Revitalizing CT Downtowns Earns Recognition, Success

For the Connecticut Main Street Center, a greater role in the advancement of downtowns across Connecticut is bringing both recognition and a facelift.  The organization, recently selected by the Connecticut Chapter of the American Planning Association (CCAPA) to receive the 2013 Education & Outreach Award for its "Come Home to Downtown" initiative, is launching a new branding initiative to match its more visible role supporting the state’s municipal main street initiatives.

Their new, updated  logo reflects the changing face of the state’s downtowns, one that commands attention and respect for being forward-thinking while preserving the integrity and values of the past.  At CMSC, “we'll continue to promote the Four Point Approach to downtown management while also championing innovations in transit and sustainable design, promoting our local businesses and attractions, and advocating for mixed-use development that integrates housing with a diversity of uses, cultures and incomes.”

Through the Come Home to Downtown program, which just concluded its pilot year, CMSC and its team of expert consultants worked with community leaders, local stakeholders, and downtown management groups to educate them on the value and potential of mixed-use development. The organization also sought input and feedback from the public at community meetings held in each of the towns on the plans for redeveloping the model buildings and the demand for downtown housing.

CMSC chose three communities – Middletown, Torrington and Waterbury – as well as three property owners and their buildings as the focus of the program’s in augural year.  It is a pilot program aimed at facilitating viable, interesting housing opportunities while revitalizing downtown neighborhoods by providing customized technical assistance to communities and owners of small, under-utilized downtown properties.

CMSC worked with municipal officials and the building owners to develop viable redevelopment options including: determining what financing would likely be needed for redevelopment; performing an assessment of zoning and regulatory requirements; reviewing the downtown management function; and measuring the downtown's walkability.

Specific recommendations for improving the buildings, including a recommended floor plan designed to attract new residents and bring market rate housing downtown, was also provided to each property owner. Once rehabilitated, these buildings are expected to create 60 new units of rental housing in downtown Middletown, Torrington and Waterbury, as well as make approximately 25,000 square feet of commercial and retail space available. The total development cost to renovate all three buildings is estimated to be $11.4 million.

The 2013 Education & Outreach Award was presented to CMSC at CCAPA's Annual Award Luncheon last month. CCAPA is the Connecticut Chapter of the American Planning Association, the national organization of professional planners and citizens involved in planning communities. CCAPA is dedicated to advancing the practice of good planning in Connecticut. Every year, CCAPA solicits nominations for notable planning projects in a variety of categories from public service and citizen planners to physical development and plan implementation.

Connecticut Ranks #42 in Population Gain Between 2010 and 2013; New England Lags Nation

Connecticut’s population grew six-tenths of one percent between 2010 and 2013 according to estimates by the U.S. Census Bureau, ranking the state 42nd among the nation’s 50 states in population growth.  The state population, which was 3, 574,097 at the 2010 U.S. Census was estimated at 3,596,080 as of the official July 2013 estimate, announced at year’s end.

The 2013 estimates also show the nation's population grew by 2.4 percent in the three years since the 2010 Census, with the South and the West leading the expansion. The total for the 50 states, the District of Columbia and Puerto Rico rose from 308,745,538 in 2010 to an estimated 316,128,839 in July 2013.  Only Rhode Island lost population (1,056 people) during the period, and the Southern and Western states accounted for more than 80 percent of the growth nationwide.

The bottom twelve states in population growth – all under one percent - include five from New England:  Rhode Island, Maine, Vermont, New Hampshire and Connecticut.  The remainder are in the Mid-West.  Massachusetts population grew by 2.2 percent, New Jersey by 1.2 percent, and New York by 1.4 percent.

The South, the nation's largest population center, also had the highest percentage-point growth at 3.3 percent: from 114,555,744 in 2010 to an estimated 118,383,453 in 2013. The West was close behind, with a 3.2 percentage-point growth during the period, from 71,945,553 in the 2010 Census to an estimated 74,254,423 in July 2013.

The Midwest region had the smallest growth, at 0.9 percent: 66,927,001 people in 2010 to 67,547,890 in 2013, according to published reports. The population growth for the Northeast was 1.1 percent between 2010 and 2013, growing from 55,317,240 in 2010 to 55,943,073, according to the census estimates.

The bottom twelve, including Connecticut, saw increases of less than one percent, including Rhode Island’s drop in population, and Maine standing essentially even, adding less than 1,000 people.

