Legislature(2021 - 2022)BELTZ 105 (TSBldg)
03/17/2022 01:30 PM Senate TRANSPORTATION
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| Audio | Topic |
|---|---|
| Start | |
| SB170 | |
| Adjourn |
* first hearing in first committee of referral
+ teleconferenced
= bill was previously heard/scheduled
+ teleconferenced
= bill was previously heard/scheduled
| += | SB 170 | TELECONFERENCED | |
SB 170-MARINE HIGHWAY CORPORATION
1:35:11 PM
CHAIR MYERS announced the consideration of SENATE BILL NO. 170
"An Act relating to the Alaska marine highway system;
establishing the Alaska Marine Highway Corporation; and
providing for an effective date."
1:36:10 PM
THERESA WOLSTAD, Staff, Senator Robert Myers, Alaska State
Legislature, Juneau, Alaska, on behalf of the committee, stated
that today's hearing would focus on the Alaska Marine Highway
System labor and unions. She summarized the proposed AMHC's
authority regarding labor negotiations and employment.
1:36:32 PM
SENATOR MICCICHE joined the meeting.
1:36:40 PM
MS. WOLSTAD paraphrased written comments.
[Original punctuation provided.]
AMHC Employees
Employees of the proposed corporation in SB 170
will be employees of the corporation and not of the
state. Employees shall be treated as state employees
for purposes of "Chapter 40. Labor Organizations" (AS
23.40) and "Title 39.Public Officers and Employees"
(AS 39). Unless otherwise provided in a mutual agreed
collective bargaining agreement, employees will
continue to be covered by the Alaska Wage and Hour
Act. The corporation has the authority to hire and
discharge employees and determine the hours of
employment, compensation and fringe benefits, and the
personnel policies affecting the working conditions of
employees, except for general policies describing the
function and purposes of an employer.
1:37:31 PM
Brief overview of AMH Corporation Collective Bargaining
Agreement.
Under the proposed legislation, the corporation
or an authorized representative of the corporation may
negotiate and enter into collective bargaining
agreements with the employees of the corporation
engaged in operating the marine highway system as
masters or members of the crews of vessels or other
employees of the corporation or their bargaining
agent. The Corporation may make provisions in the
collective bargaining agreement for the settlement of
labor disputes by arbitration.
The Alaska Labor Relations Agency will serve at
the request of the AMH corporation as the labor
relations agency (Section 5). Board has the authority
to appoint executive officers and agents of the
corporation. The board can delegate powers and duties
necessary for management of daily affairs and
operation of the corporation to chief executive
officer. This allows the corporation flexibility
regarding negotiation of collective bargaining
agreements. A collective bargaining agreement is not
final without the concurrence of the board of
directors of the corporation. In addition, specific
board approval is required to enter into labor
agreements or service contracts exceeding $250,000 a
year (Article 2. Page 12-13).
Comparison of Railroad and AMH
Employees of the Alaska Railroad are employees of
the corporation and not of the state. However,
employees of the railroad corporation shall be treated
as employees of the state for the purposes of the
Alaska Executive Branch Ethics Act. The Public
Employment Relations Act does not apply to the Alaska
Railroad corporation or to its employees (AS
42.40.720). However, employees who are not executive
officers may organize and form, join, or assist and an
organization to engage in collective bargaining.
Employees of the Alaska Railroad are covered in
the Alaska Wage and Hour Act. If the terms of a
collective bargaining agreement that was mutually
agreed upon by an organization representing train or
engine service employees and the corporation so
provide.
1:39:08 PM
CHAIR MYERS turned to a PowerPoint by the AMHS Maritime Unions.
1:40:00 PM
BEN GOLDRICH, representative, Marine Engineers Beneficial
Association (MEBA), Juneau, Alaska, introduced himself.
1:40:06 PM
EARLING WALLI, Regional Director, Inland Boatmen's Union (IBU)
of the Pacific, Juneau, Alaska, introduced himself.
1:40:19 PM
SHANNON ADAMSON, Regional Representative, Masters, Mates and
Pilots Union (MMP) began a PowerPoint on the Inland Boatman's
Union (IBU), Marine Engineers' Beneficial Association (MEBA),
Masters, Mates and Pilots (MMP). She reviewed slide 2, Who We
Are and What We Do.
[Original punctuation provided.]
• Inland Boatman's Union (IBU) Represents all
unlicensed crew
• Stewards, Pursers, and all unlicensed Deck and
Engine
Crew
• Marine Engineer's Beneficial Association (MEBA)
Represents all Licensed Engine Crew
• Masters, Mates and Pilots (MMP) - Represents all
Licensed
Deck Crew
MS. ADAMSON identified the three unions that represent all
unlicensed and licensed crew that work on the AMHS, IBU, MEBA,
and MMP. She explained that stewards provide customer service by
maintaining passenger amenities, provisions and supplies, food
and beverage service, and stateroom service. In general,
stewards take care of passenger and crew, including emergency
duties as required. Pursers provide customer service related to
ticketing, financial transactions, crew, and passenger
information services. The purser is the designated medical
person on board and assists during emergencies. The unlicensed
deck and engine crew maintains all equipment on board, including
the engines, keeps the vessel running and performs emergency
duties as required. The deck crew loads, unloads, ties up, and
unties the vessels. The crew conducts some watch standings,
provides deck side maintenance, and performs emergency duties as
assigned.
1:41:45 PM
MS. ADAMSON reviewed the second bullet point on slide 2. She
explained that MEBA provides the licensed crew on board the
vessels. These licensed crew start up and shut down the vessel's
engines, perform oil transfers, and maintain and repair all
machinery including generators, sewage tanks, main engines, and
bow thrusters. She characterized their duties as encompassing
anything from bow to stern that has machinery or plugs in.
MS. ADAMSON reviewed the final bullet point on slide 2. She
explained that MMP represents all of the licensed deck crew on
board. MMP provide navigation during loading and unloading of
the vessels to ensure stability, monitor and maintain lifesaving
and navigational equipment, maintain vessel security, handle
deck side, car deck, and passenger issues, emergency
coordination, and other emergency duties as required. MMP also
represents the captains in charge of and overseeing the entire
vessel.
1:42:45 PM
MS. ADAMSON explained the difference between licensed and
unlicensed crew in that unlicensed crew have less US Coast Guard
(USCG) testing requirements. Licensed crew have substantially
more US Coast Guard testing and therefore have greater
responsibilities and liability.
