This growing demand is welcome but it comes at a time when our assets and finances are under real pressure. Much of our fleet and terminal infrastructure is aging, with some vessels and facilities reaching end of life. This is driving higher maintenance costs and putting reliability at risk. At the same time, inflationary pressures on operating costs – fuel and labour in particular – are increasing route losses across much of the network. Of our 25 routes, only one recovers its full cost of service from fares; the rest depend on cross-subsidization, provincial service fees, and other government funding.

The release of this year’s Performance and Sustainability report coincides with the release of Charting the Course , a 25-year vision document created in partnership between the B.C. Ferry Authority Board and BC Ferry Services Board. This vision defines the key interests of the public for both BC Ferries and the broader BC ferry coastal network. It helps to identify both current and future system needs, with a particular focus on BC’s growing population. Investments in future service must be built on a strong financial foundation that requires a resolution of funding gaps within the existing ferry service system. In coming years, BC Ferries must partner with all levels of government – provincial, federal and local – to determine new sources of revenue that will ensure long-term fiscal sustainability of the existing ferry network, keep fares affordable for customers and advance the broader public interest.⠀

In the meantime, we have been making strategic choices to maximize the resources we have. These include delivering $30 million in savings through efficiencies, deferring some capital projects, and focusing investment where it matters most for safety, reliability, and customer experience. At the same time, we are preparing for Performance Term 7 (PT7) – our submission to the BC Ferry Commissioner in 2026 that will outline the funding, fleet renewal, and service plan for the next four-year cycle. Without a sustainable long-term funding model, the pressures on our system will only grow, with our customers facing potential fare increases well in excess of 30% starting in 2028.⠀

This past fiscal year saw important progress:

• Approval of four New Major Vessels to serve our busiest routes, which is a key step in replacing aging ships and adding capacity.
• Launch of our Horseshoe Bay Infrastructure Renewal Program, with major construction scheduled to begin in 2025 to improve safety, efficiency, and on-time performance.
• Introduction of Let’s Connect, our new community engagement framework that strengthens how we listen to and work with the communities we serve.
• Expansion of Saver Fares and other demand-management tools designed to improve travel certainty and spread traffic more evenly.
• Significant workforce gains, including a 71 percent drop in crew-related cancellations, through improved planning, scheduling, and training.

Looking ahead, our strategic goals will guide us:

• Deliver safe, affordable, and reliable service every day as an essential public service for coastal BC.
• Renew and modernize our fleet, terminals, systems and tools to meet today’s needs and prepare for future demand.
• Invest in our people to recruit, develop, and retain a highly engaged workforce while developing a strong workplace culture.
• Achieve financial sustainability through partnership with the provincial government and effective cost management.
• Build trust with our people, customers and communities, and advance reconciliation.
• Strengthen customer experience by focusing on affordability, simplifying trip planning, enhancing transit integration, and using customer insights and feedback to guide improvements.

We know our customers expect and deserve a ferry service that is safe, reliable and affordable. This report shows the progress we are making, the challenges we face, and the steps we are taking to ensure BC Ferries continues to support the customers and communities we serve for decades to come.

 

⠀

⠀