Report - 2026 Sustainable Maritime Fuels Legislative Report With Cover Letter Docx D
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- 2026 Sustainable Maritime Fuels Legislative Report With Cover Letter Docx D
Summary
A March 13, 2026 cover letter from the Washington State Department of Commerce to the Secretary of the Senate and the Chief Clerk of the House, transmitting the report Sustainable Maritime Fuels Strategic Framework, prepared by Washington Maritime Blue under Chapter 376, Laws of 2024, Section 130. The letter notes policy changes after drafting, including termination of federal funding for the Pacific Northwest Hydrogen Hub. The report establishes the Sustainable Maritime Fuels Collaborative as a multi-stakeholder body and lists near-term and long-term priorities. It states the maritime industry drives $27 billion in business revenue and supports 174,000 jobs in Washington. Recommendations include state-level maritime fuel standards, funding opportunities and deployment targets, and appendices describe other Maritime Blue collaboratives.
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STATE OF WASHINGTON
DEPARTMENT OF COMMERCE
1011 Plum Street SE PO Box 42525 Olympia, Washington 98504-2525 360-725-4000
www.commerce.wa.gov
March 13, 2026
Ms. Sarah Bannister, Secretary of the Senate
312 Legislative Bldg.
PO Box 40482
Olympia, WA 98504-0482
Mr. Bernard Dean, Chief Clerk of the House of Representatives
338B Legislative Bldg.
PO Box 40600
Olympia, WA 98504-0600
Re: SSB 5950 Section 130(34) (2024) Report on strategic framework for advancement of sustainable
maritime fuels in Washington
Dear Ms. Bannister and Mr. Dean,
Please find attached the report “Sustainable Maritime Fuels Strategic Framework.” This report was
created by Washington Maritime Blue and submitted to the Washington State Department of Commerce.
This report satisfies the legislative requirement in Chapter 376, Laws of 2024, Section 130 which directed
the Washington State Department of Commerce to “contract with a nonprofit entity that represents the
maritime industry to develop and publish a strategic framework regarding the production, supply, and use
of sustainable maritime fuels and deployment of low and zero emissions vessel technologies in
Washington. Funding under this subsection may be used for activities including, but not limited to,
convening stakeholders and building organizational capacity. Stakeholder engagement pursuant to this
subsection shall include, at a minimum, engagement with federal and state agencies, ports, industry, labor,
research institutions, nongovernmental organizations, and relevant federally recognized tribes.” To satisfy
its legislative requirement, Commerce is “submit[ting] a copy of the strategic framework and findings to
the legislature and the governor.”
The document details a framework for advancing sustainable maritime fuels in Washington by facilitating
project coordination, innovation, stakeholder engagement, and development of policy analysis and
recommendations through the establishment of the Sustainable Maritime Fuels Collaborative. The report
lays out the mission, values, and objectives developed by the initial participants of the initiative. It also
sets about creating a structure for the group and a timeline for accomplishing shared goals, community
and tribal engagement, and activities aimed at accelerating the availability, affordability, and deployment
of sustainable maritime fuels and low and zero emissions vessels and technologies in the region through a
lens of equitable prosperity.
This report focuses on past efforts and activities that have been conducted to draft the framework and sets
up a structure to collaborate on policy recommendations in the future. Commerce is excited to see this
work move into the phase of developing policies and recommendations for Washington based on plans to
identify gaps across the supply chain and policy landscape and engage with communities, tribes, and
other interested stakeholders. There have been significant changes in the policy landscape since the
drafting of this report and so are not included in its contents. The US Department of Energy terminated
federal funding for the Pacific Northwest Hydrogen Hub, and the approval and adoption of the
International Maritime Organization Net-Zero Framework, which would have imposed a carbon
emissions price on global shipping, was postponed after opposition from the United Stated federal
government. These issues will impact sustainable maritime fuels work in the region and strategies moving
forward.
Developing solutions to tackle decarbonization of maritime fuels is an important step toward achieving
the state’s climate and energy goals. Working to support the development and use of sustainable maritime
fuels aligns with the duties assigned to the statewide Office of Renewable Fuels, the needs projected in
the 2024 legislative report, Green Electrolytic Hydrogen and Renewable Fuels Recommendations for
Deployment in Washington, and the approaches outlined in the 2021 State Energy Strategy. Sustainable
maritime fuels are also key to supporting a competitive maritime industry and shipping sector. Driven by
international shipping emissions targets, public health, and consumer expectations, Washington’s
leadership in maritime innovation, clean energy, and technology offers an important opportunity for
economic development in the state.
The Department of Commerce will carefully review the strategic framework and identify what role we
can play in moving their ideas forward. This work to tackle the complex challenges of decarbonizing the
maritime industry is important to Commerce, and we appreciate the time invested in developing the
strategic framework.
Signed,
Jennifer Grove
Assistant Director, Energy Division
Washington State Department of Commerce
Sustainable Maritime
Fuels Strategic
Framework
Report to the Legislature
Submitted pursuant to Chapter 376, Laws of 2024
March 2026
Acknowledgements
The development of this framework regarding the production, supply and use of sustainable
maritime fuels and deployment of low and zero-emissions vessel technologies in Washington
was a deeply collaborative effort, and its successful completion would not have been possible
without the dedicated guidance, expertise and feedback from a wide range of partners and
stakeholders.
We extend our sincere gratitude to the Planning Committee and Founding Leadership
Committee, whose insights and guidance were instrumental in guiding the development of this
framework. These included the Port of Seattle, the Northwest Seaport Alliance, the Port of
Tacoma, Washington Department of Commerce, the Consortium for Hydrogen and Renewably
Generated E-fuels (CHARGE) and Washington Maritime Blue, as well as Alta Gas, BP, Centerline
Logistics, Climate Solutions, Earth Finance, Puget Sound Ports Council, Maritime Innovation
Coalition, Pacific Merchant Shipping Association, Pacific Northwest National Laboratory,
PNWH2 Hub, Sky NRG, Swinomish Indian Tribal Community, Twelve, Wallenius Wilhelmsen,
Washington Public Ports Association, Zero Emission Buyers Alliance.
We would also like to acknowledge the essential work of our consulting partners, Triangle
Associates and Aquila Innovation Strategies. Their expertise and diligent efforts were critical to
the project's progress and success.
Finally, we are grateful to the many additional organizations that provided invaluable feedback
at various stages of the planning process and development of this framework. This broad
coalition of voices, representing governments, ports, tribal nations, the fuel industry, vessel
owners, operators, manufacturers, research institutions, labor and workforce groups and
community and non-governmental organizations, ensured that the resulting framework is
comprehensive, robust and reflective of the diverse interests dedicated to a sustainable
maritime future for Washington State.
The foundational work for this framework was made possible by the support of our partners,
including the Port of Seattle, which hired and funded the consultant services necessary to
support the Planning Committee and establish the Founding Leadership Committee. In April
2025, Maritime Blue contracted with the Department of Commerce, enabling these meetings to
formalize and complete the framework.
This strategic framework is supported with funding from Washington’s Climate Commitment
Act. The CCA supports Washington’s climate action efforts by allocating cap-and-invest dollars
to reduce climate pollution, create jobs and enhance public health. Information about the CCA is
available at www.climate.wa.gov. We sincerely appreciate the Washington state Legislature and
Department of Commerce for their leadership, guidance and continued commitment to
advancing sustainable maritime fuels in Washington.
Washington Maritime Blue | maritimeblue.org 2
Notice
This report was prepared by Washington Maritime Blue. This report was prepared as an account
of work sponsored by an agency of the Washington state government. Neither the Washington
state government nor any agency thereof, nor any of their employees, makes any warranty,
express or implied, or assumes any legal liability or responsibility for the accuracy,
completeness, or usefulness of any information, apparatus, product, or process disclosed, or
represents that its use would not infringe privately owned rights. The findings represent
Maritime Blue’s interpretation of Planning and Leadership Committee meetings. While this
document has been shared with stakeholders for review, nothing in this document is attributed
to any of the organizations associated with the Sustainable Maritime Fuels Collaborative.
This strategic framework responds to the Legislature's directive in Chapter 376, Laws of 2024,
to develop a comprehensive approach to sustainable maritime fuel advancement in
Washington. It establishes the Sustainable Maritime Fuels Collaborative as a multi-stakeholder
convening to advance the production, supply and use of sustainable maritime fuels and
deployment of zero-emission vessel technologies across the state.
Washington Maritime Blue | maritimeblue.org 3
Table of Contents
Acknowledgements ..........................................................................................................................2
Executive Summary...........................................................................................................................6
Recommendations.........................................................................................................................7
1. Introduction ...................................................................................................................................9
1.1 Global Shift to a Sustainable Maritime Future ....................................................................10
1.2 Washington’s Maritime Industry...........................................................................................11
1.3 Complexity of the Maritime Sector and Stakeholders ........................................................13
2. Overview of the Strategic Framework .......................................................................................15
3. Collaborative Structure for Implementing the Framework.......................................................18
3.1 Operational Structure Overview ............................................................................................18
3.2 Core Leadership of the Collaborative...................................................................................19
3.2.1 Leadership Committee Overview ...................................................................................19
3.2.2 Secretariat Overview .......................................................................................................21
3.3 Key Activities of the SMF Collaborative ...............................................................................23
3.4 Engagement Mechanisms to Advance the Framework......................................................24
3.4.1 Public Communication and Attending Meetings ..........................................................24
3.4.2 Tribal Engagement ..........................................................................................................25
3.4.3 Community Engagement ................................................................................................26
4. Engagement Conducted to Develop Strategic Framework ......................................................28
4.1 Washington State SMF Studies and Meetings ....................................................................28
4.2 Planning and Coordination Meetings...................................................................................28
4.2.1 Planning Committee Meetings ......................................................................................29
4.2.2 Founding Leadership Committee Meeting....................................................................29
4.2.3 Outcomes of Engagement with the Leadership Committee .......................................30
5. Proposed Framework Priorities and Activities .........................................................................32
5.1 Proposed Priorities for the SMF Collaborative ....................................................................32
5.2 Proposed Working Groups ....................................................................................................36
5.3 Proposed Studies and Analyses ...........................................................................................37
5.4 Proposed Workshops ............................................................................................................39
6. Annual Workplan .........................................................................................................................40
Washington Maritime Blue | maritimeblue.org 4
6.1 Tracking Progress .................................................................................................................40
7. Timeline of Action .......................................................................................................................41
8. Conclusion ...................................................................................................................................43
Appendix A: Planning Committee Meeting Summaries ...............................................................44
Appendix B: May 30th Founding Leadership Committee Meeting Participants.........................46
Appendix C: Key Initiatives and Engagement Supporting SMF Advancement in WA ................47
Appendix D: Organizations Engaged to Date ................................................................................50
Appendix E: Washington Fuel Coordination Example – Sustainable Aviation Fuel ...................51
Appendix F: Examples of Other Maritime Blue Collaboratives ....................................................54
Washington Maritime Blue | maritimeblue.org 5
Executive Summary
In 2024, the Washington Legislature directed the Washington Department of Commerce
(Commerce) to contract with a nonprofit entity that represents the maritime industry to develop
and publish a strategic framework regarding the production, supply and use of sustainable
maritime fuels (SMF) and deployment of low and zero-emissions vessel technologies in
Washington under Chapter 376, Laws of 2024, Sec. 130 (34). Washington Maritime Blue
(Maritime Blue) was contracted to develop the strategic framework and conduct required
stakeholder engagement with federal and state agencies, ports, industry, labor, research
institutions, nongovernmental organizations and relevant federally recognized tribes.
Commerce must submit a copy of the strategic framework and findings to the Legislature and
the governor by June 30, 2025.
