13 CT School Districts Named Among Nation’s Best in Music Education

Thirteen Connecticut school districts are among 476 districts across the United States being recognized as among the Best Communities for Music Education (BCME) for 2016. Now in its 17th year, BCME recognizes outstanding efforts by teachers, administrators, parents, students and community leaders who work together to ensure access to music learning for all students as part of the school curriculum. The nearly 500 districts selected were culled from the nation’s 13,515 school districts.  The Connecticut districts selected are:

• Bethel Public School
• Bristol Public Schools
• Canton Public Schools
• Cheshire Public Schools
• Glastonbury Public Schools
• Newington School District
• Newtown Public Schools
• Simsbury Public Schools
• Southington Public Schools
• Torrington Public Schools
• West Hartford Public Schools
• Westport Public Schools
• Wilton Public Schools

An additional 118 school districts, including Windsor in Connecticut, were named Support Music Merit Schools.

The NAMM Foundation advances active participation in music making across the lifespan by supporting scientific research, philanthropic giving and public service programs.  Founded in 2006, The NAMM Foundation represents the generosity and philanthropy of the music products industry.

The organization’s website, citing a 2015 national report, indicates that 83% of teachers and 73% of parents do not see music education as a luxury, and believe that cuts to music programs are detrimental to student success.  Citing an earlier study, Namm points out that students in high-quality school music programs score higher on standardized tests compared to students in schools with deficient music education programs, regardless of the socioeconomic level of the school or school district.

To qualify for the Best Communities designation, school districts provided detailed information about funding, graduation requirements, music class participation, instruction time, facilities, support for the music program, and community music-making programs.

Studies have shown that there is a correlation exists between the amount of music training and the amount of improvement in reading fluency in children, and that music training improves scores in spatial-temporal reasoning used in higher levels of science and math.

In furtherance of music education, the NAMM Foundation and the Make Music Alliance are inviting interested businesses and organizations to organize a Make Music Day event. The annual global festival of music, “encourages first-time and seasoned music makers to come together on the longest day of the year to ‘Just Play’ and it is the perfect occasion to bring all people together to make music,” officials said.

Make Music Day is an annual celebration that occurs each June 21, when people in more than 700 cities around the world make music together on the summer solstice.

Connecticut Is 2016’s 2nd Best State for Working Dads; Two Norwalk Businesses Earn Spot Among Nation’s Top 50 for New Dads

Working fathers in Connecticut are in a great place, according to a newly released analysis.  Connecticut is ranked only behind only Minnesota as the 2^nd Best State for Working Dads, a glimpse of good news as Father’s Day approaches. Nearly 93 percent of dads with kids younger than 18 in the labor force, according to the personal-finance website WalletHub, which conducted an in-depth analysis of the Best & Worst States for Working Dads.

The top 10 states were Minnesota, Connecticut, Vermont, Massachusetts, New Jersey, Wisconsin, Iowa, Kansas, Virginia and North Dakota.  At the bottom of the list were Mississippi, West Virginia, Alaska and Nevada.

WalletHub analyzed the work-life balance, health conditions, financial well-being and child-rearing environments for working dads in the 50 U.S. states and the District of Columbia, using 20 key metrics, which range from day care quality to male life expectancy.

To identify the best and worst states for working dads, WalletHub analyzed the various factors in the work-life balance that affect paternal roles in the 50 states and the District of Columbia, focused on four key dimensions of fatherhood: 1) Economic & Social Well-Being, 2) Work-Life Balance, 3) Child Care and 4) Health.  Among the 20 factors included were parental leave policy, commute time, day care quality, pediatric services, median income, unemployment rate, and mental health.

Leading to its overall ranking of second in the analysis, Connecticut was 13^th in “economic and social well-being,” third in “work-life balance,” eighth in “child care,” and third in “health.”  Among the sub-categories, Connecticut was:

• 2nd – Male Life Expectancy at Birth
• 2nd – % of Kids Younger than 18 with Dad Present Living in Poverty
• 2nd – “Parental Leave Policy” Score
• 6th – Access to Pediatric Services
• 6th – % of Men Who Report Adequate or Any Physical Activity
• 7th – Male Uninsured Rate
• 14th – Average Freshman Graduation Rate for Men
• 16th – Mortality Rate due to Heart Disease per 100,000 Men
• 17th – Mean Hours Worked per Day Among Males
• 19^th - Median Income for Families (Dad Present) with Kids Younger than 18 Years, Adjusted for Cost of Living

Among the nation’s top businesses for new dad, an analysis by the website Fatherly, determined that two Connecticut-based companies – alcoholic beverages producer Diageo and financial data and analysis provider FactSet, earned slots in the top 50.  Fatherly is a digital lifestyle guide for men entering parenthood.

Just a handful of states had companies on the list:  California (18), New York (9), Oregon (4), Massachusetts (3) and Georgia, North Carolina, Washington DC, and Connecticut, with two each.

Norwalk’s Diageo ranked 34^th, and was praised for policies that include “employees receive up to 8 hours of school activity leave (up to 40 hours per year) so you won’t have to miss your kid’s big game or school play.”  FactSet, headquartered in Norwalk, ranked 46^th.  The company was praised because it “recently upped it’s paternity leave from one week to 4.”  FactSet has 8,000 employees in 21 countries.  Diageo is a global leader in beverage alcohol with iconic brands in spirits, beer and wine, producing well-known brands from more than 200 sites in over 30 countries.

The top companies were Netflix, Spotify, Facebook, Patagonia, Bank of America, Pinterest, Google, Microsoft, Twitter, Airbnb, Johnson & Johnson, Accenture, MasterCard, Intuit and Intel.

In addition, nine small businesses described as “leading the way,” were change.org (San Francisco), Laughing Planet Café (Portland), Upworthy (New York), Blue Corona (Maryland),  Badger Balm (New Hampshire), Square Root (Austin), Able Lending (Austin), Happy Family (New York) and ustwo (New York).

