The Steamship Authority’s got a problem, and it is not the group of angry Woods Hole citizens that has effectively stymied construction of a new terminal building.
The Steamship Authority’s got a problem, and it is not the group of angry Woods Hole citizens that has effectively stymied construction of a new terminal building. The problem, once again and ever more urgently, is lack of leadership. Consider that the whole point of Tuesday’s board of governors meeting was to hear public comment and authorize a revised terminal design. But after getting an earful of criticism, Vineyard governor Marc Hanover and Nantucket governor Robert Ranney slunk off to catch ferries, leaving the board without a quorum to vote.
Who is going to wrestle this issue to a conclusion? Surely not general manager Bob Davis, who dropped a 79-page staff memo in advance of the meeting summarizing every single comment received on the terminal project and why they can — or mostly cannot — be considered. Not the full board of governors, who are busy looking after their own constituencies and pointing fingers at others. And, most damningly, not the governors of the two Islands who together constitute a clear voting majority, but are curiously unengaged when the going gets tough. Each of the Island governors have weighted votes equal to 35 per cent of the total, while the other three governors have just 10 per cent each.
Since an audit last winter by outside consultants revealed a laundry list of management and operational deficiencies at the boat line, there has been lots of activity and some real progress on critical issues involving ferry safety and reliability. The frightening lack of training cited recently by the Coast Guard as a factor in the crash of the Iyanough two years ago is unlikely to be repeated with the addition of new safety and operations managers and computerized training systems.
But despite the hiring of a well-meaning communications director, the message coming out of the Steamship Authority remains that of a lumbering bureaucracy. The title of a June 13 press release, accompanied by various charts and summaries, has this uninspiring title: “Steamship Authority launches implementation phase of HMS Consulting report’s recommendations.”
This newspaper has been critical before of the boat line for not hiring a chief operating officer as recommended by the consultants; perhaps what is really needed is a chief executive officer, someone capable of making hard decisions and driving a vision, not a series of implementation plans.
Whatever one thinks about the design of the Woods Hole terminal, failure to reach resolution of the issue lends credence to the view that the authority is process-bound and ineffectual. Far worse, it is fueling a growing call on the mainland to reopen the boat line’s enabling legislation, a move that is fraught with peril for both Martha’s Vineyard and Nantucket.
The current act states that the Steamship Authority exists as a lifeline for the Islands — not a highway for tourists — and the voting structure of the board of governors is purposely weighted to protect that primary purpose. If the authority were to be taken over by the state or a regional authority, as some are now loudly proposing, it’s a sure bet that the Islands’ influence would be at best watered down. But influence is only valuable if it is used. The Steamship Authority badly needs a shakeup, and Mr. Hanover and Mr. Ranney have the power — working together — to insist on it. That’s why their action in dashing to catch a boat instead of helping push the terminal issue to conclusion is so troubling.

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#breakupthesteamshipauthority
Viewfromtheregion#breakupthesteamshipauthoritymonopoly
On Monday June 24 the
Bob Morris WOODS HOLEOn Monday June 24 the Falmouth Board of Selectmen, at an open meeting, will host Steamship management to discuss the financial risk placed on ALL of the 'Host Communities". In light of the warnings by HMS in their report and another 'scathing report by the Coast Guard over the IYANOUGH wreck we should all be concerned that SSA can be accused of 'gross negligence' and we will suffer a large financial impact.
The islands, as the largest stakeholders have the greatest risk.
Your editorial cites
Ann Gifford FalmouthYour editorial cites rumblings on the mainland concerning the Enabling Act. Cooperation from the Vineyard to help Falmouth get a suitable building such as in Vineyard Haven might go a long way toward quelling those rumblings. A smaller, less imposing building would benefit Vineyarders with smaller fare increases. Let's look for solutions that benefit all of us.
I agree with this editorial.
T Bone OBI agree with this editorial. But we need to go 1 step further. Mr. Hanover has shown himself to be a rubber stamp. He is part of the current culture and part of the current problems. Maybe his business consumes too much of his time to give his governorship the focus it cryingly needs. He should step down and be replaced by someone who can work with the Nantucket governor. 70% of the vote between them and he can’t see a way to make needed change and move things forward. He IS part of the vision thing problem.
Twelve years is too long for
OverstayedTwelve years is too long for anyone to serve on the Steamship Authority Board, unless results have been stunning. They have not.
The Steamship has evolved
Chuck Hodgkinson West TisburyThe Steamship has evolved slowly over the years from a life line for the islands to a growth business that thinks it must meet the increasing demand of seasonal, full-fare paying visitors seeking to experience the beauty and well being our island offers everyone -- which is what makes it so special. The operating business model is antiquated and should be one that doesn't seek to meet demand but rather manage demand in a way that supports its mission first and secondarily accommodates our tourist economy. We must find a way to keep the patient alive (meet current service needs) in the short term while creating a long term new business model that maximizes fleet configuration and utilization. It would most likely take at least 10 years to implement a segment of a plan that phases out the current infrastructure and phases in the assets needed to meet the needs of a business model for the future. Nine boats sit idle every night, 365 days/year which is a puzzle. I would be honored to have a meaningful discussion on how to constructively produce several pro-forma business models for consideration.
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