With the inception of the Washington Maritime Federation we have developed a unified voice of the industry to negotiate areas of common interest for the vitality and resilience of the sector. It has become quite clear that there had been a vacuum to be filled and the Federation has quickly begun to fill that void. Having been engaged by many interests and stakeholders from the region both within and external to the maritime sector it is now more clear then ever the need for organized support, pointed response and steerage for our fleet.
This is why we have decided to formalize our membership process to allow the Federation to both maintain the inclusive nature of its founding and develop a structure that allows members and the Federation itself to play an effective advocacy role for the industry.
Click Here for the WMF Membership Application
The updated structure and decision making process allows an inclusive voice while taking strong stances. They include the definition of full decision making members alongside “associate members” that are otherwise active to help advise and steer communications and policy priorities but is designed for public agencies and entities that choose not take part in the decision making process and listed as advocating on certain positions (see updated by-laws and structure). We have also added a formal membership application process (click here to become a WMF member) in order to increase legitimacy of the group and its positions.
There are many opportunities and challenges that face the industry on a local, regional, state, federal and global level. With this updated structure we can increase our effectiveness of this multi-stakeholder and participatory approach while the need for facilitation and leadership increase. Together, we will continue to address:
· A lack of awareness from the public and elected officials of the issues, importance and economic impact of the maritime sector
· A maritime workforce ecosystem that, although rich with various education and training opportunities, is not coordinated, has programmatic gaps, lacks direct industry input and faces an aging workforce, rapidly developing technology, and an unaware public of the living-wage job opportunities that exist.
· An opportunity to rebuild (recapitalize) the aging vessels of the North Pacific Fishing Fleet to the tune of a possible $15 billion economic impact. However, there is a need for increased shipyard infrastructure, workforce, tax and financing incentives to allow WA based shipyards and suppliers to compete.
· The changing dynamics and competition from other ports, particularly Vancouver and Prince Rupert BC, due to transportation and freight mobility challenges, the increased size of container ships, and the widening of the Panama Canal.
· A local political climate that is splitting the so-called “green” and “high-tech” culture of the region from industrial legacy sectors and the need for living-wage jobs. Especially those associated with aspects of an industry that is responsible for the movement and distribution of natural resources.
· A changing relationship with the Arctic, to which we are connected, and how geopolitics, economic and ecological impacts affect our historic ties to the State of Alaska.
· The impact of land use policies and political climate on the surrounding region, the west coast and international trade partners that includes a conflicting vision for the future of a working waterfront and available living-wage jobs during economic growth, increasing income disparity and decreasing affordability.
· The lack of awareness of the general public and elected officials regarding the global leadership Washington’s many sectors of the maritime industry play in the development and transition to clean technology, safety and response, best management practices and attention to livable and sustainable communities.
So how does the Washington Maritime Federation craft a solutions oriented approach to addressing the above issues? How do we hold the tension between the important challenges and impediments to supporting maritime business and be inclusive to the broad interests of an extremely diverse, yet incredibly interdependent sector?
I maintain that collaborating within and amongst varied interests is key to having the substantive dialogue and broad communications plan that is necessary. Many planners, policy makers, academic, business and community leaders cite the long-term value of multi-stakeholder participation. It has served us well in actual practice.
But don’t label me naïve just yet. It is clear to me that we will also need decisive action and political will to address the issues above in an honest and substantive way. Even in my utopic collaborative and participatory system each voice must be represented and the maritime industry is no exception.
The maritime, manufacturing and logistics industry have many advocates in each of its sub-sectors and local communities. These folks are active, effective and laser focused on their specific issues. And they should be. Yet, many of these seemingly localized issues have tremendous state and industry wide affects and here is where the Federation’s industry and statewide unified voice is needed.
For example, a decision by the City of Seattle to intervene at such an extreme level to show political support for combatting climate change sets an extremely dangerous precedent for the role of local politics. The lack of understanding of working waterfronts, the impacts on our relationship with economic partners, and the importance of our ports maintaining a role as the gateway to the pacific is dangerous. There are important and honest conversations to be had about climate change and each of our roles. But not at the behest of an industry working hard to be part of the solution for our planet and our communities.
