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OCTOBER 2, 2017 • HARTFORD BUSINESS JOURNAL | 101 Q/A THE FUTURE Solving fiscal crisis key to Hartford's future Oz Griebel CEO and President, MetroHartford Alliance What's the biggest economic development opportunity the city of Hartford should leverage over the next decade? The investment of over $2 billion of private- and public- sector monies in the city since the late '90s must be fully exploited. That investment has created everything including: the Convention and Science centers, a renovated G. Fox building, iQuilt components to make the city more walkable, riverside parks, CTfastrak, a premier baseball stadium in Dunkin' Donuts Park, numerous streetscape projects, the return of the UConn campus, significantly more downtown housing units, and major improvements to facilities like the Bushnell, Hartford stage and Wadsworth Athenaeum. We now have the collective responsibility to make the comprehensive and sustainable changes in the city's fiscal structure that will attract unsubsidized private-sector investment in real and personal property that will expand the grand list and reduce the mill rate from its current 74.29 to 50 or less. Part of those fiscal changes must include realistic and meaningful regional approaches to delivering key municipal services that will either reduce the total taxes paid by all businesses and residents or reallocate those funds to investments that strengthen the city's and the region's economic infrastructure and quality of life. What's the biggest economic challenge facing Hartford over the next 10 years? In the near term, the city's fiscal crisis must be resolved to restore the private-sector confidence needed for entities to expand, invest and relocate in Hartford. That resolution must include a comprehensive and sustainable approach to reducing the mill rate so as to secure the unsubsidized private-sector investment needed to expand the grand list while driving the property taxes needed to fund core city services. We must successfully grapple with two other major challenges. One is the resolution of whether to renovate or replace the XL Center and to secure the funding of the path selected while the other is the rebuilding or replacement of the I-84 viaduct that is accompanied by a state funding stream and a construction plan to implement it. Both the funding and the plan must ensure the private-sector's commitment to retaining employment and facilities in the city. Less reliable government funding will challenge nonprofits Samuel S. Gray, Jr. President & CEO, Boys & Girls Clubs of Hartford Inc. How will the region's non-profit sector change over the next decade? The nonprofit sector in Hartford and Connecticut will need to evolve over the next decade, as federal, state and municipal funding — sources most non-profits rely upon to varying degrees — become less reliable. As a result, I think we'll see more consolidation and collaboration between non-profit organizations. Additionally, in a data-rich world, nonprofits will need to continue to demonstrate efficiency and impact, which funders are going to demand to measure return on investment. Lastly, I think we'll see the continued expansion of technology, social media, and mobile engagement to attract, engage, educate and retain donors, especially Millennials. If nonprofits are to capture the support of future donors, we'll need to have a major presence in the digital spaces where they live. How do we ensure more Hartford city students help fill the region's workforce needs over the next 10 years? Preparing Hartford's children for tomorrow's workforce starts with ensuring they have basic needs — food, a safe place after school, a sense of self-worth — met today. A child, for instance, concerned about safety or his next meal will focus on the immediate, not long-term, future. That's why investing in youth development organizations like Boys & Girls is so important. Once fundamental needs are met, it's about teaching students the skills — communication, problem solving, computer literacy, teamwork — that 21st century employers are seeking. Finally, it requires exposing students, from a young age, to different types of careers and, in partnership with the business community, providing opportunities for students to gain experience and build a network through job shadowing, internships and summer employment. We are fortunate to have recent Club members interning at Robinson & Cole, Bank of America and Aetna. In addition, we also employ a number of teens as counselors in training through our summer camp. Building a work ethic and sense of responsibility — and showing the opportunities that come from hard work and perseverance — is an important lesson to prepare young people for a future workforce. "Preparing Hartford's children for tomorrow's workforce starts with ensuring they have basic needs – food, a safe place after school, a sense of self-worth – met today. " "The investment of over $2 billion of private- and public-sector monies in the city since the late '90s must be fully exploited. "