This framework is a structured plan that outlines the guiding principles, key objectives and
coordinated methods to achieve long-term goals. A critical finding of this work was that a
formal group is the essential delivery mechanism required to implement this framework. Given
the diverse, multi-stakeholder nature of the maritime industry, a dedicated coordinating body is
imperative to ensure that Washington can be responsive to changes in policy, funding and
community needs and to make meaningful progress on its SMF goals in the Pacific Northwest.
Why Washington needs sustainable maritime fuels:
• The maritime industry drives $27 billion in business revenue and supports 174,000 jobs
in Washington, based on 2021 data. 1
• The maritime sector’s reliance on conventional fossil fuels, like diesel and heavy fuel oil,
produces significant particulate pollution and greenhouse gas emissions (representing
about 16% of Washington’s transportation sector emissions), harming port community
public health and fueling climate change.
• Without clear coordination, Washington risks falling behind global competitors moving
rapidly toward SMF and risks impacting the state’s ability to reach its climate and
greenhouse gas goals.
• The transition to SMFs requires clear regional standards, harmonized policies and
targeted incentives alongside investments in production capacity, supply chain logistics
and fueling infrastructure.
This report recommends the SMF Collaborative as the formal group to carry out the strategic
framework, maintaining its mission, values and priorities. Further, this report contains
background on the issue of maritime decarbonization and the work completed to develop this
framework and launch the SMF Collaborative.
1 “Maritime and Clean Economy Economic Analysis.” Washington Maritime Blue. April 12, 2022.
Washington Maritime Blue | maritimeblue.org 6
The SMF Collaborative:
• Is a multi-stakeholder body bringing together ports, Tribes, labor, shipping companies, fuel
providers, research institutions, government and communities.
• Provides a roadmap and governance structure to coordinate policy recommendations,
investment and innovation.
• Ensures the transition is equitable, economically beneficial and aligned with global
standards and stakeholder needs.
The SMF Collaborative’s mission, values and priorities as defined in the framework will remain
consistent, while the work plan will be flexible to the evolving energy landscape.
• SMF Collaborative priorities based on stakeholder engagement:
o Near-term (Year 1) and ongoing priorities
Gap analysis to identify impediments or primary challenges to
accelerating deployment of SMFs in the PNW.
Policy development that supports accelerated availability and use, with a
focus on practical deployment of fuels.
Meaningful engagement with adjacent and impacted communities.
o Long-term priorities
Practical deployment and adoption of sustainable maritime fuels.
Definitions and standards for sustainable maritime fuels in the PNW
region.
Identification of research opportunities through early-stage technology
gaps and fostering innovation pathways.
Demonstration projects that foster innovation from research through
commercialization.
Workforce pathways and opportunities that support the maritime clean
energy transition.
Recommendations
This strategic framework highlighted the need to create the SMF Collaborative, a public-private
partnership responsible for carrying out the framework to advance SMFs and introduce low and
zero-emissions vessel technologies.
The strategic framework recommends that Washington:
• Utilize the consensus-based collaborative approach outlined in this report in considering
steps like the following:
o Establish state-level maritime fuel standards and definitions informed by the
International Maritime Organization.
Washington Maritime Blue | maritimeblue.org 7
o Create funding opportunities, such as tax incentives, grants and loan programs to
support SMF infrastructure, demonstration projects, new technology adoption
and research, as consensus is built on specific priorities by Collaborative
activities.
o Develop state-level deployment targets for fuels used and delivered in the state
of Washington.
The strategic framework recommends that the SMF Collaborative:
• Engage with communities, tribal nations, industry, local governments, workforce
organizations and other key stakeholders on ongoing work through participation in work
groups, surveys, hosted workshops, individual meetings, research studies and
demonstration projects.
• Research and identify clear gaps in the supply, availability and use of SMF and potential
environmental and human health impacts of various SMF in the Washington via
comprehensive analyses of gaps to inform decision-making and policy development.
• Continue to develop state policy recommendations based on future stakeholder
engagement and research and track progress toward achieving state goals.
Washington Maritime Blue | maritimeblue.org 8
1. Introduction
The maritime sector is a cornerstone of the global economy and travel industries. In
Washington state, the maritime industry is a substantial economic driver, generating significant
revenue and employment. However, the industry’s reliance on conventional fuels has been
subject to scrutiny because the fuels used in shipping today lead to considerable global
greenhouse gas (GHG) emissions and particulate pollution, particularly concentrated near port
areas, which can adversely affect the health of adjacent communities.
Over the last decade, a global shift toward cleaner and more innovative maritime operations has
driven a desire to address environmental impacts and a need to strengthen the maritime
sector’s economic resilience. By investing in cleaner ships and fuels that will power the
maritime industry of the future, the industry is looking toward the long-term competitiveness
and viability of the sector. International regulations are evolving to mandate reduced shipping
emissions, further driving the adoption of sustainable maritime fuels (SMF). These cleaner
alternatives represent a new pathway for the maritime sector of the future. And shipping
companies globally have already committed to this transition and are building ships to adapt to
new regulations and fuels. Washington state is positioned to lead the region in a global
transition to SMF. Doing so will require policy changes, innovation and strong partnerships
between the state and its regional partners, industry, local governments, nonprofits and
research communities. Washington’s strong track record in clean energy, technology, research
and maritime innovation positions it well to lead this regional transition, with a focus on
economic growth, equity and sustainability.
Establishing a coalition to guide this work can help bring regional strategies that drive new
technologies, attract fuel producers and innovators, and serve the global shipping customer
needs to transition to a new and cleaner future. Bringing together stakeholders from the public
sector, private industry, tribal governments and the nonprofit sector to align on what the region
needs to do across research, development, policymaking, and engagement is critical to ensure a
prosperous and equitable transition to a future of the maritime industry.
To drive a cleaner, healthier and more prosperous future for the state’s maritime sector, a
strategic framework has been developed, outlining the establishment of the Sustainable
Maritime Fuels Collaborative (“SMF Collaborative”, or the “Collaborative”) to lead its execution.
The SMF Collaborative is aligned with the governing structure of the International Maritime
Organization (IMO) and is structured with leadership bodies, working groups and a secretariat,
which is familiar to the maritime industry. The SMF Collaborative will bring together a diverse
set of stakeholders that will engage in activities ranging from workshops, working groups,
studies and, ultimately, facilitate demonstrations and workforce initiatives. The Collaborative
and its activities will work to advance the production, supply and use of sustainable maritime
fuels and deployment of low- and zero-emissions vessel technologies in Washington.
1.1 Global Shift to a Sustainable Maritime Future
The global maritime industry is going through a substantial transition. International and regional
emissions schemes are driving the global maritime industry to map out pathways to net zero,
including a shift to new maritime fuels. To that end, this year, the IMO approved draft
amendments to the international regulation governing air pollution from ships, MARPOL Annex
VI, which mandate the implementation of the IMO Net-Zero Framework. 2
The draft amendments were approved 3 by the IMO countries participating in this year’s meeting
represent a significant milestone for the maritime sector by establishing mandatory emission
intensity limits and GHG intensity pricing across the shipping sector as part of the 2023 IMO
GHG Strategy. The strategy’s benchmarks are a 20-30% reduction in emissions by 2030 and a
70-80% reduction by 2040, with the ultimate goal of net-zero by or around 2050. 4 The IMO Net-
Zero Framework establishes a robust foundation that can be further developed to fully
decarbonize the maritime sector. It would represent the first legally binding set of rules that
combine mandatory emission intensity limits and GHG pricing globally across an entire sector.
At the time of this report’s publication, the Net-Zero Framework is pending adoption, a process
that has been met with strong public opposition from the U.S. federal government.5
The launches of several international and national efforts in 2024 and 2025 demonstrate the
acceleration of support for maritime innovation and fuel advancements from industry,
regulators and funders. The Zero Emissions Buyer Alliance, a coalition of global shipping
companies seeking to procure zero emissions fuel, started accepting bids 6 for its second
procurement process focused on e-fuels. Additionally, the Mærsk McKinney Møller Center for
Zero Carbon Shipping and RMI collaborated to launch Katalist, a platform designed to serve as
a "book and claim" system for maritime decarbonization, providing critical accounting for the
fuels being procured and used globally.7 The Maritime Innovation Coalition 8 was also launched
to drive the federal maritime innovation policy in the United States.
Multiple federal actions were initiated in the executive and congressional branches of
government in 2024 and 2025. The US Center for Maritime Innovation (USCMI) 9 was
established under the Department of Transportation’s Maritime Administration (MARAD) in
2024. This federal initiative is designed to facilitate research and development, analysis and
deployment to advance the maritime sector while aligning federal maritime activities. The US
2 “IMO approves net-zero regulations for global shipping.” IMO. April 11, 2025.
3 “IMO approves net-zero regulations for global shipping.” IMO. April 11, 2025.
4 “IMO’s work to cut GHG emissions from ships.” IMO.
5 “IMO approves net-zero regulations for global shipping.” IMO. April 11, 2025.
6 “ZEMBA E-Fuel-Focused Tender Now Accepting Bids.” ZEMBA. February 25, 2025.
7 “Katalist.” Katalist.
8 “Maritime Innovation Coalition.” Maritime Innovation Coalition.
9 “U.S. Center for Maritime Innovation.” U.S Center for Maritime Innovation.
Washington Maritime Blue | maritimeblue.org 10
Shipbuilding Capacity for Emerging Technologies Assessment is scheduled for publication by
MARAD in the second quarter of 2025. The Department of Energy plans to launch a Maritime
Fuels Grand Challenge, which is expected to further drive innovation and research in maritime
fuel technologies. The White House also recently announced an Executive Order on Restoring
America’s Maritime Dominance in April 2025. 10 Within Congress, the bipartisan Shipbuilding and
Harbor Infrastructure for Prosperity and Security for America Act of 2025 was reintroduced in
April 2025. 11
1.2 Washington’s Maritime Industry
The Pacific Northwest is a maritime fueling hub for a range of vessel types essential to
transportation and commerce. The economic impact is substantial. Washington’s maritime
sector is diverse and covers a wide range of activities, including commercial and government
shipbuilding, maintenance and repair, recreational boating, logistics and shipping, passenger
water transportation, fishing and seafood processing, and maritime support services, such as
naval architecture and training.
In 2021, the statewide maritime sector directly employed 67,000 workers and generated $6
billion in labor income and roughly $27 billion in business revenues. The total economic impact
of the maritime industry in 2021 (including indirect and induced effects) was roughly 174,000
jobs. The maritime sector's activities, supported through multiplier effects, generated
approximately $41 billion in business revenues and $12.6 billion in labor income. 12
While Washington state has reduced overall air emissions through various measures, 13 the fuel
sold and subsequently burned in the maritime sector still has substantial emissions
implications that impact local communities and contribute globally to climate change. In 2019,
the sale of international bunker fuels in Washington resulted in approximately 6.8 million metric
tons of GHG emissions, an amount equivalent to 16% of the total GHG emissions from the
Washington transportation sector. In 2019, an estimated 538 million gallons of maritime fuels
were supplied in Washington. 14 Pollution from fossil maritime fuels, such as diesel, heavy fuel
oil and marine gas oil, is concentrated around ports and contributes to health disparities in near-
port communities, which rank among the highest in diesel pollution and have a disproportionate
impact, according to the Department of Health’s Environmental Health Disparities Map.15 A shift
10 Executive Order on Restoring America’s Maritime Dominance. Washington, D.C.: The White House; April 9, 2025. EO
14269.
11 Shipbuilding and Harbor Infrastructure for Prosperity and Security of America Act of 2025. Senate bill BOM25374
RL5. 119th Congress. 1st Session. 2025.
12 “Maritime and Clean Economy Economic Analysis.” Washington Maritime Blue. April 12, 2022.
13 “New Report shows Maritime-Related Air Emissions Continue to Decrease in the Puget Sound Region.” The
Northwest Seaport Alliance. June 6, 2024.
