10 CT Companies Are Finalists at Entrepreneur Innovation Awards, Three Receive Funds to Boost Growth

Fledgling entrepreneurial businesses in West Hartford, New Haven and Marlborough will be getting a financial boost in their efforts to gain a foothold in their respective industries. CTNext, Connecticut’s go-to resource for entrepreneurial support, announced the three winners of the most recent Entrepreneur Innovation Awards (EIA), held this month at the Connecticut Historical Society in Hartford.

The finalists, Connecticut-based companies and entrepreneurs, presented their innovative project ideas to a panel of entrepreneurial experts for an opportunity to secure $10,000 awards to help support business growth. The top winners, to receive $10,000 awards, were:

• GinzVelo Hybrid Electric Cycles (West Hartford): A personal transportation solution powered by pedaling or the electric motor to effortlessly travel up to 100 miles to and from your destination.
• Sweetflexx (Marlborough): Resistance technology active wear enables muscles to work more efficiently, resulting in a higher rate of calorie burn.  McCullough Shriver founded Sweetflexx. (see video below)
• Verb Energy Manufacturing (New Haven): A healthy, caffeinated, energy bar that combines your cup of coffee and an energy bar for less cost. Verb Energy  was founded in 2016 by four Yale students.

The “judges’ favorite” went to Sweetflexx, and the “crowd favorite” was awarded to Verb Energy.  Each business will receive an additional $2,000.

The other finalists included:

• Global Hydro Pneumatic High Tech Inventions (Shelton) Developing an all-wheel hydraulic power jack system that is safer and less damaging to cars.
• Loki (Woodbridge) Creating an app that gives users control over their own multi-perspective visual experience.
• Mobile Sense Technologies (Farmington) Engineering an “off-the-chest” ECG monitor for 24/7 management of cardiac arrhythmias.
• Obvia (West Hartford) Creating a lightweight, dual-winglet blade for small to mid-sized wind turbines that is both energy- and cost-efficient.
• Olie Robotics (Manchester) Building a professional robotic vacuum that cleans offices at a third of the cost with no labor hassles.
• PennSMART (North Branford) Producing a universal retrofit for lighting fixtures that allows surveillance and sends alert notifications.
• Trekeffect (Niantic) Creating an app that allows individuals to sell their travel itineraries.

“The Entrepreneur Innovation Awards seek to give new and growing companies the support they need to thrive,” said Glendowlyn Thames, executive director of CTNext. “Through these events, we have seen a number of incredible companies that are changing their respective industries and creating a positive economic impact in our state. These grants continue to support companies at the earliest stages of growth and to drive them to the next level of development.”

To be eligible for an EIA, startups must be Connecticut-based, registered as CTNext members, and looking to conduct growth-related activities to help advance their business. Project examples include but are not limited to prototyping, performance testing, compliance testing, product or service development, market research, licensing and more.

A full list of criteria can be found on the application page. For more information on the program or to apply, please visit: http://ctnext.com/entrepreneur-innovation-awards/.  CTNext launched in 2012 and has more than 1,500 members in its network, since initiating the awards program in February 2014 CTNext has awarded $544,000 to 52 companies.

The goal of CTNext is to build a more robust community of entrepreneurs and to accelerate startup growth by providing access to talent, space, industry expertise, services, skill development and capital to foster innovation and create jobs for people in Connecticut.

https://youtu.be/f7AxJz-KsUA

PERSPECTIVE: Just 3 of the JUST 100

by Larry Bingaman Quarterly earnings alone can no longer determine the success of corporate America – such assessment is shortsighted and has proven harmful to the well being of our economy and those who support it. According to Paul Tudor Jones^1, “…we as a society have come to view our companies and corporations in a very narrow, almost monomaniacal fashion with regard to how we value them, and we have put so much emphasis on profits, on short-term quarterly earnings and share prices, at the exclusion of all else. It's like we've ripped the humanity out of our companies.”

Stark words that hold much truth. Why do we as a society check our values and purpose at the door before entering the workplace? Why do we in the US have the greatest income inequality and the greatest social problems?¹ What are we doing to reverse this trend of unjust behavior in our corporations and companies?

I agree with Paul Tudor Jones – we must hold all companies accountable.¹ Through Tudor Jones’ JUST 100: America’s Best Corporate Citizens in 2016², he does JUST that. His research team surveyed 50,000 Americans on corporate behavior, ranking the largest 897 publically-traded companies within their industries according to the following 10 metrics: worker pay and benefits, worker treatment, supply chain impact, community well-being, domestic job creation, product attributes, customer treatment, leadership and ethics, environmental impact, and investor alignment.³

Interestingly, each of these metrics align with three of the four tenants of Conscious Capitalism, a business philosophy stating that business should exist to elevate humanity through higher purpose, conscious leadership, conscious culture, and stakeholder orientation. Of note, the JUST 100 study does not seem to capture whether the company embraces a higher purpose. It will be interesting to see if this driver is added as the study matures.