When Fatherly’s 50 Best Places To Work For New Dads was a year ago, nearly half the companies featured offered between one and 2 weeks of paid leave to fathers. Twelve months later, 7.5 weeks is the average, 35 percent of companies offer between 6 and 8 weeks, and another 12 companies offer between 10 weeks and a full year, the website pointed out, attributing much of the increase to tech companies, which make up nearly a third of companies on the top 50 list.

Data used to create the WalletHub report were obtained from the U.S. Census Bureau, the U.S. Bureau of Labor Statistics, the Council for Community and Economic Research, the Centers for Disease Control and Prevention, the National Center for Education Statistics, the National Partnership for Women & Families, the American Urological Association, the Social Science Research Council, Child Care Aware of America and WalletHub research.

Six State Commissions, Victims of Budget Consolidations, Disappear After Decades-Long Record of Achievement

After 43 years, the ironically-named Permanent Commission on the Status of Women began the organization’s final newsletter with an ironic observation:  “the PCSW had its most successful legislative session ever, celebrating the passage of four bills instrumental in protecting women's health and safety.” The PCSW is one of six legislative commissions eliminated in a last-minute budget compromise at the end of the legislative session a month ago.  The six ceased to exist on Thursday (June 9).  In their place will be two Commissions, each a mash-up of three of the organizations.

Wiped from the roster of state agencies are the PCSW, Legislative Commission on Aging, Commission on Children, Latino and Puerto Rican Affairs Commission, African American Affairs Commission and Asian Pacific American Affairs Commission.  Replacing them will be the Commission on Women, Children and Seniors and a Commission that merges the Latino, African-American and Asian Pacific American Commissions.

All staff members were effectively laid off, some applied for the handful of jobs that are to exist in support of the new Commissions.  The volunteer Commissioners will be holdovers, meaning that 63 Commissions will remain in place to set policy direction.

The 23 year old Commission on Aging was eliminated as Connecticut rapidly approaches a new, long-term reality—older adults will comprise an increasingly large proportion of the population.  At least 20 percent of almost every town’s population in the state will be 65 years of age or older by 2025, with some towns exceeding 40 percent.  Already, Connecticut is the 7^th oldest state in the nation.

The Asian Pacific American Affairs Commission, the most recent of the six, was established in 2008 to respond to a growing population in Connecticut.  With the smallest budget, the agency struggled to gain traction, and was just beginning to fulfill its mission when the end arrived.  Connecticut's Asian American population grew from 95,368 in 2000 to 157,088 in 2010 – a 65% increase. Asians represent the majority minority in 40 percent of Connecticut school districts, according to the Commission. 

The Permanent Commission on the Status of Women was formed in 1973 to study and improve Connecticut women’s economic security, health and safety; to promote consideration of qualified women to leadership positions; and to work toward the elimination of gender discrimination.

Over the next four decades, the organization played a pivotal role in the passage of more than 50 significant pieces of legislation, often placing Connecticut at the forefront of progress towards greater justice or equal treatment for women.

That was certainly true in 2016, in what turned out to be, as was once said in a different context, the best of times and the worst of times.  This year, PCSW advocated for major initiatives that gained legislative approval:

• Allow judges to remove firearms during temporary restraining orders in domestic violence;
• Make affirmative consent the standard for investigating alleged campus sexual assaults;
• Establish a working group to study possible labor violations in the nail salon industry;
• Eliminate the discriminatory tax on feminine hygiene products and diapers;
• Dramatically strengthen anti-trafficking laws by: shifting the focus of arrests in prostitution cases to the "demand side"; raising penalties against buyers of sex; removing the "mistake of age" defense; and requiring hotels and motels to keep records of those who rent rooms by the hour; and
• Give judges authority to remove parental rights from rapists in cases of clear and convincing evidence of sexual assault resulting in pregnancy.

Established in 1997, the mission of the African-American Affairs Commission (AAAC) was to improve and promote the economic development, education, health and political well-being of the African-American community in the State of Connecticut.  The Commission has been at the forefront of a range of issues impacting the African American community in Connecticut, and its demise occurs when race relations and equal opportunity remain under heavy scrutiny in Connecticut and across the country.   

Glenn A. Cassis Executive Director of the African-American Affairs Commission, when the consolidation plan was announced, said merging the panels will cause "irreparable damage to the African-American community in Connecticut."

"The elimination of AAAC tells the African-American community that their issues are not important to the state,'' Cassis wrote in an open letter to the leaders of the General Assembly. "The message that resonates is that despite the successful efforts of the past to eliminate the disparities that exist for this constituency in education, health, economic development, criminal justice and incarceration, and social well-being have become marginalized. Years of progress made has been cut short from being fully impacted to the level that this growing segment of Connecticut’s population deserves and expects."

The Latino and Puerto Rican Affairs Commission (LPRAC) was created by an act of the Connecticut General Assembly (CGA) in 1994. This 21 member non-partisan commission is mandated to make recommendations to the CGA and the Governor for new or enhanced policies that will foster progress in achieving health, safety, educational success, economic self-sufficiency, and end discrimination in Connecticut.  As of 2014, the state’s Hispanic population exceeded 500,000, about 15 percent of the state’s overall population.

In an Open Letter, LPRAC Executive Director Werner Oyanadel said “The decision to eliminate LRPAC does not in any way diminish the significant pride of the Commissioners and LPRAC staff, present and past, in the far-reaching and often ground-breaking work that has been accomplished to advance the quality of life for our state’s steadily growing Latino population.”  He added that “the end of a distinguished and impactful decades-long history does not diminish or eviscerate the landmark laws, policy-changing research and enduring impact of LPRAC on countless families, businesses and individuals of Hispanic heritage, and all the citizens of Connecticut.”

The Commission on Children, established in 1985, was borne of the legislature’s desire for the development of “policies that would ensure the health, safety, and education of Connecticut children.”  Said long-time Executive Director Elaine Zimmerman: “We feel we’ve succeeded beyond anyone’s wildest hopes, taking a leading role in issues as important—and diverse—as closing the achievement gap in reading, school climate, immunization, disaster planning for families, school readiness, children’s mental health, home visitation, youth employment, equity, and poverty reduction.”