14 “Sustainable Maritime Fuels.” Washington Maritime Blue.
15 “Washington Tracking Network.” Washington State Department of Health.
Washington Maritime Blue | maritimeblue.org 11
to cleaner fuels is needed to advance environmental justice in the state, which will require
capital, partnerships and innovation.
There have also been recent significant investments to drive toward cleaner, and ultimately
zero-carbon fuels, including the Pacific Northwest Hydrogen Association (PNWH2), which has
been awarded to the region to drive green hydrogen production. 16 While the initial offtake
commitments for the PNWH2 hub are not directed toward maritime fuel production, the hub
serves as a critical regional market foundation that establishes production infrastructure and
supply chains for green hydrogen, which is a feedstock for many SMFs. Several analyses
examining the maritime transition and its needs have either been completed or are still in
progress at the time of writing this report. These include: the RMI Pacific Northwest (PNW)
Sustainable Maritime Fuels Roadmap 17 was completed in 2024; the cross-border Washington
and British Columbia Low-Carbon Hydrogen Analysis by the PNW Economic Region (PNWER)
Foundation; 18 the PNW Gateway to Korea Green Corridors 19 feasibility studies exploring green
methanol; and the PNW to Alaska Green Corridor (PNW2AK) feasibility study for exploring green
methanol for cruise ships. 20
Washington is also home to multiple recipients of the EPA’s Clean Ports program, 21 a federal
program that will support ports in decarbonizing their operations. One of the awarded projects
will be evaluating a more sustainable maritime future for the Seattle/Tacoma Gateway through
several planning analyses:
• Fuel demand and supply infrastructure analysis
• Harbor vessel modernization in the Puget Sound feasibility study
• Syndicated fuel supply acquisition strategy
• Methanol bunkering, which refers to refueling ships with methanol as a marine fuel
analysis and desktop design and risk assessment
• Maritime energy transition workforce impact study
• Fuel transition and policy roadmap
While all of these efforts have been implemented and there is clear momentum, a dedicated
collaboration is still needed to support strategic planning and convening, enabling the whole
region to effectively benefit from the outputs of these efforts.
16 “Pacific Northwest Hydrogen Association.” Pacific Northwest Hydrogen Association.
17 “Advancing Zero-Emissions Fuels in Washington’s Shipping Sector.” Washington Maritime Blue, RMI, and CHARGE.
July 2024.
18 “PNWER and Partners Begin Work on Pioneering Cross-Border Hydrogen Analysis.” Pacific Northwest Economic
Region. July 22, 2024.
19 “US/ROK Green Corridor Pre-Feasibility Study.” Mission Innovation.
20 “Green Cruise Corridor Feasibility Study.” Port of Seattle. March 10, 2025.
21 “Clean Ports Program.” United States Environmental Protection Agency.
Washington Maritime Blue | maritimeblue.org 12
1.3 Complexity of the Maritime Sector and Stakeholders
The maritime industry represents a complex supply chain with interdependent stakeholders.
The maritime industry is a critical nexus point between the movement and transportation of
goods, passenger transportation and the intersection of water- and land-based infrastructure.
While not exhaustive, the following is a list of stakeholders engaged in the maritime industry:
Governments set regulatory frameworks, provide funding and drive policy for
decarbonization, safety and trade in the maritime industry. They play a central role
in enabling innovation, permitting infrastructure and enforcing international and
domestic maritime laws.
Ports act as critical hubs for cargo movement and logistics and serve as key
facilitators in the transition to cleaner maritime operations through infrastructure
development, fuel provisioning and intermodal connectivity. Ports also serve as
economic development engines, setting standards and expectations through lease
agreements with maritime operators and tenants.
Tribal nations bring sovereign rights and authority, cultural stewardship and
environmental leadership to maritime projects, particularly where activities
intersect with treaty rights and ancestral and culturally significant waters and
lands. They often lead or co-lead efforts in sustainable development and marine
conservation. Tribal nations and enterprises also own and operate port facilities
and invest in maritime-related business ventures.
Fuel industry companies produce, refine and distribute fuels—including emerging
low- and zero-carbon options—that power vessels and port equipment. They are
central to the maritime sector’s decarbonization transition and infrastructure
readiness.
Vessel owners, operators and manufacturers are responsible for fleet design,
construction, daily operations, efficiency of operations and technology adoption.
Their investment choices shape the pace and scale of maritime innovation.
Research and energy Innovation institutions advance the technologies and
systems needed for cleaner, smarter maritime operations—such as alternative
fuels, propulsion systems and digital tools—while informing policy and commercial
strategies.
Labor and workforce groups represent the human capital powering the industry,
from seafarers to dockworkers. They are key to implementing safety practices,
supporting operational shifts and ensuring that transitions are equitable and
create good jobs.
Washington Maritime Blue | maritimeblue.org 13
Communities and non-governmental organizations (NGOs) advocate for
environmental protection, economic equity and improved health outcomes tied to
maritime activities. They help shape public discourse, influence permitting and
policy decisions and ensure accountability in maritime development.
Although other industrial sectors, such as aviation, are also transitioning to lower-carbon fuel
and energy solutions, the complexity of the regulatory environment, fuel mix, and standards, as
well as international frameworks and operational structures, makes mobilizing action and
coordinated planning in the maritime sector even more complicated. There are various scales of
vessels, ownership structures, impacts on waterways, and communities affected by air
pollutants, as well as a disparate research community, due to the myriad challenges and
opportunities in the maritime sector.
Despite this complexity, there are examples for regional coordination on fuel that can be used
as templates for aligning state incentives to accelerate production and adoption of sustainable
maritime fuels and technologies. Washington's alternative jet fuel (AJF) work group provides a
relevant model. The state created a stakeholder network that educated policymakers and laid
the foundation for supportive policies. 22
The Sustainable Aviation Fuel Northwest program launched in 2011, and in 2012, the state
legislature created the Sustainable Aviation Biofuels Work Group. Over the last decade, this
collaborative approach resulted in clean fuel standards, sustainable airline fuel (SAF)
production incentives, streamlined permitting, regional goals like the Port of Seattle's 10% SAF
blend target by 2028, ongoing research partnerships and announced fuel facility projects that
will create hundreds of jobs. This demonstrates how sustained stakeholder collaboration can
create the policy, funding and partnership environment necessary to accelerate the adoption
and production of alternative fuels. See Appendix E for detailed information on Washington's
SAF collaborative model.
22 Washington State University. ”Sustainable Aviation Fuel Updates and Recommendations: Opportunities for
Washington.” December 1, 2024.
Washington Maritime Blue | maritimeblue.org 14
2. Overview of the Strategic Framework
The Washington State Legislature recognized the importance of maritime decarbonization in
2024 by setting aside funds to develop a SMF strategic framework, in response to global,
national and regional drivers, and the need to span the complex stakeholder groups. The first
step in the strategic framework is to create a group of partners from different sectors. This
group will be responsible for setting clear goals and defining the practical steps needed to
expand the use of alternative fuels in the Pacific Northwest. The SMF Collaborative, launched in
April 2025, brings together diverse stakeholders and interested parties across the value chain to
accelerate a fair transition to sustainable maritime fuels in the Pacific Northwest. This
framework outlines the operational structure of the Collaborative, including prior stakeholder
engagement that informed its development, the draft Collaborative priorities and activities
aimed at achieving its objectives, the process for developing the annual workplan each year,
and a tentative timeline for executing the framework in its current iteration.
This work has developed over the last year and a half with support from a planning committee
led by Washington Maritime Blue (Maritime Blue), the Port of Seattle, the Northwest Seaport
Alliance, the Port of Tacoma, Washington Department of Commerce and the Consortium for
Hydrogen and Renewably Generated E-fuels (CHARGE). The Planning Committee focused on
shaping the draft mission, vision and organizational structure, as well as initiating the Founding
Leadership Committee. The Founding Leadership Committee was established in May 2025,
marking the first meeting of the Leadership Committee, which assumed leadership of the SMF
Collaborative with Maritime Blue serving as its Secretariat. The ongoing Leadership Committee
will expand as necessary to ensure a diversity of voices and will guide the SMF Collaborative in
establishing goals and objectives, prioritizing initiatives and ensuring cohesive efforts. It
includes representatives from all segments of the maritime industry and impacted
communities. Additionally, a fundamental aspect of the Collaborative’s work involves ensuring
the participation and input of all interested or affected parties. This engagement encompasses
public communication, tribal engagement and community engagement.
Mission statement
This framework aims to accelerate the availability, affordability and deployment of sustainable
maritime fuels and low- and zero-emission vessels and technologies in the Pacific Northwest,
with a focus on achieving equitable prosperity and net-zero emissions by 2050. It establishes
the SMF Collaborative as the mechanism to advance this strategy.
Values
The following values guided the development of this framework and will govern its execution via
the SMF Collaborative:
• Support solutions for future fuels and technologies feasible for the maritime industry;
• Accelerate energy innovation in the region;
• Plan for competitiveness in the future;
• Prioritize local workforce development and economic prosperity;
• Drive efforts to reduce and eliminate maritime activity emissions of GHG and pollution;
and
• Support human health in communities impacted by conventional fossil fuels in the
marine sector.
Priorities and goals
The following near and long-term priorities have been identified as critical to the success of this
framework:
• Near-term (Year 1) and ongoing priorities
o Conduct a gaps analysis to identify impediments or primary challenges to
accelerating deployment of SMFs in the PNW.
o Advance policy development that supports accelerated availability and use, with
a focus on practical deployment of SMFs.
o Provide meaningful engagement with adjacent and impacted communities.
• Long-term priorities
o Determine definitions and standards for SMFs in the PNW region.
o Identify research opportunities through early-stage technology gaps and foster
innovation pathways.
o Support demonstration projects that foster innovation from research through
commercialization.
o Drive practical deployment and adoption of SMFs.
o Create workforce pathways and opportunities that support the maritime clean
energy evolution.
The successful execution of this framework requires the SMF Collaborative to achieve the
following strategic goals and objectives during its initial phase of operation (years 1-2). The
Collaborative will employ various activities to achieve its goals, including working groups,
studies and analyses, workshops, meetings and demonstration projects. The remainder of the
framework will reference back to these goals, further elaborated on in section 5, to clearly
indicate how the framework is delivering against these:
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Washington Maritime Blue | maritimeblue.org 17
3. Collaborative Structure for Implementing
the Framework
The SMF Collaborative serves as the mechanism to bring together representatives from across
the maritime value chain, as represented in Figure 3-1, to achieve the mission of the strategic
framework. This includes community-based organizations, non-governmental organizations, the
fuel industry, tribes, governments, ports, vessel owners and operators, labor and workforce
development organizations to accelerate the supply and use of SMFs. This organizational and
operational structure is designed to be responsive, allowing work and activities to evolve in
response to the ever-changing landscape and increasing complexity of reducing fuel emissions
from this hard-to-decarbonize industry.
Figure 3-1. The SMF Collaborative ecosystem.
3.1 Operational Structure Overview
The SMF Collaborative will be organized and managed by Maritime Blue as Secretariat and led
by a Leadership Committee as reflected in Figure 3-2. Guided by the Leadership Committee, the
Secretariat will manage collaborative activities, including forming working groups, publishing
studies, hosting events and supporting demonstration project priorities. Outcomes will be
coordinated with Commerce, with direction from the Washington Legislature. The full principles
and operating procedures will be governed by a charter in the coming months.
3.2 Core Leadership of the Collaborative
3.2.1 Leadership Committee Overview
The Leadership Committee will be structured and formed by the Founding Leadership
Committee. The Founding Leadership Committee was established by inviting subject matter
experts from across the SMF value chain and interested party groups to support the formation
of the SMF Collaborative. This founding group has supported the identification of additional
Leadership Committee participants and has provided feedback on the Collaborative structure
and its priorities to inform this strategic framework. As the founding committee transitions into
the continuing Leadership Committee through a shared charter, it will set the goals, objectives
and priorities of the SMF Collaborative. The Leadership Committee will have representation
from stakeholder groups and interested parties crucial to the sector's success.
