Aetna, CVS Health Earn Place Among 50 Civic-Minded Companies

Hartford-based Aetna and Rhode Island-based CVS Health, with their merger plans currently under review at the state and federal levels, have both been named to The Civic 50 for 2018, reflecting their community-minded programs and policies.  They are among the public and private companies with U.S. operations and revenues of $1 billion or more, selected based on four dimensions of their U.S. community engagement program.  Both companies also reached the list of 50 in 2017. The Civic 50 survey, produced annually since 2011 for Points of Light, has provided “a national standard for superior corporate citizenship and showcased how companies can use their time, skills and other resources to improve the quality of life in the communities where they do business,” according to Points of Light.

The survey analysis is administered for the Points of Light Foundation by True Impact, a company specializing in helping organizations maximize and measure their social and business value, and analyzed by VeraWorks. The survey instrument consists of quantitative and multiple-choice questions that inform the Civic 50 scoring process. It is the only survey and ranking system that exclusively measures corporate involvement in communities.

Among findings highlighted in the latest annual report:

• Civic 50 companies are evolving from being supporters to engaging as stewards of social causes. Instead of confining themselves to writing checks or piggybacking off of nonprofit work, Civic 50 companies are involving themselves in all aspects of social causes which they champion. In 2018, 70 percent of Civic 50 companies took national leadership positions on four or more public education or policy efforts, an increase from 62 percent in 2017.
• Civic 50 honorees continue to exemplify one of the core tenets of corporate citizenship: "doing well by doing good". The 2018 honorees demonstrate that integrating community engagement initiatives into business strategy can support business interests. The 2018 honorees are using community engagement to drive key business functions, including employee engagement (86 percent), marketing/PR (78 percent), diversity and inclusion (74 percent), skill development (74 percent) and stakeholder relations (56 percent)
• Leading innovations for purpose at work, Civic 50 honorees have found community engagement as a meaningful and valuable investment to inspire employee changemakers and create a strong culture of giving back. 68 percent of Civic 50 companies include community engagement as a formal component of employees' performance reviews, an increase from 62 percent in 2017.
• Civic 50 companies understand the importance of impact: to ensure the sustainability and success of their community engagement initiatives, Civic 50 companies are using measurement practices to not only measure quantifiable outputs, but social outcomes. Civic 50 companies are making sure to measure social outcomes as part of regularly implemented data collection. In 2018, 68 percent of Civic 50 companies collected and analyzed data on organizational grants and 42 percent did so for volunteerism.

Among the other companies included in the Civic 50 are KeyBank, Marriott International, Wells Fargo, UPS, Prudential Financial, and Comcast NBC Universal.

In its Corporate Social Responsibility Report, Aetna noted that as the company “pursues its goal of building healthier communities, we view social responsibility as a critical driver of success and an integral part of how we conduct our business.”

The report notes that “three quarters of Aetna employees are women, a third are people of color, 11 percent self-identify as LGBT and nearly 5 percent self-identify as having a disability.  Additionally, millennials comprise 31 percent of Aetna’s employees, which was a key driver of our new program to provide up to $10,000 to qualified recent college graduates to help them repay education loans.”

CVS Health, in the company’s social responsibility report, shares that their work “is rooted in our company’s values:  innovation, collaboration, caring, integrity and accountability.”  Three pillars – Health in Action, Planet in Balance and Leader in Growth – make up the company’s Prescription for a Better World, which provide the framework for the CVS Health strategy in corporate responsibility.

The four-dimension criteria used in assessing companies include:

• Investment: How extensively and strategically does the company apply its resources to community engagement in the United States, including employee time and skills, cash, in-kind giving and leadership?
• Integration: How does the company integrate their U.S. community engagement programs into key business functions, including employee engagement, marketing/PR, diversity and inclusion, recruiting, stakeholder relations and skill-development?
• Institutionalization: How does the company support community engagement in the United States through organizational policies, systems and incentives?
• Impact: How does the company measure the social and business impact of their U.S. community engagement program?

Points of Light is the world’s largest organization dedicated to volunteer service.  It grew from the vision of 1,000 points of light shared by founder President George H. W. Bush in his 1989 inaugural address. The Points of Light Corporate Institute is a leading resource for community-minded companies looking to build and expand effective employee volunteer programs.