One of the testimonials on the PCSW website, said succinctly: “The commission boldly tackles the issues that matter to my survival and prosperity! Their work to identify and eradicate inequality (whether of the deliberate kind or not), to serve as a public voice for women’s issues which are underrepresented in all public spheres, and to engage the public is integral in working toward a fair and just society.”

Regarding the state’s Latino population, Oyanadel said “the successor combined Commission will not be nearly the same; we can only hope that its impact will not be diluted or weakened, though we are concerned that our community will have a softer voice advocating for those issues of particular importance in and impact on the Latino community.”

Back in 2011, when consolidations and eliminations were under consideration by legislators, but ultimately not approved, as was the case repeatedly since the 2008 recession, Gov. Malloy told the CT Mirror: "If they asked my advice, I'd consolidate a bunch of them."

And in 2016, it came to pass.

Fast Forward Past Fiscal Crisis: CT Developing Goals for the Year 2041

New goals approved in the waning hours of the state legislative session focus not on the impending deficit in the next two years, but what Connecticut should look like a quarter-century from now. Fast forwarding to the future, the newly approved legislation establishes a “Connecticut 500 Project” to develop a plan to, within 25 years:

• Increase private sector jobs by 500,000;
• Increase Connecticut’s population by 500,000;
• Increase by 500 the number of start-up companies organized around Connecticut-developed intellectual property;
• Increase by 500 the number of students graduating from each state college and university;
• Achieve a national ranking within the top five for economic growth, public education, quality of life, and private sector employee salary;
• Maintain Connecticut’s position within the top five for productivity, higher education, and income per capita.

“This is an effort to reassert Connecticut as one of the strongest economies in the nation and in the world,” State Representative William Tong recently told WNPR. He's co-chair of the state’s Commission on Economic Competitiveness, and said the Connecticut 500 Project comes directly out of the work of the commission.  The commission will continue to flesh out the Connecticut 500 Project, and look to hire a private consultant to take the plan forward, WNPR reported.

Tong added that the project is modeled after similar efforts in states like New York, Minnesota, and Ohio, and one of its centerpieces will likely be to move away from Connecticut’s traditional suburban strategy, focusing instead on building population and business vitality in its urban cores.

Some of the groundwork begins sooner, and comes with a price tag.

The state Department of Economic and Community Development (DECD) is required to establish a Talent Advisory Committee to assess shortages in the software development and other technology workforces, and develop pilot programs to correct such shortages.  And the Committee would develop knowledge enterprise zones around colleges and universities with the same benefits accorded entities in enterprise zones.

Details are still to be worked out as to how such an initiative would unfold, and the precise role of the state’s public and private institutions.  The committee would design a pilot program to recruit developers and train state residents over the next 10 years, according to the legislation.

The department’s First Five financial assistance program to encourage business expansion and job creation, is also expanded, as a means of hitting the lofty goals within the next two-and-a-half decades. 

The initiative, which began just a few years ago with five companies and has expanded almost every year since, providing loans and grants to Connecticut businesses as an incentive to remain in the state either despite, or because of, the steadily increasing state deficit driven in part by declining tax revenues.  The First Five program is increased once again under the bill to 20 projects from 15.

When it began in 2012, the companies identified to receive state funds were CIGNA, ESPN, NBC Sports, Alexion Pharmaceuticals, and CareCentrix.  Subsequent participating companies benefitting from the program include Deloitte, Bridgewater, Charter Communications, Sustainable Building Systems, Navigators, Synchrony Financial and PitneyBowes.

Earlier this spring, DECD Commissioner Catherine Smith told the legislature that over the last three years the program has provided $256 million to thirteen different companies. Smith stated that the companies have “committed to retain more than 13,500 jobs and to create between 2,600 and 5,264 jobs” and urged the program’s expansion and extended deadline (into 2019), which was ultimately granted.

Most recently, the state provided $22 million in loans and grants to the world’s biggest hedge fund, Bridgewater Associates, to stay in Connecticut – a decision that instantly received both praise and criticism, from Democrats and Republicans alike.

National Recognition for Charter Oak, Quinnipiac, Fairfield As State Stand-outs

Charter Oak State College, Connecticut’s public online college, has been ranked #2 of 100 colleges scored in the recently compiled Best College for Returning Adults. The national rank was awarded by College Factual and reported on the Forbes.com website. “We are very proud of this ranking. It speaks to the flexibility of and demand for our online workforce relevant programs, such as our new Master of Science in Organizational Effectiveness and Leadership, and the intense and successful focus on our mission of helping adults complete college degrees,” said Ed Klonoski, President, Charter Oak State College.

College Factual’s rankings specifically address “non-traditional students who actually make up the majority of degree-seekers” and include the following categories: students returning to college after dropping out or transferring; working adults seeking flexible options; students seeking distance learning options; and professional who want to utilize life experience to earn college credit.

Of Charter Oak, the website indicated “about 80% of the public school’s students are part-timers, and its online courses in liberal arts studies are among its most popular for returning adults.”  Factors deemed as “high importance” by College Factual were accreditation and early career salary boost.

Founded in 1973, Charter Oak State College is Connecticut’s only public online college, offering associate and bachelor’s degree completion programs in high-demand fields including Health Information Management, Health Care Administration, Cyber Security and Business Administration.

Another Connecticut school has received national recognition, as Military Times ranked the School of Business at Quinnipiac University as the best business school for veterans in Connecticut and the 24th best in the nation, according to its Best for Vets: Business Schools 2016 rankings.

The organization, made up of Army Times, Navy Times, Air Force Times and Marine Corps Times, focused on culture and curriculum that cater to military veterans when conducting and scoring the fourth annual Best for Vets: Business Schools survey, a highly respected analysis of a graduate business school's complete offerings for veterans. As with all of the Best for Vets rankings, Best for Vets: Business Schools is an editorially independent news project that evaluates the many factors that make an institution a good fit for military veterans.

"Veterans have told us they were attracted to a business degree because it wouldn't tie them down to a certain industry," said Amanda Miller, editor of Best for Vets. "The survey lets us recognize the graduate business schools with close military connections that truly take vets' success to heart."