Figure 3-2. The operational structure of the SMF Collaborative.
The organizations invited to the Founding Leadership Committee included:
• Maritime Blue (Planning Committee) • Northwest Seaport Alliance (Planning
• Washington Department of Commerce Committee)
(Planning Committee) • Port of Seattle (Planning Committee)
Washington Maritime Blue | maritimeblue.org 19
• Port of Tacoma (Planning Committee) • Mitsui O.S.K. Lines
• Consortium for Hydrogen and Renewably • Northwest Seaport Alliance
Generated E-Fuels (CHARGE) (Planning • Pacific Merchant Shipping Association
Committee) • Pacific Northwest National Laboratory
• AltaGas • Par Pacific
• BP • PNWH2 (Pacific Northwest Hydrogen
• Carnival Hub)
• Centerline Logistics • Saltchuk
• Chevron • Sky-NRG
• Climate Solutions • Swire Shipping
• Crowley • Tidewater
• Cruise Lines International Association • Twelve
• Earth Finance • Wallenius Wilhelmson
• Front & Centered • Wartsila
• HMM • Washington Public Ports Association
• Puget Sound Ports Council • Washington Department of Ecology
• Maritime Innovation Coalition • Zero Emission Buyers Alliance
Invited Washington Tribes
• Chehalis Tribe • Puyallup Tribe
• Colville Tribes • Quileute Tribe
• Confederated Tribes of the Umatilla • Quinault Indian Nation
Reservation • Samish Indian Nation
• Cowlitz Tribe • Sauk-Suiattle Indian Tribe
• Hoh Tribe • Shoalwater Bay Indian Tribe
• Jamestown S’Klallam Tribe • Skokomish Indian Tribe
• Kalispel Tribe • Snoqualmie Tribe
• Lower Elwha Tribe • Spokane Indian Tribe
• Lummi Nation • Squaxin Island Tribe
• Makah Tribe • Stillaguamish Tribe of Indians
• Muckleshoot Tribe • Suquamish Tribe
• Nez Perce Tribe • Swinomish Indian Tribal Community
• Nisqually Tribe • Tulalip Tribes
• Nooksack Tribe • Upper Skagit Indian Tribe
• Port Gamble S'Klallam Tribe • Yakama Tribe
Leadership Committee Roles and Responsibilities
The Leadership Committee will be responsible for three main areas: (1) advice and guidance; (2)
building consensus; and (3) external collaboration in coordination with the Secretariat.
Washington Maritime Blue | maritimeblue.org 20
The Leadership Committee will:
• Provide advice, input, or assistance in the development of solutions for the long-term
success and sustainability of the program.
• Provide direction for SMF Collaborative working groups, program priorities and budget.
• Co-chair working groups and identify participants.
• Review and provide feedback on key project reports and other materials commissioned
for the SMF Collaborative program.
• Use consensus-based decision making.
To facilitate coordination on external collaboration, the Leadership Committee will:
• Collaborate with the Secretariat in representing SMF Collaborative to elected officials
and public/government/private sector audiences.
• Assist the Secretariat in identifying and pursuing opportunities to advance the program
by connecting the Program Director to funders/stakeholders/interested parties/entities.
• Support outreach and communications by sharing SMF Collaborative information and
providing suggestions to the Secretariat for additional outreach.
In the first year of operation, it is anticipated that the Leadership Committee will meet a
minimum of quarterly for two to four hours. Additional meetings may be called for some
members of the Leadership Committee to focus on a particular topic, as needed, or through the
formation of subcommittees.
3.2.2 Secretariat Overview
The Secretariat will manage the Collaborative and serve as a critical link between the
Leadership Committee, Collaborative activities, Commerce and the Washington Legislature. The
Secretariat role for this Collaborative will be Maritime Blue. As Secretariat, Maritime Blue will be
responsible for the day-to-day execution of the Collaborative as detailed in the Roles and
Responsibilities below.
Maritime Blue is a strategic alliance propelling the Pacific Northwest toward global leadership in
ocean-based innovation. Maritime Blue fosters collaboration among industry, government,
academia, communities and investors to create sustainable maritime and ocean industries.
Maritime Blue empowers the region to thrive in the Blue Economy by accelerating innovation
and entrepreneurship, centering equity, addressing climate change, restoring marine
ecosystems and building a diverse workforce. Strategic focus areas include maritime
decarbonization, renewable ocean energy, sustainable fisheries and seafood, healthy ocean
ecosystems and digital solutions. Maritime Blue works to create a world-class, thriving,
equitable and sustainable maritime and ocean industry through knowledge sharing, joint
innovation, entrepreneurship, commercialization, business and workforce development.
Maritime Blue leads a suite of collaborative initiatives aimed at advancing innovation,
sustainability and industry coordination across the maritime sector. These Collaboratives
Washington Maritime Blue | maritimeblue.org 21
convene cross-sector stakeholders to address shared challenges and opportunities, support
emerging industries and foster regional leadership across the Blue Economy. A list of these
activities and further background on Maritime Blue is included in Appendix F.
Secretariat Roles and Responsibilities
The Secretariat will be the primary face of the program to stakeholders and the public. As part
of its role, Maritime Blue as Secretariat will lead the program in strategic planning, managing
relationships, coordinating of key meetings and workshops, determining resource requirements,
managing deliverables and budgets, interpreting findings, researching issues, short and long-
term funding development, coordinating findings and publishing outputs, developing
communications content, and promoting and representing the program nationally and
internationally.
Additional roles and responsibilities will include:
• Facilitate and set agendas for Leadership Committee meetings;
• Synchronize the working groups by aligning priorities, helping everyone focus on the
main programmatic goals and addressing unaligned interests as needed;
• Provide oversight and project management for all work products of the Collaborative, as
prioritized by the Leadership Committee;
• Work closely with the Budget/Fundraising Leadership Subcommittee and working
groups to put together a comprehensive annual budget proposal that considers the
program’s overall goals and aligns the priorities of the Collaborative. This single budget
proposal will then go to the Leadership Committee for approval;
• Work with Leadership Committee members to give SMF Collaborative briefings to
elected officials, executives and senior-level leadership from participating entities;
• Coordinate with US and foreign key organizations (such as the Department of Energy
(DOE), MARAD, the Economic Development Administration (EDA), international
economic development agencies, innovation clusters) and individuals who can help
further the SMF Collaborative mission; and
• Report to the Washington Legislature on the outcomes and outputs of the SMF
Collaborative.
In addition to its operational and coordination duties and responsibilities, the Secretariat will
participate in key strategic engagements as appropriate. Maritime Blue has existing
commitments with the following engagements:
• Support industry engagement on several relevant Ports of Seattle and Tacoma studies,
including:
○ Fuel demand and supply infrastructure analysis;
○ Harbor vessel modernization in the Puget Sound feasibility study;
○ Syndicated fuel supply acquisition strategy;
○ Methanol bunkering analysis and desktop design and risk assessment;
• PNW2AK Green Corridor Feasibility Study (Knowledge Partner); and
Washington Maritime Blue | maritimeblue.org 22
• USCMI PNW Leader.
Though these existing engagements inherently inform the Collaborative’s work, in its
participation, Maritime Blue will clearly communicate that this work is distinct from its SMF
Collaborative Secretariat role.
The Secretariat may identify strategic external engagements in externally led studies,
workshops, events, or initiatives that will support the mission of the SMF Collaborative. These
future engagements will be selected based on staff capacity, ability to accelerate the
Collaborative’s mission, and with Leadership Committee approval. If appropriate, in these future
engagements, Maritime Blue may participate specifically in its role as SMF Collaborative
Secretariat.
SMF Collaborative Secretariat staff will conduct regular briefings for elected officials and
executives at the request of their organization and invite elected officials and executives to an
annual dedicated SMF Collaborative meeting through their representatives on the Leadership
Committee or working groups. This includes providing an annual update to the State
Legislature’s Maritime Caucus.
3.3 Key Activities of the SMF Collaborative
The Collaborative's core activities—working groups, studies and analyses, meetings and
workshops and technology demonstrations—will generate the technical knowledge and
strategic insights needed to execute this framework to advance sustainable marine fuels in
Washington state. These activities will build on stakeholder input and engagement to identify
implementation priorities, assess feasibility and guide investment decisions across the SMF
value chain.
Working Groups: Working groups will be responsible for providing specific specialist advice and
subject matter expertise in the development and execution of research, strategies and
management of projects and initiatives to support SMF Collaborative goals. Participants will be
identified by the Leadership Committee, or self-identified through direct inquiries to SMF
Collaborative, or by other partners. The Collaborative webpage will be kept up to date with
active working groups and participation opportunities to facilitate direct inquiries from
interested stakeholders.
The structure of the working groups is as follows:
• Co-Chairs: At least 1 from Leadership Committee
• Participants: Representatives from industry, communities, research, nonprofits, public
entities, tribes, and/or labor (including those organizations not represented on
Leadership Committee)
• Meeting Frequency: Dependent on goals of working group
• Workload: Dependent on focus of the group
Washington Maritime Blue | maritimeblue.org 23
• Duration: Dependent upon the focus area of the working group. Some may be long term
while others may be established to staff shorter term projects/needs
• Potential Model — Deliverable/Study Focused: formed to scope, fund, contract, or
inform a specific study or similar style body of work
• Potential Model — Information Sharing: formed to begin early discussions on a topic,
share resources, understand base needs and help to inform priorities of broader
program objectives
Studies and Analyses: Studies or analyses will be conducted by external contractors and be led
or informed by the Collaborative. These studies and analyses will be intended to fill knowledge
gaps by interested parties.
Meetings and Workshops: The SMF Collaborative will assemble meetings and workshops on
certain topics, as necessary. These will help fill knowledge gaps, enable networking and topic
socialization, facilitate identification of projects, or ensure sharing of insights. These may be
targeted towards specific organization types or broadly inclusive.
Demonstrations: Participants in the SMF Collaborative may use activities led by the SMF
Collaborative as a jumping off point for demonstration projects. Staff or Collaborative
participants may engage in these directly, if requested by project leads, or may support
identification of further partners or funding pathways for vessel, fuel, or technology
demonstration.
3.4 Engagement Mechanisms to Advance the Framework
There are many stakeholders who are interested in and impacted by the outcomes and findings
of the activities of this framework. Though the SMF Collaborative Leadership Committee will
have representation from a broad set of interests, it will be important to engage with even more
interested parties across the region throughout the proposed activities and to guarantee broad
representation.
There are four main methods that will be used to communicate and engage: (1) publish public
information about the proceedings and outcomes of the SMF Collaborative; (2) conduct specific
engagement through working groups and meetings; (3) engagement with Washington and PNW
Tribes; and (4) community-specific engagement based on priorities identified by the Leadership
Committee.
3.4.1 Public Communication and Attending Meetings
The SMF Collaborative recognizes the need to accommodate the interested public and will
accomplish this in three ways: (1) conduct meetings with interested parties and stakeholders,
as requested by a given entity; (2) post Leadership Committee meeting minutes on the Maritime
Blue website; and (3) respond to inquiries from the public as they arise and in a timely manner.
The SMF Collaborative will engage with the public in the following ways:
Washington Maritime Blue | maritimeblue.org 24
• Website (including opt-in links on the website for new groups to engage)
• Listserv and E-Newsletter
• Social media
• In-person and virtual meetings, events, workshops, listening sessions
The Secretariat will also provide the participating groups with materials to share with their
networks. Participants in SMF Collaborative activities will also be empowered to introduce the
Collaborative’s work to new groups and encourage them to get involved.
