In a tight labor market, workers are tougher to find, tougher to keep, and they command a higher salary. State agencies are investing in recruitment and retention, at a cost.

Across the country and across economic sectors, the challenge to recruit and retain workers has been acute. For state agencies, labor market trends have been disruptive. Ferries need tending. Hospitals need staffing. Without enough workers, state services suffer.

The governor’s proposed 2023–25 budget funds many collectively bargained provisions to strengthen the state workforce. The budget will include general wage increases for most positions and targeted increases for specialized or high-turnover positions. Several agencies are also looking at other strategies such as telework options or scheduling policies that adapt to employee preferences.

Attracting skilled workers ensures efficient services for Washingtonians

While keeping employees may be expensive, losing them may be even more costly. Turnover within state government leaped from a five-year average of 14.8% to 20.3% in the fiscal year 2023, tracking national trends. The state Office of Financial Management estimates that replacing an employee may cost one-third of the position’s salary. Disruptions of service from vacancies may have a heavy cost, too.

Customer service vacancies at licensing facilities result in long wait times for customers. Information technology vacancies might contribute to security lapses and data breaches. Inspector vacancies within the departments of Labor and Industries (L&I) or Children, Youth, and Families (DCYF) might allow workplace injuries or unsafe childcare settings. When state agencies don’t have enough employees, Washingtonians notice. At best, a consequence might be long wait times. At worst, someone could be hurt.

Beyond pay increases, another retention tactic is a steady focus on remaining an employer of choice.

Most positions have earned wage increases, especially workers in higher-turnover jobs. State agencies rolled with the changes during the pandemic and adopted new, flexible work arrangements. Many state jobs now permit teleworking or working on an adaptive schedule. Benefits include paid sick leave, paid vacation, and paid family and medical leave. Employees also enjoy generous health coverage, including free dental coverage, and retirement benefits.

Longtime public employees may become eligible for student loan forgiveness. A capitol childcare center is soon to reopen to serve state employees in Olympia. The benefits of state employment go on and on.

“Firefighters, dog handlers, pilots, bakers, doctors — the state offers so many interesting jobs and opportunities,” said Kelly Woodward, deputy assistant director of human resources for the state. “We’re one big, interconnected network. You can start in one place and journey up or across agencies, expanding your career. Plus, your work makes a difference to Washingtonians.”

The state’s commitment to equity has also made it a welcoming employer for all. Employees of every gender, race, ethnicity, age, disability, sexual orientation, veteran status, marital status, or religious or political affiliation work for the state.

Skilled young seafarers few and far between

At the helm of Washington State Ferries (WSF) MV Chimacum is Greg Sugdan, a longtime ferry captain. He’s dodged rogue crab pots and other obstacles to safely deliver many thousands of Washingtonians to their destinations. He’s also among the near-half of WSF vessel workers above 55 and considering retirement. He won’t be easy to replace.

The entire global maritime industry is facing a crunch — there are few qualified seamen and engineers to keep propellers spinning. The United Nations has even expressed alarm as seafarer shortages have slowed global commerce.

WSF operates the largest public ferry system in the country. Its 21 ferries carry more than 24 million people a year to 19 terminals in Washington, but on-time performance has dwindled due to a diminished workforce. Similar circumstances have presented in Alaska, British Columbia, Maine, and New York — regional ferry systems have been hampered by scarce reserve employees. Boats must be staffed to Coast Guard requirements to sail.

Help might be slow to arrive — many vacancies take more than a year to fill.

The U.S. Coast Guard requires months of sea time and training to certify as a licensed deck officer, for example. Retaining present staff is essential to the timely operation of state ferries, and recruiting younger workers is important for the future.

The Seattle Maritime Academy has produced many of WSF’s current workers. The program produces about 36 graduates annually. After completing the one-year program, graduates may earn $80,000 or more right away. Many graduates earn six-figure incomes just a few years after graduation.

“For many young people I talk to, it’s a foreign concept to work on a boat,” said Dale Bateman, dean of the Seattle Maritime Academy. “Some think it won’t pay well — that cannot be further from the truth. There’s good money in maritime careers and working aboard ferries.”

Unlike most jobs at sea, WSF workers sleep in their own beds every night. They come home at night to raise their families and don’t spend months at sea as is common in transport shipping.

State ferry workers will receive wage increases each of the next two fiscal years, and larger increases for workers in hard-to-fill jobs. Labor agreements also include provisions to help deck officers advance their careers and occupy higher positions in the future.

The nursing staff at the DSHS Child Study Treatment Center (CSTC) in Lakewood embody the agency’s mission to transform lives. The facility treats children and adolescents with debilitating psychiatric illnesses.

For young patients, the journey to independence is long but made possible by the steady work of nurses and psychiatrists.

Sean Davis is a registered nurse at CSTC. He moved to Washington from Colorado for a change of scenery, and a chance to brighten the lives of the children in his care.

“This is a brand-new building and it’s pretty amazing for what it is,” said Davis. “Everyone has their own bedroom, their own safe space, their own place to call their own. Sometimes, it’s the first time these kids have ever had something like that.”

“We have children here that have had a lot of trauma and abuse,” said Erik Logan, CSTC’s director of nursing. “Our outcomes are some of the best in the country.”

The facility sorely needs more nurses to care for more kids. Nursing positions at state psychiatric facilities, including CSTC, are 30% vacant or more.

But youth inpatient care beds, and nurses to staff them, are scarce. In some cases, Washington children have endured long stays at hospitals as they wait for inpatient care.

Medical facilities are starved for nurses nationwide, and over half of American counties lack even a single psychiatrist.

Inslee’s recent budget proposals include huge commitments to build behavioral health capacity.

Recent state budgets have included funding for state colleges to advertise their nursing programs and purchase lab equipment. The governor signed a bill in 2021 to establish a program to repay student loans for nurse educators.

Inslee’s proposed budget for the 2023 legislative session includes substantial pay increases for nurses and psychiatrists at state hospitals, and rewards to retain professionals already working at the hospitals. The budget also includes $37.5 million to support youth inpatient care and to construct new facilities.

State hospitals can’t compete in the present arms race to pay travel nurses. Still, they can offer competitive salaries, stability to build a life, generous loan repayment benefits, and the satisfaction of transforming lives.

State hospitals need more people like Sean to care for these kids.

“Nurses that come here will find an environment that is deeply rewarding,” said Davis. “Kids come in at the lowest point in their life and when they leave, they’re doing amazing — it’s just awesome.”

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