26 FOGHORN Behind every successful ferry project is a story of collabora- tion, partnership, trust, and hard-earned lessons. Drawing from recent industry experience, several themes emerge that operators, designers, and shipbuilders would do well to internalize before embarking on their own projects. LET THE OPERATION GUIDE THE TECHNOLOGY One of the most critical yet frequently underestimated steps in a hybrid ferry project is defining clear operation- al goals. What exactly does the vessel need to do? Route length, dwell time, vessel speed, environmental conditions, and service frequency all influence whether a hybrid system makes sense at all, and if so, what sort of system it should be. There can be a tendency to begin with the end in mind, so often we see operators scoping a project aimed at full zero emission operation, despite multiple potentially insur- mountable challenges facing them. Ambition is valuable, but it can also derail projects if it exceeds available funding or practical constraints. As many have learned, perfect can become the enemy of good. Successful projects find a balance. They align operational goals with the budget and program needs, often accept- ing incremental progress as a valuable step forward. This frequently takes the form of a vessel which can operate as a hybrid, and when shoreside charging infrastructure is ready, can transition to fully zero emission operation. We often talk internally about “the 80 percent boat;” one that does the majority of what the operator needs while meeting the budget, allowing for the project to move forward. This approach has been employed by multiple U.S. operators to excellent results. INFRASTRUCTURE Perhaps the biggest challenge that faces hybrid and electric ferry projects is shoreside infrastructure. Cost and com- plexity of charging systems and the associated infrastruc- ture can equal or even exceed those of the vessel. This is especially true when high-power, rapid-charging solutions are required to maintain tight operational schedules. Beyond equipment costs, projects must also contend with grid upgrades, permitting processes, and coordination with utilities and landowners. Each of these new stake- holders has their own priorities, timelines, and constraints. Managing these relationships can be as complex as the ves- sel design and construction process. Phasing of the overall project (vessel + shoreside infrastruc- ture) is yet another challenge. A ferry that gets delivered be- fore the shoreside infrastructure is ready must be prepared to operate without charging indefinitely, and depending on the system onboard, this operation may be significantly compromised. On the flip side, infrastructure installed too early may sit idle waiting for a vessel to charge while costs accrue and equipment ages out of warranty. Phasing parallel efforts for vessel and shore requires rigor- ous project management and early engagement. Operators must view vessel and infrastructure as a single, integrated system and manage the overall project from that perspec- tive. Using a competent, experienced systems integrator can help significantly in this process by providing techni- cal and programmatic continuity across vessel and shore. DESIGN DISCIPLINE: AVOIDING THE “UNICORN” When operators decide to go hybrid or electric with their new vessel, they are typically replacing an older vessel near- FOGHORN FOCUS We often talk internally about “the 80 percent boat;” one that does the majority of what the operator needs while meeting the budget, allowing for the project to move forward. This approach has been employed by multiple U.S. operators to excellent results.
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