• Rhode Island -0.1
• Maine   0.0
• Michigan 0.1
• Vermont 0.1
• West Virginia 0.1
• Ohio 0.3
• Illinois   0.4
• New Hampshire 0.5
• Connecticut 0.6
• Pennsylvania 0.6
• Mississippi 0.8
• Missouri 0.9

The new figures from the Census Bureau shows Massachusetts is continuing to add to its population. The latest estimate as of July 1 puts the state's population at nearly 6.7 million, up by more than 47,000 from July, 2012.  Massachusetts' ranking is the 14th most populous state in the country.

New York remains the third most populous state in the nation -- behind California and Texas -- but the state's lead over fourth-place Florida continues to erode, according to 2013 population estimates. New York saw an increase of 1.4 percent from 19,378,102 people in the 2010 Census to 19,651,127 in the 2013 estimate, according to the bureau.

Florida's population in the 2010 Census was 18,801,310, about 576,000 fewer than New York's 2010 Census population. However, Florida's population rose an estimated 4 percent between 2010 and 2013, to 19,552,860 -- about 98,000 fewer than New York's 2013 population estimate.  Some have projected that Florida will overtake New York in population next year.

North Dakota, with its expanding oil and gas industry, led the growth chart between 2010 and 2013, at a 7.6 percent clip, including a 3.1 percent population increase in just the past year.

For the 12 months ending July 1, 2013, population growth nationwide was 0.71%, or just under 2.3 million people. That's the slowest since 1937, USA Today reported.  An aging Baby Boomer population and slower immigration combined for what the newspaper described as “nearly stagnant U.S. population growth,” the slowest pace since the Great Depression.

Maine and West Virginia were the only two states to lose population between 2012 and 2013.  The Census Bureau estimates that Connecticut picked up 4,315 residents in that 12-month period.

Small Business Friendliness in CT Improved to D+ in 2013, Data Shows

Connecticut’s small business climate is improving – slowly.  That’s according to the 2013 Small Business Friendliness Survey by Thumbtack.com, in partnership with the Ewing Marion Kauffman Foundation, which ranked the state #35 for overall small business friendliness.

The 2013 study draws upon data from over 7,000 small business owners nationwide and shows that Connecticut improved its overall grade slightly, rising from a 'D' in 2012 to a 'D+' in this year's study.

Although the state struggled overall, the study authors reported, it received high marks in several categories. Some of the key findings for Connecticut include:

Connecticut earned an 'A' for the state's small business training and networking programs, which ranked among the top-5 nationally. Business owners were critical of Connecticut's regulatory systems, giving the state a 'C' in this category, although this was an improvement from the 'D+' grade received last year.

Among its neighbors, Connecticut ranked just behind New York (which had trailed Connecticut in last year's study) and Massachusetts, but ahead of Rhode Island for overall small business-friendliness.

The state’s overall grades, and comparison with last year, in the 11 categories compared in the survey:

D+         Overall friendliness (D last year)

D+         Ease of starting a business  (C last year)

B            Ease of hiring (C last year)

C             Regulations  (D+ last year)

B-            Health & Safety  (C+ last year)

C-            Employment, labor & hiring  (D+ last year)

C-            Tax code (D last year)

C             Licensing  (D+ last year)

D+          Environmental (D+ last year)

C-            Zoning (C+ last year)

A             Training & networking program

The study aims to learn what small businesses believe constitutes a healthy political and regulatory climate by having them rate how it is to do business in their specific location along various metrics.

Over 99% of U.S. employer firms qualify as small businesses, and they employ half of all private sector employees. Over the past two decades, almost two-thirds of net new private sector jobs have come from small businesses, and that number has accelerated in recent years.

The thumbtack survey also compared the age and size of the businesses with those of the general business population. The Small Business Administration reports that 69% of small businesses are at least two years old, and 51% are at least five years old.  The survey sample is very close to these numbers, with 76% over two years old and 57% at least five years old.

According to US Census data, 91.6% of small businesses have between one and four employees. Another 3.8% have 5-9 employees, and 4.6% have 10 or more employees. The survey respondents followed a very similar distribution: 89.3% have between one and four employees, 6.7% have 5-9 employees, and 4% have 10 or more employees.

Some of the key findings at the national level include:

• Professional licensing requirements were 30 percent more important than taxes in determining a state's overall business-friendliness, confirming the findings from last year's study. Furthermore, this year's research revealed that 40 percent of U.S. small businesses are subject to licensing regulations by multiple jurisdictions or levels of government.
• Utah was the top rated state, and Austin, TX was the top rated city. At the other end of the spectrum, Rhode Island and Newark, NJ were the lowest rated state and city.
• The ease of obtaining health insurance was an important factor for many businesses. One-third of small business owners rated obtaining and keeping health insurance as "Very Difficult," versus only 6 percent who rated it "Very Easy."
• Small businesses were relatively unconcerned with tax rates – more than half of small business owners felt they pay about the right share of taxes.