Three of the JUST 100 companies are headquartered here in Connecticut:

• FactSet Research Systems, Inc, ranking #2 out of 23 Consumer & Diversified Finance companies;
• Cigna, ranking #2 out of 27 Health Care Providers & Services companies; and
• Terex, ranking #2 out of 32 Machinery companies.

In FactSet’s category of Consumer & Diversified Finance companies, American Express ranked first while Capital One Financial ranked third. FactSet’s JUST Strengths included worker pay and benefits, paying its workers above the industry average and having the employees themselves highly rate company benefits such as healthcare, paid time off, and free working lunch in its offices. Additional strengths included investor alignment and domestic job creation.⁴

In the rankings, Cigna was preceded by Humana and followed by Anthem. Its JUST Strengths include worker treatment, environmental impact, and investor alignment. According to the company’s JUST Capital report, “The company shows good performance in serving the interests of employees, communities, suppliers, and the environment, as well as investors.” Its noted that Cigna focused intently on employee diversity and inclusion with over 1,400 clinical staff participating in Culture Diversity Forums in 2015 and 2016, and it has provided more than $5.6 million in funding through Educational Reimbursement Program.⁵

Terex, which was sandwiched in the rankings between first place Cummins and third place Deere, won the category for worker treatment as a result of its commitment to diversity and inclusion. While additional JUST Strengths include domestic job creation and product attributes, it is noted that the company was outperformed by peers in supply chain impact, citing the need to enhance management of the social impact of its supply chain.⁶

While we should be proud of these three corporations for their commitment to just behavior, I propose we should be calling on all Connecticut companies to commit to uphold a similar level of “justness.” A commitment to justness and Conscious Capitalism would no doubt benefit our employees, our customers, our companies, our communities, and the economic well being of our state.

If you want to learn more about the JUST 100 or Connecticut’s Conscious Capitalism Chapter, which seeks to engage, educate, and inspire leaders to practice Conscious Capitalism so they can make a positive impact on their business or organizations and its people, then please email me at info@consciouscapitalismct.org.

_____________________________________

Larry Bingaman is the president & CEO of the South Central Connecticut Regional Water Authority (RWA). Since 2009, he has been keenly focused on RWA’s sustainable and conscious business practices that maintain and grow the region’s rich natural resources to create new opportunities.  He is deeply involved in the New Haven community, serving as a founding board member of the Connecticut Chapter of Conscious Capitalism, chairman of the Greater New Haven Chamber of Commerce Board of Directors, member of the Gateway President’s Advisory Council, and member of the Business Advisory Council at Southern Connecticut State University.

NOTES

1. Tudor Jones, P. (2015, April). Paul Tudor Jones: Why we need to rethink capitalism [Video file]. Retrieved from https://www.ted.com/talks/paul_tudor_jones_ii_why_we_need_to_rethink_capitalism
2. JUST Capital, Retrieved from https://justcapital.com
3. Whittaker, M. (2016, November 30). The Just 100 Methodology: How The Rankings Work. Retrieved from http://www.forbes.com/sites/martinwhittaker/2016/11/30/the-just-100-methodology-how-the-rankings-work/#572dfd4643ed
4. JUST Capital, Retrieved from https://dataexplorer.justcapital.com/pdfs/FDS.pdf
5. JUST Capital, Retrieved from https://dataexplorer.justcapital.com/pdfs/CI.pdf
6. JUST Capital, Retrieved from https://dataexplorer.justcapital.com/pdfs/TEX.pdf

Bridgeport, Stamford, New Haven, Hartford, New Britain Among Most Culturally Diverse Cities in USA

Five Connecticut cities are among the nation’s most culturally diverse, according to a new analysis.  Bridgeport is the 15^th most culturally diverse city in the U.S., according to the analysis by the financial website WalletHub, which also ranked Stamford at number 22.   New Haven, Hartford and New Britain were back-to-back-to-back, ranking  at number 30, 31 and 32 on the list of more than 500 cities across the country. Bridgeport’s cultural diversity score was 86.34, and the city ranked 28^th in ethno-racial diversity, 17^th in linguistic diversity and at number 150 in birthplace diversity.  Stamford’s cultural diversity score was 84.29, and the city ranked 63th in ethno-racial diversity, 20th in linguistic diversity and at number 103 in birthplace diversity.