Report: Connecticut's Medicaid Expansion Increased Coverage, Access to Preventive Care and Behavioral Health Treatment

A recently issued report found that emergency department visits are down; coverage seen as critical in fight against opioids has expanded, and preventative care and mental health care have become more prevalent – all resulting from a 2010 policy decision made by Connecticut’s elected officials to expand Medicaid coverage. That decision, made collaboratively by a Republican Governor (M. Jodi Rell) and Democratic-controlled legislature – helped to reduce Connecticut’s uninsured rate from 9.1 percent in 2010 to 4.9 percent in 2016 and created a significant source of coverage for preventive health services and behavioral health care, according to the report developed by the Connecticut Health Foundation.

The report examines the impact of HUSKY D, as the Medicaid expansion is known, and highlights a number of key findings:

• Most people covered by HUSKY D are using their insurance to get care. Just over 80 percent of people with HUSKY D used the coverage for preventive or outpatient health services in 2016.
• Emergency department usage among HUSKY D members is down significantly. The rate of emergency department visits fell by 36 percent from 2012 to 2016.
• HUSKY D is a significant source of coverage for behavioral health care. In 2016, more than one in three HUSKY D members – 36 percent – used their coverage to get care for a mental health condition or substance use disorder.
• Outcomes have improved for diabetes patients with HUSKY D. A review of more than 500 HUSKY D members with diabetes found that the percentage whose blood glucose was under control rose from 31 percent to 50 percent from 2012 to 2016.

The report also examines the role HUSKY D plays in other policy work in the state, including addressing the opioid crisis and helping those leaving prison get medical and behavioral health treatment when they return to society. The report notes that before HUSKY D, individuals with substance use disorders were generally not eligible for Medicaid, creating a major barrier to treatment.

“Health insurance coverage is a critical first step to health, but it is also important to ensure that people are able to use that coverage to get care, and for that care to make a difference in people’s health,” said Patricia Baker, president and CEO of the Connecticut Health Foundation. “This research underscores the importance of HUSKY D in giving low-income state residents the tools to take care of their health.”

HUSKY D covers adults ages 19 to 64 who do not have minor children and whose income falls below 138 percent of the poverty level – the equivalent of $16,643 for an individual. (For comparison purposes, a person working 30 hours per week at Connecticut’s minimum wage – $10.10 per hour – would earn $15,756 in a year, the report indicates.)

The report concluded that “nearly eight years after Connecticut expanded HUSKY to cover more low-income adults, HUSKY D has made a significant impact on the state’s uninsured rate and the lives of thousands of people. The majority of those covered are using this insurance to get preventive care, and the rate of emergency department usage has declined, a promising trend.”

The report also notes that the federal government has “financed more than 90 percent of the cost of the program, allowing Connecticut to cover more than 200,000 people with a relatively small budgetary impact.” Currently, the federal government pays 94 percent of the cost of coverage and the state pays 6 percent. The report also identifies challenges associated with HUSKY D, including concerns raised by health care providers about Medicaid payment rates and uncertainty in federal funding.

The report’s analysis indicates that HUSKY D enrollees live in every city and town in Connecticut.  The largest number of covered individuals live in Hartford (18,404), Bridgeport (16,330), New Haven (15,583), Waterbury (13,989), New Britain (8,439) and Stamford (6,110).

The Connecticut Health Foundation is the state’s largest independent health philanthropy dedicated to improving lives by changing health systems. Since it was established in 1999, the foundation has supported innovative grantmaking, public policy research, technical assistance, and convening stakeholders to achieve its mission – to improve the health of the people of Connecticut. Since its creation, the Connecticut Health Foundation has awarded grants totaling more than $60 million in 45 cities and towns throughout the state.

CT Pilot Program Testing Fully Autonomous Vehicles Begins Accepting Municipal Applications

Driverless cars may be coming to a Connecticut town near you. The state Office of Policy and Management, pursuant to Public Act 17-69, has begun accepting applications from municipalities to participate in a Fully Autonomous Vehicle Testing Pilot Program (FAVTPP). The state agency can select up to four municipalities to participate in the pilot program.

