Hartford Business Journal

20 Hartford Business Journal • January 8, 2018 • www.HartfordBusiness.com EDITOR'S TAKE CT needs a problem- solver, not party ideologue A s we move past the holiday season and into a new year, much of the attention will now shift toward Connecticut's guberna- torial race, which will have major ramifications for the future direction of the state. As such, voters must ask themselves what type of leader Connecticut needs. With a sluggish state economy teetering on the edge of recession and a dismal fiscal outlook, the economy and jobs will be the top issues of this year's race and it's clear that a hyper- partisan candidate who puts party ideology ahead of fair-minded public policy will lead the state down the wrong path. More than anytime in recent history, Connecticut needs a problem-solver more than a politician. Some have argued recently that today's political climate could make it possible for an independent candidate to seriously compete for the state's top government job. That's not the point: A problem-solving governor can belong to any or no party. He or she will be the candidate who is honest about our state's prob- lems (unaffordable long-term debt and unfunded liabilities, poor business climate, lack of transportation investment, among other serious issues) and provides realistic remedies to tackle them. The primary campaign can be a difficult time for fair-minded, problem-solving candidates because they will need to curry favor with their party's base in order to get the nomination. That typi- cally requires candidates to move to the left or right on certain issues. Once nominated, general-election candidates typically move toward the political center. This is one of the downsides of our political system, and it helps cements in voters' minds the notion that "candidates will say anything to get elected." In some cases that is true. (Remember Gov. Dannel P. Malloy, as he was campaigning for his second term in 2014, claimed the state wouldn't be facing another deficit, and then announced the budget was awash in red ink shortly after he was elected.) And the risk of candidates espousing more liberal or conservative positions will be higher this year, given the number of candidates in the race and the need to stand out. For example, one GOP candidate, the relatively unknown Bob Stefanowski, who made his bones as an executive at GE Capital and UBS Investment Bank, said if elected he would eliminate the corporate and business use tax immediately and phase out the state income tax over eight years, a promise that certainly plays well with the state's ultra- conservative base (if one exists in blue state Connecticut.) While his pro-growth message is attractive and reducing taxes is a sound long-term economic strategy, eliminating the income tax would be a reckless policy given the state's massive unfunded liabilities and debt. Yes, Connecticut has become too de- pendent on the income tax, but given that it now produces nearly half ($9 billion) of the state's annual revenues, totally elimi- nating it would push Connecticut entirely off the fiscal cliff it's been tiptoeing on for nearly a decade. That being said, the next governor must continue to shrink the size of state govern- ment and give elected policymakers, not unions, more control over state spending. On the other end of the political spectrum is Middletown Mayor Dan Drew, who is vy- ing for the Democratic party's nomination by advocating for higher taxes on the state's wealthy residents, free college tuition to state universities, and a $15 minimum wage as he plays to his party's progressive wing. He's also talked about a single-payer healthcare system in the state. His recipe would spell disaster for a cash-strapped state that is already losing some of its highest earners and wealthiest residents to lower-cost, warmer climate states. Any candidate who says Connecticut can tax its way out of the fiscal abyss shouldn't be taken seriously and would be a major threat to future economic prosperity. As we go through this primary campaign season we should look for candidates who don't simply drumbeat their party line, but who are willing to have an honest conversa- tion about how to deal with our state's challenges. For example, a Democrat who said he or she will resist increasing income or business taxes, or a Republican who is willing to implement tolls in order to invest in our infra- structure are candidates we should seriously consider. We need a chief problem-solver more than anything else. OTHER VOICES Inspiring young workers to enter public service By Leslie A. Zoll O n the day he was elected President of the United States, Barack Obama delivered a message to the young people of America, saying, "Change will not come if we wait for some other person or some other time. We are the ones we've been waiting for. We are the change that we seek." Millennials in our country have a strong desire to serve a worthy cause. They are driven to make a difference, to be involved, to make changes to the world that will not only benefit them, but their next generation. But the virtues of public service alone are no longer enough to get Millennials interested in entering employment in the public sector. Just as the business world has begun adapting to the changing workforce needs of this generation, so should the public sector, if they wish to have the same chance of attracting them. As the cur- rent workforce continues to age, particularly in Connecticut, there are end- less possibilities for our youth to stand out, be bold, be creative and change the public landscape for the better. One of the benefits that public employ- ment offers is a more stable work environ- ment: regular hours, additional job security and access to decent benefit plans. This alone could entice young workers into public service. The key is to find ways to edu- cate and attract them to the pos- sibilities. Here are just some of the ways that can make that happen: Technology — This is a key element to attracting competent young workers. Technological upgrades are essential — most people under the age of 30 un- derstand and appreciate its value more than anyone. The ability to be connected at all times is a major selling point for companies today, and some fairly simple improvements to technological infra- structure can make this happen. We are no longer operating in a brief- case world; we are now all about smart- phones, tablets, laptops and the ability to work from anywhere at any time. Young creative individuals have endless possibili- ties in this area to assist in changing how government works in this new generation. Workspace — Business is changing, workplaces are changing. The traditional office model of rows of desks and cubicles is giving way to newer, more modern designs. Adaptive workspaces are becoming the norm, even in larger companies, as work- ers of any age appreciate shared, less restrictive spaces to collaborate as well as the freedom to be creative. State, local and federal entities should consider modernizing their work areas to attract the younger generation. Internships — This is a staple in the business world and should be one with public employment. Often, the best way to get young workers interested and motivated is to bring them on-board as an intern, to learn how things are done, build some relationships and get a glimpse of what a career there entails. It becomes a front-row seat to what their future could hold, and should be a staple of all employment venues, not just the private sector. Volunteering — Lastly, public employment should appeal to Millen- nials' desire to be part of something bigger than them- selves. There is a true passion in this generation to get involved and stay involved outside the workplace — through charities, not-for-profits and community service. Offering op- portunities to new employees to get involved, not only in existing govern- ment services that help under-privileged individuals, but by partnering with similar community service outreach will create a bigger breadth of experience and opportunities for career growth. All of these areas involve changing some long-established workplace norms, but they are all essential if the public arena wants to be more competitive with private businesses. It is time for us to encourage our young workforce to help in making the changes we seek. Leslie A. Zoll , CPA, is a principal with BlumShapiro, a regional business advisory with offices in Connecticut, Massachusetts and Rhode Island. Leslie A. Zoll Greg Bordonaro Editor As the current workforce continues to age, particularly in Connecticut, there are endless possibilities for our youth to stand out, be bold, be creative and change the public landscape for the better. Opinion & Commentary We need a chief problem-solver more than anything else.

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