The Secretariat, on an annual basis, will review maritime and related supply chain events and
opportunities for amplifying the state’s work to advance maritime technologies and fuels and
create an annual calendar of events, such as:
• Conferences
• Invited briefings for elected officials
• Quarterly (August, November, February and May) public communications releases
(website, email, or live meetings TBD).
A formal communications plan will be developed and published by the Secretariat in Year 1,
which will include guidance for the Leadership Committee on communications, key messages
and coordination.
3.4.2 Tribal Engagement
The SMF Collaborative has an engagement plan to work with numerous tribal government
representatives. Thus far, all 29 federally recognized tribes in Washington, as well as the Nez
Perce Tribe and the Confederated Tribes of the Umatilla Indian Reservation (due to treaty rights
extending into Washington) have been invited to participate in the SMF Collaborative Leadership
Committee. To date, seven tribes have responded to outreach and engaged in email
correspondence with Maritime Blue, and, through these emails, those tribes have specified how
they would like to be engaged in the SMF Collaborative. All long-term tribal engagement will be
aligned with the engagement guidance received from each tribe, respectively, and these tribes
will be informed of any additional opportunities to engage in the way they choose. Proposed
engagement methods include:
1. Individual visits to interested tribes: Site visits, including meetings with tribal staff and
briefings/discussions with Tribal elected leadership, provide each Tribe with the
opportunity to offer specific, uniquely tailored feedback about the SMF Collaborative
process as the observations and solutions offered may be unique to each tribe.
Additionally, each tribe can be given the opportunity to detail their individual engagement
needs and preferences. Site visits also reduce the time requirements and travel burdens
for tribes and their staff who often have limited capacity.
2. Regular communications to tribal leadership: Maritime Blue will maintain direct
communications to tribes through regular official letters to Tribal leadership. Often,
Washington Maritime Blue | maritimeblue.org 25
tribes will communicate through formal letters signed by their leadership and missives
to tribal leadership shows deference to the tribes’ sovereignty and hierarchy.
3. Leverage tribal relations of SMF Collaborative Leadership Committee members: Several
organizations involved in the SMF Collaborative as Leadership Committee members or
are on the Board of Maritime Blue have existing, established relationships and
communication pathways with tribes. Over the next six months, as the Leadership
Committee Charter is finalized, the SMF Collaborative will build upon these relationships
to keep tribes informed of the discussions and decisions happening within the SMF
Collaborative.
4. Engage through established forums: To increase the opportunities for tribes to engage
and be informed about the SMF Collaborative, Maritime Blue will engage tribes through
established forums they are already involved in, if requested. For example, Maritime Blue
could present at Affiliated Tribes of Northwest Indians (ATNI) general meeting, if invited
to do so.
5. Host tribal regional forums: Tribal Regional Forums are a method for meeting with Tribes
regionally to ease travel and create opportunities for tribes to offer specific feedback, as
the observations and solutions offered may be unique to some areas. Planning would be
predicated on tribes signing off on the need or their interest in holding these forums.
3.4.3 Community Engagement
Beyond the public communication methods, the SMF Collaborative will work to engage
impacted communities early. As a start, there will be a subcommittee of the Leadership
Committee dedicated to outreach and engagement. As the Collaborative identifies key priorities
and activities, public engagement will be necessary to understand potential impacts to
Washington communities and set the stage for meaningful collaboration to reduce harm and
maximize benefits. The types of ways to engage with communities will vary depending on the
activities of SMF Collaborative. For example, if the Collaborative is contemplating new policy
recommendations, engaging with communities that would be affected by policies to ensure
they are shaped with their concerns in mind will be important.
Additionally, as the SMF Collaborative examines the supply chain and the potential for more fuel
producers, consideration will need to be given to how fuel producers can work with
communities on new facility siting and construction. While the SMF Collaborative will not take
on community engagement for siting and permitting of specific projects, the Collaborative can
work with communities and trusted intermediaries to understand the types of questions and
information communities would need to support new facilities broadly.
For communities concerned about environmental health impacts — whether from air quality
effects of alternative maritime fuel use or water quality impacts from potential spills — the SMF
Collaborative could engage with community groups to understand their specific concerns. And
the Collaborative can identify key activities to support these groups, including providing
education on the health impacts of sustainable fuels compared to traditional maritime fuels, or
Washington Maritime Blue | maritimeblue.org 26
working with first responders, port operators, health agencies and other affected parties to
support transparent communication about monitoring protocols and emergency response
resources.
To empower communities and promote collaboration, the SMF Collaborative will conduct
robust stakeholder mapping related to new analyses and projects. Specific community
engagement methods can include:
1. Direct outreach to community-based organizations: Briefing groups on the Collaborative
and providing regular status updates.
2. Briefings to local government representation: When appropriate, engage local
governments, councils, or other structures in the Collaborative.
3. In-person and virtual meetings: Engage local community members at in-person and
virtual meetings.
4. Surveys or other information gathering: Identify ways that communities can provide input
to policy recommendations or reports through surveys or requests for information.
This list is non-exhaustive, and the SMF Collaborative will work to continuously engage
communities as part of this work.
Washington Maritime Blue | maritimeblue.org 27
4. Engagement Conducted to Develop
Strategic Framework
This framework builds on years of coordinated regional efforts and extensive stakeholder
engagement conducted throughout the planning process. This section outlines the key
initiatives that created momentum to create this framework and the planning activities that
directly informed establishing the Collaborative to advance it and enable acceleration of SMF.
4.1 Washington State SMF Studies and Meetings
Numerous studies and meetings have engaged organizations from across the region and SMF
value chain, creating the foundation for the SMF Collaborative. These are described in detail in
Appendix C, but some particularly noteworthy activities include:
• Maritime Blue's inaugural Blue Forum in 2019, which mapped research pathways to
industry demand for maritime energy solutions in partnership with Pacific Northwest
National Laboratory and federal agencies.
• The Pacific Northwest to Alaska Green Corridor (PNW2AK), the world's first cruise-led
green corridor feasibility study, is currently underway.
• Concurrent feasibility studies to explore green corridors between the Republic of Korea
and the Pacific Northwest Gateway are also underway.
• The selection of the Pacific Northwest as a federal Hydrogen Hub in 2023 further
positioned the region as a leader in clean energy infrastructure critical to maritime fuel
production.
• RMI’s Advancing Zero-Emission Fuels in Washington’s Shipping Sector Roadmap (SMF
Roadmap) study, which was published in August 2024, provides a regionally focused
roadmap for decarbonizing Washington state’s shipping sector.
4.2 Planning and Coordination Meetings
A planning committee met and held a series of coordinated workshops and meetings to discuss
the initial structure and objectives for what would become the SMF Collaborative. These
engagements have laid the groundwork for formalizing the Collaborative and establishing the
Founding Leadership Committee. The SMF Collaborative provides a platform for cross-sector
partners to accelerate the development, accessibility and deployment of sustainable maritime
fuels and zero-emission vessels across the Pacific Northwest.
Over the last two years, Maritime Blue has developed a contact list and performed outreach to
more than 200 organizations to support this effort (see Appendix D). These organizations
participated in workshops to support related bodies of work like the RMI SMF Roadmap, one-on-
Washington Maritime Blue | maritimeblue.org 28
one meetings to understand and validate the challenges encountered in advancing SMF
deployment. Maritime Blue sought to confirm the proposed strategies were appropriate to
address the broad challenge. While these outreach efforts covered a range of organization
types, Maritime Blue will work to increase equitable representation of voices in the outreach
going forward.
4.2.1 Planning Committee Meetings
Between December 2024 and April 2025, a series of Planning Committee meetings laid the
groundwork for establishing the SMF Collaborative. These meetings brought together regional
stakeholders to discuss the framework’s purpose, scope and structure and develop targeted
outreach strategies to engage public, private, tribal and community-based organizations. The
Planning Committee finalized the framework’s mission and vision, as well as the SMF
Collaborative’s draft operating procedures and timeline, with a particular emphasis on high-level
industry engagement and legislative reporting milestones. Meetings also advanced the
development of core materials, including concept papers, pitch decks, a press release to launch
the Collaborative 23 and background briefings—and clarified Maritime Blue’s role as the
Secretariat. Aligning with Washington’s maritime decarbonization and innovation goals, this
group also planned the Leadership Committee meeting on May 30. For more information on
those meetings, please refer to Appendix A.
4.2.2 Founding Leadership Committee Meeting
Through discussions with the Planning Committee, Maritime Blue invited 33 organizations and
all federally recognized tribes in Washington to serve as the Founding Leadership Committee.
The breakdown of participation is shown in Figure 4-1. The list was based on the Planning
Committee’s expertise and understanding of who could best represent the breadth of SMF
interests across the Washington and PNW region, as well as Maritime Blue’s extensive maritime
industry experience.
Maritime Blue, as Secretariat, organized a half-day meeting with the Founding Leadership
Committee to discuss the operating framework and the priority areas for the SMF Collaborative.
A list of organizations involved in that meeting can be found in Appendix B. Over 40
representatives from public, private, tribal, nonprofit and research sectors participated.
23 “A Sea Shift: Maritime Fuels Collaborative Launches to Accelerate Clean Energy Transition across the Pacific
Northwest Maritime Industry.” Washington Maritime Blue. April 3, 2025.
Washington Maritime Blue | maritimeblue.org 29
Leadership participation breakdown
7
6
5
Number of Participants
4
3
2
1
0
Governments Communities Vessel Fuel Industry Research & Tribes Labor &
& Ports & NGOs Owners, Energy Workforce
Operators & Innovation
Manufacturers
Figure 4-1. Breakdown of organizations in Founding Leadership Committee, by organization
type and classification.
During the meeting, participants engaged in in-depth discussions on the Collaborative’s mission,
governance, priorities and stakeholder engagement. They proposed refining the mission
statement to ensure technology neutrality and highlight the Pacific Northwest’s competitive
advantages in policy, geography and innovation. Maritime Blue clarified its role as Secretariat,
with the Leadership Committee assuming authority over goals and budget decisions, guided by
a forthcoming Charter. Participants emphasized the importance of a balanced governance
structure, free from undue funder influence, and called for careful consideration of stakeholder
representation in shaping the Collaborative’s direction.
Breakout sessions and polling exercises helped solidify the near term SMF Collaborative
priorities, with strong alignment around policy recommendations, meaningful engagement and
supply chain mapping. Additional focus areas included standards-setting, demonstration
projects, workforce development, environmental justice and market readiness.
4.2.3 Outcomes of Engagement with the Leadership Committee
The Founding Leadership Committee identified three key planning areas: (1) establish a
Community Engagement Subcommittee and a Budget/Finance Subcommittee; (2) expand the
Leadership Committee with additional members; and (3) solidify year one Collaborative
priorities. The Community Engagement Subcommittee will support initial drafting and design of
outreach and engagement strategies and then continue throughout the life of the Leadership
Committee to support and reflect on outreach around the determined activities of the
Washington Maritime Blue | maritimeblue.org 30
Collaborative. The Budget and Finance Subcommittee will support the Secretariat in identifying
resources that will be needed to execute on the proposed activities and priorities.
Maritime Blue asked the Founding Leadership Committee and external partners for suggestions
on additional organizations or entity types whose participation would be benefit the Leadership
Committee. Additionally, from April to June 2025, Maritime Blue engaged government and
private sector partners for individual feedback on the framework and priorities. The feedback
identified several priority areas for expanded representation:
• Government: Partners emphasized the need for strong state and local government
representation, regulatory agencies such as the US Coast Guard and Washington state
tribal participation. All 29 federally recognized tribes, as well as 2 additional tribes with
treaty areas extending into Washington, have been contacted with ongoing engagement
efforts underway.