The purpose of the pilot program, according to OPM, is to encourage and allow for the testing of fully autonomous vehicles (FAV) on local highways in Connecticut. The goal for the pilot program is to allow a variety of FAV testing to occur in four municipalities throughout the state, bringing Connecticut to the forefront of the innovative and burgeoning autonomous vehicle industry.

Thus far, state and local officials indicate that two municipal application have been filed, from Stamford and Windsor Locks, three additional communities have expressed interest (Bridgeport, Manchester, and New Haven) and at least one additional application is anticipated.  A handful of other communities have expressed some degree of interest, but are uncertain if they will be applying to participate in the pilot program.  OPM expects to begin its review process of the filed applications shortly.

In order to apply, interested municipalities must complete and submit the formal application now on the agency’s website, along with a copy of the City/Town Council’s resolution approving the application.The law stipulates that OPM consult with the Department of Motor Vehicles (DMV), Department of Transportation (DOT), Department of Emergency Services and Public Protection (DESPP) and the Connecticut Insurance Department (CID).

Connecticut municipalities provide a wide range of challenges and opportunities for testing the limits of FAV technologies and services, according to the program description. Examples cited include operation in communities with varying climate and weather conditions, urban and rural geographies, access or lack thereof to adequate transportation and/or workforce opportunities, new and aging infrastructure, varying levels of traffic volumes and congestion and users of multiple modes of transportation including car, pedestrian, bicycle, bus, rail, freight, etc.

Prior to completing an application, interested municipalities are encouraged to search for and partner with interested autonomous vehicle testers.  The application must include “Specific Location(s) and Route Where FAV Testing is Expected to Occur.”  Municipalities are asked to attach a map “with the anticipated location(s) and route highlighted” and to “identify all public roads, all private roads, and any important entities or buildings (i.e. critical infrastructure, schools, hospitals, fire stations, etc.) within/near the testing area.”

OPM also is asking the applying municipalities to describe what it hopes to achieve by participating in the pilot program, why specific locations were selected, and “the municipality’s ability to safely oversee fully autonomous vehicle testing.”

The program requirements include that while operating a FAV, the autonomous vehicle operator shall at all times:

1. Obey all traffic laws, provisions of the general statutes and ordinances of the applicable municipality concerning the operation of motor vehicles.
2. Be seated in the driver's seat of the FAV.
3. Be monitoring the operation of the FAV.
4. Be capable of taking immediate manual control of the FAV.

In addition, municipalities are required to conduct a public outreach campaign to notify local officials, first responders, the general public and local media outlets about their participation in the FAVTPP prior to testing.  At a minimum, as part of the public outreach campaign, the municipality must outline an education program for police and residents regarding FAVs and the municipality’s participation in the FAVTPP; and share the finalized specifications on where and when such FAV(s) will be tested within the municipality as part of the FAVTPP.

The posting of electronic or printed signs at various testing area entry and exit points may be required by the municipality to inform the public and emergency responders when and where testing of FAVs is taking place. The signage must be approved by the municipality’s Traffic Authority, and that with respect to State highways and bridges and State railroad rights-of-way, the planned signage must be approved by the state DOT.

The state law outlines a framework of the minimum requirements to be included in agreements between municipalities and autonomous vehicle testers approved for participating in the Fully Autonomous Vehicle Testing Pilot Program (FAVTPP). The Connecticut law, according to the National Conference of State Legislatures (NCSL), specifies the requirements for testing, including having an operator seated in the driver’s seat and providing proof of insurance of at least $5 million. It also establishes a task force to study fully autonomous vehicles. The study must include an evaluation of NHTSA’s standards regarding state responsibility for regulating FAVs, an evaluation of laws, legislation and regulations in other states, recommendations on how Connecticut should legislate and regulate AVs, and an evaluation of the pilot program.

In the event that a FAV experiences a crash during the FAVTPP in which a death, physical injury or property damage occurs the autonomous vehicle tester and applicable municipality must comply with specific notification and investigation procedures outlined by OPM.  A recent testing death in Arizona continues to receive scrutiny.

According to NCSL, 29 states including Connecticut have enacted legislation related to autonomous vehicles, and the Governors of seven additional states have issued executive orders on the subject.

PERSPECTIVE – America’s Infrastructure: Is Our Country on the Road to Ruin?

by Roger L. Kemp, PhD The term “infrastructure” refers to the basic facilities and installations necessary for society to operate.

