The new general manager of the Steamship Authority navigated some rough waters during his first public appearance since taking the job.
Alex Kryska, the newly hired general manager of the Steamship Authority, vowed this week to tackle the issues raised in a scathing December report from the state inspector general’s office that highlighted the ferry line’s website project as a failure.
At the Tuesday morning Steamship board meeting, which was the first for the new general manager, Kryska highlighted that many of the findings in the inspector general’s report reinforce concerns identified in the 2018 HMS report, which reviewed operations at the ferry line and identified the antiquated reservation system as a major risk.
“The December 2025 inspector general report and the 2018 HMS report provide a consistent and credible roadmap for improvement,” Kryska said. “My focus will be to partner with the board and the Port Council on turning these findings into concrete actions, measurable results, and lasting change.”
Kryska was offered the top Steamship Authority position in November ahead of internal finalist Steamship Chief Operating Officer Mark Amundsen, and finalized a contract last month. Kryska enters the role with various challenges to tackle left behind by his predecessor, former General Manager Bob Davis, who has been retained by the ferry line as a temporary senior advisor to the board. The problems were spotlighted by an investigation conducted by the Office of the Inspector General in a report last month, which called the Steamship Authority’s now shelved website project a “cascade of failures.” The website project was being pursued before a new reservation system was made. It was described as “ill-conceived, poorly executed, and a waste of public funds.” The report also highlighted that the board had failed to conduct proper oversight of the ferry line’s spending throughout the project.
Kryska highlighted several focus areas he wants to work on with the board and the Port Council, based on the report from the Office of the Inspector General, which were also highlighted in the 2018 report.
The first, Kryska said, was “governance, oversight, and role clarity.” Kryska said the ferry line had inconsistent oversight and unclear role distribution within the organization. He said he plans to hold one-on-one meetings with senior and midlevel managers to review the ferry line’s decisionmaking process and clarify roles with departments. Additionally, “operational and strategic reviews” will be conducted regularly to “strengthen accountability while avoiding micromanagement.” He also said a reporting standard and performance dashboards will be made so the board receives “timely, consistent, and decision-ready information.”
Kryska added that there was a need to address the “weaknesses in financial controls, long-range planning, and documentation supporting key decisions.” He said improvements will be made to financial “approval thresholds,” documentation standards, and reconciliation practices through all departments. He also said a multiyear financial plan that aligns with the ferry line’s capital plan will be made. Kryska promised to improve transparency through regular financial forecasts, variance reporting, and clear reporting of financial risks and assumptions.
Additionally, Kryska highlighted a need to improve the ferry line’s long-term strategic plan to improve services, fleet investments, workforce planning, and financial planning. As a part of this, he said a comprehensive plan will be made for the board to approve that has “clear priorities, timelines, and performance metrics.” While the Steamship Authority did adopt a strategic plan in 2024, Kryska said he wanted to treat it as a “living document,” to be reviewed annually and to adjust as conditions change for the ferry line.
“I’m committed to addressing these issues promptly, transparently, and with accountability,” Kryska said.
Peter Jeffrey, Steamship board chair and Falmouth representative, suggested the board continue the conversation during the next board meeting to better determine the direction it should follow in the following year.
“I think that’s the most positive way for us to move forward constructively,” Jeffrey said.
maybe this time the board should listen to the experienced person they hired instead of listening to themselves
And is the responsible party for all these ‘problems’ still being paid?
Unfortunately yes. Apparently we need to pay the most incompetent leader of the SSA a couple hundred grand for his advice? Beyond ridiculous!
And the people who hired the old GM?
And now we also hear elsewhere of problems with the booking system. When you read that someone on a IT contract of more than seven figures doesn’t have the professional aptitude to accomplish the policy set by the GM, then you have problem. Good luck with the Vineyard, guys. From Alpha Gal, to the housing crisis, to the rapid privatization of what used to be public lands and beaches, to the SSA, to the extortionate prices, keep telling yourself you’re lucky to live where you do, because it’s definitely in your head.
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