1:43:13 PM
MS. ADAMSON reviewed slide 3, which listed the Full Time Entry
Level Minimum qualifications, noting that a steward earns
approximately $18-$22 per hour and is typically the entry-level
position for unlicensed workers.
[Original punctuation provided.]
Full Time Entry Level Minimum Qualifications
Steward Approx. $18 - $22 Per Hour
• Merchant Mariner Credential with endorsements
including
• Steward /Food Handler
• Basic Safety Training
• USCG Medical Certificate
• Transportation Worker Identification Card
• Alcohol Server Card or TAPS
• Vessel Specific Training and Certifications
• Passenger RO/RO Certification
• Equal Employment Opportunity (EEO)/Preventing Sexual
• Harassment Certificate or Respectful Workplace State
of Alaska Food Worker Card
• Basic HCT Curriculum
• Maritime Security Awareness on-line course Security
101 course may be substituted
• Marine Evacuation System Certification
• Pre-employment Drug Test
• 1008 hours (approximately 6 months) experience in
the Stewards Department with AMHS
• Two AMHS performance evaluations, one of which must
be within the past 6 months, by two different Chief
Stewards which indicate high acceptable performance
level or higher to be considered permanent
• For LeConte and Aurora, Stewards must have minimum
of intermediate skill level using computerized Point
of Sale Systems
1:43:20 PM
MS. ADAMSON emphasized that possessing these qualifications does
not guarantee year round work. She stated that some of the
qualifications require US Coast Guard (USCG) training, including
classroom, pool, and firefighting exercises. Unlicensed crew
must also be subject to a federal background check and
demonstrate the ability to use a marine evacuation slide. She
explained that applicants must acquire theses qualifications.
She stated that the unions have suggested the department
establish a training fund for new hires to assist them in
obtaining the necessary qualifications.
1:44:12 PM
SENATOR SHOWER asked for the funding source for the proposed
training fund and if the unions or legislature would establish
it.
MS. ADAMSON answered that the unions recommended that DOTPF
establish a training fund but require a time commitment, so the
investment would not be lost if the employee left. She stated
MMP expressed an interest in further discussing the fund but has
not yet received a response.
1:45:15 PM
MS. ADAMSON reviewed slide 4, Full Time Entry Level Minimum
Qualifications. She explained that she did a job search on
Workplace Alaska and found that an Office Assistant 1 earns
approximately $17 per hour and requires a high school diploma or
equivalent. She concluded that the many requirements for entry
level AMHS jobs compare to entry level state jobs may explain
why AMHS has difficulty hiring unlicensed crew.
1:45:52 PM
MS. ADAMSON reviewed slide 5, Full Time Deck and Engine
Department Additional Minimum Qualifications, which read:
[Original punctuation provided.]
Watchman
• Merchant Mariner Credential with endorsements
• Ordinary Seaman
• Lifeboatman (PSC)
• Proficiency in the Use of Survival Craft
• Security Awareness
• Crowd Management
• Hazmat Basic
• Maritime Security Awareness on-line course
• Security 101 and VSO 201 courses may be substituted
• Two performance evaluations by two different
Supervisors which indicate high acceptable
performance level or higher
Wiper
• Merchant Mariner Credential with endorsements
• Wiper
• Lifeboatman (PSC)
• Proficiency in the Use of Survival Craft
• Security Awareness
• Crowd Management
• Hazmat Basic
• Maritime Security Awareness on-line course
• Security 101 and VSO 201 courses may be substituted
• Two performance evaluations by two different
Supervisors which indicate high acceptable
performance level or higher
MS. ADAMSON said slide 5 builds on the entry level steward
positions shown on slide 3. A person must acquire additional
qualifications to get hired in deck or engine departments or
advance in the Steward or Purser departments.
1:46:44 PM
MS. ADAMSON reviewed slide 6, Additional Requirements for
Unlicensed Supervisors.
[Original punctuation provided.]
Additional Requirements for Unlicensed Supervisors
Chief Steward
• Merchant Mariner Credential with endorsements
• Lifeboatman (PSC)
• Proficiency in the Use of Survival Craft
• Security Awareness
• Crowd Management
• AMHS Requirements
• Current Alcohol Manager
• Supervisors HCT
• Academy for Supervisors
• Marine Evacuation Slide Certification
Boatswain
• Merchant Mariner Credential with
endorsements
• Able-Bodied Seaman Unlimited
• Lifeboatman (PSC)
• Rating Forming Part of a Navigational Watch
• Proficiency in the Use of Survival Craft
• Fact Rescue Boat
• Vessel Personnel Having Designated Security
Duties
• Crowd Management
• Advanced Firefighting Certification
• AMHS Requirements
• Forklift Compliance
• Supervisors HCT
• Hazmat Basic
• Marine Evacuation Slide Certification
MS. ADAMSON explained that these positions require additional
USCG certifications and sometimes additional testing compared to
other job classes.
1:47:16 PM
MS. ADAMSON reviewed slide 7, MEBA Minimum Qualifications.
[Original punctuation provided.]
MEBA Minimum Qualifications
• Coast Guard License for specific Job Class
• Officer in Charge of an Engineering Watch
Certification
• Rating For Performing Part of an Engineering Watch
• STCW - 95
• Lifeboatman Certification
• Survival Craft and Rescue Boats
• Medical First Aid Provider
• Advanced Firefighting
• Basic Safety Training
• Firefighting, Personal Survival Techniques,
Personal Safety and Social Responsibility and
First Aid
• Engine Room Resource Management
• Multiple Hazardous Communication Training Modules
• Management of Electrical and Electronic
• Control Equipment
• Vessel Personnel with Designated Security Duties
• Vessel Security Officer( Security 101 and VSO201)
• Hazardous Materials Basic Training
• Transportation Worker Identity Card (Federal
• USCG Medical Certificate
• Equal Opportunity Employment Certificate
• Marine Evacuation Slide Certificate
• Vessel Specific Familiarization
• 2 positive Letters of Recommendation, and
Evaluations
1:47:18 PM
MS. ADAMSON stated that this transitions from the unlicensed
department to the licensed department. These qualifications
represent the entry-level qualifications for a permanent
rd
engineer, which is a 3 assistant engineer. She noted that every
crewmember must have some qualifications. She provided examples
of the additional qualifications to meet the minimum
qualifications for licensed MEBA engineers, including an officer
in charge of an engineering watch certification, management of
electrical and electronic control equipment, and engine room
resource management. She emphasized that AMHS does not assist
applicants in obtaining the necessary qualifications for these
entry-level engineering jobs.
