Having reflected on the announcement Cllr Robertson has made clear that this decision must now mark the beginning of a programme of comprehensive and urgent reform of ferry governance in Scotland.

Cllr Robertson said:

“This confirmation ends a long period of uncertainty and gives us a starting point for what we hope will be a new era in ferry service delivery. However, any optimism must be grounded in realism. Without radical changes to how this contract is governed and managed, our communities will remain at the mercy of a system that has demonstrably failed to deliver for the islands.”

Cllr Robertson is calling for an immediate transition to a more accountable, informed, and community-focused governance model for CHFS3. He outlined the following key proposals:

• Re-focusing Contract Management: With CalMac now confirmed as the operator, there must be a renewed and far more informed focus on effective contract oversight and delivery.
• Merging Key Functions: The current tri-partite governance arrangement is not fit for purpose and never was. Comhairle nan Eilean Siar has previously proposed the merger of CMAL’s functions with the ferry funding and contract management responsibilities of Transport Scotland.
• Basing Governance in the Islands: The establishment of a merged governance and funding team offers a significant opportunity to increase the number of island-based civil service roles. While the relocation of the headquarters to a Scottish island is the ideal outcome, it is recognised that this may not be feasible immediately. However, the retention of CMAL’s experienced marine and ferry operations personnel allows for a reorientation of delivery that is grounded in real, lived understanding of the vital role of ferry services in lifeline connectivity. Transport Scotland has long been viewed as the weakest link in the existing, fragmented governance structure, and a new merged team provides a vital opening to base future recruitment for these functions on islands that rely on the Clyde and Hebrides and Northern Isles Ferry Services. Locating decision-making within the communities it serves will not only improve accountability but also help generate skilled public sector employment in areas where it is most needed.
• Reforming Parliamentary Oversight: The new contract management and ferry funding governance arrangement will remain accountable to Scottish Ministers, but it must also be subject to dedicated and transparent Parliamentary scrutiny. A new Committee of the Scottish Parliament should be established to oversee ferry governance. Membership of this Committee should be drawn from across political parties but limited to MSPs elected to represent the Highlands and Islands, with a particular focus on island constituencies, ensuring that the lived experience of ferry reliance is central to oversight and reform.
• Board Reform at David MacBrayne Ltd: A full and immediate overhaul of the David MacBrayne Limited Board is essential, including the position of Chair, which should be filled by someone with a strong understanding of—and direct ties to—the communities served by CalMac. But every position on the Board should be filled through a transparent appointment process that reflects the strategic and operational requirements of Scotland’s islands. The company has continually failed to engage effectively with island communities, which has inevitably eroded trust and hindered meaningful progress.

Cllr Robertson concluded:

“The ferry services are not an abstract logistical challenge – they are a lifeline. Our island communities need action, not more consultation. A better governed, island-rooted, and community-first ferry system is not only possible – it is essential. Island-focused jobs should be filled by island-based civil servants. The Scottish Government now has the chance, working with the Comhairle and other local authorities, to do the right thing. They must take it.”