New Haven’s scores and rankings were similar, with a 83.02 cultural diversity score, and ranking at number 76 in linguistic diversity and number 132 in birthplace diversity.  New Haven was the only Connecticut city to rank in the top 10 in any category, finishing ranked at number 10 in ethno-racial diversity.

When the analysis broke metropolitan areas down by size, among medium sized cities Bridgeport, Stamford, New Haven and Hartford all ranked in the top 15 most culturally diverse.  Waterbury ranked at number 19.  Among small cities, New Britain ranked 8^th, Danbury 10^th, Norwalk 15^th and West Hartford 76^th.  Large cities in the analysis were those with more than 300,000 people; midsize cities with 100,000 to 300,000 people, and small cities with fewer than 100,000 people.

The most culturally diverse city in the U.S. is Jersey City, New Jersey, with a score of 95.88.  New York City ranked sixth; Providence was at number 12.

“The country as a whole is becoming increasingly ethnically diverse, and living in an ethically diverse city today is good exposure to the opportunities and challenges all cities will be facing sooner or later,” said Mario Luis Small, Grafstein Family Professor of Sociology at Harvard University.  “Ethnic diversity in neighborhoods is associated with a strong preponderance of businesses and local organizations that generate economic activity and sustain community.  Children exposed to ethnic and language diversity early on, develop a broader and more sophisticated understanding of the diversity of the world.”

In determining the cultural diversity scores, the three categories were weighted, with racial and ethnic diversity making up 50 percent of the score, language diversity 33 percent and U.S. region of birth diversity consisting of 17 percent of the score.  The regions were in-state, Northeast, Midwest, South, West, U.S. territories, and foreign-born.

Survey Says: Hartford Is Among Nation’s Top Up-and-Coming Cities

What do Milwaukee, Syracuse and Hartford have in common? They are all – believe it or not – the nation’s most notable “up-can-coming place to live,” according to a new national analysis of the top places to live in the U.S.

In calculating the second-annual ranking of the Best Places to Live in the U.S., which evaluates the 100 most populous metro areas in the country based on qualities that Americans care about most, U.S. News looked at affordability, employment opportunities and the overall quality of life in each place.  Hartford’s ranking jumped from number 59 a year ago to number 31 this year, among the largest leaps of any city in the nation.

The leading reason cited by the publication is the increase in jobs.

"The Hartford region has seen some strong employment growth in a number of high-productivity sectors, including professional, technical services, education and health services," said Alissa DeJonge, vice president of research at the Connecticut Economic Resource Center.

The types of job opportunities that are available in the Hartford area tend to pay well, the publication points out, “with residents earning nearly $57,000 per year on average, which is significantly more than the average American's salary of $48,320 per year. United Technologies Corp. provides employment to residents in the manufacturing and engineering sectors, and the region is home to some of the country's largest financial institutions, including Aetna Inc. and the Hartford Financial Services Group.”

"Hartford is known as the 'insurance capital' of the U.S., a title substantiated with Connecticut ranking No. 1 in the U.S. for insurance employment per capita, with many of those employers located in the Hartford region," added Susan Winkler, executive director of Connecticut Insurance and Financial Services. "Connecticut is also home to the highest concentration of actuaries – many located in the Hartford region."

The U.S. News review also notes that the region features a diverse selection of restaurants and cultural attractions. Paul Pita, CEO and executive creative director of Hartford-based digital marketing firm The Pita Group, told U.S. News "Hartford is a great place to live because residents have access to what they need: great options for housing, great educational options and a wide variety of lifestyle options for food, arts, culture, entertainment and outdoor activities."

Syracuse moved from #53 to #28, and Milwaukee climbed from #72 to #47.  The top 10 places to live in the U.S., according to the rankings, are Austin, Denver, San Jose, Washington D.C., Fayetteville, Seattle, Raleigh/Durham, Boston, Des Moines, Salt Lake City and Colorado Springs.  Portland, Maine ranked #26 and Albany ranked #30, just ahead of Hartford.  New Haven ranked #81 in the top 100.

The metro areas included in the rankings were evaluated by U.S. News using data from sources including the United States Census Bureau, the Federal Bureau of Investigation, the Department of Labor and U.S. News' own internal resources. This data was categorized into five indexes – Job Market (including salary and unemployment rates), Value Index (including cost of living), Quality of Life Index (including education, crime, commuting, and health care), Desirability Index, and Net Migration - and then evaluated using a methodology determined by Americans' preferences. The percent weighting for each index was determined by the answers to a public survey in which people from across the country voted for what they believed was the most important thing to consider when thinking about moving, according to U.S. News.