• Communities: Multiple respondents highlighted the importance of expanded non-profit
participation, particularly environmental and social justice organizations. While one
community coalition was contacted, they indicated limited capacity to engage currently.
As a part of the Community Engagement Subcommittee, the Collaborative will discuss
building capacity for expanded non-profit engagement, recognizing that these
organizations often have limited resources. Community voices are essential in the
formation and leadership of this effort to ensure equity and justice are sustained
priorities from the outset, and identification of organizations to expand the Leadership
Committee will be done thoughtfully to ensure geographic diversity.
• Industry, Workforce, and Regional Expansion: Feedback identified needs for increased
representation from cargo and shipping operators, financial institutions, supply chain
members, additional labor unions and emergency response and safety experts.
Participants also emphasized including non-Washington Pacific Northwest
organizations from Oregon and British Columbia and coordinating with similar
sustainable fuel coalitions to address shared infrastructure challenges.
• Expanding the Leadership Committee: As part of its charter to be agreed upon by the
Leadership Committee, there should be clear language about how Leadership
Committee representation will be added during the duration of the Collaborative.
This feedback will inform ongoing outreach efforts and the evolution of the Leadership
Committee composition as the collaborative matures. The Founding Leadership Committee
input on the Collaborative’s priorities and activities are detailed in Section 4 of this report.
Washington Maritime Blue | maritimeblue.org 31
5. Proposed Framework Priorities and
Activities
This section outlines the priority areas and initial activities that the SMF Collaborative will
pursue to advance the framework, including the working groups, studies, and meetings that may
be necessary. It presents the initial activities proposed by the Planning Committee, incorporates
feedback from the Founding Leadership Committee and external partners, and establishes the
resulting aligned goals and objectives for this framework to advance.
5.1 Proposed Priorities for the SMF Collaborative
The Planning Committee identified the following proposed priorities for the SMF Collaborative
in executing this framework:
• Policy development that supports accelerated availability and use.
• Meaningful engagement with adjacent and impacted communities.
• Definitions and standards for sustainable maritime fuels in the PNW region.
• Identification of research opportunities through early-stage technology gaps and
fostering innovation pathways.
• Demonstration projects that foster innovation from research through
commercialization.
• Practical deployment and adoption of sustainable maritime fuels.
• Workforce pathways and opportunities that support the maritime clean energy
transition.
Feedback from Founding Leadership Committee
Though all these priorities are important long-term to achieving the mission of the framework,
participants at the May 30th Founding Leadership Committee meeting identified Year 1
priorities from within these for initial action by the Collaborative. Participants engaged in
breakout discussions to review proposed Year 1 priorities and identify areas of consensus.
Across groups, there was strong alignment around three core focus areas: (1) policy
development, (2) meaningful engagement and (3) supply chain mapping and gaps analysis.
These were seen as foundational to creating clarity, building trust and positioning the Pacific
Northwest to lead in the deployment of sustainable maritime fuels. Additional priorities included
defining regional fuel standards, pursuing demonstration projects and mapping workforce
needs aligned with emerging technologies. See section 2 Overview of the Framework for
complete list.
Having a comprehensive value chain analysis to support policy development and gaps
assessment was a clear priority from the Founding Leadership Committee. Coupled with an
Washington Maritime Blue | maritimeblue.org 32
agreed upon definition of sustainable maritime fuels, the Committee agreed that there was a
need to define the focus of the SMF Collaborative on the types of fuels developed. This included
whether there should be more of a long-term strategic focus on alternative fuels of the future,
versus having short-, medium- and long-term fuels. Fuels like e-methanol or e-ammonia are
often considered currently to be the alternative “fuels of the future,” but are much farther from
widespread adoption due to lack of fuel availability, cost and suitable vessels. Conversely, fuels
like LNG or biofuels like renewable diesel are more readily available but come with tradeoffs,
notably a higher emission profile than e-methanol or e-ammonia. Determining whether the
primary focus of the Collaborative will be on “fuels of the future” versus a multi-fuel approach
that looks at all-of-the-above fuels will be important when establishing goals and future
activities.
Establishing clear and consistent definitions for SMF and their associated production and
emissions pathways should be a critical priority for Washington state, particularly given the
upcoming implementation of the IMO’s revised fuel standards set to be enacted in October. The
IMO’s framework will set a global baseline for low- and zero-emission fuels. Aligning
Washington’s definitions with these international standards will be essential to ensure
compatibility with global shipping markets, enable access to green corridors, and support the
state’s port competitiveness. During recent stakeholder engagement and Leadership
Committee discussions, participants consistently emphasized the need to wait for the finalized
IMO criteria before formalizing local standards, recognizing that premature definition-setting
could create conflicts or misalignment.
Washington’s unique policy landscape, including its Clean Fuel Standard (CFS), underscores the
urgency of establishing regionally relevant SMF definitions that can guide incentive structures,
infrastructure planning and private sector investment. Stakeholders are looking to the state to
provide leadership in shaping practical and forward-compatible standards, especially as federal
and international frameworks continue to evolve. Making sure Washington’s definitions match
national and international standards and reflect local fuel production and sustainability
priorities is key to attracting investment, providing clear regulations and speeding up the use of
low- and zero-emission maritime fuels across the state.
Washington has a strong existing maritime and energy workforce, particularly with respect to
union labor and apprenticeship programs that already train workers for the construction,
maintenance and operation of the infrastructure needed for sustainable maritime fuels. The
Collaborative will focus on connecting SMF-related projects to these established, local
workforces, ensuring that investments in clean energy transition directly support high-road jobs
and unionized labor. Supporting this workforce continuity not only advances equity and
economic development but also ensures that SMF deployment is grounded in proven labor
capacity and community-based employment.
Goals and Objectives to Achieve Priorities
Given the feedback to prioritize gaps analysis, policy and engagement, the framework has
established goals and objectives for the Collaborative to continue progress on all three
Washington Maritime Blue | maritimeblue.org 33
immediate priorities. Each objective is subject to funding and capacity, and the timing is relative
to the first Leadership Committee meeting that was held on May 30, 2025. These reflect the
initial goals and objectives that Maritime Blue developed as outputs of the Founding Leadership
Committee’s first meeting, but they may be revised as more activity gets underway:
Goal 1: Formalize structure and refine scope of the SMF Collaborative
Fall 2025
1.1 Solidify the Leadership Committee composition and ensure the charter enables expansion
or changes in membership.
1.2 Finalize a charter to support the SMF Collaborative.
1.3 Create a public-facing communications plan and identify the most critical
meetings/conferences to attend to conduct stakeholder engagement.
Winter 2025
1.4 Establish a clear community engagement plan.
Spring 2026
1.5 Finalize an annual workplan with the Leadership Committee for the next fiscal year.
Summer 2026
1.6 Define the geographic scope of the SMF Collaborative, including the reach beyond the state
of Washington, and the need for coordination activities with Alaska, Oregon, British
Columbia and other identified regions/states.
1.7 Create a fuels roadmap to identify and prioritize the types of fuels and vessels that should
be prioritized in SMF Collaborative activities.
1.8 Create and execute a tribal engagement strategy.
Goal 2. Identify clear gaps in the supply, availability and use of SMF in Washington state.
Winter 2025
2.1 Conduct a workshop on SMF deployment gap identification.
2.2 Launch SMF Deployment Working Group.
Summer 2026
2.3 Scope a study on SMF deployment availability and gaps; inclusive of policy, infrastructure
and industry interest and readiness.
Winter 2026
Washington Maritime Blue | maritimeblue.org 34
2.4 Publish findings from workshops, reports and other methods on gaps of fuel availability
aligned with multiple fuel pathways.
Goal 3. Develop state policy recommendations to support maritime fuels.
Winter 2026
3.1 Establish a State Policy Working Group to build on findings from the SMF Deployment
Working Group.
3.2 Building upon the fuel deployment study, develop a subsequent analysis to identify the most
promising policies used by states and other countries to incentivize and attract both fuel
supply, vessels and related technologies to adopt SMF.
Summer 2027
3.3 Conduct additional activities (workshops, meetings, studies) to develop recommendations
for incentives for fuel adoption.
3.4 Recommend in a report state-level deployment targets for fuels used and delivered in the
state of Washington.
Goal 4. Create a roadmap to invest in innovation and research in the state to attract new
technologies and solutions to accelerate the adoption of maritime fuels.
Winter 2025
4.1 Conduct a workshop to convene regional perspectives from the full SMF value chain to
determine research and early-stage innovation priorities.
Winter 2026
4.2 Develop a regional assessment of research conducted to support the development and use
of SMF.
4.3 Plan a study to identify ways to attract SMF innovation to the region and analyze gaps in
available investment.
Winter 2025-Summer 2027
4.4 Conduct workshops and other events to highlight SMF global innovation that is currently or
potentially impactful to the region.
Washington Maritime Blue | maritimeblue.org 35
5.2 Proposed Working Groups
The Founding Leadership Committee considered the list of working groups below. Additional
working groups will likely be identified but these were put forth for consideration:
• Community outreach
• International collaboration
• Technology development and demos
• Value and supply chain mapping and identification of impediments to SMF
• Regulations and incentives to advance SMF
• Safety regulations
• Workforce development
Feedback from founding Leadership Committee and External Engagement
During the May 30th Founding Leadership Committee meeting, the group identified Value and
Supply Chain Mapping and Policy and Incentives as key working groups, see Figure 5-1. It was
made clear to the facilitators that safety regulations and workforce are being covered by other
groups and should not be a focus at this time. However, in external engagement on the priority
activities, it was also encouraged that supporting robust conversations about local workforce
safety training and connecting the existing union workforce with this sector as it advances will
be valuable activities as the work progresses.
8
6
4
2
0
Value & Supply Policy & Community Technology Workforce International Safety
Chain Mapping Incentives to Outreach Development & Development Collaboration Regulations
& Identification Advance SMF Demos
of Impediments
to SMF
Figure 5-1: Founding Leadership Committee feedback through Mentimeter poll at May 30th
Meeting on priority Working Groups for near-term activity.
There was also a robust discussion about community outreach. However, rather than having a
working group focused on community outreach, it was decided that a subcommittee of the
Washington Maritime Blue | maritimeblue.org 36
Leadership Committee would be formed to best approach community outreach and
engagement.
The draft initial working groups — Value & Supply Chain and Policy & Incentives—also
complement existing working groups, including:
• Fuel Buyers Group (via Ports of Seattle and Tacoma Syndicated Fuel Supply Strategy)
• Harbor Vessel Modernization Advisory Group (via Ports of Seattle and Tacoma Harbor
vessel modernization in the Puget Sound feasibility study)
Other suggested topics for working groups included Outreach and Engagement, Innovation and
Startups and a working group specific to Industry Engagement. Participants also encouraged
the SMF Collaborative not to duplicate existing efforts in establishing working groups.
5.3 Proposed Studies and Analyses
While there are numerous studies that have been conducted focused on maritime in the Pacific
Northwest and Washington, several additional studies were proposed to the Founding
Leadership Committee:
• Policy analysis for accelerating availability, affordability and adoption of SMF in the
region
• Forecasted fuel needs for ports in the Pacific Northwest
• Public/private partnership models for maritime action
• Gaps Analysis: impediments to deploying SMF in our region
• Technology roadmap and research identification for SMF and zero-emission vessels
• Harborcraft decarbonization in the Salish Sea as demonstrations
• Inland waterway and Columbia River Corridor analysis
Feedback from Founding Leadership Committee
At the May 30th Founding Leadership Committee meeting, the group was requested to provide
feedback on the proposed studies. The group reaction is found in Figure 5-2 below:
Washington Maritime Blue | maritimeblue.org 37
6
4
2
0
Gap Analysis: Policy analysis Technology Harborcraft Forecasted fuel Public/private Inland waterway
impediments to for accelerating roadmap and decarbonization needs for ports partnership and Columbia
executing on availability, research in the Salish Sea in the Pacific models for River Corridor
SMF in our affordability, and identification for as Northwest maritime action analysis
Region adoption of SMF SMF and zero demonstrations
in region emission vessels for larger scale
decarb
Figure 5-2: Founding Leadership Committee feedback through Mentimeter poll on priority
studies for near term activity.