The fact of the matter is that industry viability is key to job creation and developing and maintaining infrastructure. It is also undeniable that without deliberately supporting healthy ecosystems we risk not only our own health but also the natural infrastructure that supports life itself. At the risk of sounding hyperbolic, our working waterfronts exist right in that complex and dynamic intertidal zone and managing it well is key to resolving that tension.
We see great examples of just that in Seattle, Tacoma, Vancouver, Longview, Everett, Gray’s Harbor, Bellingham, Port Angeles and all along our rich shorelines – but little of it makes media headlines nor do the general public have awareness of it all (see www.maritmefederation.com/blue for examples of Washington’s global leadership in sustainability and clean technology).
This all points to what role the Washington Maritime Federation plays in this complex web. The Federation has gained tremendous traction and visibility in its short 10 months of formality as an initiative. We’ve elevated the conversation with elected officials, the public and media. We’ve brought together so many of the diverse and interdependent pieces of the maritime system here in the state on common interests, from workforce to federal financing. We’ve brought outside stakeholders to the table to highlight the importance of our relationships.
And yet there is a finer point that needs to be thrown. There are direct actions that need to be taken. There are candidates, political initiatives, and direct negotiating if the maritime drivers are going to be part of the future of our growing and changing system, particularly in Seattle. The kind of work that is necessary but challenging to be part of a broad, statewide coalition, inclusive of all interests of the industry.
Subsequently the WMF has current funding to deliver what has been its scope of work, including; develop a communications plan with a basic website and social media platform, advocate on behalf of its policy priorities, and produce events to engage with elected officials and stakeholders. With current resources and staffing it has been effective to fill the need and desire of the industry, but limited in scope and possibility.
The Federation has drawn upon the support and staff of Federation members and credits them for much of the success thus far. And as the recognition of the role the WMF plays increases alongside its envisioned scope of work, it will be seeking ways to increase its capacity for our communications infrastructure as a conduit for information to and from the industry and engaging in a pubic outreach campaign, particularly focused on supporting workforce development.
The thoughts and ideas above come at a time when we grapple with the combined success of the WMF to date and the need to accelerate its scope and effectiveness. An intentional approach is wise as the WMF comes of age and, therefore, we are grateful for the support and participation of our stakeholders and remain committed to the goals of the Washington Maritime Federation and helping to grow the structure in which it operates from.
This is why we have decided to formalize our membership process to allow the Federation to both maintain the inclusive nature of its founding and develop a structure that allows members and the Federation itself to play an effective advocacy role for the industry.
Click Here for the WMF Membership Application
The updated structure and decision making process allows an inclusive voice while taking strong stances. They include the definition of full decision making members alongside “associate members” that are otherwise active to help advise and steer communications and policy priorities but is designed for public agencies and entities that choose not take part in the decision making process and listed as advocating on certain positions (see updated by-laws and structure). We have also added a formal membership application process (click here to become a WMF member) in order to increase legitimacy of the group and its positions.
There are many opportunities and challenges that face the industry on a local, regional, state, federal and global level. With this updated structure we can increase our effectiveness of this multi-stakeholder and participatory approach while the need for facilitation and leadership increase. Together, we will continue to address:
· A lack of awareness from the public and elected officials of the issues, importance and economic impact of the maritime sector
· A maritime workforce ecosystem that, although rich with various education and training opportunities, is not coordinated, has programmatic gaps, lacks direct industry input and faces an aging workforce, rapidly developing technology, and an unaware public of the living-wage job opportunities that exist.
· An opportunity to rebuild (recapitalize) the aging vessels of the North Pacific Fishing Fleet to the tune of a possible $15 billion economic impact. However, there is a need for increased shipyard infrastructure, workforce, tax and financing incentives to allow WA based shipyards and suppliers to compete.
· The changing dynamics and competition from other ports, particularly Vancouver and Prince Rupert BC, due to transportation and freight mobility challenges, the increased size of container ships, and the widening of the Panama Canal.
· A local political climate that is splitting the so-called “green” and “high-tech” culture of the region from industrial legacy sectors and the need for living-wage jobs. Especially those associated with aspects of an industry that is responsible for the movement and distribution of natural resources.
· A changing relationship with the Arctic, to which we are connected, and how geopolitics, economic and ecological impacts affect our historic ties to the State of Alaska.
