​Internships help businesses develop future workers, showcase careers to students, introduce new ideas, and build talent pipelines. However, wanting an intern isn't enough; a successful internship requires meaningful work, staff time, supervision, clear expectations, and a commitment to learning.

Before posting an internship opportunity, businesses should first look inward. Is there enough meaningful work? Who will supervise the intern? What will the student learn? Is the workplace ready? What will success look like? Answering these questions before recruiting begins can prevent frustration for both the employer and the intern.

The following 12 questions provide a practical readiness test for businesses considering an internship.

1. Why do we want an intern?
An internship should have a clear purpose and support broader goals like developing future talent, introducing students to an industry, completing meaningful projects, strengthening community ties, or meeting future workforce needs. It should not be created merely because others do or for temporary help.
You are ready when: Your leadership team can clearly explain why the organization seeks an intern and what the business hopes to accomplish through the experience.

2. Do we have meaningful work for an intern to do?
Interns should handle meaningful work that supports learning and contribution. Internships limited to filing, errands, or copying offer little value and few evaluation opportunities. Quality internships involve practical tasks aligned with career goals and skill development.
You are ready when: Identify projects or responsibilities that can be completed or advanced during the internship to add value to the organization.

3. Do we know what we want the intern to learn?
An internship is more than short-term employment; learning should be part of the experience. Employers should identify the skills, knowledge, and workplace experience they want interns to gain, such as technical abilities, communication, teamwork, problem-solving, project management, customer service, or industry knowledge. NACE's career readiness framework also urges employers to intentionally consider the skills students develop through work experiences.
You are ready when: You can identify three to five specific skills, experiences, or areas of knowledge the intern should develop by the end of the internship.

4. Can we clearly explain what the internship will look like?
A business should establish its basic structure before recruiting, including the intern's duties, internship duration, hours, location, reporting line, and qualifications. A clear framework simplifies creating the internship description and helps students assess if the opportunity suits them.
You are ready when: You can create a clear internship description that explains the responsibilities, learning opportunities, qualifications, schedule, location, length of the internship, and workplace expectations.

5. Do we have someone with enough time to supervise the intern?
Interns typically need more guidance than experienced employees. Supervisors should be available to explain tasks, answer questions, review work, and help interns understand the workplace. Assigning an overloaded manager can cause problems. Effective internship programs prioritize supervision and coaching as key learning components.
You are ready when: A supervisor has been identified, understands the responsibility, and can set aside regular time for orientation, assignments, questions, check-ins, coaching, and feedback.

6. Is the rest of our organization prepared to support an intern?
Supervisors shouldn't handle the entire internship experience alone. Interns benefit from meeting various employees, job shadowing, attending meetings, and understanding department collaboration. Some companies also assign peer mentors to answer daily questions about workplace culture, procedures, and expectations.
You are ready when: Employees understand why the intern is joining the organization, know what the intern will be doing, and are willing to help create a welcoming learning environment. Ideally, the intern will have access to both a supervisor and other employees who can provide guidance.

7. Who will manage the internship program itself?
Supervising the intern's daily work is only part of running an internship. Someone may also need to coordinate recruiting, school relationships, applications, interviews, payroll, onboarding, paperwork, evaluations, and communication with supervisors. Even a business with only one intern should decide who owns these responsibilities.
You are ready when: One person has been designated to coordinate the internship from recruitment through completion. In a smaller business, this role could be filled by an HR professional, office manager, department manager, or business owner.

8. Are our workplace, equipment, and systems ready?
The first days of an internship shape the student's experience. Interns shouldn't wait days for a computer, email, password, workspace, security badge, or instructions. Since internships last only weeks or months, lost time significantly impacts the experience.
You are ready when: Prepare the intern's workspace, tools, system access, and safety equipment before the internship. Provide an onboarding plan covering rules, communication, schedules, safety, confidentiality, and expectations.