1:47:58 PM
MS. ADAMSON reviewed slide 8, MMP minimum qualifications.
[Original punctuation provided.]
• MMP Minimum Qualifications
• Coast Guard Required License for Specific Job Class
• RADAR/ARPA Certifications
• Basic Safety Training
• Firefighting, Personal Survival Techniques,
Personal Safety and Social Responsibility and
First Aid
• Bridge Resource Management
• Flashing Light / Morse Code
• Advanced Fire Fighting Techniques
• Vessel Security Officer Training ( Security 101 and
VSO 201)
• Crowd and Crisis Management
• Fast Rescue Boat Certification
• Transportation Worker Identity Card (Federal
background check required)
• Multiple Hazardous Communication Training Modules
• STCW 95
• Equal Opportunity Employment Certificate
• FCC Element 1 Marine Operators License
• FCC Element 7 GMDSS License
• Medical Person In Charge Certification
• Lifeboatman Certification
• Officer in Charge of a Navigational Watch
Certification
• Hazmat Basic Training
• Forklift Compliance HCT
• ECDIS (Electronic Chart Display and Information
System)
• Marine Evacuation Slide Certificate
• Vessel Specific Familiarization
• Forklift Compliance
• Federal First-Class Pilotage
• Southeast Alaska
• Southwest Alaska (including the Aleutian Chain)
• Prince William Sound
• Washington State
• 2 positive Letters of Recommendation, and
Evaluations
1:48:05 PM
MS. ADAMSON explained slide 8 provides a list of entry-level
qualifications for a permanent full-time Third Mate position for
Masters, Mates, and Pilots. Some requirements are similar and
others include RADAR or flashing light, Morse code, or Global
Maritime Distress Signaling System (GMDSS).
1:48:26 PM
MS. ADAMSON stated that she received a degree in marine
transportation from the California Maritime Academy and a Third
Mates unlimited license. She said those qualifications helped
her get hired at AMHS, but it did not guarantee her a permanent
full-time position or year-round work. However, she had acquired
many necessary certifications because she graduated from a
maritime academy. Those applicants who do not graduate from a
maritime academy must obtain and pay for the certifications
independently.
1:48:59 PM
CHAIR MYERS stated that he recognized some of the certifications
because his trucking profession requires certification. He
acknowledged that AMHS does not assist with the certifications.
He asked whether AMHS helps employees obtain recertifications if
needed.
MS. ADAMSON answered yes. She said sometimes AMHS sponsors
classes and also contributes towards an MMP training program run
by the union.
1:49:42 PM
MR.WALLI agreed that AMHS provides training, such as basic
training, firefighting, and fast rescue boat certification.
1:49:54 PM
MR. GOLDRICH added that MEBA also has its own engineering school
in eastern Maryland.
1:50:05 PM
MS. ADAMSON turned to slide 9, MMP Pilotage.
[Original punctuation provided.]
MMP Pilotage
• Southeast Alaska Pilotage
• 20 primary pilotage areas
• 7 secondary areas
• Prince William Sound
• 3 primary areas
• 4 secondary areas
• Southwest Alaska Pilotage
• 5 primary areas
• 7 secondary
• Washington State Pilotage
• 3 pilotage areas
• Total Pilotage Areas = 49
MS. ADAMSON played a short video that showed the AMHS pilotage
areas. She explained that the USCG requires federal pilotage in
order to navigate a vessel over 1600 tons in restricted waters.
MS. ADAMSON noted all but three AMHS vessels are over 1600 tons.
She indicated that to obtain pilotage, an MMP must do 8-12
observer trips through each area. Some areas are less
frequented, such as Dutch Harbor. She described other
requirements, including drawing charts, written exams covering
local knowledge of channels, depths, aids to navigation, tides
and currents, weather conditions, traffic considerations, and
anchorages. For example, it took her four years to acquire
enough pilotage and meet the requirements for a full-time, year
rd
round 3 mate position. She stated that Washington state ferries
require MMPs to draw 8-10 charts and it takes one to two days to
meet the trip requirements.
1:52:05 PM
SENATOR KIEHL asked what level of discretion AMHS has over the
minimum requirements.
MS. ADAMSON responded that the United States Coast Guard (USCG)
sets most of the requirements. AMHS requires pilotage for the
three vessels under 1600 tons.
1:52:43 PM
MS. ADAMSON reviewed slide 10, Additional Requirements for Chief
Engineers and Masters.
Chief Engineers
• Merchant Mariner Credential with endorsements
• Chief Engineers Motor Propelled vessel (any HP)
• Requires multiple Coast Guard tests to
advance to this level with seatime
requirements with each advancement
• Leadership and Managerial Skills Assessment
• AMHS Requirements
• Academy for Supervisors Certification
• Forklift Compliance
• Supervisors HCT Curriculum
• BioSystem Multi-Gas Meter Qualification
Masters
• Merchant Mariner Credential with endorsements
• Master Unlimited Oceans or Inland AGT License
• Requires multiple Coast Guard tests to
advance to this level with seatime
requirements with each advancement
Leadership and Managerial Skills
Assessment
• AMHS Requirements
• Academy for Supervisors Certification
• Supervisors HCT Curriculum
• Pilotage (a few examples)
• Matanuska and Columbia:
• SE Primary, SE Secondary & Washington = 30
areas
• Tustumena:
• SW Primary, SW Secondary, PWS Primary & PWS
Secondary = 19 areas
• Kennicott:
• SE Primary, SE Secondary, SE Other, SE Western,
PWS Primary, PWS Secondary & SW Primary = 49
areas
1:52:48 PM
MS. ADAMSON stated that these qualifications are in addition to
the ones on the prior slide. She emphasized that it takes
numerous USCG tests and years of sea time to advance to these
levels.
MS. ADAMSON emphasized that these positions cannot be filled by
someone off the street, so it takes financial investment and
training to become a steward, and years to advance to engineers
and masters. She stated that the licensed mariners need
additional training in classrooms and on ships or a degree from
a maritime academy to achieve these qualifications. Thus,
qualified mariners are an investment. DOTPF has testified to
retention issues. She said these mariners are sought after and
the state loses its investments.
1:53:46 PM
MS. ADAMSON reviewed slide 11, Licensed Bids vs. Vacancies.
[Original punctuation provided.]