Matthew O'Connor, dean of the School of Business, said, "The School of Business is proud to be selected as a 2016 Best for Vets Business School by the Military Times. As an AACSB-accredited business school, we offer a wide variety of high-quality business programs and student services”

He added, “Our excellent internship program and enviable track record for helping graduates secure full-time employment is particularly attractive to veterans. Quinnipiac is proud of the service of military personnel and veterans and celebrates the contributions they make to our University."

The rankings were published in full in the issues of Army Times, Navy Times, Air Force Times and Marine Corps Times and online.

Quinnipiac University also recently announced that the Hamden-based university will be adding a School of Engineering in the fall, breaking off from what has been the School of Business and Engineering, which offered engineering courses to students during the past four years.  The School of Engineering becomes that university’s ninth school leading to a bachelor of science degrees. It will of offer engineering degrees in civil, industrial, mechanical, software engineering and computer science.

Dr. Justin Kile has been appointed the founding dean of the new school after previously serving as Quinnipiac’s associate dean of engineering since 2013. He will guide the school through the Accreditation Board for Engineering and Technology’s yearlong approval process.

Regarding business schools in the state, Bloomberg recently concuded a study of the best U.S. undergraduate business schools, ranking Fairfield No. 1 in Connecticut with an overall national ranking of 43rd.The school jumped 15 spots from last year's rankings.

The other Connecticut business schools on the list were University of Connecticut, ranked 72^nd; Quinnipiac University, 91^st; Sacred Heart University, 92^nd; University of Hartford, 101st; and the U.S. Coast Guard Academy, ranked at number 104. The elements that contributed to the rankings included an employer survey, student survey, starting salaries of graduates and internships available as part of the curriculum.

Another distinction for Fairfield University: the school is among nine universities nationwide to receive accreditation from the International Dyslexia Association (IDA) and its affiliate, the Center for Effective Reading Instruction, for having met the standards outlined in IDA’s Knowledge and Practice Standards for Teachers of Reading.

The Certificate of Advanced Study (6th year), Reading and Language Development program in GSEAP received the designation.

The IDA Standards provide a framework for course content in university and other teacher preparation programs, offering research-supported documentation of what teachers ought to know and be able to demonstrate when teaching dyslexic students.  The standards also apply to the teaching of other struggling readers or the general student population.

The goal of the standards initiative is to promote consistent and high-quality teacher preparation to improve outcomes for those who struggle with written language. Fairfield’s Sixth Year Professional Certificate in Reading and Language Development is open to those who have received their master’s in education degree.

"We are very excited about this national recognition from IDA. Elementary teachers and even Reading Specialists are not prepared with the tools and training to diagnose and intervene with children with dyslexia; this program addresses that," said Robert Hannafin, Phd., Dean of GSEAP. "We are committed to helping all students read and particularly struggling readers."

CT An Also-Ran Among States in Entrepreneurial Growth, Despite Some Gains

Connecticut ranks 13^th among the nation’s 25 smaller states – and 36^th overall - in the growth of entrepreneurship, according to a new study and state-by-state analysis by Kauffman Foundation.  A year ago, the state ranked 17^th among the smaller states, slightly improving its ranking in the latest data.  The rate of start-up growth in Connecticut increased to 45.5 percent in the 2016 report, compared with 23.6 percent the previous year. The “share of scale-ups” also increased, from 1.29 percent in last year’s analyses to 1.33 percent this year.  Scale-ups measures the number of firms that started small but grew to employ fifty people or more by their tenth year of operation as a percentage of all employer firms ten years or younger.

One metric that dropped slightly measured high-growth company density – the number of private businesses with a least $2 million in annual revenue reaching three years of 20 percent annual revenue growth normalized by total business population.  Connecticut moved from 55.1 a year ago to 48.8 in the 2016 report.  Both researchers and entrepreneurs have suggested density as a key indicator of vibrancy in entrepreneurial ecosystems, and there is high variation on this indicator across U.S. states, according to the report.

The Kauffman Index of Growth Entrepreneurship, released this week,  is an indicator of business growth in the United States, “integrating several high-quality sources of timely information into one composite indicator of entrepreneurial business growth.”

In rankings by industry, Connecticut ranked in the top five among the 25 smaller states in two five categories – 3^rd in Business Products & Services and 3^rd in Software.  The state was ranked outside the top five in high-growth companies in the IT Services, Advertising & Marketing and Health industries.

Overall, the Growth Entrepreneurship Index rose in 2016 in thirty-nine states in the last year, indicating a continued return of broad-based business growth, the report concluded.

• Among the twenty-five largest states, the five states with the highest Growth Entrepreneurship Index were Virginia, Maryland, Arizona, Massachusetts, and Texas.
• Among the twenty-five smallest states, the five states with the highest Growth Entrepreneurship Index were Utah, New Hampshire, Delaware, North Dakota, and Oklahoma. (Connecticut ranked 13^th)

While most states experienced an increase in growth entrepreneurship activity, changes in state rankings— which measure relative yearly performance across states, as opposed to performance relative to a state’s own growth entrepreneurship rates in the previous year—were different. Twenty-three states ranked higher than they did last year, seven experienced no changes in rankings, and twenty ranked lower, the report pointed out.

"Growth entrepreneurship directly contributes to the economy through creating jobs, innovation and wealth," said Arnobio Morelix, senior research analyst at the Kauffman Foundation, which conducts the annual study.

Virginia took first place in growth entrepreneurship activity among the 25 largest states, followed by Maryland, Arizona, Massachusetts and Texas. Kauffman researchers said it is no coincidence that two of the top states include the highly entrepreneurial Washington, D.C., metro area. Among larger states, 12 ranked higher than they did last year, four experienced no change in rankings and nine ranked lower.

Among the 25 largest states, the five that experienced the biggest increase in rank from 2015 to 2016 were North Carolina (15 to 8), Alabama (13 to 9), Ohio (16 to 12), Tennessee (18 to 14) and Arizona (6 to 3).