9. Have we budgeted for the full cost of the internship?
Internship costs extend beyond wages to include payroll, equipment, software, supplies, training, parking, travel, staff time, and other related expenses. Employers should also verify wage and overtime requirements before recruiting.
Federal law uses a "primary beneficiary" test to determine if an intern at a for-profit employer qualifies as unpaid under the Fair Labor Standards Act. Washington State has additional rules on internships, wages, training, and youth employment. Employers should review these before proceeding. For interns under 18, state youth employment laws also apply.
You are ready when: You have established a realistic budget, decided how the intern will be compensated, and confirmed the employment requirements that apply to the position.

10. Do we know where and how we will recruit interns?
Recruiting students differs from hiring experienced workers. Businesses may need to connect with high schools, CTE programs, community colleges, universities, career centers, workforce organizations, internship platforms, or community partners. Building these relationships can also simplify future recruiting.
You are ready when: You know what type of student you are trying to reach and have identified the schools, programs, organizations, or recruiting channels that can connect you with potential candidates.

11. Do we have a plan for feedback and evaluation?
Interns need regular feedback to learn. Waiting until the last day to discuss performance hampers growth. Ongoing conversations help supervisors answer questions, address concerns, adjust tasks, recognize achievements, and ensure mutual benefits. Structured feedback and reflection are key components of effective internship and career development programs.
You are ready when: You can commit to regular check-ins and have a plan for at least a midpoint conversation and a final evaluation. The intern should also have an opportunity to provide feedback about the program.

12. Do we know what success looks like and what happens next?
A successful internship benefits both student and employer: students gain skills, contacts, confidence, and career insights, while employers complete key projects, identify future talent, strengthen school relationships, and improve talent development. Internships also help employers connect with potential employees and evaluate candidates.
Not every internship leads to a job offer, but businesses should consider next steps. A strong intern may return, apply for entry-level roles, refer others, or become a future employee.
You are ready when: You have identified how you will measure the success of the internship and have considered whether strong interns could have a future relationship with the organization.

So, Are You Ready for an Internship?
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A business does not need a large human resources department or a complicated internship program to provide a valuable experience. Small and mid-sized employers can offer excellent internships. What matters most is preparation.

A strong internship has a clear purpose, offers meaningful work and learning opportunities, and is supported by a dedicated supervisor, a welcoming workplace, and a feedback and evaluation structure. Employers should also understand the financial and employment requirements beforehand.

Businesses don't need perfect answers to consider an internship. A "no" or "not yet" simply indicates areas needing more work. Find a supervisor if you lack one. Develop learning objectives if the intern's role isn't clear. Identify a project before recruiting if the work is ambiguous.

The key question isn't whether we want an intern, but whether we’re prepared to offer a meaningful internship. When we are, it can do more than fill a short-term role; it can introduce youth to a career, cultivate future talent, strengthen employer-education ties, and support long-term workforce goals.

This article is intended to provide general information and should not be considered legal or human resources advice. Employers should consult appropriate HR professionals and federal and state agencies to confirm the requirements that apply to their specific internship program.

Thanks to everyone who made it out for a great Business After Hours with Pahlisch Homes! 

Lengthy government approval processes can delay infrastructure projects that businesses depend on to operate and grow. In a recent article, the U.S. Chamber of Commerce argues that Congress should reform federal permitting to help move roughly $1.5 trillion in stalled projects forward. For employers, those delays can mean higher energy costs, slower transportation improvements, and missed opportunities for investment and job creation.
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The Chamber calls for clear approval deadlines and more transparent reviews while maintaining environmental protections and community input. It argues that these changes could help deliver more affordable energy, better roads and ports, and expanded broadband access. For businesses, the potential benefits include faster movement of goods, stronger connections with customers, and infrastructure that supports growth.

​Read the full U.S. Chamber of Commerce article: “Communities Are Waiting. Congress Must Act on Permitting Reform.”.

​On September 30, we had the privilege of gathering with some of the Chamber's most dedicated investors for our annual Breakfast with the Chair. It was a meaningful morning of honest conversation and shared vision, as Chamber leadership shared updates on the CEO transition, organizational progress, and what lies ahead. More importantly, our stakeholder level members brought their own perspectives to the table, and that input will help shape the Chamber's next chapter in ways that matter. Thank you to everyone who joined us. Your investment in this organization and your willingness to engage means everything to us.

