Editor:
Re: BC Ferries “public engagement.”
My wife and I moved to the Coast a year ago. I commuted weekly to work in Vancouver until retiring in May. We were well aware of the ferries issues prior to moving, and like other regular users, soon became acquainted with them, first hand.
I drove transit in Vancouver, Coast Mountain Bus Co., for 29 years, and so I am quite familiar with the transportation industry, and the excuses for the lack of management, from management, often bringing up one incompetence to explain another. Long-term increasing demand requires long-term planning, instead of excuses once the situation is beyond crisis mode.
Mark Collins, BC Ferries president and CEO (formerly vice president of strategic planning and community engagement, in a recent advertisement in this paper, claims: “We are redoubling our efforts to find new solutions to these tough problems.” Really? Let’s take a closer look at the obvious:
• There are two ships, Queen of Surrey and Queen of Coquitlam, both dedicated to the Horseshoe Bay-Langdale run; one of them is berthed at Langdale much of the day.
• Having sufficient crews for all ships requires manpower planning and training. This is a basic part of running any corporation, large or small.
• The challenge. Mark: “Space constraints at Horseshoe Bay terminal.” Let’s see, three berths, three routes, the problem is where? (Yes, there may be the occasional delay if two ships are in port at the same time.)
• The long-term opportunity. Mark goes on about new vessels, rebuilt terminals, and approvals: “it will take at least five years to complete.” Does this mean the process that should have been started 10 or 15 years ago has yet to be started? What was Mark doing as vice president of strategic planning?
• An interim strategy. Mark lists eight items, all basic management items, as if these are ground breaking innovations. What has the management at BC Ferries been doing?
Mark, the travellers using BC Ferries are both your customers and shareholders. You can start by actually doing something, such as utilizing the existing ships and facilities, running on a realistic schedule, in the 1 to 1.5 hour range. Excuses do not cut it. This Public Engagement Survey has been nothing more than a public relations charade. Few are impressed.
Please do your job. This will impress us.
Howard Sommerfield, Sechelt