The five large states that saw the greatest decrease in rank in 2016 were, with a tie for fifth place, New Jersey (8 to 20), Pennsylvania (10 to 16), Illinois (14 to 17), Wisconsin (20 to 23), Louisiana (4 to 6) and South Carolina (11 to 13).

Among the 25 smallest states, Utah led growth entrepreneurship activity, followed by New Hampshire, Delaware, North Dakota and Oklahoma. Eleven states ranked higher than they did last year, three experienced no change in rankings and 11 ranked lower.

The five small states that saw the biggest increase in rank were Mississippi (22 to 10), Wyoming (23 to 15), North Dakota (11 to 4), Nevada (15 to 8) and Connecticut (17 to 13).

Next Digital Citizenship Summit will be at Twitter Headquarters, One Year After Hartford Area Launch

What a difference a year makes.  The Digital Citizenship Summit, launched last year in Greater Hartford at the University of Saint Joseph, will be hosted at Twitter headquarters in San Francisco on October 28 this year, as the launch event for U.S. Media Literacy Week at the social media giant’s global headquarters. The Digital Citizenship Summit, described as the only global network of summits and projects focused on the safe, savvy & ethical use of social media and tech, was developed locally and has quickly grown internationally, with sessions taking root across the globe. 

A major gathering of organizations, industry, parenting experts, students, and more, will bring together new, well-known, and unexpected voices from a wide variety of backgrounds for a fast-paced and energetic mix of presentations, panels, videos, and awards at Twitter headquarters this fall.

The day will be live-streamed to a large global audience, and seeks to broaden the appeal and accessibility to digital citizenship and media literacy. "Digital Citizenship" has been defined by Dr. Mike Ribble, author of Digital Citizenship in Schools, as "the norms of appropriate, responsible behavior with regard to technology use."

The Digital Citizenship Summit will serve as the kick-off event for Media Literacy Week (October 31-November 4) led by the National Association for Media Literacy (NAMLE). Media literacy “is the ability to access, analyze, evaluate, communicate and create using all forms of media,” and an area of heightened relevance so close to the presidential election.

“We are thrilled to be partnering with the Digital Citizenship Summit and Twitter on this event,” says Michelle Ciulla Lipkin, Executive Director of NAMLE. “We are excited about bringing thought leaders in digital citizenship and media literacy together. There is so much to be done to ensure a media literate world and exploring digital citizenship is a great way to get the conversation going.”

“Society has adopted new social media platforms and technologies before we have collectively had the chance to determine what constitutes safe, savvy, and ethical behavior,” says Digital Citizenship Summit co-founder David Ryan Polgar of West Hartford.

“There are multiple stakeholders who desire an active role in the process, including students, educators, parents, administrators, media specialists, and organizational leaders. All of these groups have crucial insight, and the Digital Citizenship Summit was setup to bring these voices together to solve current issues regarding social media and tech use,” Polgar said.

The issues, according to Polgar, are endless. “Some major areas of concern include how smartphones should or shouldn’t be used in the classroom, finding ways to improve civility online, adjusting to an Internet that never forgets our posts, and being able to determine the veracity of what we read online.”

By bringing together a broad range of experts, organizations, and interested parties, the Digital Citizenship Summit on October 28th aims to take a multi-stakeholder participatory approach to solving some of the vexing issues regarding social media and tech use.

Partnering organizations include the National Association for Media Literacy Education (NAMLE), Common Sense Media, Family Online Safety Institute (FOSI), #iCANHELP, ConnectSafely, iKeepSafe, and Trend Micro’s Internet Safety for Kids & Families.

The inaugural Digital Citizenship Summit in the United Kingdom was held earlier this year and another is already being planned in that nation, and plans are now being developed for similar initiatives in St. Louis as well as Ireland and Australia later this year.  A Summit was held in Wisconsin last month.

“We are thrilled to have the involvement of so many prominent organizations,” says co-founder Dr. Marialice B.F.X. Curran. “By collaborating on this event we can expose a wide audience with some incredible resources that can be used at home or in the classroom.” “At the same time,” chimes in her co-founder David Ryan Polgar, “the open and collaborative nature will bring forward new voices that can influence this important conversation around social media and tech use.”

“We want people impacted by tech and social media to feel empowered,” Curran continues. “Instead of being reactive, we want people to be active participants in the digital future. We want people to be the digital change.”

Media Literacy Week (#MediaLitWk) is designed to bring attention and visibility to media literacy education in the United States. Inspired by Canada’s Media Literacy Week, the National Association for Media Literacy Education is leading the efforts to create a media literacy week in the United States to showcase the work of amazing media literacy educators and organizations around the country. The mission of Media Literacy Week is to highlight the power of media literacy education and its essential role in education today.

The Digital Citizenship Summit is a global network of summits and projects focused on the safe, savvy, and ethical use of technology and social media. They are dedicated to creating a new culture in which everyone—particularly the next generation of digital natives, educators and parents—has a voice, and feels empowered to use it. The Digital Citizenship Summit brings diverse groups together to connect in person, join the conversation and take an active role in creating positive digital change on both a local and global level.

The first Digital Citizenship Summit was held on October 3, 2015 at the University of Saint Joseph in Connecticut. It drew over 220 educators, students, parents, administrators, organizations, and members of industry, and trended #1 in the nation (#digcitsummit).

State Residents Pessimistic About State Economy, Upbeat About Personal Finances, Survey Finds

The state’s budget crisis, and months of fiscal wrangling at the State Capitol, appears to have taken a toll on the economic outlook of Connecticut residents.  Despite growing optimism about their personal financial situation, state residents are increasingly pessimistic about the state’s finances and employment prospects, and are preparing to do some personal belt-tightening as a result. In the latest InformCT Consumer Confidence Survey, for the first quarter of 2016, the percentage who believe that the Connecticut economy is improving has dropped 10 points from the first quarter of 2015 to the first quarter this year, from just over one-third (34%) of state residents to just  under one-quarter (24%).