The top 10 states were Utah, Alabama, New Hampshire, Idaho, Texas, Virginia, Kansas, Colorado, South Carolina, Georgia, Minnesota, Nevada and North Carolina. Professional/nonprofessional services make up a large share of Thumbtack’s clients, so fewer manufacturers and retailers were surveyed, which may have impacted the survey results.

"It is critical to the economic health of every city and state to create an entrepreneur-friendly environment," said Dane Stangler, director of Research and Policy at the Kauffman Foundation. "Policymakers put themselves in the best position to encourage sustainable growth and long-term prosperity by listening to the voices of small business owners themselves."

College Coaches Are Highest Paid Public Employees in 40 of 50 States, Including CT

When UConn announced the hiring of Bob Diaco as new head football coach earlier this month few flinched at the compensation – a reported five-year $8 million contract.  Diaco, who served on the Notre Dame coaching staff as the defensive coordinator for the past four years and the assistant head coach for the past two, was the 2012 winner of the Frank Broyles Award, given to the top assistant college football coach in the country and was the first Irish assistant to receive the prestigious award. He was a semifinalist for the award in 2011.

Earlier this year, the Yankee Institute for Public Policy compiled a list of the highest paid state employees, and three UConn coaches led the list:

• 1. Calhoun, James A., Men's Basketball Head Coach, UConn $2,865,769
• 2. Auriemma, Geno, Women's Basketball Head Coach, UConn $1,829,052
• 3. Pasqualoni, Paul L., Football Head Coach, UConn $1,613,920  (dismissed as coach earlier this fall)

As it turns out, that is not unusual.  According to data compiled by the website Deadspin, the ranks of the highest-paid active public employees in states across the country include 27 football coaches, 13 basketball coaches, one hockey coach, and  10 state employees with responsibilities outside of athletics.  That’s 80 percent of the states with a public employee salary roster led by a coach.

Perhaps surprisingly, the states of New York, Massachusetts, Vermont, New Hampshire and Maine are among those where a college president, law school dean medical school dean or department chair top the state employee salary list.  In Rhode Island, it is the men’s basketball coach, and in Connecticut, with the retirement of Jim Calhoun, the leader is now women’s basketball coach Geno Auriemma.

Last December, UConn and head men's basketball coach Kevin Ollie, a 1995 UConn graduate,  announced a new agreement to run from January 1, 2013 through April 15, 2018.  Under the coaching contract, Ollie receives a base salary of $400,000 per calendar year and for 2013 he will receive $800,000 for institutional speaking engagements and media related appearances for a total of $1,200,000, according to the University's announcement. The payment for institutional speaking engagements will increase by $50,000 each year. Ollie's total compensation for each year of the agreement will be: 2013-$1,200,000; 2014-$1,250,000; 2015-$1,300,000; 2016-$1,325,000; 2017-$1,340,000; 2018-$502,500 (annualized from Jan. 1-April 15).

The website reports that “looking at data from 2011-2012, athletic departments at 99 major schools lost an average of $5 million once you take out revenue generated from "student fees" and "university subsidies.”

Rounding out the top 10 list in Connecticut, as of 2012:

• 3. Onyiuke, Hilary Chief, Division of Neurosurgery UConn Health Center $1,030,732
• 4. Nulsen, John Director, Center for Advanced Reproductive Services, UConn Health Center $917,373
• 5. Makkar, Hanspaul Chief, Division of Pediatric Dermatology, UConn Health Center $916,600
• 6. Whalen, James Vice Chair, Dermatology UConn Health Center $884,602
• 7. Laurencin, Cato CEO, Connecticut Institute for Clinical and Translational Science, UConn Health Center, $701,576
• 8. Herbst, Susan ,President, UConn $612,500
• 9. McFadden, David, Chief, Department of Surgery, UConn Health Center $576,923
• 10. Manuel, Warde Athletic Director UConn $551,305

Bridgeport-Stamford-Norwalk Above National Average in Sustaining Startups, Study Finds

A new report assessing trends in start-up companies in 40 major metropolitan areas in the U.S. over the past two decades has found that the Bridgeport-Stamford-Norwalk corridor has performed well compared with similar regions in weathering, and rebounding from, the national economic downturn’s impact on the level of start-ups.

