Letter to Editor | Tidal change?

||| FROM ELISABETH BRITT |||

Investing in equitable treatment for all Washington State Ferries (WSF) workers is not just about fairness, it is vital to the system’s long-term stability and resilience.

In the Pacific Northwest, the San Juan Islands are celebrated for their breathtaking beauty and deeply rooted sense of community. For island residents, ferries are more than mere transport—they are liquid lifelines, linking isolated communities to essential goods and services and the wider world. At the center of this connection lies the WSF system, the backbone that supports not only daily island life but also tourism and trade.

Among its routes, none is more critical than Route 80. This key artery connects Anacortes to Lopez, Shaw, Orcas, and San Juan Islands. Moving 1.93 million passengers/vehicles annually and delivering over one hundred truckloads of goods daily in 2024—from fresh groceries, household goods, to construction supplies. However, underpinning this indispensable role lies a controversial staffing model.

While most WSF terminals are staffed by state employees, those at Lopez, Orcas, Shaw, and San Juan operate under private contracts. Proponents of this model believe it helps solve staffing challenges and cut costs in remote areas. Critics, meanwhile, point out the human cost—inequitable treatment of workers, compromised service quality, and reduced stability. This dilemma raises a crucial question: Should economic efficiency take precedence, or does the state have a responsibility to ensure fairness and equity across its terminals?

The philosophical question of what values we prioritize in public systems – economic efficiency versus equity and stability – is at the heart of many policy debates. Should cost effectiveness take precedence, or is it worth investing more in stability and fairness for workers and communities?

The fact that recent Orcas operations have involved several employees of retirement age suggests that these individuals bring valuable experience to the landing, but it could also imply a reliance on workers with different financial motivations, like supplementing retirement income.

As for younger workers, whom the WSF needs desperately, their needs are clear. They are looking for workplace support, career growth opportunities, flexibility, quality benefits and crucially, a livable wage that will support a family.

Unequal Ground: Private Ferry Terminal Contracts vs. State-Run Terminals
The gap between private terminal staff and state employees is stark, revealing deep systemic inequities in pay, benefits, and working conditions.

• Wage Disparities: Over the past decade, fees for private agents at Orcas Island have risen by a mere 15.3%, falling far short of the 35.5% surge in the national cost of living. This imbalance places enormous pressure on workers. Take, for instance, the pay difference: a second-year ticket seller in Anacortes earns $35.34 per hour, while their counterpart on Orcas, who shoulders even greater responsibilities, makes just $24.42 per hour. Hidden costs—like high turnover and inefficiencies—can often cancel out any savings from private contracts.
• Working Conditions: Conditions for private terminal staff are alarmingly inadequate. At Orcas Island, the ticket booth lacks basic amenities like running water, forcing workers to improvise hygiene solutions. Often, employees must skip breaks to manage unrelenting workloads, violating labor laws and union protections. During peak seasons, staff can process over 1,000 vehicles daily, leading to chronic fatigue. To make matters worse, they lose 30 minutes of pay for meal breaks they cannot take without interruptions.

Ripple Effects of Inequity
Understaffing and systemic challenges create more than just operational difficulties—they pose serious risks to community safety, especially during emergencies.

Medical crises in areas without nearby hospitals underscore the necessity for reliable ferry services. Yet, staff shortages or sailing disruptions can delay critical aid, endangering lives. Passengers’ frustration is understandable but unfairly compounds the stress for terminal employees. These workers face public dissatisfaction while contending with WSF operational barriers they have no control over. Reform is not just essential; it is long overdue.

A Call for Change
The inequities plaguing ferry terminal operations demand bold action.

Improving workplace conditions is not only a moral obligation but a practical solution to stabilizing ferry services. Providing fair wages, adequate staffing, and better protections will not only enhance employee well-being but also restore public trust.

In areas like Orcas Village, private terminal agents like Ron Rebman and Mary Russell have devoted decades to terminal operations, while running the Orcas Village Store. The resilience of such local pillars underscores the necessity of systemic reform. Offering competitive wages, adequate staffing, and workplace protections would not only alleviate employee suffering but also strengthen the ferry system and foster community well-being.

As the retirement of Orcas Island agents Ron and Mary looms on July 1st, a critical staffing gap highlights the urgency of systemic reform. Their departure marks an opportunity for Washington State Ferries to prioritize equity and excellence, ensuring its workforce is supported, respected, and prepared for the challenges ahead. The community must also demand greater transparency and accountability from WSF. Will the agency rise to the occasion, or will it let inequities persist?

Make Your Voice Heard. Contact Washington State Ferries.

Elisabeth currently works at Orcas Island Ferry Terminal as a ticket seller. She is a former legislative staffer, and DOT employee.