These include public transportation and communication systems (highways, airports, bridges, telephone lines, cellular telephone towers, post offices); educational and health facilities; water, gas, and electrical systems (dams, power lines, power plants, aqueducts); and such miscellaneous facilities as prisons, national park structures, and other improvements to real property owned by higher levels of government.

In the United States, the infrastructure components are divided into the private and public sectors. Public facilities are owned by the municipal, county, state, and federal governments. There are also special district authorities, such as the Port Authority of New York and the Los Angeles Department of Water and Power, among many others.

The American Society of Civil Engineers (ASCE) — the only professional membership organization in the nation that grades our nation’s public infrastructure — recognizes and evaluates the major categories of our government’s infrastructure: aviation, bridges, dams, drinking water, energy, hazardous waste, inland waterways, levees, ports, parks and recreation, rail, roads, schools, solid waste, transit, and wastewater.

Managing and Financing America’s Infrastructure

All levels of government are facing a new era of capital financing and infrastructure management. Revenues that once were available for capital construction, restoration, and maintenance, have either diminished or evaporated entirely in recent years. Portions of our national public infrastructure that were once adequate are now experiencing signs of distress, even decay, with no end in sight to the ongoing deterioration of our nation’s public infrastructure.

Congested highways, overflowing sewers, and corroding bridges, are constant reminders of the looming infrastructure crisis that jeopardizes our nation’s economic prosperity as well as the quality-of-life for our citizens. With new grades just published in 2017, the condition of our nation’s infrastructure has shown little to no improvement since receiving a collective grade of a C- in 1988 and with some areas even sliding toward failing grades.

ASCE’s 2017 Report Card for America’s Infrastructure assesses the same categories as it did in their previous survey. The grade comparisons of the various categories of America’s infrastructure between ASCE’s original 1988 survey, and its most recent survey in 2017, are highlighted below in alphabetical order:

• Aviation – Received a grade of B- in 1988, and a grade of D in 2017.
• Bridges – Received a grade of C+ in 1988, and a grade of C+ in 2017.
• Dams – While not graded in 1988, they received a grade of D in 2017.
• Drinking Water – Received a grade of B- in 1988, and a grade of D in 2017.
• Energy – While not graded in 1988, this category received a grade of D+ in 2017.
• Hazardous Waste – This category receive a grade of D in 1988 and D+ in 2017.
• Inland Waterways – While not graded in 1988, they received a grade of D in 2017.
• Levees – While not graded in 1988, they received a grade of D in 2017.
• Parks and Recreation – While not graded in 1988, they received a grade of D+ in 2017.
• Ports – While not graded in 1988, they received a grade of C+ in 2017.
• Rail – While not graded in 1988, this category received a grade of B in 2017.
• Roads – Received a grade of C+ in 1988, and a grade of D in 2017.
• Schools – While not graded in 1988, this category received a grade of D+ in 2017.
• Solid Waste – Received a grade of C- in 1988, and a grade of C+ in 2017. This is the only infrastructure category to increase its grade since the original “graded” evaluation was done nearly 30 years ago.
• Transit – Received a grade of C- in 1988, and a grade of D- in 2017.
• Wastewater – Received a grade of C in 1988, and a grade of D+ in 2017. The average public infrastructure grade for our nation was a C- in 1988 and a D+ in 2017.

The most recent Infrastructure Report Card reveals that we made some incremental progress towards restoring our nation’s public infrastructure. But it has not been enough! As of 2017, America’s cumulative GPA is once again a D+, the same as it was four years ago after the last evaluation of our nation’s infrastructure.

The 2017 grades range from a B for Rail to a D- for Transit, illustrating the clear impact of our public investment — or lack thereof — in our nation’s infrastructure categories.

National Leadership Is Needed

The prevailing philosophy of our national government has been to let the lower levels of government (states, counties, and cities) solve their own infrastructure problems, regardless of the nature of their complexity or the magnitude of the funds needed. If a solution is to be forthcoming, the political posture of our government needs to become more positive and proactive.

Assertive federal government leadership, like the President and the Congress, must make the difficult policy decisions, as well as approve the funding required, to solve our country’s infrastructure problem.