A year ago, when asked about current business conditions in Connecticut versus six months prior, 29 percent said conditions were better and only 22 percent said they were worse.  That break-down has now flipped, with 22 percent stating “better” and 29 percent saying business conditions are worse.

A majority of respondents (56%) said they intend to make some (41%), or significant (15%), cuts to their personal budget, as a result of budget cuts at the state level.  Only four in ten say that state cuts will have no effect “on me personally.”  Asked what the state should do to best remedy the budget shortfall, six in ten (59%) urged the state to reduce spending while four in ten (43%) suggested raising taxes on the top 1% of income households.

The quarterly survey is released by InformCT, a public-private partnership that provides independent, non-partisan research, analysis, and public outreach to help create fact-based dialogue and action in Connecticut.  Administered by researchers from the Connecticut Economic Resource Center, Inc. (CERC) and Smith & Company, the analysis is based on the responses of residents across Connecticut and addresses key economic issues, providing a glimpse of the public’s views.

Regarding the employment picture, state residents increasingly believe that although there are jobs available, but 6 in 10 believe there are “not enough.”  And 42 percent are concerned that either their job, or their spouse’s job, is in jeopardy - up from 33 percent in the previous quarter, and the highest level the quarterly survey has seen in the past year.

When it comes to their own finances, state residents are markedly more upbeat.  One-third (32%) say they are better off than 6 months ago (up from 24% in the previous quarterly survey) and 44 percent believe they will be better off six months from now than they are today, a jump of 10 points from last quarter.  More than 8 in 10 residents (83%) say that from a personal financial standpoint, they will be much better off, somewhat better off, or about the same, six months from now.

State residents continue to be persistent in their view that Connecticut is a good place to live and raise a family, with 48 percent expressing that view, and only 29 percent disagreeing – a number that hasn’t budged much during the past year.  Yet, the percentage of respondents who say they are likely to move out of the state in the next five years has increased to its highest level in five quarters, to 43 percent, after hovering between 32 percent and 39 percent with that view in the four quarterly surveys of 2015.

Perhaps driven by economic necessity, the public’s view of regionalism – long an anathema in Connecticut – indicates receptivity.  Four in ten now believe that services such as public safety, public health, libraries, education and animal control “could effectively be delivered regionally.”  And 52 percent believe that the best way to grow the economy is to invest in local schools, transportation choices and walkable areas, versus 48 percent who view recruiting companies to the area as the best way to grow the economy.

Colorado’s Governor Recalls Time at Wesleyan

The first time someone told Governor of Colorado and Wesleyan alumnus John Hickenlooper ’74 that he should run for public office, he nearly laughed them out of the room. “I said, ‘Why the hell would I ever do that,’” Hickenlooper said. “[Even growing up,] I never ran for student council or class president, and I didn’t really hang out with the people that did. This kind of caught me by surprise.”

If there ever was a perfect example of the triumph of a broad liberal arts education, Hickenlooper’s serendipitous path to the Governor’s mansion is it. The English major, turned geologist, turned brewpub owner ran for Mayor of Denver in 2003 as something of a joke.

“In 2001, some smart people who did work in politics—and they were my customers so I knew them—suggested I run for mayor,” Hickenlooper said. “They said, in a funny way, you’re perfect for who ought to be in politics. You’re a small-business person, someone in the service industry who understands restaurants, and somebody who understands science. So kind of as a joke, we decided to run. We didn’t do opposition research and I’ve never done a negative ad. Our focus was really on putting up a positive vision for Denver. And we did a few very funny TV ads that are still up on YouTube. And no one could believe it as we were running, because in 2003, we beat these lifetime politicians who had been in office since 1987 two to one.”

Hickenlooper may not have taken the most direct route to a career in politics, but growing up, he always had the sense that he wanted to leave a public legacy. Despite his initial disinterest in the political sphere, public service is actually in his blood: his great-grandfather Andrew Hickenlooper was a renowned Civil War general and both a Lieutenant Governor and U.S. Marshal for the Southern District of Ohio.

However, Governor Hickenlooper learned little about his family heritage growing up. His father died from cancer when he was eight, and he felt the absence acutely.

“Especially for men and boys, if your father dies you have to figure out [how] to raise yourself,” Hickenlooper said. “You know, showing yourself how to comb your hair, or what kinds of pants look good. Because you learn that stuff when you are very young.”

For a long time, Hickenlooper had little idea what he wanted to do with his life, but he believes there was something deeply existential about his lack of direction toward one set path. According to him, he internalized the family tragedy as motivation. He wanted to make enough noise in his life to leave a legacy that one day would be impossible to ignore.

“When I was a kid, I was skinny, had acne, and wore really thick, ugly black plastic glasses,” Hickenlooper said. “So I always sort of felt like I had to prove myself. After my dad died, there was this sense that you want your voice to be heard out in the cosmos. Kind of in a weird way, you want your father way, way out there to be able to hear your voice.”

With his father absent, Hickenlooper taught himself many adolescent rites of passage. Yet, he discovered Wesleyan through family ties. He attended his half-brother’s graduation from the University in 1968, and reminisces fondly about how cool he thought it was that The Grateful Dead played a show on Foss Hill amidst widespread campus unrest in 1969. Beyond this trivia, Hickenlooper loved Wesleyan’s approach to diversity and its open-minded curriculum.

In going about his academic experience, Hickenlooper forged as eclectic a path as he could. Although he majored in English, Hickenlooper was dyslexic and felt that he could never keep up in classes where there was heavy reading. Thus, he took a course load that included piano, “how to design and fabricate stained glass windows,” dance, and electronic music.

“I took all different things I thought would help me,” Hickenlooper said. “I thought I wanted to be in some sort of creative role in life. But it turned out everything I taught, I was never very good at. But it’s nice, because I can still play the piano, guitar, and banjo to this day.”

It was only just before his undergraduate education came to a close that Hickenlooper finally found his niche. After sitting in on a lecture in one of his friends Earth & Environmental Science classes, he realized that he loved the subject more than anything he had ever studied.