The report by the Kauffman Foundation, “The Most Entrepreneurial Metropolitan Area?,” was recently presented to the U.S. Conference of Mayors on Entrepreneurship, the first such conference of municipal leaders devoted solely to exploring entrepreneurship.

In reviewing Metropolitan Statistical Areas (MSA) with a population of between 500,000 and one million people, the report found that the Bridgeport-Stamford-Norwalk MSA placed “toward the top of the group, consistently above the year-to-year changes.”  In addition, the data indicate that Bridgeport-Stamford-Norwalk “did not fall as far during the (economic) downturn, so it appears to have fared slightly better.”

The paper compared the trends in the 40 metropolitan areas with high numbers of start-up businesses to the significant national downward trend in overall new firm formation starting after 2006.  Nationally, the trend reversed and started to recover in 2011. No metropolitan area escaped this downward trend, but there are differences among regions in the timing of the downturn and subsequent recovery.

In counting the number of times that the annual percentage change in start-up density for each of the MSA’s, within the same size class, five of the MSA’s – including Bridgeport-Stamford-Norwalk – were “above average 12 times thorough the period” reviewed. The others to attain that “level of consistency” were Tulsa, OK; Omaha-Council Bluffs, NE-IA; Little Rock-North Little Rock-Conway, AR; and Knoxville, TN.

The report also found that the largest MSAs – those with populations greater than 1 million – fared slightly better through the recession and have experienced slightly stronger recoveries, though none has returned to pre-downturn levels.

The report compared MSAs with relatively larger populations and high startup densities from among the nation’s 366 MSAs.  The MSAs were divided into four groups for purposes of comparison, those with greater than 1 million population, those with 500,001 to 1 million, those between 250,000 and 500,000, and those smaller than 250,000.

The federal government’s Office of Management and Budget (OMB) provides official definitions for MSAs in the United States:  densely populated areas with close economic ties.

LEGO KidsFest in Connecticut This Weekend, State Experiences Company’s Growth, Strength

There’s no mistaking the popularity of LEGO.  The colorful bricks are ever-present in playrooms, bedrooms, and under couch cushions everywhere.  The passion for the colorful bricks will be on display this weekend (Dec. 6-8, 2013)  in Connecticut when the LEGO Kidsfest returns to the Connecticut Convention Center in Hartford for a weekend of creativity and construction, concluding the year’s six-city tour, and the first time it’s been back in Connecticut in two years.  (Tickets for Saturday are already sold out, with limited availabilities for Friday and Sunday sessions. )

Beyond this weekend’s event, the Connecticut connections to LEGO may be surprising.

The LEGO KidsFest is a nationally-traveling giant LEGO expo held over three days and filled with interactive, creative and educational activities for the whole family. Connecticut is central to the LEGO universe.  LEGO Systems, Inc. is the North American division of The LEGO Group, a privately-held, family-owned company based in Billund, Denmark, one of the world’s leading manufacturers of creatively educational play materials for children.  The LEGO Kidsfest, however, is produced by LIFE Marketing and Events, located in West Hartford.

At each tour stop, the LEGO KidsFest partners with national and local organizations and businesses whose products, services and promotional efforts are kid-friendly and beneficial to attendees. Next year, the tour will again run in seven cities: North Carolina: February 28–March 2;  Michigan: April 25–27;  Alberta, Canada: May 16–18;  Georgia: June 27–29;  Texas: August 29–31;  Virginia: October 3–5; and Indiana: November 7–9.  In 2011, the KidsFest was held in five cities, and has steadily grown in popularity.  Sellouts have been regular occurrences throughout 2013.

In the new book “Brick by Brick:  How Lego Rewrote the Rules of Innovation and Conquered the Global Toy Industry,” published by Crown Business division of Random House, author David C. Robertson points out that Lego “is driven by two desires.  The first is to inspire imaginative play and creative expression in as many kids and kids-at-heart as possible, in as many ways as possible.”  The second is to out-innovate every company it comes up against.”

The book, which explores Lego’s resurgence from near oblivion over the past two decades, outlines the company’s trials, tribulations (including near-bankruptcy in 2003), innovations and success, observing that “The LEGO Group’s leaders believe that to discover the next big growth opportunity, the company must adhere to a fundamental truth about innovation:  the more experiments you launch, the more likely it is that one will strike gold.”   KIdsFest is but one example.

The company is also expanding is footprint in Connecticut, having announced earlier this year that it was leasing an additional 80,198 square feet in the Enfield Business Park.  The company eventually plans to add more than 200 employees.