Red Cross, Local Fire Departments Team Up in 4 CT Cities for Free Smoke Alarms, Education

The American Red Cross in Connecticut is partnering with four communities across the state for the first-ever Red Cross Install-A-Thon, part of the Red Cross Home Fire Campaign to reduce the number of home fire deaths and injuries. During the week-long event, scheduled for four communities in Connecticut and one in Rhode Island in March, Red Cross workers will be joined by the members of the local Fire Department and community volunteers to visit homes throughout the city. They will share fire safety and preparedness information and install free smoke alarms in homes as requested. Among the program goals is to install 1,200 free smoke alarms in Connecticut and Rhode Island.

Participating cities in the Install-A-Thon include Torrington on March 6: Norwalk on March 7; New Britain on March 8 and New London on March 10. Volunteers will help families understand the importance of fire safety and help them develop personalized family escape plans to use in case a fire breaks out in their home.  A similar effort took place in New Haven in January.

“Home fires are the biggest disaster threat faced in the U.S.,” said Mario Bruno, CEO, American Red Cross Connecticut and Rhode Island Region. “Our goal is to reach as many homes as we can with this program to help ensure people know what to do and are prepared in the event they experience a home fire. We know that for every 1,000 smoke alarms the Red Cross installs, one life is saved. Our goal is to save at least one life as a result of our Install-A-Thon.”

Sixty percent of house fire deaths occur in homes with no working smoke alarms, officials indicated. This campaign is in direct response to that threat. The Red Cross is committing to install 2.5 million free smoke alarms in neighborhoods at high risk for fires, and to educate those residents about fire prevention and preparedness.

As of August 2016, the Red Cross and partners have saved at least 100 lives as part of this campaign, according to officials. Since the program began, the Connecticut and Rhode Island Region of the Red Cross has installed more than 10,000 smoke alarms between the two states.

Individuals interested in having representatives visit their homes to have free smoke alarms  should make an appointment via the websites www.redcross.org/ct/schedule-a-visit or by calling 1-877-287-3327.

In addition to providing free smoke alarm installations and education, the Red Cross is looking for volunteers to help install the alarms, and to educate and provide safety information for this event and in their community throughout the year. Home Fire Campaign Volunteers are trained by the Red Cross, can volunteer during the day or on weekends and can help make a difference in their community. For more information on volunteering visit: https://volunteerconnection.redcross.org/?nd=vms_public_form&form_id=1078.

The Red Cross Install-A-Thon is made possible, in part, due to a grant from the William and Alice Mortensen Foundation. Since October 2014, the Red Cross has worked with fire departments and community groups across the country as part of a multi-year campaign to reduce the number of home fire deaths and injuries by 25 percent. Home fires remain the biggest disaster threat to individuals and families in the United States.

Red Cross officials point out that residents who reside outside the Install-A-Thon cities can always make an appointment for a free Red Cross fire safety visit and free smoke alarms at any time. The program is free and open to anyone in Connecticut.

The American Red Cross shelters, feeds and provides emotional support to victims of disasters; supplies about 40 percent of the nation's blood; teaches life-saving skills; provides international humanitarian aid; and supports military members and their families. The Red Cross is a not-for-profit organization, depending on volunteers and the generosity of the American public to perform its mission.

PERSPECTIVE: Self Control is the Best Control

by Marvin Weisbord and Sandra Janoff One of the great motivational discoveries of the twentieth century is that people who coordinate and control their own work produce greater economic and social results than those who do not. Many leaders, though they might deny it, act as though they prefer control to results. How do we know? They impose coordination and control from above. They have never experienced the alternative: control from within.

Running large-group strategic-planning meetings in the 1990s, we soon recognized that we preferred results to control. We could not control scores of people working in the same room toward a plan that incorporates all of their experiences and aspirations. We found that we got the best results by focusing everyone on the same goal, creating structures for self-managing, and getting out of the way.

That way of leading proved harder than we imagined. Our biggest challenge was controlling ourselves—holding back, waiting, listening, opening doors, and letting people learn their own capabilities. Doing that meant setting the bar higher.  We had given ourselves a new leadership challenge. We had to overturn the conventions we inherited. As we became more confident of consistent results, we began inviting others to try leading in new ways.

We have now helped thousands of people access the advanced skills presented here—“advanced” in the sense of adding new capabilities to your repertoire. These skills need not replace anything you do now. If you are trying some of them for the first time, however, you will indeed be “overturning convention” if you employ them to plan, organize, motivate, and control.