Fundamental changes are needed to redirect national priorities about how public infrastructure investments are made. Officials at all levels of government must recognize that they can no longer build public facilities without adequately maintaining them in future years.

__________________________________________ 

Dr. Roger L. Kemp, PhD., has been a career city manager in Connecticut, California and New Jersey. He has been an author, editor, and contributing author to nearly 50 books focusing on America’s cities, including their public infrastructure. He is a Practitioner in Residence, Department of Public Management, University of New Haven, and can be reached via his website or at rlkbsr@snet.net.  This article first appeared in the Spring 2018 issue of CT Planning and appears here with permission of the author and CT Planning, a publication of the Connecticut Chapter of the American Planning Association.

Nine CT Communities Among Nation’s 500 Best to Start Small Business

Nine Connecticut communities are among the best in the nation for starting a small business, according to student loan company LendEdu, which has produced a list of the 500 Best Cities to Start a Small Business in the U.S. Storrs/Mansfield topped the list in Connecticut at 89. Also making the list were Stamford (178), Farmington (214), Windsor (247), Hamden (285), Oxford (387), Westport (477), Cromwell (486) and New Fairfield (493).

LendEdu, founded in 2014, describes itself as a marketplace for private student loans, student loan refinancing, credit cards and personal loans.

The top 10 included three cities in North Dakota, four from Virginia, and cities in Maryland, Colorado and Alabama.  The highest ranked New England community – Canton, MA – was number 49. Storrs-Mansfield was the leading community in Connecticut.

Cities were ranked based on the following criteria:

• Population Score (20 points maximum) – including the daytime population score - the difference in the normal population and the population that is present during standard working day hours – and the population growth score - forecasted population growth over the next five years.
• ​Income Score (40 points maximum) – consisting of the average disposable income available to residents and forecasted income growth over the next five years.
• Expense Score (40 points maximum) – which includes consideration of property tax rates, sales tax rates, average cost of utilities, rate of burglaries and property crimes compared to the national averages.

On the population score rankings alone, New Fairfield had the eighth best score in the nation.  On the income score scale, Hamden ranked 29^th, highest among the Connecticut communities.  On the Expense scale, Stamford, just outside the top 50, was tops in Connecticut.

Dangers of Distracted Driving Focus of New Documentary Produced in CT

A decade ago, local producer/director/writer Jennifer Boyd’s documentary Teens Behind the Wheel brought an EMMY Award and generated impactful airing on Connecticut Public Television and PBS, along with much discussion on news programs and increased awareness at driving schools across the country.  Well, it’s a decade later, and technology has provided the foundation for a sequel that is, in many ways, more troubling than the original. 3 Seconds Behind the Wheel, which debuts on Connecticut Public on Thursday evening, is a new documentary and podcast series that follows the lives of eight drivers over six months using in-car cameras and tracking technology to expose the often-hidden behavior of distracted drivers.

The documentary is scheduled for national release in this fall.  It has been described as a “window into our own lives,” by its realistic depiction of the pervasiveness – and dangers - of districted driving.

Why three seconds? That is the amount of time it takes to send a text message, choose a song, or engage in other activities that can impact safe driving behavior. That is also how long it takes to drive across a football field.

Producers gathered weekly data from subjects in Florida and Connecticut to get an honest picture of the many activities drawing drivers’ attention off the task of driving. Experts from MIT, Cambridge Mobile Telematics, Safety Track, and the University of Connecticut provided monitoring equipment, data storage, and expert analysis. The production took well over a year to complete.

The film also gives audiences a firsthand look at emerging technologies that could one day offer solutions to rising crash statistics. The documentary follows researchers at Google who are using driving simulators to develop next-generation in-car infotainment systems, and explores how one Swedish company is experimenting with technology that could one day allow cars to understand human feelings and make driving decisions based on individual needs.

“While many of these drivers’ habits will shock you, this is a very honest and intimate look at human nature,” said Jennifer Boyd, producer, director and writer of 3 Seconds Behind the Wheel. “And it provides a little insight into some truths about all of us.”

State DOT Commissioner James Redeker noted that distracted driving is a major contributor to crashes and deaths on highways.  Officials also noted that “it only takes three seconds to take a life or to end your own.”