“We have about 600 employees in Enfield currently, and the space will provide desks for an additional 250 — not all of whom will be hired immediately,” Michael McNally, Lego’s brand manager said in April. The company in 2011 started to reconfigure its former manufacturing space into administrative offices. The building houses workers in finance, human resources, information technology, consumer services, direct-to-consumer retail, as well as Lego Master Builders.

Last month, it was reported that LEGO, already the second-biggest toy maker in the world, after Mattel, is continuing its expansion. In 2014, it will go from having one global headquarters, in Denmark, to five. The company is expanding its offices in London, Singapore, Shanghai and Enfield, Connecticut to form a network of global hubs.

The globe depicted on the cover of Robertson’s book, made of LEGO bricks, of course, is a fitting representation of the company’s growth – with Connecticut playing a noteworthy role.

Rising Star No More, Visitors Now Urged to DASH

Hartford’s downtown circulating bus – developed as an easily accessible means of moving tourists and convention goers around the city – was re-launched this fall with a new name, distinctive new coat of paint and renewed enthusiasm.

Previously operating as the Star Shuttle since September 2005, nearly 728,700 passengers have used the specially designated bus service, which connects the Connecticut Convention Center, the Riverfront, the CT Science Center, the Arts and Entertainment District, various restaurants, and downtown hotels.

Now, it has received an all-orange makeover, along with the new name – DASH.

The change follows the change in Hartford's tourism campaign branding from "New England's Rising Star" to "Hartford Has It" and continues as  a collaboration among CT TRANSIT, CT DOT, the City of Hartford, the Capitol Region Development Authority, the Hartford Business Improvement District, the Hartford Metro Alliance, and the Connecticut Convention & Sports Bureau.

A year ago, the Hartford Business Improvement District tapped the collective creativity of capitol region residents to help re-name the free downtown circulator.  Local resident David Ceder suggested “dash”. Ceder explained "I am excited the time has come to showcase the rebranding and new shuttle name! I chose "dash" not only because of the acronym (Downtown Area SHuttle) but also because it's an action word --"dash," to me, is exciting, inviting, and invokes you to hop on and discover Downtown."

The bright orange DASH bus has been accompanied by updated signs downtown and an interactive map to help passengers know where to go to get on the free shuttle. Regular DASH service operates every weekday from 7:00 a.m. to 7:00 p.m., departing every 15 minutes from the Connecticut Convention Center.

During major downtown events, enhancements may include later evening service on weekdays, as well as service on Saturdays and Sundays. The specific services planned for each major event are posted on the CT TRANSIT website. The dash Shuttle does not operate on weekends when there is no downtown event scheduled.  The free shuttle also offers convenient connections to both the Bradley Flyer bus and to regular local CT TRANSIT bus service.

An out-of-town visitor to a convention earlier this year – before the name change -  praised the service. "My daughter and I ...have been using the Shuttle extensively to navigate the conference sites. I cannot say enough good things about ALL of the bus drivers. Thanks for making our trip so much fun."

Should you be  wondering, two buses have received the DASH makeover, and the vehicles alternate in providing the service.  The DASH shuttle is a service of the CT Department of Transportation and operated by CT TRANSIT. Information on the route and extended service hours can be found at www.cttransit.com.

Local Entrepreneur Brings Social Benefits to Coffee Sales with Innovative Product

It took root when he was a 9-year-old earning nickels and dimes at the Hartford Regional Market,  gained impetus at Hartford High School and was cultivated at the University of Richmond.  By the time Ray Fraser graduated college in 2011 with a business degree in marketing and finance, he was convinced that his life’s work would not center solely on making a profit, but on simultaneously making the world a better place.  He’s doing just that, one tree at a time.

With a relentless work ethic and an engaging, easy-going personal style, Fraser’s start-up business – growing rapidly in just a few months – is called Tree Sleeves.  His mission:  to produce and sell reusable cup sleeves that combine comfort and utility with charity – “to help eradicate the cycle of deforestation affecting our planet.”

 For every Tree Sleeve sold, a tree is planted in a part of the world affected by deforestation.  It is a simple but profound concept, and the reaction has been overwhelmingly positive from a rapidly growing roster of retailers and consumers.  With a retail price of only $2.00 - a Tree Sleeve is perfect for daily use while on the go, quite affordable, and reusable.