We settled on eight core skills after much iteration. You could easily make our list longer.  These are skills that reinforce one another, that we could use anywhere, and that led people to do more than they dreamed they could. Best of all, we could bring them to bear on any given day. You can do likewise if you are willing to experiment.  But are you?

More than 50 years ago, Douglas McGregor, a professor at the Massachusetts Institute of Technology, wrote an all-time best seller, The Human Side of Enterprise. His was the famous Theory X, Theory Y book. McGregor described how our assumptions about human nature determine how we lead. Theory X assumes that most people are dependent, dislike work, and require close supervision. Theory Y assumes that most people enjoy work, want to learn, and welcome responsibility. Each theory is a self-fulfilling prophecy. The tighter the control, the narrower the jobs, and the less judgment people exercise, the more helpless, inept, and dependent they become.

“They act like children,” says the boss.  “He treats us like children,” say the employees.

By contrast, people who have discretion, broad skills, accurate information, and opportunities for growth motivate themselves. From birth we carry the seeds of both theories. Babies come into the world helpless and dependent—and also curious and eager to learn. When (unconscious) Theory X assumptions dominate an organization, they translate into dysfunctional policies, procedures, and structures. They discourage the behavior leaders want to instill.

On the other hand, we have seen people around the globe act out (unconscious) Theory Y assumptions. Under the right conditions, they rediscover natural impulses they had since birth, impulses nourished by unconventional policies, procedures, and structures. People respond to jobs that foster autonomy and growth. Structure includes determining who is allowed to do what. That is something you can control. It involves encouraging people to take initiative beyond their job descriptions. It means enabling communication up, down, and sideways, not just top to bottom. It means turning supervisors into coaches. It means insisting on integrating meetings between departments rather than putting up with silos.

Much organizational conflict is structural. People act the way their jobs require. Salespeople emphasize interpersonal skills. They spend time in small talk before getting down to business. Production workers relate to their machines. They skip the small talk and solve the problem. The structural strategy is to encourage people to maintain their functional differences.

This includes appointing people to integrating roles, using project coordinators, and having cross-functional mechanisms such as product teams and ad hoc problem-solving teams that head off conflict.  In our book “Lead More, Control Less,” we show how to develop the following skills:

• Gain more control by controlling less
• Get others to share responsibility
• Change the structures under which people interact without struggling to change the people
• Demonstrate how getting the “whole system” to explore the “whole elephant” leads to high motivation and fast implementation
• Use anxiety and authority projections to build respect and improve teamwork
• Resolve conflicts and lead people to find where they are 100 percent in agreement
• Experience what you can accomplish by trying out actions that may not come naturally

We emphasize a stubborn reality: Change means doing something you never did before. That is the message from ordinary leaders in business, education, health care, and community building who discovered new capabilities in themselves. We quote them throughout the book.  You may find changing structure ahead of behavior a stretch if you are used to managing personal styles, attitudes, motivations, and extrinsic rewards.  Each chapter advocates an advanced leadership skill and principles of action that you can try out every day:

1. Control Structure, Not People
2. Let Everyone Be Responsible
3. Consider Anxiety “Blocked Excitement”
4. Avoid “Taking It Personally”
5. Disrupt Fight or Flight
6. Include the Right People
7. Experience the “Whole Elephant”
8. Surface Unspoken Agreements

We invite you to travel with us down a road where people perform better the more you let go. If you go far enough, you will discover higher performance, greater self-control in others, and greater freedom for yourself. When you see the results you are getting, you will need no further proof.

________________________________

Marvin Weisbord and Sandra Janoff are co-authors of “Lead More, Control Less.” Janoff will be speaking on February 23 at Leadership Greater Hartford’s Lessons in Leadership program. Book excerpt published with permission of Berrett-Koehler Publishers.

Changing Leadership Atop Leading Philanthropy Organizations

Two leading organizations in Connecticut’s philanthropic community are at the crossroads of leadership changes.  The Connecticut Council for Philanthropy (CCP) has announced the end of its national search for a new leader with the selection of Karla Fortunato to be its new president, effective May 1.  The Hartford Foundation for Public Giving, one of the nation’s largest community foundations, has embarked on its own national search, and announced that Yvette Meléndez has been appointed interim president, effective March 20, as that search process continues. Fortunato comes to CCP after 13 years at the Health and Environmental Funders Network (HEFN), a national alliance of 60 philanthropic organizations based in Rockville, MD.

As director of HEFN, she has managed its programming, outreach, and operations, promoting collaboration on shared goals among its members.  Fortunato previously served as associate director of policy for Health Care for All in Boston, engaging in policy research, communications, and campaigns, and as a consultant for The Public Policy Institute, also in Boston.