​What a wonderful evening! Thank you to everyone who joined us and the Home Builders Association of the Tri-Cities for the 22nd Annual Elected Leaders Reception at The REACH. We are grateful to our elected officials for taking the time to connect with our business community, and to everyone who showed up, raised a glass, and made their voice heard. These conversations matter and we are proud to bring people together to have them.

On Oct. 1, the Tri-City Regional Chamber of Commerce, TRIDEC and the Home Builders Association of Tri-Cities hosted Lt. Gov. Denny Heck and brought Republican and Democratic state leaders together with employers, housing experts and community partners for a six-stop housing tour across the Tri-Cities.

For our business community, attainable housing is directly connected to workforce recruitment, retention and economic vitality. Local employers including Providence Southeast Washington Service Area, Kadlec and Providence St. Mary, and Lamb Weston joined the conversation to share firsthand how housing availability affects their ability to attract and keep employees.

Pictured: Reza Kaleel, FACHE, chief executive, Providence Southeast Washington Service Area, Kadlec and Providence St. Mary; and Kerry Volland, Pasco plant manager, Lamb Weston.
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Congratulations to Freeform on a fabulous ribbon cutting for their new location! You can find them at 723 The Parkway in Richland.

After the 2026 legislative session's passage of HB 2442, Washington cities and counties gained several new taxing and spending options. The law gives local governments greater flexibility in how they raise and use revenue for housing, public health, public safety, family services, and other community needs. Most provisions took effect on July 1, 2026, though some changes take effect on January 1, 2027.

One notable change is the introduction of a new sales tax for child and family services. Beginning January 1, 2027, cities and counties may impose a sales tax of up to 0.01 percent without voter approval. Revenue may fund childcare, before- and after-school programs, rental and shelter assistance, transportation, and other services that support children and families. If both a city and a county adopt the tax, the combined rate cannot exceed 0.01 percent.

HB 2442 also gives local governments greater flexibility in using existing revenue. Cities and counties may now use certain Real Estate Excise Tax (REET) funds to address nuisance properties. Revenue from the existing housing and related services sales tax may also be used to rehabilitate affordable housing and to provide rental assistance to certain low-income populations, including veterans, seniors, people with disabilities, and people experiencing or at risk of homelessness.

Counties also received broader options for other revenue sources. County rental car sales tax revenue, previously limited largely to sports-related purposes, may now fund criminal justice programs. These programs can include public defenders, diversion programs, reentry services, behavioral health programs, efforts to reduce homelessness, and crisis response. Flood control zone districts may also provide financial assistance to households and businesses damaged by flooding when the governor declares an emergency.

The law also creates a new option for counties to levy a public health clinic property tax of up to five cents per $1,000 of assessed value. Counties must use the revenue for public health clinics and related services. HB 2442 also allows county veterans' assistance and mental health and developmental disability levies to be collected separately from the county's regular property tax levy and to be excluded from the state's $5.90 aggregate levy rate limit.

For businesses and taxpayers, the key point is that HB 2442 does not automatically impose all of these taxes. Instead, it gives local elected officials additional options to raise revenue or redirect existing funds. As cities and counties consider using these new authorities, businesses may want to closely monitor local budget discussions, particularly decisions on sales and property taxes, housing, public health, and criminal justice spending.

HB 2442 significantly expands financial flexibility for local governments in Washington. Supporters may view these tools as a way to address growing service needs and budget pressures, while businesses and taxpayers may focus on how the new authority affects overall tax burdens and local spending priorities. The impact will ultimately depend on which options individual cities and counties adopt.

Read the original MRSC article: Local Governments See Updates to Sales Taxes and Other Revenues After 2026 Legislative Session.

Congratulations to the Lodge for a fantastic ribbon cutting for their new restaurant, Riva Riverside Italian Dining!

A heartfelt thank you to everyone who joined us for the 2026 Tri-Cities Women in Business Conference on Tuesday, September 22 at Three Rivers Convention Center! Browse the photo galleries below to relive all the highlights from an unforgettable day. A special thanks to Breshears Professional Photography for capturing it so beautifully.