Fraser has never shied away from challenges – in fact, he has consistently sought them out since he first visited the local Regional Market and asked what he could do to earn some money.  Told he needed to dump some boxes, he did – and came away with a nickel for his efforts.  Thus began a working relationship – and first-hand glimpse of what it takes to succeed in business – that continued as a part-time job through high school.  (The pay improved somewhat over time.)

As a teenager, Fraser was an Eagle Scout (his Eagle project was organizing a blood drive accompanied by a canned food drive for a homeless shelter) and an athlete who excelled in football, wrestling and track.  He discovered a knack – and enjoyment – in working with people, as well as an aptitude for business.  He would be the first in his family to attend college, encouraged by his parents, a machinist and teacher who resettled in Hartford from the West Indies and took education and diligence seriously.  Missing a day of school for being sick, Fraser recalls, was simply not an option.

In college, he developed an affinity for brands with a cause, and in addition to working as a Resident Assistant on campus, had motivating internships with United Technologies in Connecticut and Saks Fifth Avenue in New York City.  Both would express interest in hiring him after graduation, but by senior year Fraser had decided to chart his own entrepreneurial path, the example of Tom’s Shoes founder Blake Mycoskie (the subject of a college research paper), among others, serving as his frame of reference.

“I had looked at the corporate ladder,” Fraser recalled recently, “and I wanted to have a bigger impact, to do more than just bring home a paycheck.  I wanted to expand my mind, and make a difference.”

Innovative Idea

After graduating from college and returning to Hartford, Fraser tried to develop an entrepreneurial business with friends that didn’t quite come together, stymied by software development issues.  Then one day in January, in a local Starbucks working on elements of that initial attempt at enterprise, the frequency which employees needed to empty trash cans overflowing with disposable cardboard sleeves caught his attention, and imagination.  He thought there must be a better way, and then went about inventing it.

“They’d empty the trash, and then two hours later they’d do it again.  The waste was astronomical.  When I looked into the numbers on paper sleeves, I was shocked.  We throw away 3 billion a year,” he emphasized.  “That translates into thousands of trees cut down needlessly each year.”

The traditional disposable cardboard cup sleevemakes carrying easier and holding the cup possible by providing an extra barrier to reduce the heat from the cup. Based on his extensive and resolute research, Fraser has done the disposable cup holder one better, with purpose.

It didn’t happen overnight.  He visited local coffee shops to talk to owners about their business, customers, and interest in a potential product.  He had informal conversations with friends, inquiring whether they’d buy a reusable sleeve, and what attributes would make it attractive.  (Being good for the environment was a recurring theme.) He scoured the internet in search of potential manufacturers, first in this country, then overseas.  He taught himself about nations that produce coffee, and learned of the challenges many face due to deforestation.

Building A Business

Fraser carefully nurtured relationships, engendering trust and crafting a business that he sees as having limitless potential – and enduring impact.  He developed and produced an attractive, lightweight design made of 100% food grade silicone, a reusable sleeve that makes going green easy.

Research completed and initial business relationships established, it was time to take a leap of faith.  With initial start-up funds borrowed, the 24-year-old ordered 1,000 silicon sleeves in July.  He was quite optimistic that he would be able to sell them to retailers.  But not certain.

After printing some promotional signs from his computer, buying handful of baskets at the local dollar store and a fistful of rubber bands at an office supplies store, Fraser set out to area coffee shops, bundles of product in hand.

One of the coffee shop owners he visited months previously to engage in speculative conversation was not surprised when he returned with a well-produced product – but he didn’t necessarily expect he’d be back.

“He was a nice polite young man, but I didn’t know that he’d actually do something.  We try to encourage renewables, so I thought I’d buy some, and if people liked the idea, they’d buy it,” said Bill Sze, owner of Jojo’s Coffee Roasting Company, with locations in Hartford and New Haven.  His initial order was for 100, this summer.  “I’ve been going through them at a good rate.  Most people like the idea.”  Sze just re-ordered, another 100 for each location.

Within a couple of months, Fraser – pounding the pavement and meeting with coffee shop owners – had Tree Sleeve locations grow from a handful, to a dozen, to now nearly 30.  By late October, he ordered the second batch of 1,000 to be manufactured, and continues to visit coffee shops personally, extolling the virtues of a product that allows purchasers to impact the planet, and people’s lives.

Along the way, he has patched together an informal set of advisors, including two of his former professors at Richmond, two volunteers from the Hartford chapter of SCORE (Senior Corps of Retired Executives), a local marketing professional that he learned of through CT NEXT, and a growing array of local coffee shop owners willing to give the product a try.