"Karla's experience in building alliances among funders and engaging in public policy outreach make her ideally suited to lead our organization," said Judith Meyers, chair of CCP's Board of Directors. "She is a proven leader with a strong vision of how to mobilize the power of philanthropy to effect positive change--and she has a true passion for the work."

Fortunato graduated magna cum laude from the Randolph-Macon Woman's College in Virginia and earned an MBA (also magna cum laude) from George Washington University. She serves on the Health Leadership Circle of MomentUs, a campaign for climate change solutions. She served as a member of the Serving Communities Committee of the National Conversation on Public Health and Chemical Exposures and as a citizen representative on the Montgomery County Citizen's Advisory Board. A native of Connecticut, she and her family look forward to relocating here from their current home in Jacksonville, Florida.

The Connecticut Council for Philanthropy (CCP) is an association of grantmakers committed to promoting and supporting effective philanthropy for the public good. CCP's 114 members are foundations (private, corporate, community), business and corporate giving programs, bank trusts, donor-advised funds, individual philanthropists and those serving the philanthropic sector. CCP members annually grant more than $858 million from assets of more than $7.6 billion.

Meléndez has served on the Hartford Foundation's board for close to 12 years, the last three as chair. She has more than 30 years of successful managerial experience in state government, higher education and at Hartford Healthcare, from which she is recently retired. She will take a leave of absence from the board during this time, and will serve as interim until a new president is named. Meléndez is not a candidate for the position. Linda J. Kelly announced her retirement as president of the Hartford Foundation for Public Giving, last March, effective next month, after 10 years leading the organization.

The Hartford Foundation for Public Giving is the community foundation for Hartford and 28 surrounding communities.  In 2015, the Foundation celebrated ninety years of grantmaking in the Greater Hartford region, made possible by the gifts of generous individuals, families and organizations.  It has awarded grants of more than $680 million since its founding in 1925.

PHOTO:  Karla Fortunato (left), Yvette Meléndez (right)

Health Consultants For Pre-School Age Children Can Improve Health; Report Urges Policy Changes in CT

Research shows that the presence of a health consultant, usually a nurse by training, in child care centers leads to positive outcomes including improved nutrition, better sanitation and infection control, increases in access to preventive health care, specialty health care, mental health care, and oral health services. That’s according to a report by the Child Health and Development Institute (CHDI), which recommends health consultation as a “key strategy for integrating health into early learning systems and maximizing the contribution of early learning programs to children’s healthy development.”

“We rely on child care health consultants to ensure children’s health and safety in early care settings according to child care licensing regulations, but these providers are not fully supported nor utilized by our child health systems,” said Lisa Honigfeld, co-author of the report and vice president for health at CHDI. “Policy reform can strengthen and expand the role of child care health consultants to connect parents, child health providers, and child care centers to better promote health and developmental outcomes for children.”

CHDI’s “IMPACT, Promoting Children’s Health in Early Care and Education Settings by Supporting Health Consultation,” summarizes research on the role and benefits of health consultation in early learning settings, and reviews policies, regulations, training, and payment structures used in Connecticut and other states. The report concludes that Child Care Health Consultants (CCHC) can be “instrumental in contributing to the achievement of pediatric population health goals in Connecticut by monitoring the health of young children at the community level and contributing to community health system efforts.”

The 30-page report provides a framework for Connecticut to integrate health into early learning systems by taking advantage of opportunities presented as part of the state's overall health reform efforts. Recommendations include:

1. Develop infrastructure within the State to support health consultation with training, reimbursement, and quality improvement.
2. Strengthen licensing requirements to collect and report detailed health consultation information for all licensed child care sites.
3. Advocate for inclusion of CCHCs in Connecticut’s health reform plans.
4. Use a multi-disciplinary oversight group to develop a system of health consultation services to the meet the needs of Connecticut’s child care programs.

The report notes that a majority of children younger than age five spend “significant time” in early care and education settings, with more than 98,000 children enrolled in licensed child care centers, Head Start programs, and family child care homes.

“Unlike mental health consultation,” the report states, “overall health consultation is not supported with state level infrastructure and payments for health consultants to early Childhood Education sites. For private child care or preschool programs, the cost to hire a health consultant is borne by the program, with no system in place to ensure the quality of the CCHC workforce or ensure that health consultation is implemented to maximize the health and safety of children in child care.”

Connecticut regulations allow child care sites to employ a registered nurse, advance practice registered nurse, physician, or physician assistant to serve as the site’s health consultant.  Child care licensing requires child care sites that serve children ages three to five have quarterly health consultation visits.