MMP Bids vs Vacancies
• Total Member 78
• Number of positions 75
• Captains 17
• Number of positions - 18
• Chief Mates 18
• Vacancies - 1
• Number of positions 16
• 2nd Mates 15
• Vacancies-2
• Number of positions 17
• 3rd Mates 28
• Losing an additional 4-6 high level deck officers
this summer
• 13 in 4 years
MEBA Bids vs Vacancies
• Total Members 58
• Number of positions 73
• Chief Engineers 20
• Vacancies - 1
• Number of positions - 21
• 1st Ast. Engineers 12
• Vacancies - 4
• Number of positions -16
• 2nd Ast. Engineers 11
• Vacancies - 3
• Number of positions -16
• 3rd Ast. Engineers 11
• Vacancies - 7
• Number of positions -18
• No crew currently assigned to Hubbard
MS. ADAMSON explained that slide 11 shows the full-time
positions compared to vacancies for licensed mariners. She
recalled DOTPF indicated that it would like to run the Tazlina
and Columbia this summer but it would need 112 licensed MMP
mariners and 80 MEBA mariners to do so. This slide shows AMHS is
seriously understaffed and would not likely be able to run the
vessels. Further, once the Hubbard comes out of Vigor Shipyards,
it would need six MMP and six MEBA crew to run the vessel.
1:55:15 PM
MS. ADAMSON deferred to Mr. Walli to review IBU vacancies.
MR. WALLI reviewed slide 12, IBU vacancies, which consisted of
pie charts showing the total members and vacancies. He noted
that the yellow portion of each pie chart refers to the vacant
positions for each department. He stated that there are 26 bids
in the Purser's department with 13 vacancies. The Engine
department has 60 bids and 41 vacancies, and the Steward
department has 164 bids and 126 vacancies, or 57 percent versus
43 percent. There are 164 bids and 126 vacancies. The Deck
department has 96 bids versus 29 vacancies for a total of 311
bid-workers and 130 non-bid vacancies. He noted that the yellow
portion of each pie chart refers to the vacant positions for
each department.
1:56:13 PM
MS. ADAMSON highlighted that the data on the slide referred to
positions without running the Columbia, Tazlina, or the Hubbard.
1:56:20 PM
SENATOR SHOWER asked if the total meant 311 plus 130 for a total
of total 440 positions.
MR. WALLI answered yes.
SENATOR SHOWER asked what the terms bid and not bid mean.
MR. WALLI stated that 130 positions are vacant bids, which are
jobs not being filled.
SENATOR SHOWER related his understanding that no one was
available for those 130 positions.
MR. WALLI responded that people work on the vessels and fill the
vacant bids as relief or seasonal workers, so they are not
regularly-assigned employees.
SENATOR SHOWER asked how AMHS categorizes its employees, such as
seasonal, non-union or union.
MR. WALLI stated that a seasonal crewmember has earned less than
30 points. He explained that crewmembers earn a point per month
or one point per 84 hours. Thus, a crewmember with over 2.5
years becomes a relief. The seasonal and relief crewmembers fill
the AMHS vacancies. These positions are biddable, but some
crewmembers like the flexibility of not having to do the job but
filling the position as a relief crewmember.
SENATOR SHOWER asked whether they were union or non-union
members.
MR. WALLI stated that after a 2019 US Supreme Court decision
[Janus v. State, County, and Municipal employees], public sector
employees do not have to join, but most are union members.
1:59:15 PM
SENATOR SHOWER acknowledged that it was complicated.
1:59:26 PM
SENATOR KIEHL asked if AMHS can fill vacancies. Suppose the
legislature appropriated funds, how many vacant positions could
be filled with qualified employees.
MR. WALLI responded that most of the jobs would be filled for
year-round work.
SENATOR KIEHL asked how many Alaskans AMHS would hire versus
out-of-state workers.
MS. ADAMSON asked whether his question was how many current
employees would be able to fill the positions or how many people
AMHS would need to hire.
SENATOR KIEHL expressed his interest in knowing how many
Alaskans could be hired to fill the positions.
MR. WALLI said he was unsure. He offered his view that 130
positions would be filled by Alaskans who currently work for the
system and want year-round work. He stated that IBU has been
actively recruiting mariners from all over the US, but Lower 48
workers face pay discrepancies and must pay their transportation
to and from Alaska.
2:01:43 PM
CHAIR MYERS asked if AMHS had to steal personnel from other
employers, could it achieve full staff or would it be necessary
to bring people in from out-of-state.
MR. WALLI responded that he was unsure.
2:02:12 PM
SENATOR SHOWER related his understanding that it would take
money to fill the 130 vacant positions. He stated that personnel
costs for AMHS represents 75 percent of the total AMHS funding.
He characterized it as a balance between running empty boats
running on a schedule and reducing AMHSs schedule. He expressed
concern that AMHS runs partially full vessels, but that is not
how it should work. He pointed out that FedEx doesn't fly 747s
to Hoonah due to a lack of business. He wondered if the focus
should be on running the ferry system that is efficient. He
argued against the state appropriating funds instead of figuring
out the actual needs.
2:05:08 PM
MS. ADAMSON reviewed slide 13, 2015 to 2022 Retention Trend,
which consisted of line graphs showing the MMP, MEBA, and IBU
retention. She emphasized that when the trend began in 2015, the
union representatives recognized that it could be problematic
and advised the legislature
2:06:14 PM
SENATOR SHOWER asked why people are leaving AMHS. He related his
experience at FedEx, such that retirement rates for pilots
doubled because they no longer wanted to fly due to COVID-19.
MS. ADAMSON stated a later slide would discuss retirement.
2:07:07 PM
MS. ADAMSON reviewed slide 14, Why Do Mariners Work for AMHS?
[Original punctuation provided.]
• The Schedule - Southeast
• The 2 week on and 2 week off or 1 week on and 1 week
off schedule
• 12 hours/day, 14 days/month=168 hours/month
• Average 42 hours per week as compared to a regular 40
hour work week
• The Schedule - Southwest
• Flexibility and the ability to take longer periods of
time off
• Predictable working schedule that is printed 3-4 times
per year for licensed crew and bi-monthly for unlicensed
crew
• Rare in the maritime industry, with the required
qualifications, to have this schedule
2:08:07 PM
MR. GOLDRICH explained that a number of vessels work a month on
and a month off, or 28-day rotations, which is attractive to
many because it cuts down on their travel costs. However, if
they don't get relieved on time, they work three months
straight, which is tough on families. He explained that the
system doesn't have enough relief staff, which increases the
personnel decline. Since the flexible schedules attracted them
to AMHS, not the pay, once the schedules are no longer
attractive, they leave.
