The governor holds the ultimate power in Connecticut, serving as the chief executive officer of state government. While the governor can’t make laws, an effective leader can set the policy agenda for and perception of the state.
Gov. Ned Lamont, a former businessman turned politico, is in the second year of his first term. After his first year in office the jury remained out over how effective he can wield his office’s power. He’s been rebuffed on his most significant policy push, transportation funding and tolls, an issue that hurt him politically.
He has delivered on a variety of campaign promises, including increasing the state’s minimum wage and creating a paid family medical leave program for private-sector workers — both controversial policies opposed by the state’s top business lobby.
But all those issues seem like a distant memory.
Lamont has found his leadership stride during the coronavirus outbreak, taking bold actions — including shutting down key parts of the economy and closing schools — to prevent the spread of COVID-19. He’s taken steps to provide economic support to residents and businesses, including a $50 million small business loan program that has seen significant demand.
Lamont has also tried to establish a stronger pact with the business community by bringing more private-sector leaders into his administration’s orbit, including through commissioner picks and the Governor’s Workforce Council.
Lamont is married to a power player in her own right, Ann Lamont. She’s a successful healthcare venture capitalist and one of the governor’s closest advisers. Gov. Lamont admitted as much in a January Hearst Media CT story, headlined “Governor seeks Ann Lamont’s expertise to help run state.”
The story detailed hundreds of emails Ann sent to top administration officials to weigh in on key political issues. Gov. Lamont praised her “really good political sense.”