Another of the initial locations, J. Rene Coffee Roasters in West Hartford Center, has also re-ordered in recent weeks, based on solid sales.  Current locations include Avon, Stamford, Windsor, New Haven, Middletown, and Shelton.   But Fraser’s sites are set on a broader reach, and impact.

Having An Impact

The initial tree planting is being handled by Eden Reforestation Projects.  Since 2005, the California-based Eden has employed thousands of workers in Ethiopia, Madagascar, and Haiti who have planted millions of seedlings that are growing into healthy forests. They will be planting trees quarterly for Tree Sleeves, and Fraser now looks forward to 2,000 trees being planted in December.

Eden’s website explains that radical deforestation is a major cause of extreme poverty and oppression in impoverished nations, and that deforestation, which can result in soil erosion and destructive flooding, contributes to the climate change crisis.

The local start-up company’s slogan of “Grab 1 Plant 1” is quite concise: GRAB 1 - customers purchase tree sleeves and the company provides the necessary funding to a non-profit tree planting partner; PLANT 1 - Tree Sleeve's nonprofit partner plants and nurses tree seedlings in greenhouses located within deforested parts of the world. Upon maturity, trees are then transported and planted in areas most affected.

With patent pending, Tree Sleeves are currently manufactured overseas, but Fraser hopes that as the business grows he will be able to bring manufacturing to the U.S., while keeping prices affordable for consumers and continuing to impact the environment and vast populations.  Not unexpectedly, he is optimistic.  “Our generation wants to make a difference.  Impact is huge for me, and this is a huge issue.  I want to be the one who helps to solve it.”

Always looking ahead, co-branding, college stores and internet sales may be on the horizon, Fraser says, and perhaps a college intern to provide support.  Right now, to help pay for the gas his car requires to get him around the region, Fraser is working an overnight job at a local warehouse distribution center while building his own business by day.

Don’t even ask when he manages to sleep -that’s not a priority.  Fraser has been taking samples of Tree Sleeves to retailers since early summer, shows no sign of slowing down, and is encouraged by the response.  He’s also quite proud to be launching his business in the city where he grew up.  “It feels good.  I went away to school, I came back.  We certainly have the resources here to get this off to a great start.”

Virtual Wedding Planning Website Wins Top Prize in Entrepreneurial Competition

The entrepreneurial spirit of a Connecticut-based business was the big winner as Voncierge, a virtual wedding planning start-up seeking financial resources to expand its innovative services nationwide, earned the top prize in a “Shark-Tank”-like competition at the Western Mass Business Expo in Springfield, MA. 

Founder and CEO Mee-Jung Jang impressed a panel of expert judges and an enthusiastic audience of business professionals in her spirited “pitch” highlighting the fledgling company’s business plan and growth-to-date.

In winning the First Annual Pitch Competition – besting nine other entrepreneurial companies – Voncierge won $1,500 to assist the company and one year’s worth of free space at the Business Growth Center at Springfield Technology Park.  

The company is striving to change the way brides plan their wedding. Jang, a Harvard undergrad and Yale Law School graduate, was working as an intellectual property attorney in Manhattan when she got engaged, and her wedding-planning experience proved to be a challenge – and thus, Voncierge was born. 

On the Voncierge website, brides can search for vendors — bridal salons, florists, stationers, bakeries, officiants, photographers, venues and planners — in their city and schedule appointments with them.  They can also view a list of all confirmed, requested and past appointments – and also keep track of favorite vendors and wedding dresses. To aid their search, they can submit their wedding date, budget and dress size. Voncierge has a unique search and tag feature where every image is tagged with the relevant vendor.

“In this modern day and time, brides still need to sit by the phone all day to book their bridal appointments. How annoying! We decided someone had to do something about it. So we built Voncierge,” the company’s website explains. The start-up was initially named Little Dress Book, but has since been renamed as Voncierge (for “virtual concierge”). It was launched in New York City last year, and Jang has since relocated to Hartford as she continues to grow the business from Connecticut.

The company is expanding its site and services city-by-city, with a smattering of listings in distant locations from Las Vegas to Dallas to New York – and more in-between.  Even at this early stage, more than 100 wedding vendors are already listed. 

“The plan is to make Voncierge available to people all over the country,” Jang explains. “We are talking with salons, venues and vendors across the country, and are continuing to add to the site.  It is tremendously well-received wherever we go, and we’re confident that the site will scale effectively and bring brides and businesses together in mutually beneficial ways.”

To participate on the site, vendors pay a fee for every appointment booked. The service is free for brides. Each vendor has a profile on the site displaying relevant information and photographs that brides can review before booking.