MR. WALLI stated that the Southwest unlicensed is a one-crew
system. Southeast Alaska has two crews, an "A" crew and a "B"
crew. They work from 6 to 10 weeks on either the Tustumena or
the Aurora before they take 4 to 8 weeks off, which is a little
different than MEBA.
2:10:01 PM
MS. ADAMSON added that the schedules provide predictability for
crews.
2:10:10 PM
SENATOR SHOWER said he was struck by the parallels between the
aviation and marine industries. He asked if AMHS's workers must
commute.
MS. ADAMSON answered that the vast majority live where they pick
up the vessel, otherwise they pay their own way. AMHS would
cover travel costs if they decide to relocate the crewmember.
SENATOR SHOWER asked whether the 168 hours relates to the hours
on the ship.
MS. ADAMSON answered yes; the 168 hours represents the time on
watch or on duty.
SENATOR SHOWER stated that his pay at FedEx typically is 80
hours a month, but he is away from home much longer.
MS. ADAMSON confirmed that it was 12-hour days and starts when
the crewmember arrives on the vessel or when they go on watch.
2:13:08 PM
MS. ADAMSON emphasized that the schedules are not predictable
due to manning shortages, increases in call back, and hold over
that Mr. Goldrich mentioned.
2:13:27 PM
MS. ADAMSON reviewed slide 15, Why are They Leaving?
[Original punctuation provided.]
• Scheduling issues
• Increased Work Schedules in the form of Holdovers
and Call Backs
• Members end up working a 350 hours per month
and still have 144 hours to go before being
relieved
• Untimely vacation approvals
• Lack of year round work
• Invest in employees
• Work constantly in the summer and are not
utilized in winter
• Crew members seek other employment in the winter
and do not return in the summers
• Payroll Issues
• Sleep Schedule
• Wages aren't keeping up with inflation
• Lack of communication and respect Low Morale
• They feel their input and opinions are not valued
or listened to
MS. ADAMSON explained that when crew are held over for two
weeks, they work the two weeks that would have been time off at
an overtime rate, then they must work their next regular two-
week period for a total of six weeks. This means staff have now
worked 504 hours without a day off or 350 hours in one month and
face working another 144 hours before leaving the vessel.
Despite the overtime, most members dislike being held over and
would rather spend the time with their families.
MS. ADAMSON referred to untimely vacation approvals for IBU
members. She explained that IBU members were having issues
getting time off. She stated that all three unions, specifically
IBU members, work during the summer and have winters off. She
offered her view that if members had year-round work, it would
lead to better retention rates. She stated that the current
schedule for most watch-standing crewmembers is six hours on and
six hours off rotation, prior to accounting for any daily
overtime. She said very few shipping companies operate with this
schedule because it is proven to have negative health impacts.
2:15:40 PM
MS. ADAMSON stated that MMP and IBU had a six percent wage
increase over the last 10 years. She stated that MEBA had not
had a wage increase since 2017. The Department of Labor's
website for urban Alaska inflation shows an increase of 16
percent.
MS. ADAMSON turned to low morale. She stated that one issue had
been a lack of communication between the fleet and the office.
AMHS has begun holding bi-monthly meetings due to COVID-19.
2:16:30 PM
CHAIR MYERS stated that some people elect to only work
seasonally, during the 3 to 4 summer months. He asked whether
AMHS has any difficulties finding staff to work seasonally.
MS. ADAMSON stated that there are no guarantees that just
because someone prefers seasonal work, they will be able to
achieve it. Again, the current situation creates
unpredictability.
2:17:54 PM
MR. WALLI agreed that the lack of year-round work for most
members is problematic. Further, the crew has unpredictable
schedules, so if they are laid off in the winter, they find
other work and do not return, which is the crux of the issue.
2:18:29 PM
SENATOR SHOWER asked what solutions the unions and AMHS have
considered so crew have work but the vessels are run based on
the level of ridership.
MR. WALLI responded that when a vessel goes into layup, AMHS
retains one crew to work in either the Portland or Ketchikan
shipyard. He suggested they could alleviate it by having two
crews, each working two weeks on and two weeks off to provide
consistent work. However, he also acknowledged that during
federal capital improvement programs (CIP) everyone will be
pulled off the vessels. While it is not a perfect solution, it
would mean that members would get longer hours.
2:20:44 PM
SENATOR SHOWER asked whether members were receptive to the
proposal.
MR. WALLI stated that IBU currently is in the process of
collective bargaining discussions, so he did not wish to
comment.
SENATOR SHOWER referred to the sleep schedule, which was also a
big issue in the airline industry. He asked whether the unions
have suggested changes. He offered his belief that policy could
address this issue. He asked what was blocking resolution.
MS. ADAMSON stated that MMP had offered numerous suggestions to
remedy this in the past. She said that ten years ago, MMP added
language to its contract to allow the crew to work on an 8-hour
day, but the USCG, not MMP, determines the schedule.
2:21:53 PM
CHAIR MYERS asked whether the change ports were the same as the
yard locations.
MS. ADAMSON responded that Southwest vessels go to the Seward
yard, which is not a change port. However, in Southeast Alaska,
Ketchikan has the yard and is a change port.
CHAIR MYERS wondered if that could make transferring people to
the yard easier.
MS. ADAMSON related that the LeConte is a Juneau-based boat, and
the crew lives in Juneau. When the LeConte goes into layup in
Ketchikan, the crew is paid to travel to the yard.
2:22:55 PM
MS. ADAMSON turned to slide 17, Where are They Going?
[Original punctuation provided.]
• MEBA Union Hall Postings
• Engineer jobs are going unfilled due to AMHS'
reputation
• These Officers are choosing other posting due to
payroll issues and holdovers among other things
• For MMP - Pilots Associations (SEAPA, SWPA and AMP)
• Since a majority of pilotage is already required by
AMHS, the transition to the Pilots' Associations is
relatively easier
• The licensure is comparable
• Pilot positions are significantly more lucrative
MS. ADAMSON deferred to Mr. Goldrich to cover MEBA. She
explained that MEBA is the only union that uses the hiring hall.
MMP and MEBA members can sail the offshore routes and make more
money, but their time off is in large chunks. The crew has no
say in the specific run, but AMHS members are willing to do so
because it provides job security.
