

New ferry for Texas
When you are driving on Texas State Highway 361, the only way to get across Corpus Christi Channel from Aransas Pass to Port Aransas, is by the Port Aransas ferry. The ferry service runs 24 hours a day, seven days a week. The quarter-mile route typically takes less than 10 minutes across, although peak summer hours may require drivers to wait longer.

Each ferry can carry up to 20 regular passenger vehicles. Combined vehicles, such as a truck towing a boat, may not be longer than 80 feet, wider than 13 feet or taller than 13 feet 6 inches. Single-axle vehicles may weigh no more than 20,000 pounds, tandem axles no more than 34,000 pounds and combination vehicles may not exceed a total of 80,000 pounds.

The ferries are owned by the Texas Department of Transportation (TxDOT), which recently awarded a contract to Southwest Shipyard, Houston, TX, to construct a 28-car ferry. When delivered in February 2017, the new ferry will be the third of a class designed by EBDG. EBDG, which will act as the owner’s representative for the project when construction begins this fall, signed a deal with TxDOT in 2014 to provide four years of on-call service. This is the first contract under the service agreement.

Unlike the two previous ferries built to this design and delivered in 2011, the new ferry will be a diesel-electric ferry. It will be classed by ABS and will have a length of 161 feet overall, a beam of 52 feet, a depth of approximately 11 feet and a draft of 8 feet.

Design updates to the interior, including the propulsion system, will translate into a vessel that has greater built-in redundancy and requires less maintenance over its lifetime.

North Carolina DOT looks at adding passenger-only ferry
Meanwhile, North Carolina Department of Transportation (NCDOT) is conducting a Passenger Feasibility Study that could lead to a new passenger-only ferry service between Hatteras Village and Oracoke’s Silver Harbor by the summer of 2017. The new service would start with either two 80-passenger ferries or one 150-passenger vessel. The passenger-only ferries would be in addition to the Ferry Division’s current car ferry service.

Oct Ferry3The passenger-only ferry service is seen as a possible way to boost tourism to Oracoke Island, which has seen a 250,000 visitor drop off from its peak of about 1 million in 2007. The passenger-only ferry service will also reduce long lines of autos during the summer for the car ferries. Parking on the island is scarce, too.

The study says the new ferry service would make four round trips per day, carrying 125,000 passengers in the first year at a cost of $15 per round trip. New visitor spending would reach $500,000 in the first year.

By 2020, the construction of permanent docking terminals would be complete and additional passenger-only vessels would be added.

This past summer, the NCDOT Ferry Division held meetings in Oracoke and Hatteras to gather the public’s input.
The passenger ferries would drop visitors off directly in Ocracoke Village, where Hyde County would provide tram service around the village and to attractions such as the Ocracoke Lighthouse and the British Cemetery.

“There are a lot of moving parts here, but if they all come together, this could solve a lot of the issues for Ocracoke visitation,” says Ferry Division Director Ed Goodwin. “It would ease the backups we have on the car ferry route, and bring more visitors with fewer cars into the village. On the surface, it seems like a win-win all around.”

Other solutions are included in the study as well, such as year-round dredging of the now-closed “short” car ferry route, putting more car ferries into service on the current route, or loading more walk-on passengers onto the existing departures. But each of those comes with its own expense and logistical issues.

The Passenger Ferry Feasibility Study being conducted by Volkert Inc., Raleigh, NC, for the state began earlier this year and has included test runs of the possible ferry route, passenger surveys, and meetings with the public and stakeholders. It has also identified the kind of infrastructure and parking improvements that would be needed before service begins. The study is due to be completed by the end of this year.

 

Oct Ferry4Staten Island Ferry draws interest
Any time you board the Staten Island ferry at the Whitehall Ferry Terminal in lower Manhattan for the five-mile trip across New York Harbor, you are bound to hear at least four different languages spoken by your fellow passengers. The iconic orange ferry fleet is one of the city’s biggest annual tourist attractions, providing a free ride with priceless views of Governors Island, Ellis Island, the Statue of Liberty and the Verrazano Bridge. The New York City Department of Transportation, owner and operator of the fleet, is in the process of developing a new class of boats to replace the 1965-built John F. Kennedy and the 1980’s vintage Andrew J. Barberi and Samuel I. Newhouse.

