Dongho Chang

This document, titled "State of Transportation 2026," outlines the Washington State Department of Transportation's (WSDOT) mission to provide safe, reliable, and cost-effective transportation options to enhance communities and economic vitality. The plan is guided by principles of accountability, delivery, resilience, innovation, collaboration, and sustainability. Key priorities for 2026 and future years include addressing preservation backlogs, managing maintenance needs, improving ferry services, advancing fish passage projects, and continuing project delivery. The report also details preparations for the FIFA World Cup and strategic planning for future population growth and evolving transportation demands to ensure a resilient system for the long term.

This public meeting outlines the Commercial Aviation Coordinating Commission's (CACC) strategic planning process to address Washington state's future aviation capacity needs. The commission is tasked with recommending a new or expanded primary aviation facility to meet projected demand, which is expected to double by 2050. Key areas of focus include evaluating the feasibility of existing airports and assessing Greenfield site options, guided by principles of public benefit, economic feasibility, environmental responsibility, and social equity. The plan aims to narrow down viable options to two sites for legislative recommendations.

The meeting, moderated by Brian Vil, provided updates from the executive team, including a recap of 2025 operations and outlook for 2026. Key discussion points covered stabilizing the system, restoring service routes, and addressing the critical challenge of insufficient and aging vessels, with the average fleet age in the mid-30s. Major focus was placed on securing funding for new vessels (Boats 4, 5, and 6) proposed by the Governor, and securing $150 million to keep the three oldest vessels operational until the new ones arrive. Updates were also provided on the system electrification plan, including charging infrastructure development and vessel modernization. Other topics included revising the Bainbridge and Bremerton sailing schedules, preparation for hosting the World Cup matches in Seattle, and the significance of the upcoming 75th anniversary in 2026. Leadership emphasized the organizational focus on 'Boats, Communities, Trust' and noted positive progress in workforce development programs.

This strategic plan guides the agency's evolution from a focus on designing and delivering projects to being a steward of a multimodal transportation system. The plan is structured around three key goals: inclusion, practical solutions, and workforce development. It aims to align efforts, enhance public service, foster innovation and creativity, and become an employer of choice by investing in employees and creating a modern work environment.

WSDOT's Strategic Plan outlines the agency's vision, mission, and values, guiding its work through three core areas: Diversity-Equity-Inclusion, Resilience, and Workforce Development. The plan aims to improve business operations, purposefully engage with employees, communities, and partners, and preserve the multimodal transportation system against future challenges. It also focuses on attracting, supporting, and retaining a quality workforce, with the ultimate vision of providing Washington travelers with a safe, sustainable, and integrated multimodal transportation system.