Like with feedback on working groups and priorities, the group emphasized the importance of
gap assessments for SMF, including the identification of impediments and policies to support
the availability of fuels.
Attendees provided additional research suggestions, including environmental justice analysis of
SMF production and transportation, economic impact studies of the SMF industry in the Pacific
Northwest, and regional market opportunity assessments. Participants also identified the need
for sector-specific research on vessel types, such as Washington State Ferries, the towing
industry, and Tribal maritime operations, as well as infrastructure studies and value/supply
chain mapping.
Several participants emphasized clarifying what types of gaps should be included in gap
analyses. These included studying gaps in community engagement, fuel commercialization,
technology advancement, and capital deployment. These additional suggestions will be
considered as the SMF Collaborative develops its research agenda and secures funding for
expanded analyses.
Washington Maritime Blue | maritimeblue.org 38
5.4 Proposed Workshops
Workshops and meetings will be important tools for gathering external feedback and input at
various stages of implementing this framework. Several potential workshops were suggested
for consideration by the Founding Leadership Committee and other stakeholders:
• Defining maritime fuels for the Pacific Northwest in alignment with the IMO;
• Tribal workshop on SMF;
• Port and near-shore community meetings; and
• Innovation in the maritime sector - connecting technologies, investors, and users.
Washington Maritime Blue | maritimeblue.org 39
6. Annual Workplan
This framework outlines the process for developing the SMF Collaborative’s Annual Workplan,
which includes a workplan and budget, as well as the identification and utilization of state
funding, methods to attract private capital, philanthropic funding, and other public funding.
The annual workplan will include updates, revisions to goals and objectives, key findings, and
outcomes from the previous year, as well as highlight that year’s planned workshops, working
groups, and activities.
The typical process for finalizing the SMF Collaborative Annual Workplan and corresponding
budget is detailed below:
• The SMF Collaborative fiscal year is July 1 - June 30, in concordance with the state of
Washington and Maritime Blue’s fiscal years.
• Working groups develop proposed annual workplans and budgets (if relevant and
needed) in October and November of the preceding year and submit proposed
workplans and budgets for the coming fiscal year to the Secretariat in December.
• The Secretariat compiles an SMF Collaborative workplan and proposed budget in
January and February.
• The Secretariat presents it to the Leadership Committee in March for final approval by
the end of April.
• The Secretariat staff and the Leadership Committee will present the SMF Collaborative
budget to Maritime Blue’s board at their May meeting. Maritime Blue’s board will
incorporate the SMF Collaborative budget into the Maritime Blue budget at their June
meeting.
• Maritime Blue staff and Leadership Committee will work throughout the calendar year to
secure funding for approved projects.
• The budget may be amended throughout the year by the Leadership Committee
consensus to spend the amount of funding available.
• Maritime Blue Staff have discretion to move projects forward outside of this budget
process based on fiscal opportunities and project needs.
6.1 Tracking Progress
This framework is intentionally designed to be adaptive, enabling goals to be refined and
modified in response to emerging priorities and developments within workstreams. The SMF
Collaborative will utilize the annual workplan process to assess progress on the strategic goals
outlined in this report (see Section 7: Timeline of Action). This assessment may include the
number and frequency of engagement events, studies or analyses completed, or pilot programs
implemented; it may also include tracking of participation from interested parties in activities.
Washington Maritime Blue | maritimeblue.org 40
7. Timeline of Action
The SMF Collaborative will execute the framework’s priorities, objectives, and goals outlined
through its planning process and informed by its Planning Committee, Founding Leadership
Committee, and external outreach. The timeline below outlines the roadmap for increasing the
availability, affordability, and widespread use of sustainable maritime fuels in Washington
(Figure 7-1). It is based on current staffing and funding for the SMF Collaborative, managed by
Maritime Blue. All activities and timelines are subject to change following further input from the
SMF Collaborative Leadership Committee or any adjustments that may arise as a result of
increased funding or capacity.
These dates show the latest possible start of each activity, working group, or study; they don’t
mark the end of the work unless noted. Some activities build on each other. For example, the
gaps analysis (titled SMF Deployment Gaps Analysis below) will identify challenges for
alternative fuel use that the Desktop Incentives study will be designed to address further.
Washington Maritime Blue | maritimeblue.org 41
Figure 7-1: Timeline of SMF Collaborative Activities for its first two years, starting from May 30.
Washington Maritime Blue | maritimeblue.org 42
8. Conclusion
The maritime sector, a significant economic driver for Washington, has lagged behind other
industries in organizing and accelerating decarbonization efforts. This framework provides a
system to advance SMF in Washington by directing the creation of the SMF Collaborative, which
fosters coordination, develops policy recommendations, facilitates deployment, and enables
innovation. Engaging a wide range of stakeholders and interested parties through the
Collaborative is crucial to effectively address the competing economic, environmental,
sustainable, and innovation priorities within the maritime sector. Support from public and
private entities, through funding and in-kind contributions, will position Washington’s maritime
industry to adopt a coordinated approach to new fuels that will power vessels in the coming
decades.
By implementing this strategic framework and setting out to achieve these initial priorities,
goals, and objectives, this multi-stakeholder Collaborative can advance the policies, outreach,
innovation, and strategies to support the modernization and transition of the maritime energy
sector in Washington.
Washington Maritime Blue | maritimeblue.org 43
Appendix A: Planning Committee Meeting
Summaries
As part of an effort to establish the SMF Collaborative, there have been many Planning
Committee meetings to align regional and state stakeholders around the need for maritime fuel
and zero-emission technologies strategies. These included:
December 9, 2024
An in-person workshop at Pier 69 in Seattle brought together members of the Planning
Committee to align on the Collaborative’s overarching purpose, goals, and expected outcomes.
This session focused on reviewing further stakeholder outreach objectives, defining the
problem statement, and setting parameters for the Collaborative’s scope. The group agreed to
defer further discussion of the stakeholder outreach list to allow for greater clarity on the
Collaborative’s vision and structure.
January 9, 2025
The Planning Committee reconvened at Maritime Blue Headquarters to confirm the
Collaborative’s goals, proposed structure, and operating procedures. The group finalized a
timeline to establish the Founding Leadership Committee by April, recognizing the need to
report back to the Washington state Legislature by June 2025. Discussions emphasized the
urgency of this work, given the legislative session and pending funding allocations. Participants
also began developing outreach strategies to engage key individuals and organizations.
January 23, 2025
The Planning Committee held another in-person session to finalize the Founding Leadership
Committee invitation list and determine a coordinated outreach strategy. The committee refined
talking points tailored to public sector leaders, industry representatives, community-based
organizations, and labor unions. The need for high-level (C-suite) representation on the
Founding Committee was identified as a priority to elevate credibility and commitment.
February 13, 2025
The Planning Committee held a virtual meeting focused on finalizing outreach materials,
including the concept paper, a leadership pitch deck, and a stakeholder recommendations
spreadsheet. The group reviewed the status of outreach to potential Founding Committee
members and confirmed the need to convene both an internal goal-setting meeting and a
public-facing event to announce the formation of the Committee. Maritime Blue clarified its role
as the Collaborative's Secretariat, responsible for facilitation, budget oversight, and coordination
of working groups. Naming and branding discussions also began, with CHARGE volunteering to
support the creative process.
Washington Maritime Blue | maritimeblue.org 44
April 3, 2025
The team prepared for upcoming engagements by reviewing outreach status, confirming May
scheduling availability, and initiating follow-up actions with key organizations including NWSA,
the Port of Seattle, and Maritime Blue. This internal coordination meeting served to align efforts
ahead of broader meetings.
April 22, 2025
The Planning Committee reconvened to finalize logistics for the upcoming May 30th Founding
Leadership Committee meeting. The group reviewed pre-meeting survey logistics, finalized
speaking roles, and confirmed which organizations would be invited and engaged—including
outreach to tribal governments, fuel producers, and clean energy innovators. Materials such as
background briefings and presentation slides were assigned for development and circulation in
advance of the event.
Together, these coordinated efforts have established a clear roadmap for launching the
Sustainable Maritime Fuels Collaborative, ensuring robust stakeholder engagement and
alignment with the State’s decarbonization and innovation priorities.
Washington Maritime Blue | maritimeblue.org 45
Appendix B: May 30th Founding Leadership
Committee Meeting Participants
• Alta Gas • PNWH2 Hub
• BP • Port of Seattle
• Centerline Logistics • Sky NRG
• Consortium for Hydrogen and • Swinomish Indian Tribal Community
Renewably Generated E-fuels • Twelve
(CHARGE) • Washington Department of
• Cruise Lines International Commerce
Association • Wallenius Wilhelmsen
• Climate Solutions • Washington Maritime Blue
• Earth Finance • Washington Public Ports
• Puget Sound Ports Council Association
• Maritime Innovation Coalition • Zero Emission Buyers Alliance
• Northwest Seaport Alliance • Facilitation Team: Triangle
• Pacific Merchant Shipping Associates
Association
• Pacific Northwest National
Laboratory
Though unable to participate in the Founding Leadership Committee meeting, the following
additional organizations agreed to participate in the Leadership Committee as it advances:
• Colville Confederated Tribes
• Crowley
• Washington Department of Ecology
• Wartsila
Washington Maritime Blue | maritimeblue.org 46
Appendix C: Key Initiatives and Engagement
Supporting SMF Advancement in WA
There have been numerous studies and meetings that have engaged organizations from across
the region and the SMF value chain, creating the momentum behind the SMF Collaborative.
October 2019: Maritime Blue held its first Blue Forum on “R&D Pathways for Maritime Energy
Solutions” in partnership with the Pacific Northwest National Laboratory, U.S. Department of
Energy, and U.S. Department of Transportation's Maritime Administration. The primary goal was
to map current research to industry demand. The results of the forum were published in April
2020. 24
May 2022: The Pacific Northwest to Alaska Green Corridor (PNW2AK) was launched by a broad
coalition of organizations involved in the Alaska cruise market, including the Port of Seattle,
Canadian ports and Alaskan jurisdictions, cruise lines, and other stakeholders.25 This initiative
comprises the development of a feasibility study for the world's first cruise-led green corridor,
aiming to accelerate the deployment of zero-emission ships and operations between Alaska,
British Columbia, and Washington.
November 2022: During the World Leaders Summit of COP27, the Republic of Korea and the
United States announced technical cooperation to help facilitate the establishment of a green
shipping corridor, 26 laying the groundwork for future collaboration on maritime decarbonization
between the Pacific Northwest and Korean ports.
March 2023: First mover project partners finalized a Project Charter for the feasibility study to
be conducted to establish the PNW2AK green corridor. 27 The charter established formal
governance and operational frameworks for the cruise corridor feasibility study.
September 2023: The Rocky Mountain Institute (RMI), with funding from Breakthrough Energy
and technical advisory support from the participants of the SMF Collaborative Planning
Committee, initiated the Sustainable Marine Fuels Roadmap 28 study. This comprehensive effort
aims to evaluate the current and future landscape for zero-emission maritime fuels in the
Pacific Northwest, identifying actionable pathways to decarbonize the sector.
24 “Blue Forum: R&D Pathways for Maritime Energy Solutions.” Washington Maritime Blue. October 29, 2019.
25 “The PNW2Alaska Green Corridor Sets New Bar for Maritime Sustainability.” Port of Seattle, December 10, 2024.
26 “Korea–Europe Green Shipping Corridor aims for 70% CO₂ cut, sets blueprint for maritime decarbonization.” For
Our Climate. April 23, 2024.
