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www.HartfordBusiness.com • April 2, 2018 • Hartford Business Journal 15 OTHER VOICES Municipal leaders continue to face serious challenges By Vanessa E. Rossitto T he future is being forged by the thinkers and doers congregating within the hallways of Connecticut town halls. Municipal leaders focus on the is- sues that matter, and it's clear that top elected and appointed officials in cities and towns across Connecticut con- tinue to face challenges in 2018. Here are some of the top challenges many of them — whether they are a large city, a small town or anything in between — are likely to face. State budget uncertainty: This continues to be the largest overall issue. State funding is being cut and continued talk of moving pension costs to munici- palities have all 169 towns and cit- ies unsure about their own budgets. Local leaders have noted the relative strength of their municipalities' finances. In fact, many cities and towns are returning to pre-recession levels of fiscal health, and numerous municipal leaders are committed to raising the level of ser- vice their cities provide. Fiscal discipline continues to be a pri- mary goal for leaders as they chart the path forward. Municipalities are likely examining ways to reduce costs and possibly consolidate certain services; finding ways to continue to allow local government to do more with less seems to be the best option for many of them. Regionalization: Often considered the "third rail" of Connecticut municipal pol- itics, wide scale regionalization is some- thing our state is never likely to embrace. That said, some level of shared services, particularly in the smaller towns, is both realistic and cost-effective. Public works, some areas of public safety, recreation — these are all areas (as well as others) where towns can consider teaming up to combine and share resources without losing any of the quality residents have come to expect. It's not exactly full-scale regionalization, but it's certainly an opportunity to find some savings without compromising the quality of the program. Education: As the conversation sur- rounding inequality and opportunity becomes more of a focus across the country, a growing body of research acknowledges the power of education and youth-focused programs to foster upward mobility. Many municipal leaders announced policies aimed at closing the edu- cational achievement gap between groups defined by socioeconomic status, race, ethnicity and gender. Pension Plans: Another area mu- nicipalities would rather not have to rethink, but difficult budget times require creative solutions. Financial officers and elected officials should at least examine whether the older model of the defined benefit plan could be transitioned into a 401(k)-style retire- ment plan. According to a recent report by the Yankee Institute, certain Connecticut municipalities of varying sizes have tried this in recent years, working with public employees to find solu- tions that work for all sides, and have begun to see some positive results. Again, it may not be the answer for everyone, but it deserves a look. No one can say for certain when Connecticut's budget woes will end, but regardless of the timeframe, munici- palities can use this as a chance to find creative, cost-saving solutions. This will give them a bit more control over issues that impact them and possibly give them a clearer course of action in order to be better prepared for any decisions the state imposes on them. Vanessa E. Rossitto , CPA, is a partner with West Hartford accounting and consulting firm BlumShapiro and leads the firm's government practice. HARTFORDBUSINESS.COM POLL LAST WEEK'S POLL RESULT: Should employers be restricted from asking about a prospective hire's past salary history? NEXT WEEK'S POLL: How will the Yard Goats' attendance fare in 2018? To vote, go online to hartfordbusiness.com BIZ BOOKS How to attract, keep top talent By Jim Pawlak "Talent Magnet: How to Attract and Keep the Best People" by Mark Miller (Berrett-Koehler Publishers, $22.95). With unem- ployment at re- cord lows and tax cuts providing an impetus for growth, there's a war for talent. Those losing the war will be left with the mediocre, which will make it difficult to achieve ambitious goals. Miller illustrates this point through a business parable that follows the decisions of a CEO faced with reducing the organiza- tion's growth goal because there aren't enough high-caliber people. He begins his quest by asking HR a few questions: "How would you define top talent?" "What do they want in a job?" "What would it take to attract them?" How can we become a talent magnet? He emphasized that the answers need to focus on individual contributors, not just those with leadership potential. The search for answers began by interviewing the firm's top talent and its typical-talent team. Why? The CEO wanted to identify differences be- tween motivation and goals. There were differences. Both top and typical wanted the basics (i.e. fair wage, training, resources to do their jobs), a positive organizational culture and the company's brand/ reputation. Top talent wanted more — leader- ship (how they were managed), growth oppor- tunities (not necessarily tied to assuming leader- ship positions) and the firm's ongoing contribution to the community. The "what attracts top talent" an- swer jumped out: "Better boss (dem- onstrate care, stay engaged, lead well), brighter future (champion growth, provide challenge), bigger vision (foster connection, celebrate impact)." Selling those "magnets" was something the organization had to do even before the hiring process began. Why? Potential employees had to be aware of what the firm offered — just as an organization advertises its products and services. To increase awareness, include the three-pronged message in the com- pany's webpage and its social media because those are places any talent will check for information on prospec- tive employers. Awareness isn't a one- and-done process. While the history of the organization won't change, the message must identify "what's next" to ensure it appeals to those who want to be part of its future. 44.9% No 55.1% Yes READER COMMENTS: "We do not require an answer to that portion of the application. It does help if it is answered. We know whether an applicant is within our price range. It prevents the employer and prospective employee from wasting time." "Yes because it is not relevant to the candidate's qualifications for the open job." "Asking a candidate about past salary is not a good practice but it isn't something that should be legislated." Vanessa E. Rossitto Jim Pawlak Book Review