2:24:19 PM
SENATOR MICCICHE stated that many state departments face hiring
retention issues. He referred to slide 15 and asked whether the
unions have a formal process or if it is anecdotal. He wondered
about the source of information for slides 15-17.
MS. ADAMSON agreed that anecdotal information was told to the
union representative when they departed. AMHS and DOTPF have an
exit packet that does not contain a survey.
SENATOR MICCICHE remarked that it would be helpful.
2:25:49 PM
MR. GOLDRICH stated that MEBA has a hiring hall. He said AMHS
could not operate without it because it allows them to use fewer
permanent engineers. He related that the jobs were more
difficult to fill. He said a Seattle branch agent stated that if
he had five Washington State ferry jobs posted and five AMHS
jobs, Washington state would fill theirs first, which is a
change from prior times.
2:26:40 PM
SENATOR SHOWER offered his view that the nationwide trend was
the same for airline pilots, truckers, marine pilots, or
electricians. He asked whether part of the issue was related to
scale since Seattle and Bellingham serve a much larger
population.
MR. GOLDRICH responded that MEBA's Seattle labor hall is the
busiest shipping hall nationwide.
MS. ADAMSON added that the state does not produce enough
mariners to fill positions. She pointed out that Washington
state currently has a huge shortage, that the union school is
inundated with people trying to get their certifications to sail
since the mariner industry is a desirable career. The problem is
that the demand is higher than the number of people available to
meet it.
2:28:30 PM
SENATOR SHOWER referred to a Veterans' organization, VIPER
Transitions, which assists veterans. Alaska has the highest per
capita veteran population in the nation. This organization
assists unemployed veterans, in part, as a method of reducing
veteran suicide. He offered his view that many veterans would
like to stay in Alaska and would like the AMHS jobs.
2:29:09 PM
MS. ADAMSON acknowledged that MMP Headquarters has some
involvement with VIPER Transitions.
2:29:17 PM
SENATOR MICCICHE asked whether seasonality was an ongoing issue.
He related that Washington State Ferries and the Black Ball
Ferry Line run continuously. However, Alaska cannot partner with
communities south of the equator. He asked for a comparison of
seasonality in other ferry systems.
MR. WALLI related that high school and college students used to
work on AMHS in the summer. He stated one way to revitalize the
workforce is to get young people involved at job fairs.
2:30:44 PM
SENATOR MICCICHE characterized seasonality as a challenge, not
as a benefit. He stated that getting young people to come to
Alaska for fish processing is also a challenge.
MR. WALLI stated that the Washington state ferries run year
round.
MS. ADAMSON stated that seasonality was not a problem for MMP,
but it presents issues for IBU.
2:31:44 PM
MS. ADAMSON turned to the next section on slide 17, Pilots
Association (SEPA, SWPA, and AMP).
MS. ADAMSON said that the Southeast Alaska Pilot's Association,
the Southwest Pilot's Association, and the Alaska Marine Pilots
are experiencing significant retirements, so job openings are
abundant. She characterized AMHS as a cradle for these positions
because AMHS pilotage licensure is similar. She said that most
of the base pilotage was the same. She highlighted that the
Alaska Marine Pilots earn nearly four times the salary of AMHS
captains. The positions are seasonal, but pilots work
consistently for six months and then have six months off.
Although AMHS employees have gravitated to the marine pilots,
since the marine pilots have had large openings, this year 4-6
MMP members will leave AMHS. She anticipated an additional 14
would go in the next four years. She stated that AMHS has been
hiring third mates but losing captains.
SENATOR SHOWER asked for the career progression for captains.
MS. ADAMSON responded that it would depend on whether the person
has an ocean or inland license, but it typically would take 10-
15 years.
2:33:44 PM
MS. ADAMSON noted she had skipped slide 16, Where are They
Going?
[Original punctuation provided.]
• Retirements
• Other companies such as Washington State Ferries, Black
Ball, west coast tugging companies and offshore companies
• More lucrative positions are available
• More reliable time off
• Holdover has become an issue
• Increased job security
2:34:13 PM
MS. ADAMSON reviewed slide 18, Washington State and Black Ball
Ferry Wage Comparison. The information in the four boxes on the
slide read:
[Original punctuation provided.]
• WSF Masters make on average 23% more than AMHS
• In the highest category 33% more
• WSF Chief Mates - 27% more
• WSF 2nd Mates 14% more
• WSF Chief Engineers on average make 35% more than
AMHS
• In the highest category 53%
• Will receive an additional 3.25% pay increase on
July 1, 2022
• Black Ball Masters make on average 41%more than
AMHS
• BB Chief Mates - 48% more
• BB 2nd Mates - 53% more
• BB 2nd Mates vs AMHS Master - 8.9% higher
• Black Ball Chief Engineers make on average 71%
more than AMHS BB 1st Engineers - 57%
• BB 2nd Engineers - 63.%
• BB 2nd Engineers vs AMHS C/E - 31.6% higher
2:34:27 PM
MS. ADAMSON directed attention to the red print in the boxes
related to the wage comparison for the Washington State Ferries
(WSDOT) and Black Ball Ferry Line (BBFL). She related that the
companies used for wage comparison to the AMHS operate similar
vessels and have similar license requirements, particularly for
the BBFL.
MS. ADAMSON noted that the Black Ball ferry, Coho, is the sister
ship to the AMHS ferry, Taku. She stated that the same three
unions operating AMHS ferries also run the Black Ball and
Washington state ferries. Still, those ferries typically run on
a day schedule instead of a semi-monthly or longer schedule.
MS. ADAMSON stated that in terms of salaries, Black Ball Second
Mates earn 9 percent more than AMHS Masters and Black Ball
Second Engineers earn 31 percent more than AMHS Chief Engineers.
She noted that AMHS competes with this pool.
2:35:35 PM
CHAIR MYERS asked where Black Ball ferries operate.
MS. ADAMSON answered that the Black Ball Ferry Line, a private
company, operates between Port Angeles and Victoria, British
Columbia. The majority of its passengers are tourists.
2:36:05 PM
SENATOR MICCICHE asked whether the wage differential was "apples
to apples" or if the company had deferred benefits that
increased the overall earnings.
MR. GOLDRICH answered that he was unsure about BBFL. He related
that MEBA has its own pension program but Washington State
employees are under the Public Employee Retirement System
(PERS).
MS. ADAMSON explained that the next several slides would
somewhat cover it.
2:37:02 PM
MS. ADAMSON reviewed slide 19, Maters, Mates and Pilots Wage
Comparison, which consisted of a bar chart for Masters, Mates
and Pilots. She stated that WSDOT Chief Mates earn more than
AMHS Masters and Second Mates earn more than AMHS Chief Mates.
