By Sen. Kevin Ranker, Rep. Jeff Morris, Rep. Kristine Lytton for the
40th Legislative District
As lawmakers from a district that’s nearly equal parts land and water, we understand firsthand the vital lifelines that are our ferries. Our ferries connect each and every one of us to our region, as well as to the state beyond our marine borders.
It comes as no surprise then; we have dedicated our legislative effort to ensuring the vitality of our state’s fleet. It’s why we formed the “ferry caucus” in Olympia, a bi-partisan coalition of senators and representatives advocating as a bloc to this end.
Our mission is two-fold: Protecting service for our island residents and visitors; and secondly, protecting the economy and related jobs dependent on marine transportation.
We must recognize the hard times our ferry system has fallen upon. Operating, fuel, and maintenance costs have only increased, while the amount of revenue supporting the system continues to dwindle. Even with significant cuts, the ferry system still faces an uncertain future.
The Transportation Budget as proposed by the Legislature is not without its share of sacrifices, but before any service adjustments are voted upon, we must cut costs in every corner. We are united in a position of no service cuts, as we believe current levels can be maintained if we cut unnecessary funding elsewhere.
The ferry caucus has put forth an agenda to streamline spending and achieve this end.
We propose implementing a more efficient fuel-purchasing plan, which has the potential for significant savings. Cost reductions would be utilized to preserve winter weekend – Friday, Saturday and Sunday – service on the Anacortes-Sidney, Interisland and Fauntleroy-Vashon-Southworth ferry routes.
We propose to temporarily halt development of the reservation system. This is a program that riders will not benefit from in the long term and the infrastructure is not yet in place. Sacrificing service for a program with no benefit makes no sense at this time.
We propose to stop funding WSF marketing and communications efforts and using these funds to support service. Without ferry runs to market, these outreach efforts will bring little progress in ridership.
We’ve already adopted significant accountability and oversight procedures that go straight to the heart of the bureaucracy at WSF, which for many reasons has been incapable of adapting and modernizing over the years.
We propose setting timelines for performance goals at WSF. If those goals are not met, then the public management team will be replaced with a private contractor. This would not, however, affect any collective bargaining rights or agreements for ferry workers serving on the vessels or ports.
We’d like to recognize the concessions made by the ferry workers themselves, who have agreed to salary and compensation packages that fall in line with those of most other state employees. They have shown a great willingness to find a workable compromise, saving millions each year in the process.
Of course, we will not agree to any budget proposal without concrete plans to modernize our aging fleet of vessels. We are happy to report our fellow legislators’ support for banking half the funding needed for a 144-car vessel beginning next year and are currently working hard to identify the additional funding necessary.
In the end, we know there are only three options: We can push management to realize some cost-savings, we can raise prices, or we can reduce service. Because of our maritime unified front, this is shaping into one of the best legislative sessions for ferry service in some time. Operation efficiencies, performance measures with consequences for not meeting our goals, and new ferry construction funding have all moved forward. While the current level of service is not acceptable, we are getting near to stopping the decade long erosion of service.
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Givent the economic woes within the ferry system and the poor scheduling, I wonder why thle ferries continue to subcontract out their schedulin rather than doing the wpr themselves within the rest of their administrative functions. I feel by doing it in-house and lending an ear to the riders, the service could better meet the needs of the riders while saving money.
As an example; during slow seasons, they might combine interisland and Anacortes to San Juan Island service, or as locals would say – have all milk runs and go a little more frequentl or at least later at night. Then during the spring and fall have a transition type of schedule with express runs to various islands similar to now during high volume times that would make transferring ferries workable. Have the schedule of the interisland and Anacortes runs so that a rider could transfer from one ferry to the next when the schedule does not meet the needs of either the interisland or Anacortes runs. If the loading and unloading is too much of a problem, at least give these riders a chance to ride if they are willing to move their cars or even to unload and load again when unloading or loading presents a problem. If later runs cannot happen every day, how about at least Friday through Monday, have a very late run around 10:30 PM or 11:30 PM departing from Anacortes. These very late runs should be “milk runs” of course. This would permit islanders attending mainland weeekend functions followed by off-island functions and also would allow those islanders workng weekends out of town to return when they are through working rather than having to spend the night. If it is anticipated that these runs will not be close enough to being filled, then charge extra for these runs. It is better than having to spend more money for a motel.
More power to you! I hope you keep up the your “maritime unified front”, and push hard for the goals you have outlined above. The ferry system truly provides lifelines for those of us in the San Juans as well as Down Sound.
Thank you, Anne