Hartford Business Journal

20 Hartford Business Journal • September 24, 2018 • www.HartfordBusiness.com EDITOR'S TAKE Larson must show CT the money for tunnel plan I n the memorable 1996 film "Jerry Maguire," a cocky Arizona Cardinals wide receiver, Rod Tidwell — played by Cuba Gooding Jr. — repeatedly echoed the phrase, "Show me the money," insisting he get a higher-paying contract. The phrase has become part of the American lexicon — even being repeated by two former presidents — and has taken on various meanings. It's relevant today when discussing Congressman John Larson's ambitious plan to bury I-84 and I-91 in tunnels to ease traffic conges- tion and open up Hartford to the Connecticut River. Larson originally raised this idea about two years ago, describing it as a potential game-charger for the city and region, arguing it would reconnect Hartford, which has been split for decades by interstate highways, and re-open access to the Connecticut River. Both are exciting opportunities that would likely lead to new real estate and other positive developments in a city desperate to grow its grand list. But a key question re- mains: How would Connecticut afford a project with a price tag that ranges anywhere from $10 billion to as high as $50 billion, according to one estimate. This is where Larson, who insists the federal government should cover a sig- nificant portion of the costs, must show Connecticut taxpayers the money. Larson's tunnel plan is getting new attention after the 10-term Democrat invited Seattle officials to Hartford so they can share their experiences with a recent tunnel project that will reconnect that city with the Puget Sound. However, they brought with them a stark warning: Don't rely too heavily on federal funding. Seattle officials said their soon-to-open, $3.3 billion highway tunnel project, which will replace an aging viaduct, received federal funding that accounted for only about 25 percent of the total price tag. If Connecticut saw similar federal support, Larson's tunnel vision would be too costly, particularly at a time when Connecticut's transportation fund is depleted. Larson, who is on the powerful Ways and Means Committee, insists there is renewed focus on infrastructure investment at the federal level, but we've yet to see any real action. President Donald Trump made infrastructure investment one of his top cam- paign pledges, but there's no clear path to actual legislation. Some say if Democrats take control of the House and Senate this November, it could increase the odds of a major infrastructure investment bill, but even then Connecticut isn't guaranteed any funding. We must also take into consideration future costs for tunnel maintenance. Too of- ten, we focus on the upfront price tag of a new project, but forget about the costs to maintain it in the future. That's why Connecticut has billions of dollars in unfunded transportation projects, including critical upgrades to aging bridges and highways. Would a new tunnel system also require highway tolling or other new rev- enues to help pay for it? The tunnel plan must be discussed in larger context of Connecticut's overall transportation goals and needs. We applaud Larson for thinking big and bringing the two-tunnel idea back to the table. It's important to fully vet the plan, which could have the added benefit of repairing Harford's and East Hartford's crumbling levees. (Seattle officials also said their tunnel project has led to $1 billion in new real estate investment as a result of investors buying and renovating properties near the city's soon-to-be defunct viaduct, which is a promising sign for the city of Hartford.) This conversation comes at a critical juncture, when state transportation of- ficials are moving ahead with plans to replace the aging I-84 viaduct, a project that will undoubtedly be impacted by a tunnel plan. If Larson can get the federal government to shoulder a large portion of the construction we'd certainly want to learn more. Until then, Larson's plan will remain a pipe dream. COMMUNITY CONNECTIONS Creating organizational climate change that works By Julie Connolly O ne year ago, the city of Hartford published its Hartford Climate Action Plan. In the introduction, Mayor Luke Bro- nin said, " … each of us, working togeth- er to achieve the goals in this plan, can strengthen Hartford's environment and economy — while making our commu- nity healthier and more equitable." Climate affects the city and all communities in the state and on the planet; thoughtful leaders are devel- oping action plans to address how climate impacts our lives. What about the climate in the com- munities (organizations) in which we work? And what exactly does "climate" mean in organizations? Simply defined, climate means how it feels to work in a team or organization. When people feel positive about where they work, they will go beyond the bare minimum needed to do the job. Effective leaders seek to harness this discretionary effort so that em- ployees contribute at the peak of their potential. Moreover, effective leaders are keenly aware that they can influ- ence how employees choose to spend their discretionary effort. The Hay Group has researched effec- tive leadership for more than 60 years. One key measure of effective leaders is their ability to create a posi- tive climate for their employees. Leaders have the ability — and the re- sponsibility — to intentionally create positive microclimates within their or- ganizations that result in people want- ing to show up and contribute in a meaningful way each day. The mission of the organization, however noble or impressive, is not enough to motivate people to bring their "A" game. While an organization's culture is comprised of the foundational prin- ciples, norms, values and beliefs that shape the organization, the climate is more localized to the relation- ship between the leader and his/her team. You may know an organization that has a general reputation for a negative work environment. However, even in such an organization, there will be high-functioning, happy teams. How can this be? It is because the leader of that particular team creates a positive climate in which people feel motivated to contribute their best. So how does one create a posi- tive climate? There is a lot of valid research that identifies essential dimensions for a more inclusive and more motivating climate. However, if as a leader, you wonder how to best spend your scarce time — reading the research or building relationships with those who work with and for you — choose the latter. Relationships are the cornerstones of positive climate, and they begin with a conversation. It can be as simple as asking each team member, "What needs to be in place for you to feel that your partici- pation on this team is a worthwhile investment of your time and energy?" Just asking the question is the begin- ning of cultivating a positive climate. During the 10-month Quest pro- gram at Leadership Greater Hartford, monthly workshops that focus on vari- ous leadership topics receive positive evaluations. However, when I speak with Quest alumni, they don't refer- ence these as the primary reason they want to stay engaged with Leadership Greater Hartford. Instead, they speak about the posi- tive feeling they associate with their experience that makes them want to stay en- gaged with each other and with the organization. When pressed to define in a more tangible manner this "positive feeling," they de- scribe a climate of inclusion, collabora- tion and respect that they experienced. Leaders who seek to create a cli- mate that motivates others will take and make the time to build relation- ships that make those they can influ- ence feel good about themselves, feel good about their work and feel good about their organizations. Is it time for you to develop a climate action plan for your organization? That plan can truly improve the quality of life at work and help you achieve your goals. Julie Connolly is a program director at Leadership Greater Hartford. Opinion & Commentary Greg Bordonaro Editor Julie Connolly When people feel positive about where they work, they will go beyond the bare minimum needed to do the job.

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