· The impact of land use policies and political climate on the surrounding region, the west coast and international trade partners that includes a conflicting vision for the future of a working waterfront and available living-wage jobs during economic growth, increasing income disparity and decreasing affordability.
· The lack of awareness of the general public and elected officials regarding the global leadership Washington’s many sectors of the maritime industry play in the development and transition to clean technology, safety and response, best management practices and attention to livable and sustainable communities.
So how does the Washington Maritime Federation craft a solutions oriented approach to addressing the above issues? How do we hold the tension between the important challenges and impediments to supporting maritime business and be inclusive to the broad interests of an extremely diverse, yet incredibly interdependent sector?
I maintain that collaborating within and amongst varied interests is key to having the substantive dialogue and broad communications plan that is necessary. Many planners, policy makers, academic, business and community leaders cite the long-term value of multi-stakeholder participation. It has served us well in actual practice.
But don’t label me naïve just yet. It is clear to me that we will also need decisive action and political will to address the issues above in an honest and substantive way. Even in my utopic collaborative and participatory system each voice must be represented and the maritime industry is no exception.
The maritime, manufacturing and logistics industry have many advocates in each of its sub-sectors and local communities. These folks are active, effective and laser focused on their specific issues. And they should be. Yet, many of these seemingly localized issues have tremendous state and industry wide affects and here is where the Federation’s industry and statewide unified voice is needed.
For example, a decision by the City of Seattle to intervene at such an extreme level to show political support for combatting climate change sets an extremely dangerous precedent for the role of local politics. The lack of understanding of working waterfronts, the impacts on our relationship with economic partners, and the importance of our ports maintaining a role as the gateway to the pacific is dangerous. There are important and honest conversations to be had about climate change and each of our roles. But not at the behest of an industry working hard to be part of the solution for our planet and our communities.
The fact of the matter is that industry viability is key to job creation and developing and maintaining infrastructure. It is also undeniable that without deliberately supporting healthy ecosystems we risk not only our own health but also the natural infrastructure that supports life itself. At the risk of sounding hyperbolic, our working waterfronts exist right in that complex and dynamic intertidal zone and managing it well is key to resolving that tension.
We see great examples of just that in Seattle, Tacoma, Vancouver, Longview, Everett, Gray’s Harbor, Bellingham, Port Angeles and all along our rich shorelines – but little of it makes media headlines nor do the general public have awareness of it all (see www.maritmefederation.com/blue for examples of Washington’s global leadership in sustainability and clean technology).
This all points to what role the Washington Maritime Federation plays in this complex web. The Federation has gained tremendous traction and visibility in its short 10 months of formality as an initiative. We’ve elevated the conversation with elected officials, the public and media. We’ve brought together so many of the diverse and interdependent pieces of the maritime system here in the state on common interests, from workforce to federal financing. We’ve brought outside stakeholders to the table to highlight the importance of our relationships.
And yet there is a finer point that needs to be thrown. There are direct actions that need to be taken. There are candidates, political initiatives, and direct negotiating if the maritime drivers are going to be part of the future of our growing and changing system, particularly in Seattle. The kind of work that is necessary but challenging to be part of a broad, statewide coalition, inclusive of all interests of the industry.
Subsequently the WMF has current funding to deliver what has been its scope of work, including; develop a communications plan with a basic website and social media platform, advocate on behalf of its policy priorities, and produce events to engage with elected officials and stakeholders. With current resources and staffing it has been effective to fill the need and desire of the industry, but limited in scope and possibility.
The Federation has drawn upon the support and staff of Federation members and credits them for much of the success thus far. And as the recognition of the role the WMF plays increases alongside its envisioned scope of work, it will be seeking ways to increase its capacity for our communications infrastructure as a conduit for information to and from the industry and engaging in a pubic outreach campaign, particularly focused on supporting workforce development.
The thoughts and ideas above come at a time when we grapple with the combined success of the WMF to date and the need to accelerate its scope and effectiveness. An intentional approach is wise as the WMF comes of age and, therefore, we are grateful for the support and participation of our stakeholders and remain committed to the goals of the Washington Maritime Federation and helping to grow the structure in which it operates from.
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