Indicating that “several states and initiatives are testing innovations to better support integration of primary care medical services and community services,” the report suggests that “Connecticut, too, is poised to promote increased cross-sector collaboration in early childhood,” citing the establishment in 2013 of the Office of Early Childhood at the state level, which brought under one roof a range of services and responsibilities that had been housed in a number of different state agencies.

In most states, including Connecticut, a CCHC is typically a licensed registered nurse, according to a survey of states undertaken for the report.  Two states (Hawaii and Indiana) require that the CCHC be a physician, the research found, and four states (Illinois, Maine, Maryland, and North Carolina) allow licensed practical nurses to be health consultants. North Carolina allows other disciplines (sanitarian, nutritionist, and dietician) to be trained and credentialed as a health consultant.

The report points out that “CCHCs need specialized training, skill sets, and experience to address health issues for individual children and for the group setting as a whole. They also need to be aware of health and community resources so they can link child care facilities and families to appropriate services when needed. Programs with a significant number of non-English speaking families benefit from the services of a CCHC who is culturally sensitive and knowledgeable about community health resources for parents’/guardians’ native cultures and languages.”

The Child Health and Development Institute of Connecticut (CHDI), a subsidiary of the Children’s Fund of Connecticut, is a not-for-profit organization working “to ensure all children have a strong start in life with ongoing supports to ensure their optimal health and well-being.” CHDI advocates for “effective policies, stronger systems, and innovative practices.”

Combating Opioid Epidemic in Connecticut Schools - Officials Team Up for Educators Workshop

The Connecticut Association of Schools (CAS), in partnership with the U.S. Attorney's Office, the FBI, the Drug Enforcement Agency (DEA), and victims of drug abuse, will be offering a one-half day workshop for administrators, teachers, and counselors on the devastating opioid epidemic that is growing in severity in Connecticut an across the country. This video-based educational program is designed for high schools and geared specifically for teens and adolescents, officials explain, and will be accompanied by an educator’s discussion guide. The guides will be available for participants to immediately use in a variety of educational settings.

Projections for 2016 by the State Medical Examiner indicate that close to 900 people died of accidental drug overdoses in Connecticut. That is almost three times the number of people who died in car accidents last year, organizers point out. Even more devastating, they note, is the fact that a majority of these deaths are of young people ages 18 to 25, many of whom developed an addiction to opioids after misusing prescription pills while in their teens or early adolescence. Sports injuries, dental pain and other illnesses are common reasons for the original prescription.

According to the Centers for Disease Control and Prevention, opioids were involved in 33,091 deaths nationwide in 2015, and opioid overdoses have quadrupled since 1999.Significant increases in drug overdose death rates from 2014 to 2015 were primarily seen in the Northeast and South Census Regions. States with statistically significant increases in drug overdose death rates from 2014 to 2015 included Connecticut, Florida, Illinois, Kentucky, Louisiana, Maine, Maryland, Massachusetts, Michigan, New Hampshire, New Jersey, New York, North Carolina, Ohio, Pennsylvania, Rhode Island, Tennessee, Washington, and West Virginia.  In Connecticut, between 2014 and 2015 the rate increased by 25 percent.  

Recognizing that law enforcement is only one facet of the solution, the U.S. Attorney’s Office is fighting this epidemic on several fronts, including criminal prosecution and outreach to schools for prevention, officials said. The office has formed a Heroin Education Action Team (HEAT), which includes parents of local overdose victims, to further assist in this effort.

“Opioid Epidemic in CT – Stemming the Tide” will take place on March 3, 2017, 8:30 to 11:00 a.m., at the CAS-CIAC Conference Center in Cheshire.  Registration deadline is February 24, 2017; the cost is $15.00

CAS officials are also calling for schools to show, “as soon as possible, and no later than the end of the school year,” videos about the crisis.

“Please ensure that every student in your high school sees at least one of the following two films,” the association urges:

• 1) a 15-minute film called The Opioid Crisis Hits Home: Stories from Connecticut that can also be used to educate educators, parents and the general public about the opioid epidemic; and
• 2) the FBI/DEA documentary film Chasing the Dragon: The Life of an Opiate Addict, which is 45-minutes long and accompanied by an educator’s discussion guide geared specifically to teens and adolescents.

Since last September, a number of Assistant U.S. Attorneys have partnered with parents of overdose victims, young recovering addicts, FBI, DEA, and local law enforcement to facilitate Chasing the Dragon presentations at high schools in Milford, New Haven, Danbury, Plymouth, Shelton, East Hartford and New Fairfield.