Subsequently, Hickenlooper was accepted into Wesleyan’s Master’s program in geology for students with a non-science background. He then took chemistry and math classes for two years and over the summer at Harvard University. He did field work in the Beartooth Mountains of southern Montana, where he observed the most beautiful landscape he’d ever seen. After graduation, he drove a beat-up Volkswagen fastback from his brother’s house in Berkeley to do more fieldwork in Costa Rica.

If Hickenlooper’s post-college years seem like a narrative straight out of “On the Road,” their surrealistic nature has never escaped him, especially when he settled down in Denver to become a professional geologist in 1981. After working for the oil company Buckhorn Petroleum for five years, Hickenlooper realized that he was a pretty big extrovert, and a nine-to-five desk job was never going to do it for his more adventurous tendencies. Before he could make a career switch, the price of oil collapsed and most of his company was laid off, including Hickenlooper himself. Even though he was out of work for almost two and a half years, Hickenlooper faced this latest setback the same way he had dealt with adversity all his life: reinvention.

“It’s funny, when I first got laid off, I was lucky,” Hickenlooper said. “Our company had found a lot of oil and we had some anti-takeover provisions in our compensation, so I ended up getting a year of severance. You know, I was looking through my old letters and I was never moping around, I was kind of excited. This didn’t work out, now I have to find something else, and what am I going to try next.”

After trying to find another job as a geologist and even toying with becoming a writer, the next chapter in Hickenlooper’s life was spurred by a visit to a California brewpub, a trip made with the same brother who had inspired his interest in Wesleyan. Enamored by the self-sufficiency of the restaurant-brewery fusion, Hickenlooper began to talk incessantly about the superiority of the establishment’s beer.

Eventually his friends started to tell him to open a brewpub of his own. Despite no experience with running a restaurant, that is precisely what he decided to do. After going to the library to figure out how to write a business plan, Hickenlooper dove headfirst into his new life as a small-business owner and opened the WynKoop Brewing Company in 1988.

Initially, getting the business off the ground was grueling. Hickenlooper worked between 60 and 70 hours per week and paid himself a salary of less than $26,000. But soon, things started to pick up, and Hickenlooper and his co-owners began to open brewpubs all over the Midwest. It was the opening of Coors Field two blocks away in 1995 that caused the WynKoop to explode in popularity.

“All of a sudden, we became rich,”Hickenlooper said.

While Hickenlooper could have franchised his pub or enjoyed the revenue stability that Coors Field had provided, he was still restlessly searching for his place in life. He began to become deeply engaged with the Denver community, joining non-profit boards such as the Colorado Business Committee for the Arts and the Denver Art Museum. He got involved with the battle over the naming rights for the Broncos’ new stadium, and soon he become a well-known figure in the city.

Hickenlooper soon realized that his favorite part of the day was the time he spent in the non-profit community. The intersection between business, arts, and public relations work suited both Hickenlooper’s multifaceted interests and his extroverted personality. Becoming some sort of a public servant could fulfill the higher calling he had sought since the death of his father. While he laughs that he initially ran for mayor as a joke, considering this decision, you get the sense that deep down, his political move was serious and deliberate from the beginning.

In 2005, Hickenlooper was named one of Time Magazine’s top five big-city mayors, and after getting re-elected as mayor in 2007 with 97 percent of the vote, there was talk of him filling Ken Salazar’s vacated Senate seat. While that didn’t pan out, Hickenlooper got the call in 2010 from incumbent Governor Bill Ritter, asking him to run for the soon-to-be open governorship. Hickenlooper easily defeated challenger Tom Tancredo and became the first Denver mayor to be elected Governor of Colorado in over 130 years.

For a public servant who has thoroughly disproven the conventions of how to carve out a career in politics, he has been a remarkably shrewd and effective leader. Despite running a nonpartisan campaign focused on balancing Colorado’s deficit, Hickenlooper has acted on the front lines of implementing socially liberal policies. He took on the NRA to institute stricter gun control regulations. He questioned the practice of capital punishment. He’s championed criminal justice reform after originally embracing harsher policing policies as mayor.

Most famously, he’s spearheaded Colorado’s marijuana legalization efforts. However, in this case, he did not always agree with the pace of reform. While supporting the decriminalization of marijuana and its use for medicinal purposes, he has publicly expressed opposition to Amendment 64, which was passed in 2012 and legalized possession of up to one ounce of the drug. Has his mind changed in the following years?

“I was against it, because you don’t want to be in conflict with federal law,” Hickenlooper said. “You don’t want to be the first to create an entire regulatory framework. But, now that it’s been going for a few years, we have anecdotal reports that I think are reliable, that we have fewer drug dealers than we had before.”

Hickenlooper also wanted to dispel the notion that legalization is merely driven by a financial calculus.

“Some people said we wanted to do it just to get the tax money,” Hickenlooper said. “That’s stupid. Why would you risk the health of your kids and your citizens? If this is really bad for people, getting tax revenues is a pretty bad excuse. But if you end up sending less people to jail, and you end up with less drug dealers trying to sell drugs of all kinds to kids or anybody, that is reasonable. We’ve taken the tax revenues and we’ve helped fund programs for drug rehabilitation and kids that get derailed from a constructive life. We’ve dedicated a lot of money to try and get them back in a good life.”

If politics forces everyone to eventually take sides, Hickenlooper likes to at least preserve his nonpartisan, centrist appeal in tone. What has allowed him to push deeply progressive policies in a politically divided state has been pairing his utilitarian philosophy with the desire to keep his finger on the pulse of the communities he serves.

“I think mostly just by listening,” Hickenlooper said. “You know states and cities are made up of all different kinds of people, so you really have to listen hard to understand what is the rhythm behind all that noise out there. There’s a melody and a rhythm in there somewhere, and what is it that will make the greatest number of people happy and give the greatest value to the community.”

Staying true to his business and non-profit experience, he has also streamlined government in Colorado and filled his cabinet with many people who possess management skills. While he certainly doesn’t speak about the relationship between business and government in the way that Donald Trump does, he does agree that government benefits from employing individuals with diverse backgrounds, especially those with organizational management and leadership experience.