However, the benefits differ. AMHS employees receive a Cost of
Living Differential (COLD) and leave. She explained that AMHS
employees that live in Alaska receive a lump sum COLD, which
varies per position. For instance, AMHS Third Mates would
receive approximately $250, and Masters would receive $450 in
COLD per pay period.
CHAIR MYERS asked whether the COLD was biweekly.
MS. ADAMSON replied that the figures were for biweekly pay
periods.
SENATOR SHOWER asked whether the figures on slide 19 include4d
COLD.
2:38:27 PM
MS. ADAMSON offered to provide graphs with the updated figures.
She characterized it as a wage comparison but agreed that the
figures did not include benefits. She noted that AMHS employees
earn significantly more leave than the other two groups.
However, the way AMHS employees must use leave evens it out. She
stated that WTDOT or BBFL employees are essentially day workers,
so if they are sick for two days, they return to the vessel on
the third day. AMHS employees who are sick for two days are
replaced for their entire two-week shift.
2:39:17 PM
SENATOR SHOWER wondered whether it would apply the same for
WSDOT and BBFL employees as for AMHS employees.
MS. ADAMSON clarified that WSDOT and BBFL employees are back in
port every night, so reliefs are readily available for their
specific shifts.
2:39:44 PM
MS. ADAMSON reviewed slide 20, Marine Engineers Beneficial
Association Wage Comparison. She indicated that the graphs were
based only on wages, so it does not consider COLD or leave
earnings. WSDOT only has one category for Assistant Engineers,
which is comparable to the AMHS First Assistant Engineer. Black
Ball Chief Engineers earn nearly double what AMHS Chief
Engineers earn. WSDOT Assistant Engineers make significantly
more than AMHS Chief Engineers. She stated that even though AMHS
employees have COLD and additional leave earnings, it is not
enough to retain them.
2:40:39 PM
SENATOR MICCICHE asked for the slides to be updated to provide
an apples-to-apples comparison.
2:40:59 PM
SENATOR KIEHL surmised that AMHS employees are primarily going
to WSDOT and BBFL. He asked what other companies were attracting
AMHS MMP and MEBA employees, such as Bluewater Sailing.
MS. ADAMSON offered to do some research and report to the
committee. She explained that most MMP are leaving AMHS to
become Alaska Marine Pilots for better schedules and salaries.
However, a few have gone to WSDOT, the offshore hiring hall, and
the International Longshore and Warehouse Union (ILWU)].
MR. GOLDRICH responded that many MEBA members gravitate to
sailing the deep sea for better schedules.
MR. WALLI responded that many of the Inland Boatman's Union
members go to the tugboat companies and use the Seafarers
International Union hiring halls or the American Maritime
Officers (AMO) union to obtain offshore work. For example,
members have gone to British Petroleum or Polar Marine as
unlicensed stewards or deckhands.
2:42:51 PM
SENATOR MICCICHE expressed an interest in the differential pay
for the Black Ball Ferry Line. He wondered what a private-sector
employer like BBFL does not have to provide employees that
allows it to pay higher wages. He cautioned that he was not
leaning toward privatizing AMHS but would like to understand why
Alaska is not competitive.
MR. GOLDRICH responded that MEBA stated that BBFL provides pay
increases twice annually, with a minimum of 2 percent tied to
the Consumer Price Index.
MS. ADAMSON added that BBFL has a reliable and predictable
customer base, consisting of a mix of commuters and tourists
that helps its business model.
2:44:35 PM
SENATOR SHOWER asked whether other ferries, such as East Coast
ferries could be used for comparison instead of WSDOT and BBFL.
He wondered if Alaska could look to other state ferry systems to
help improve AMHS retention for the long term.
2:45:47 PM
MS. ADAMSON responded that she researched the Maine State Ferry
(MaineDOT), North Carolina Department of Transportation, Ferry
Division (NC Ferry Division), and a small ferry system in
Florida. All three ferry systems used small Lituya-type vessels
operating from one point and back. She explained it was hard to
compare those systems because AMHS serves 3,500 miles of
coastline. A Scottish group, Caledonian MacBrayne (CalMac), a
public-private corporation, provides the best comparison since
the ferries operate larger vessels on longer runs. She related
that Southeast Conference used it as a great example in its AMHS
report. She offered to provide some comparisons, but since it is
foreign-owned and operated, it was not likely to result in an
apples-to-apples comparison.
2:47:04 PM
SENATOR MICCICHE remarked that the potential change to reduce
the minimum route from 50 to 20-miles in federal infrastructure
criteria was significant. He surmised that AMHS was likely the
only one in the US that could qualify, although Catalina Island
might have similar seasonality demand. He related his
understanding that it would be difficult to find comparisons.
MS. ADAMSON stated MMP was open to using other ferry systems for
comparison but these comparisons were based on ferry systems in
the US that were relatively close to AMHSs system. She agreed
that CalMac was similar to and the most relevant international
ferry system for comparison purposes.
2:48:15 PM
MS. ADAMSON stated that slide 21, Inland Boatman's Union Wage
Comparison was self-explanatory.
2:48:38 PM
SENATOR MICCICHE commented that Alaska was different and that
the differences were significant. He stated that BBFL does not
have staterooms or food service but strictly moves cars and
people. He suspected this was reflected in the wage structure of
the other positions.
MR. WALLI pointed out that BBFL has a Steward Department, but it
was minimal because it is a day boat. He indicated that they
have some cooks and pursers.
2:49:59 PM
MS. ADAMSON reviewed slide 22, Union Recommendations to Retain
and Recruit Crewmembers.
[Original punctuation provided.]
• Work Crew Members Year Round
• Create security that there will be regular
paychecks
• Utilize Union Halls for certain positions
• These can be filled on an as-needed basis
• Address Payroll and Labor Relations Issues
• Allow Union Dispatching
• Adjust AMHS Determined Minimum Qualifications to
Facilitate Bidding
• This can be done now
• Set Up A Training Fund for Entry Level Unlicensed
Positions
• Offer training for free with a 2 year commitment
• Change Shipyard Schedules for Unlicensed
• Incentivize regular crew that are familiar to
stay for yards
• Create a way to prevent crews from being trapped
away from their families for months at a time
• Recruit at Job Fairs, High Schools, Maritime
Academies, etc.
MS. ADAMSON stated that the unions had suggested these
recommendations over the years.