“When I started planning my wedding, I was still working as an attorney at a corporate law firm, which meant I barely had time to sleep or eat—so sitting by the phone playing phone tag with vendors did not make me happy,” Jang said.  “I knew there had to be a better way, so I set out to create it.” 

In her formal pitch presentation, Jang said she was seeking to have the Voncierge site become “ubiquitous,” with a strong presence on social media.  Joining her in developing Voncierge is chief technology officer Morry Belkin, a Carnegie Mellon graduate with more than 15 years of business experience ranging from start-ups to Fortune 500 companies. 

If the successful pitch in Springfield is any indication, prospects for the start-up appear promising.  To build a sales and marketing team and advance product development, Jang is currently seeking investments in the company. She is also looking to hire a sales associate to join her team.

The Business Growth Center at Springfield Technology Park – where Voncierge now has a year’s worth of free business space – offers a range of business services, including access to the Small Business Development Center Network, the U.S. Small Business Administration, and Business Growth Center Affiliates Program, all aimed at supporting and assisting start-up businesses.  Center Director Marla Michel was on-hand at the Business Expo November 6 to congratulate Jang and personally extend the free space offer. 

The entrepreneurial competition at the Business Expo was coordinated by Valley Venture Mentors, which provides a range of mentoring services for start-up businesses, including the ten companies that participated. They offer support to the entrepreneurial ecosystem by uniting carefully selected startups together with high quality business mentors at structured monthly pitch and planning sessions.

The other start-up businesses recognized by the judges and audience as the top presenters were Celia Grace, Kloudbook and PeopleHedge.  The Western Mass Business Expo was developed and coordinated by the publication Business West, the business journal of Western Massachusetts.  It was produced by Connecticut-based Rider Productions.

CT’s Workforce in Leisure & Hospitality Industries Among Smallest in U.S.

The percentage of Connecticut’s workforce in the leisure and hospitality industries is among the smallest in the country.  New data indicates that the state ranks 45^th, with 9.6 percent of all workers employed in  the field.  The national average is 11.4 percent of workers.

The top-ranked state in leisure and hospitality workers is Nevada, with 28 percent, followed by Hawaii with 18 percent and Montana at 14 percent.  Just behind the top three states are Wyoming, Florida, Maine, Colorado, South Carolina, South Dakota, Rhode Island New Hampshire and Vermont, among the 17 states exceeding the national average.  Massachusetts ranks at #23, just under the national average.

Workforce in leisure and hospitality is defined as the percent of employees (on nonfarm payrolls) who are employed in leisure and hospitality, including arts, entertainment, recreation, accommodation and food service.  Earlier this year, published reports indicated that employment in this sector – then at 10.5 percent of the U.S. workforce – was at a record high since the government began tracking such data in 1939.

Connecticut in recent years has dramatically stepped up efforts to promote the state to visitors, launching the “Still Revolutionary” marketing campaign slogan and increasing the state’s tourism budget which had been all but eliminated by the previous state administration.  Increased tourism is said to impact the leisure and hospitality industries.

The only states with a smaller percentage than Connecticut in the leisure and hospitality industry are Iowa, Nebraska, Kansas, Arkansas, and North Dakota.

The data on workforce in leisure and hospitality were collected as part of the Current Employment Statistics (CES) program, a monthly survey of about 141,000 businesses and government agencies, in order to provide detailed industry data on employment, hours and earnings of workers on nonfarm payrolls. The workforce data are updated monthly by the U.S. Bureau of Labor Statistics (BLS).  The data used is updated through September 2013 and published by Bloomberg Visual Data.

Nationwide employment in the leisure and hospitality sector rose to 13.66 million jobs in August, based on seasonally adjusted data from the U.S. Bureau of Labor Statistics, the Business Journals reported.

The BLS reports that the arts and entertainment sector generally includes (1) establishments that are involved in producing, promoting, or participating in live performances, events, or exhibits intended for public viewing; (2) establishments that preserve and exhibit objects and sites of historical, cultural, or educational interest; and (3) establishments that operate facilities or provide services that enable patrons to participate in recreational activities or pursue amusement, hobby, and leisure-time interests.

The Accommodation and Food Services sector, according to BLS, comprises establishments providing customers with lodging and/or preparing meals, snacks, and beverages for immediate consumption. The sector includes both accommodation and food services establishments because the two activities are often combined at the same establishment.

Note:  Concerns have been raised regarding the manner in which casino employees are categorized, which may impact the data.