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Home / Washington Business - March/April 2004 / Washington’s Next Governor Must Embrace POG and Shake State Government to the Core |
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Washington’s Next Governor Must Embrace POG and Shake State Government to the Core |
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Written On: March/April 2004 |
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Written By: By Mike Bernard - Chair, Board of Directors |
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It’s an election year and the governor’s mansion is truly up for grabs for the first time in eight years. The question for employers across the state is: “what are the qualities that we should look for as we consider who should be the next governor?”
I start where AWB starts – competitiveness. We need a governor who understands that success for Washington state begins and ends with a competitive business climate that produces jobs in the private sector. Credit Governor Locke. I believe he understands that connection. But does he, or any of the candidates, really understand how we make the leap from where we are today to where we need to be tomorrow?
Simply, we need a governor who “GETS IT,” who understands what it will take to move us to be more competitive, and has the courage to lead us there!
I think there are two indicators of a candidate who “GETS IT.” First, does he or she understand and embrace the Priorities of Government and Price of Government (POG) process? Second, does he or she appreciate how much the state bureaucracy impacts our day-to-day lives and businesses, and what a struggle it is to deal with federal, state and local government rules, regulations, and inspectors?
First, the POG process. It’s not just about priorities. POG is first and foremost about the price of government. That doesn’t mean tax increases, decreases, or the status quo. It means that, while there may be no limit to the things government wants to do, there is a limit to what we can afford. Without a clear focus on the price and cost-effectiveness of government, the list of “priorities” will be endless, and the POG process serves no meaningful purpose.
Second, the state bureaucracy. Its attitude and effectiveness impacts jobs and economic vitality. State government can, within the constraints of doing its job, be a facilitator or a roadblock for employers, our state’s job providers.
Despite all of the regulatory reform efforts over the last 20 years, state agencies are too often seen as a roadblock. Brett Wilcox, owner of Goldendale Aluminum Co., chair of the Oregon Economic Development Commission, and an employer who operates similar facilities in Washington and Oregon, said it best: “In Oregon, state agencies tell you what standard you need to achieve. In Washington, state agencies not only give you a standard which may change, but micromanage the process you use to attempt to achieve that goal.”
That is the epicenter of employer frustration with state government. The regulatory bureaucracy needs to be shaken to its core because it determines whether our state is competitive.
The governor sets the tone for the agency directors and government employees who are there to serve our state’s citizens. I don’t care how many times the legislature reforms the regulatory process, how many tax incentives the legislature bestows, or how many trade missions the governor makes to sell Washington products. None of it will bring us a competitive business climate and good jobs if the tone of government is wrong and our state employees from top to bottom aren’t on the same page with the new governor.
It is all about leadership and it begins and ends with the governor. The governor has the bully pulpit. He or she needs to use it wisely and effectively.
AWB must also continue to provide leadership. We need to be specific about what we think is important. That is what our competitiveness program under the Washington Alliance for a Competitive Economy (WashACE) is all about. In the end, we, the members of AWB, must be willing to stand up and support the candidate who has the courage to make the tough decisions to create jobs and improve our business climate.
Mike Bernard is a partner in the tax-consulting firm of Madison Cooke, Bellevue
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