The films “are provided as a public service for the sole purpose of saving lives,” officials underscore. School officials can schedule an opioid awareness presentation by contacting  Assistant U.S. Attorneys Vanessa Avery or Robert Spector at 203-821-3700.

The Connecticut Association of Schools,  a non-profit, tax-exempt educational organization, has grown to represent well over 800 of Connecticut’s public and parochial schools.

Whalers Hartford Attendance 20 Years Ago Exceeds Islanders in Brooklyn

For Hartford hockey fans of the Whalers vintage, a peek at this year’s National Hockey League (NHL) attendance figures are either demoralizing or encouraging – or both.  It has been two decades since the Whalers were uprooted by ownership, replanted in North Carolina and renamed the Hurricanes, and two weeks since Gov. Dannel Malloy and Hartford Mayor Luke Bronin took their first shot at the now Brooklyn-based New York Islanders. Lowest attendance in the NHL this year belongs to the Carolina Hurricanes, at 12,025 through 24 home games, followed at the bottom of the league by the Islanders, averaging 12,829 through 32 home games, as of this week.

Last year, the 2015-16 season, the Hurricanes averaged 12,203 for their 41 home games, last in the league, while the Islanders were third lowest in the NHL at 13,626.  Both are lower than the Whalers average attendance in their final season in Hartford, nearly two decades ago.

In comparison, the top teams in the league this year for home attendance are the Chicago Black Hawks, averaging 21,669 and Montreal Canadians, seeing 21,288 per game thus far this year.

In their final season on Long Island at the Nassau Coliseum in 2015-16, the Islanders average home attendance was 15,189, an increase from the immediate previous seasons.  The Carolina Hurricanes had the second lowest attendance in the league that year, at 12,594.  During the 2012-13 season, the Islanders attendance was the lowest in the 30-team league, at 13,306.

With more than 1,000 obstructed seats in the Barclay Center arena that the Islanders share with the New York Nets in Brooklyn, rumors have circulated since last year of a possible move to a new arena in Queens built for hockey, unlike the Islanders current home, first and foremost a basketball arena.  There has been local opposition to that possibility.  Recent published reports have also indicated that the Barclay Center and Islanders could part company after the 2018-19 season or a year earlier if the team decides to relocate.

With no official word one way or the other, Connecticut officials are taking their shot, with a possible assist from a $250 million makeover of the XL Center, former home of the Whalers.  That proposal must be approved by the state legislature, a tall order at a time when the state budget deficit is approaching $2 billion.

In the Whalers’ final season in Hartford, 1996-97, attendance at the Hartford Civic Center had grown to 87 percent of capacity, with an average attendance of 13,680 per game.  Published reports suggest that the average attendance was, in reality, higher than 14,000 per game by 1996-97, but Whalers ownership did not count the skyboxes and coliseum club seating because the revenue streams went to the state, rather than the team.  Attendance increased for four consecutive years before management moved the team from Hartford. (To 10,407 in 1993-94, 11,835 in 1994-95, 11,983 in 1995-96 and 13,680 in 1996-97.)

During the team’s tenure in Hartford, average attendance exceeded 14,000 twice – in 1987-88 and 1986-87, when the team ranked 13th in the league in attendance in both seasons.

In recent years, the Islanders have been at or near the bottom of the league in home attendance:

• 2015-16       28^th
• 2014-15      25^th
• 2013-14      26^th
• 2012-13      30^th
• 2011-12      29^th
• 2010-11      30^th
• 2009-10      29^th

Whalers merchandise continues to sell well, despite the team not having played a single game in this century.  Whalers merchandise was Reebok's top selling non-current NHL team, according to published reports in 2015. While the company has expanded its lineup to include Whalers logos from different eras, the Hartford Business Journal reported, gear featuring the team's original logo remained the most popular and continues to be offered on the NHL Official Shop website, on multiple websites and in retail locations in the U.S. and Canada.

The Connecticut officials said “this is a ready market anxious for an NHL team, eager to fill seats, buy merchandise, and support your team,” reminding Islanders officials that ““Your AHL affiliate is in nearby Bridgeport, allowing quick and easy access to your minor-league players, and represents a footing in Connecticut of the Islander franchise.”

The NHL has given no indication that it will approve a move out of the New York market, according to NBC Sports, although Commissioner Gary Bettman has said that the teams owners “are reviewing the situation and looking very seriously at what their options are.”

The only statement released by Islanders ownership after receiving the letter last week from Malloy and Bronin said the team does “look forward to another great year of New York Islanders hockey at Barclays Center next season.”  No word on what might, or might not, occur after that.