 

NYCDOT held an industry day on September 16 in New York outlining the project scope, bid process, and development and construction timeline for the 4,500-passenger New Kennedy Class ferries for the Staten Island Ferry. EBDG, lead naval architect on the project was on hand, along with representatives from Conrad Shipyard, Morgan City, LA, Fincantieri Bay Shipbuilding, Sturgeon Bay, WI, Eastern Shipbuilding, Panama City, FL, VT Halter Marine, Pascagoula, MS, Dakota Creek Industries, Anacortes, WA, Leevac Shipyards, Jennings, LA, Vigor Industrial, Portland, OR, and General Dynamics NASSCO, San Diego, CA, and some key suppliers.

The city has received funding of $309 million towards the three boats, which will be 320 ft long by 70 ft, with EPA Tier 4 compliant diesel engines and a Voith Schneider propulsion system. The ferries are expected to retain some of the design elements of the beloved Kennedy Class, while incorporating energy and fuel-saving technologies.

Once the construction contract is finalized in the fourth quarter of 2016, all three ferries must be completed within a four-year time frame.

Expanding East River ferry service
Some of New York Mayor Bill deBlasio’s policies and initiatives have been downright forehead slapping. His handling of the homeless and push towards removing horse-drawn carriages from city streets have been baffling. His consideration of tearing up pedestrian plazas in Times Square to reopen up them to vehicle traffic as a means of removing painted topless women from the area is just plain dumb.

But the Mayor should be given credit for announcing the launching of expanded citywide ferry services in 2017 and 2018 that would connect neighborhoods that are “starved of adequate mass transit,” in the words of State Senator Michael Gianaris. The expanded ferry services across the East River to Astoria, the Rockaways, South Brooklyn, the Lower East Side and Soundview would run seven days a week and cost $2.75 each way—the same as a city subway or bus. Future service would connect Coney Island and the Stapleton section of Staten Island.

Washington State gets funding for fourth ferry
The good news for Washington State Ferries is that this past summer Washington Governor Islee approved $122 million in the state budget for the construction of a badly needed fourth 144-car Olympic Class ferry.

WSF is building new Olympic Class ferries to replace some of the fleet’s oldest vessels. The Olympic Class design is based on the Issaquah class—the same ferries that have been the subject of a proposed midlife conversion to burn Liquefied Natural Gas.

Designed by Seattle-based Guido Perla & Associates, Inc., the Olympic Class vessels have a capacity of 144 cars and 1,500 passengers and are 362 ft 3 in long x 83 ft 2 in wide. Main propulsion is by two Electro-Motive Diesel engines developing a total 6,000 hp and giving the vessels a speed of 17 knots.

Two of the Olympic Class ferries, the Tokitae and Samish, are in service, and a third is under construction at Vigor in Seattle for delivery in 2017. As in the first two ferries, Nichols Brothers Boat Builders, Whidbey Island, WA, is building the superstructure. The fourth is scheduled for completion in the fall of 2018. 

WSF is building new vessels to replace our 1950s-era Evergreen State Class ferries. Nine of 24 vessels in its fleet are between 40 and 60 years old. These older ferries are approaching the end of their service lives and must be replaced with newer ones in the coming years.

New King County ferry starts service
King County’s newest vessel, the M/V Doc Maynard, started service on the Vashon route on September 29 sailing from Pier 50.  The ferry replaced her sister ship, the M/V Sally Fox, which is being removed from service for scheduled warranty work.

Both the Sally Fox and Doc Maynard will built by All American Marine, Inc. (AAM), Bellingham, WA. The 105 ft x 33 ft aluminum catamaran ferries are the first U.S. Coast Guard Sub-chapter “K” inspected passenger vessels built and delivered under new guidelines that make it possible for boat builders to design and implement suitable structural fire protection in very low fire load spaces in the construction of weight-sensitive high speed passenger vessels.