“We’re taking all this [management] training that people receive from getting MBAs, and we’re giving it very narrowly to just business,” Hickenlooper said. “If you look at it, government is about 30 percent of our economy. And non-profits are another 30 percent. And yet all the training in management and leadership goes into business.”

Hickenlooper operates in a tranquil space, and his desire to forge a consensus on major issues seems sincere. What, then, does he think of an election season that has been the complete opposite? Specifically, what would he do if Donald Trump becomes president? One has to wonder if another extended trip to Costa Rica is in his future.

“No, I’d have two more years of being a sitting governor, so I couldn’t leave and do that to my adopted state,” Hickenlooper said. “But I do think that he might be reinventing himself again. So, I’m not going prejudge him. I will say that he scares the living daylights out of me. Some of the things he says are just so provocative and difficult. If he somehow manages to get elected, which I’m going to work hard to make sure doesn’t happen, he’s the President of the United States. And I respect the system our country has created.”

There’s even a chance that Hickenlooper himself may play a direct role in the election to come. A longtime supporter of presidential candidate Hillary Clinton, Hickenlooper is one of the superdelegates that has already pledged support to her campaign. And while he has dispelled rumors of being a potential pick for the Vice Presidency, they persist anyway. Since Hickenlooper occupies a space between the establishment and outsider status, what does he say to students who are disillusioned by the DNC’s cozy relationship to Clinton, or their frustrations with the lack of viable alternatives?

“What I tell young people all the time is, ‘get your friends to vote,’” Hickenlooper said. “Don’t complain because the more experienced people in the party are supporting Hillary. Go out and get more people to vote.”

His take on the activism of today is similarly nuanced, if not a little nostalgic for the great battles for equality of the past.

“I say to kids, ‘I was you once,’” Hickenlooper said. “I marched on Washington to oppose the Vietnam War. I went to the first Earth Day in 1969. But, I also understood that there were people who were older and they thought they had answers, and maybe they were right and maybe they were wrong. But we had a system whereby everybody had a voice, and that is the amazing thing about America.”

If there’s anything that sticks out about Hickenlooper’s political philosophy, it’s his respect, and even admiration, for a democratic process that once seemed completely foreign to him. Then again, he didn’t expect to become a brewpub owner or a geologist either. Perhaps he’s still got a few more tricks up his sleeve.

This article was written by Aaron Stagoff-Belfort and first appeared, in a lengthier version, in the Wesleyan Argus.  Abridged and published with permission.

Hartford Foundation Growth Responds to Community Needs

The Hartford Foundation for Public Giving, the community foundation for 29 communities in Greater Hartford, awarded more than $33 million in grants to the region’s nonprofit agencies and educational institutions in 2015, according to the organization’s newly released annual report. The Foundation’s 2015 grantmaking was based on the recognition that "a vibrant and strong Greater Hartford region requires that all residents, especially those with the greatest need, have equitable opportunities to achieve and flourish," the report stated.  In order to make this possible, the Foundation provided support to nonprofit and public entities that "work to ensure everyone has access to the resources and services they need to thrive."

The Foundation invested 30 percent of its grants in education from birth through high school, and new and renewed college scholarship, according to the report. Grants for family and social services received 20 percent; health – 11 percent; arts and culture – 11 percent; community and economic development – 19 percent, general – 5 percent and summer programs – 4 percent.

“Thanks to the support of our generous donors, the Hartford Foundation, working with our many community partners, is leading and participating in collaborative approaches to harness resources and increase community impact,” said Linda J. Kelly, president of the Hartford Foundation.

The Foundation received gifts totaling $17.5 million and established 29 new funds, including a new giving circle, the “Black Giving Circle Fund,” to address issues facing Greater Hartford’s Black community.

“Our newly adopted strategic plan, with its focus on equity and opportunity, prioritizes learning from birth through college, vibrant communities and family economic security,” Kelly said. “We look forward to amplifying our efforts to address community needs to meet the broad-based and changing issues in our region, and create pathways to opportunity for all residents.”

The annual report highlights the wide variety of work the Foundation has supported throughout Greater Hartford, including:

Alliance District Grants (Bloomfield, East Hartford, Windsor): More than $1.5 million was awarded to three Greater Hartford school districts to establish or deepen each district’s partnerships with family and community, to improve student outcomes and promote equitable educational opportunity throughout the region.

• Bloomfield was awarded a grant to significantly expand Bloomfield Public Schools’ family and community partnerships supporting an extended school day and increasing yearlong support of student learning.
• East Hartford Public Schools received a grant to develop a new Teaching and Learning Center and other strategies that will enable it to support children’s learning, development, and success through increased family, school, and community partnerships.
• Windsor Public Schools received a grant to establish a new Office of Family and Community Partnership to develop families, school staff, and community partners’ knowledge, skills, and other capacities to engage in productive partnerships focused on student success.

The Hartford Foundation has approved $3.95 million over three years in grants and technical assistance to support the Career Pathways Initiative, a collaborative, crosscutting approach to providing residents with education and workforce training that places them on a trajectory to ascend a career ladder in industries that have job openings. The initiative targets low-literate and low-skilled residents of the Capitol Region, including single parents, at-risk youth, immigrants, homeless heads of household, former offenders, and others who need a broad range of coordinated services to be successful. The initiative enhances or expands existing programs and pilots new approaches.

Journey Home was awarded a three-year, $199,197 grant to support the region’s Coordinated Access Network, a collaboration of services providers whose goal is to establish a coordinated region wide placement and referral system for homeless individuals and families.

The Nonprofit Support Program continues to be a critical source of capacity building and knowledge sharing among our region’s nonprofit organizations.  In 2015, 218 nonprofits were awarded 96 grants totaling $1.74 million. These grants included support for technical assistance, strategic technology, human resources, board leadership development, executive transition, financial management and evaluation capacity.

Metro Hartford Progress Points, a partnership between the Hartford Foundation and eight other regional entities, launched the second edition of the Progress Points Report which focused on access to better schools, better jobs and stronger neighborhoods.

Since its founding in 1925, the Foundation has awarded approximately $654 million in grants.