2:50:44 PM
SENATOR SHOWER asked whether each line item required policy
changes or legislation.
MS. ADAMSON responded that working crew members year-round would
involve contract negotiations. She cautioned that the three
unions could not discuss some things because they are currently
negotiating their contracts. Some items on slide 22 were being
addressed in negotiations.
MS. ADAMSON said that MEBA currently uses union halls, and MMP
and IBU were negotiating this point. She explained that it was
complicated because the union hall requirements differed from
the AMHS contract. Thus, the negotiations were broader, but the
unions were open to changes. For example, it is complicated for
MMP to hire using union halls since those employees lack
pilotage and would be eligible for lower-level positions.
However, MEBA and IBU are more flexible since those employees
have already met their requirements.
2:52:46 PM
SENATOR SHOWER asked if employees must be union or if they can
be non-union members.
MS. ADAMSON answered that nothing prevents someone from being
hired if they choose not to join the union.
2:53:26 PM
SENATOR MICCICHE asked whether there were currently any non-
union employees in MMP, MEBA, or IBU.
MS. ADAMSON responded that MMP had hired two members as non-
union members but they later joined.
MR. GOLDRICH responded that he was unaware of any nonunion
members on AMHS but it would be possible.
MR. WALLI offered his view that IBU currently has three non-
union members.
2:54:12 PM
MS. ADAMSON returned to slide 22, Union Recommendations to
Retain and Recruit Crewmembers. She offered to make broad
statements on the issues because the unions are currently
negotiating. She stated that these issues impact retention and
potential hires because they affect AMHS's reputation in the
industry. She deferred to Mr. Walli to discuss the bullet "Allow
Union Dispatching."
2:54:48 PM
MR.WALLI stated that many of the IBU issues relate to
dispatching and payroll. He said that IBU believes that if the
union were responsible for dispatching, there wouldn't be any
issues. He highlighted IBU's concerns related to incorrect crew
lists that require filing grievances to correct them.
CHAIR MYERS stated that the dispatcher informs the drivers where
to go in the trucking industry. He shared his understanding that
the unions would pick the employees sailing on the vessels.
MR. WALLI noted that IBU is based on seniority, so the issues
arise when members are not dispatched per their seniority.
SENATOR SHOWER asked whether that would be resolved via contract
negotiations or if it would require legislation.
MR. WALLI answered that it could be resolved via policy or
negotiations.
2:56:25 PM
SENATOR MICCICHE stated that the executive branch, not the
legislature, has that responsibility. He said it was nice to
know the issues, but he felt uncomfortable discussing them. He
asked how the legislature could help provide funding for any
gaps, so the department has the room to negotiate and retain
employees. He expressed interest in enticing, motiving, and
retaining professional marine employees to stay in Alaska.
2:58:22 PM
MS. ADAMSON emphasized the need to fund contracts at industry
standards and to address training and how the crew is used.
2:58:56 PM
MR. GOLDRICH stated that MEBA members make a significant
investment to come to Alaska, so they seek predictability to
have a career in Alaska. Currently, AMHS does not provide that
predictability. He related that most AMHS MEBA employees spent
15-20 years building careers in the past, which declined with
the lack of predictability. Members don't know the funding level
for AMHS or which vessels will operate, which takes a toll.
3:00:01 PM
SENATOR SHOWER reiterated his interest in knowing if policy or
legislation was needed since the legislature is working on ways
to make the ferry work. He emphasized the need for feedback.
3:01:09 PM
SENATOR MICCICHE stated that the private sector has the same
issues because companies hiring people for the North Slope must
compete with wages on the Gulf Coast. He offered his view that
Alaska has not done well in meeting the goal of drawing people
to Alaska to become residents. These issues are consistent in
almost every industry in Alaska.
3:02:11 PM
SENATOR KIEHL offered his view that stabilizing the system would
help stabilize the workforce. He related that AMHS had
experienced numerous fluctuations in service, including reducing
service by 126 weeks just before COVID-19. He agreed that
stabilizing the level of service was essential, that the state
could make things better this year and the next several years,
and work on SB 170.
3:03:39 PM
MS. ADAMSON stated that Senator Shower raised the issue of
running ships without sufficient ridership. She suggested that
the solution would be to work with unions to create better
schedules and work with the communities and the state to improve
service to communities. She agreed that some vessels were
running at 20 percent capacity, but these vessels should be at
90 percent capacity. She offered her view that it is in the
unions' and the state's best interest to do so. She expressed an
interest in working with the new AMHS Board, communities, and
the state on this bill to create those kinds of solutions.
3:04:29 PM
SENATOR MICCICHE recalled the legislature did not realize the
imperative nature of the department, viewed it as overfunded,
noted that employees received geo-differential pay, and many
lived outside Alaska. He offered his view that the legislature
chipped away at the inefficient costs but did not address the
issues. He said he hoped that the new AMHS Board could help make
AMHS vessels the place to work, that the legislature would
adequately fund it, stand up for the employees and make it
happen by having the right vessels for the right routes and
service. He stated that AMHS had extra routes, ships not fit for
service in layup, and did not know how to navigate those issues
effectively.
3:06:27 PM
MS. ADAMSON offered her view that the state, the legislature,
and the unions line up well. She said that people like Mr. Walli
and herself have the licensure work history of providing
feedback on what will and won't work at AMHS. She stated that
the unions would love the opportunity to work with the state,
legislature, and AMHS to create efficiencies and address issues.
3:07:06 PM
CHAIR MYERS held SB 170 in committee.
| Document Name | Date/Time | Subjects |
|---|---|---|
| SB 170_Research_IBU BU Profile for FYE 21-DOPLR_3.8.2022.pdf |
STRA 3/17/2022 1:30:00 PM |
SB 170 |
| SB 170_Research_MEBA BU Profile for FYE 21-DOPLR_3.8.2022.pdf |
STRA 3/17/2022 1:30:00 PM |
SB 170 |
| SB 170_Research_AMHS Maritime Union Fact Sheet_DOT_3.8.2022.pdf |
STRA 3/17/2022 1:30:00 PM |
SB 170 |
| SB 170_Research_MMP BU Profile for FYE 21-DOPLR_3.8.2022.pdf |
STRA 3/17/2022 1:30:00 PM |
SB 170 |
| SB 170_Research_Union Presentation_Senate Transportation Presentation_3.11.2022.pdf |
STRA 3/17/2022 1:30:00 PM |
SB 170 |