27 “The World's First Green Corridor for Cruise.” Port of Seattle.
28 “Advancing Zero-Emission Fuels in Washington’s Shipping Sector.” Rocky Mountain Institute (RMI). 2024.
October 2023: Maritime Blue, in collaboration with the Port of Seattle and Pacific Northwest
National Laboratory (PNNL), convened a high-level “author’s convening” to align and coordinate
ongoing maritime decarbonization research efforts in the region, like the green corridors and
state-led clean fuels analyses. Participants included representatives from multiple national
laboratories, the U.S. Department of Energy, the Washington state Department of Commerce,
the Maersk McKinney Møller Center for Zero Carbon Shipping, RMI, and the Northwest Seaport
Alliance.
October 2023: The PNWH2 was selected by the U.S. Department of Energy as a Hydrogen Hub,
securing federal investment to advance the development and commercialization of clean
hydrogen technologies. Given hydrogen’s critical role as a feedstock for sustainable maritime
fuels and as an energy source for port operations, this investment represents a significant
advancement in the region’s decarbonization efforts.
December 2023: Ports, government, cargo shipping companies and fuel providers convened to
conclude a green shipping corridor prefeasibility study, led by the Maersk McKinney Moller
Center for Zero Carbon Shipping (MMMC). The pre-feasibility study looked at establishing
routes between the US and the Republic of Korea (ROK). A ro-ro vessel corridor between NWSA
and the Ulsan Port Authority (UPA) and a container ship corridor between NWSA and the Busan
Port Authority (BPA) were selected to advance to a feasibility assessment phase. 29 A ro-ro
vessel is a type of ship designed to carry wheeled cargo, like cars, trucks, or tractors, that roll-
on/roll-off the ship during loading and unloading.
December 2023-June 2024: The SMF Collaborative Planning Committee and RMI hosted two
technical workshops that engaged over 90 stakeholders from the maritime industry, fuel and
technology providers, environmental organizations, research institutions, and local, state, and
federal agencies to inform the Sustainable Marine Fuels Roadmap study. These workshops
provided critical input on fuel supply pathways, infrastructure constraints, policy interventions,
and technology adoption strategies required to support zero-emission maritime fuels.
January/February 2024: MMMC kicked off the feasibility assessment for the ro-ro vessel green
shipping corridor between NWSA and UPA with a focus on green methanol as a fuel. MMMC
established a consortium that included a shipping company, Wallenius Wilhelmsen, as well as
fuel providers. The Korean Register initiated a feasibility assessment of the container ship green
corridor, also with a focus on green methanol as a fuel, between the NWSA and the Korean
ports of Ulsan and Busan, coordinating with Hyundai Merchant Marine (HMM). In addition, the
NWSA and the Rocky Mountain Institute (RMI) launched an assessment focused on green
methanol availability, storage, and bunkering on the US side, partnering with a consortium that
includes Swire Shipping and U.S.-based fuel providers. Both corridor feasibility assessments
and associated implementation roadmaps are expected to conclude by the end of 2025.
29 “US/ROK Green Corridor Pre-Feasibility Study.” Mission Innovation.
Washington Maritime Blue | maritimeblue.org 48
August 2024: RMI published the SMF Roadmap study: Advancing Zero-Emission Fuels in
Washington’s Shipping Sector Roadmap.30 The study delivers a detailed, regionally tailored
analysis of Washington’s maritime decarbonization potential. It outlines ways to introduce zero-
emission fuels (ZEFs) by 2030 and achieve full decarbonization at Washington ports by 2050.
The report looks at how realistic hydrogen and biofuels are as clean fuels and what policies
could help increase their use.
30 “Advancing Zero-Emission Fuels in Washington’s Shipping Sector.” Rocky Mountain Institute (RMI). 2024.
Washington Maritime Blue | maritimeblue.org 49
Appendix D: Organizations Engaged to Date
From September 2023 until the formal launch of the Collaborative in April, Maritime Blue
developed a contact list and performed outreach to more than 200 organizations to support this
effort. These organizations were engaged through workshops, interviews, and other measures.
Below is a chart representing the types of organizations engaged in this effort.
This outreach was also conducted to support ongoing analyses critical to establish a
framework for SMF, which included evaluating the state’s infrastructure for SMF and the
availability of fuels. These efforts have been focused on technical analysis, as reflected in the
chart, with early outreach efforts targeting industry and technical experts. As the work
progresses, Maritime Blue will strive to increase the equitable representation of voices in its
outreach going forward.
90
80
70
60
50
Count
40
30
20
10
0
Figure D-1: SMF Planning Outreach by Organization Classification
Washington Maritime Blue | maritimeblue.org 50
Appendix E: Washington Fuel Coordination
Example – Sustainable Aviation Fuel
To provide an example of the types of outcomes that could be achieved through a formal
collaborative, a similar collaborative effort to support the sustainable aviation fuel (SAF)
industry was conducted, which resulted in incentives, plans, and projects. The state and the
airline industry have aligned to create a policy, funding, and collaboration environment to
accelerate the production and adoption of SAF, with Washington state in a leadership position.
In 2011, Washington launched the first regional assessment of SAF in the country with the
creation of the Sustainable Aviation Fuel Northwest (SAFN) program. The Washington
Legislature then established the Sustainable Aviation Biofuels Work Group in 2012 and tasked it
to provide annual updates of its findings and recommendations to the governor and legislative
committees. Similar in nature to the SMF Collaborative, this group represented an established
community and network of SAF stakeholders and served as a vehicle for educating the
legislature about the industry and helped lay the foundation for the state’s advantageous policy
environment designed to attract investment for the buildout of in-state SAF production. 31 As a
result, the state has seen:
Policy and Incentives:
• Clean Fuel Standard: 32
Washington established a clean fuel standard that requires fuel suppliers to gradually
reduce the carbon intensity of their fuels.
• SAF Production and Use Incentives: 33
The state has passed legislation to attract investment in SAF production facilities,
including preferential tax rates and flexible tax credits for production, blending, and end-
use of SAF.
• Permitting Streamlining: 34
Policies have been put in place to streamline the permitting process for clean energy
projects, including SAF facilities.
31 Trousdale, P and Holler, J. “Scaling Sustainable Aviation Fuel Recommendation to Federal Policymakers from
Washington State.” Center for Climate and Energy Solutions. July 2024.
32 Swift, C. “Fast Facts About Clean Fuels.” Port of Seattle. November 5, 2020.
33 “New Washington Law Incentivizes Local Sustainable Aviation Fuel Production.” Port of Seattle. May 3, 2023.
34 “Concerning clean energy siting.” House bill 1216. 2023-24. Washington State Legislature.
Washington Maritime Blue | maritimeblue.org 51
Regionally Focused Plans:
• Port of Seattle Goals: 35
The Port of Seattle has set a specific goal to power every flight fueled at Seattle-Tacoma
International Airport with at least a 10% blend of SAF by 2028.
Collaboration and Partnerships:
• Stakeholder Collaboration:
The Sustainable Aviation Biofuel Work Group, now the Alternative Jet Fuels Work Group,
brings together stakeholders from various sectors to advance the SAF industry. The
work group is convened by Washington state University's Office of National Laboratory
Partnerships.
• Research and Development:
Snohomish County and Washington state University are working to establish a global
SAF repository at the world’s first Sustainable Aviation Fuel Research and Development
Center.36 And ASCENT has been launched as the FAA’s Center of Excellence for
Alternative Jet Fuels and Environment, co-led by Washington state University and MIT,
focused on advancing sustainable aviation fuel (SAF) and aviation environmental
research.37 It brings together universities, government agencies, and industry partners to
accelerate SAF development, certification, and deployment across the U.S. aviation
sector.
Fuel Facility Announcements:
• Projects Announced: Several projects have been announced in the state of Washington.
Many fuel producers are considering the production of SAF as well as SMFs. But two
examples include:
o Project Wigeon: SkyNRG's Project Wigeon, 38 a new SAF facility at the Port of
Walla Walla, is a key initiative in the state's SAF strategy. The project could
generate up to 600 jobs during construction and up to 100 jobs once production
begins in 2029. 39
35 “Sustainable Aviation Fuels.” Port of Seattle.
36 “SAF Center.” The Sustainable Aviation Fuel Center.
37 “Ascent - FAA Center of Excellence.” Ascent.
38 “SKYNRG Project Wigeon.” SKYNRG.
39 “SKYNRG Project Wigeon.” SKYNRG.
Washington Maritime Blue | maritimeblue.org 52
o Twelve's AirPlant One E-Jet Fuel Plant: Twelve, a company involved in carbon
transformation, is building a commercial-scale E-Jet fuel production facility in
Moses Lake, Washington. 40 The project could generate up to 200 jobs during
construction and will provide additional, permanent clean energy jobs once
production begins.41
40 “Twelve announces plans to scale production of sustainable aviation fuel made from CO2 in Washington State.”
Washington State Department of Commerce. June 19, 2023.
41 Velev, V. “Twelve Starts Construction Of First US Commercial-Scale Plant For Producing Sustainable Aviation Fuel
From CO2.” Carbon Herald. July 13, 2023.
Washington Maritime Blue | maritimeblue.org 53
Appendix F: Examples of Other Maritime
Blue Collaboratives
Maritime Blue leads a suite of collaborative initiatives aimed at advancing innovation,
sustainability, and industry coordination across the maritime sector. These Collaboratives
convene cross-sector stakeholders to address shared challenges and opportunities, support
emerging industries, and foster regional leadership across the Blue Economy.
Quiet Sound
Quiet Sound is one of Maritime Blue’s most advanced and mature Collaborative initiatives. It
brings together government agencies, industry representatives, tribal nations, researchers, and
environmental organizations to support voluntary efforts aimed at reducing underwater noise
from commercial shipping. The program’s primary focus is to protect the endangered Southern
Resident killer whale population in Puget Sound through coordination, scientific research, and
industry engagement.
Blue Wind Supply Chain
Blue Wind is Maritime Blue’s Collaborative focused on Washington state’s potential role in the
emerging floating offshore wind industry along the U.S. West Coast. While not pursuing
offshore wind development within Washington’s own waters, the Collaborative assesses how
the state’s capabilities—such as advanced shipbuilding, aerospace expertise, maritime logistics,
and composite manufacturing—can support offshore wind development in Oregon and
California. The initiative also identifies opportunities for workforce and infrastructure
development to strengthen Washington’s role in the regional offshore wind supply chain.
Salish Sea Seaweed Collaborative
Launched in January 2025, the Salish Sea Seaweed Collaborative is a farmer-led effort
supported by Maritime Blue to explore the potential of seaweed farming as a viable and
sustainable maritime sector. The initiative is driven by Washington’s four permitted seaweed
farms, with a focus on cooperative strategies for shared infrastructure, market development,
and value-added processing. Maritime Blue is convening key stakeholders—alongside partners
such as GreenWave and Ocean Strategies—to assess market opportunities, support early-stage
investments in processing technologies, and evaluate Washington’s potential as a regional hub
for seaweed processing and distribution.
Tacoma Blue Edge Network & Innovation Lab
This Collaborative evolved from a joint innovation project to assess and implement the world’s
first private, port-operated 5G network. Now formalized as the Tacoma Blue Edge Network
Innovation Lab, the initiative aims to use this network as a platform to bring technology
innovators to port environments. Port terminal operators identify operational challenges that
could benefit from enhanced connectivity, and the Lab facilitates innovation partnerships to
develop, test, and deploy solutions powered by 5G infrastructure.
Washington Maritime Blue | maritimeblue.org 54
These collaborative initiatives are supported by the whole of Maritime Blue’s organization as
shown below:
Figure F-1. Maritime Blue experience with facilitating collaboratives.
Washington Maritime Blue | maritimeblue.org 55
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