AAM partnered with naval architecture firm, Teknicraft Design Ltd., of Auckland, New Zealand for the hull design. The advanced hull shape was custom designed using digital modeling and Computational Fluid Dynamics (CFD) analysis testing.

The hull design is complemented by Teknicraft’s signature integration of a wave piercer positioned between the catamaran sponsons to break up wave action and ensure reduced drag while enhancing passenger comfort.

All American Marine is the exclusive builder for Teknicraft Design Ltd. catamarans in North America.

Each ferry is powered by two Cummins QSK-50 Tier 3 diesel engines, rated at 1,800 bhp at 1,900 rev/min and driving twin propellers to provide a service speed of 28 knots.

The ferries also burn a 10 percent biodiesel blend and have LED lighting onboard.

The design features interior seating for 250 with 28 additional outdoor seats available on the upper aft deck.

With traffic congestion on roads and bridges continuing to plague area commuters, King County is also exploring a plan to possibly add ferry service on Lake Washington, something that has happened since the 1950s.

MARINE LOG FERRIES 2015 Exclusive: Tour the new boat
All American Marine is sponsoring a tour of the Doc Maynard at MARINE LOG’S FERRIES 2015 Conference & Expo, set for November 5-6, 2015 at the Hyatt Olive 8 in Seattle. As part of the tour, Joe Hudspeth, Vice President of Business Development, All American Marine and Paul Brodeur, Director of King County Marine Division, will jointly discuss the features and capabilities of the new ferries. Those interested in the tour should sign up early as space is limited. See marinelog.com/ferries for more details.

-By John R. Snyder, Publisher and Editor-in-Chief

 

USCG to review WSF plan to handle LNG at terminals

Last year on June 27, the Coast Guard Sector Puget Sound had received a Letter of Intent (LOI) and a Waterway Suitability Assessment (WSA) from Washington State Ferries to modify their marine terminals to handle LNG. In accordance with regulation and policy guidance, the Captain of the Port (COTP), Coast Guard Puget Sound Sector, in cooperation with key stakeholders, will review and validate the information in the WSA. Once the COTP reviews the WSA, he will issue a Letter of Recommendation to the Washington Department of Transportation recommending the suitability of the Puget Sound waterways the will be used for LNG marine traffic as it relates to safety and security.

Public comments received last November regarding WSF’s proposal will be considered in the development of the COTP’s Letter of Recommendation. Some of the comments received expressed concern about the exposed location of the LNG tanks on the top deck of the converted ferries posed a security threat. Other comments thought that LNG poses a pollution threat to the environment. The Coast Guard will examine WSF’s Emergency and Operations Manuals covering the LNG transfer system and transfer procedures.

Proposed conversion

Once WSF receives the Letter of Recommendation from the Coast Guard, it will be able to move forward with the retrofit of the first Issaquah Class ferry, which will serve as a proof of concept for the remaining vessels in the class. The diesel-powered ferries carry about 1,200 passengers and 124 vehicles.

The state’s ferries, says WSF, are the largest single source of marine carbon emissions in the state. It expects to cut CO2, particulate matter, SOx, and NOx emissions significantly with the use of LNG s a marine fuel.

The WSDOT also expects to reap some cost savings, although the picture is not as compelling as it was last year when oil was at $100 per barrel. During testimony this past January before a State Senate Energy, Environment and Telecommunication Subcommittee, Lynne Griffith, Assistant Secretary of Transportation, Ferries Division, said there would be a $1 per gallon savings when burning LNG as compared with burning Ultra Low Sulfur Diesel. WSF burns about 18 million gallons of fuel annually. The cost of fuel now represents about 23 percent of the Fiscal Year 2013-2015 operting budget as compared with 11 percent in Fiscal Year 2000-2001. Any ferries that would burn LNG would have to be refueled by tanker truck every seven to 10 days.