Washington Business Summer 2019 | Washington Business | Page 14

from the chair To Navigate Big Changes, Get Involved Tim Schauer Washington is in for big changes over the next decade. The state population will likely increase from 7.5 to 9 million people by 2040. This will increase the customer base for many companies, but will also increase demands on our schools, roads, and often scarce housing inventory. Even more dramatic workforce shortages are just around the corner. Economist Bill Conerly, who spoke at AWB’s Spring Meeting, says data shows the pool of available workers from 2020-2030 will grow at the slowest pace since the Civil War. Washington employers will need to work together to successfully navigate such profound changes. One company can’t address all of these issues alone, but employers large and small can work together to change policies in Olympia, in our nation’s capital and in city and county governments across the state. AWB is acting as a convener to bring together employers, policymakers and others to address issues including workforce development, housing options and infrastructure. Washington’s infrastructure is critical to the entire country’s overall suc- cess. Our state contributes more than $300 billion to the nation’s economy each year. Yet our state’s highways, ports, bridges and other infrastructure needs are estimated at more than $222 billion. This level of investment would create more than 700,000 new jobs. But who’s going to do the work? Baby boomers are retiring. Many people are aging out of the workforce, and few are growing into the workforce, according to Conerly — while for- eign immigration remains low. Employers need to figure out a way to expand without adding workers or become much better at attracting and retaining employees than their competitors. There’s no single solution but it’s important for the private sector not only to be involved but, in some cases, to lead the conversation. That’s what AWB did this July with the first-ever Housing Forum, orga- nized along with nine other organizations from across the state. All Washington employers should be concerned with housing supply, diversity, and cost as well as the community factors that make communities “sticky” or desirable such as education quality, open space and parks, trails, breweries, entertainment and quality healthcare. This is more than a conversation about taxes. Employers can help steer development and redevelopment of communities, update the state’s Growth Management Act and be a strong voice for more affordable workforce housing options. And of course, all of this cannot be resolved just at the state level where AWB is so present. Quality of place is local. Business must engage locally to be at the table more than ever to inform elected leaders as to what employers need in the community to build a strong workforce. After all, there is no public money. All money starts as private money. Private money invests in business and pays employ- ees, both of whom pay taxes. I hope the employer community embraces the opportunity to capitalize on the advantages we already enjoy while also working to mitigate our weaknesses. Where we live and work is an incredible place, second to none. Our access to inexpen- sive, reliable power is the envy of the world. Our lack of an income or capital gains tax helps to fuel and feed the business ecosystem here in Washington. But our current trends for cost of housing, improving access the broadband, and traffic congestion are areas that need our mutual focus to turn the trend for the better. Washington is in for big changes in the coming decades, but I really believe that if we work together on these issues, we can help to make these big changes lead to positive results for all Washingtonians. If not private business leaders, then who else do you think is up to the job? 14 association of washington business