Over the past 20 years, Boyd has produced public television documentaries on topics ranging from climate change to gun control, and she's won 9 Emmy Awards for that work.  Assisting her on the latest project were Catherine Sager, Senior Producer/Corporate Liaison; Cecilia Prestamo, Video Editor/Producer and Script Supervisor; Paul Smith, Director of Photography; and Tom Nelson, Editor. Nancy Bauer, Connecticut Public’s Vice President Sales/Corporate Support, is credited a being a driving force in the decision to research and produce the documentary.

3 Seconds Behind the Wheel premieres Thursday, June 21 at 8 p.m. on Connecticut Public Television and will rebroadcast Tuesday, July 17 at 10 p.m. and Saturday, September 15 at 7 p.m. More information about 3 Seconds Behind the Wheel can be found at 3seconds.org. Funding for 3 Seconds Behind the Wheel is made possible by Presenting Sponsor Travelers with additional support from General Motors and the Connecticut Department of Transportation.

US DOT Looks to Future of Transportation Infrastructure, Taps College Consortium Including UConn for $14.2 Million Initiative

Connecticut’s deteriorating transportation infrastructure, and the lack of sufficient funding to make needed improvements, have been in the news often in recent months.  While not an immediate solution to pressing challenges, an announcement from the U.S. Department of Transportation may provide encouragement for those seeking longer-term remedies. The U.S. DOT has selected the University of Maine to lead the creation of a highly competitive University Transportation Center (UTC), to focus on “improving the curability and extending the life of transportation infrastructure.”

The initiative, to include the University of Connecticut and the Connecticut Department of Transportation, will be called the Transportation Infrastructure Durability Center (TIDC). TIDC aims to help save taxpayer dollars by extending the life of transportation assets, including bridges, roads and rail.

The U.S. DOT will provide as much as $14.2 million over five years for the UMaine-led coalition including UConn, University of Rhode Island, University of Massachusetts Lowell, University of Vermont, and Western New England University.

Additional partners include representatives from the Maine Department of Transportation (MDOT), Vermont Agency of Transportation, Massachusetts Department of Transportation (MassDOT), Connecticut Department of Transportation (ConnDOT), Rhode Island Department of Transportation (RIDOT), and the American Society of Civil Engineers (ASCE) Transportation and Development Institute.

“Along with our partners from all New England states, we look forward to leading research to extend the life of existing bridges, construct longer-lasting assets, and reduce costs for the DOT and the public,” said Dr. Habib Dagher, founding executive director of the UMaine Advanced Structures and Composites Center, and center director of the newly formed TIDC Center.

Officials explain that working with state DOTs, the new TIDC will seek to identify new materials and technologies that maximize the impact of transportation infrastructure investments. The center will work along four pathways:

1. develop improved road and bridge monitoring and assessment tools;
2. develop better ways to strengthen existing bridges to extend their life;
3. use new materials and systems to build longer-lasting new bridges and accelerate construction; and
4. use new connectivity tools to enhance asset and performance management while promoting workforce development, the release said.

According to the U.S. DOT, each University Transportation Center is a consortium of two- and four-year colleges and universities that come together to form a unique center of transportation excellence on a specific research topic.

“Together, they advance U.S. technology and expertise in the many disciplines comprising transportation through education, solutions-oriented research and technology transfer, and the exploration and sharing of cutting-edge ideas and approaches,” USDOT explains.

The U.S. DOT invests in the future of transportation through its University Transportation Centers (UTC) Program, which awards and administers grants to consortia of colleges and universities across the United States.  In the Northeast, other consortia with the same policy focus include a 9-institution UTC led by Rutgers, the State University of New Jersey and a 6-institution group led by Pennsylvania State University.

Other groupings include a 10-institution consortium led by the University of Florida devoted to reducing congestion; a 6-institution effort to promote safety led by the University of Michigan and a 8-institution initiative to improve mobility of people and goods coordinated by the University of Southern California.

The newly announced TIDC will harness the experience of 28 faculty researchers, including a team of five engineering faculty members from UConn, led by Civil and Environmental Engineering Department Professor Ramesh B. Malla, and will train 280 student researchers from all New England states. It will focus on real infrastructure needs identified by DOT partners, and prioritize extending the life of existing transportation assets to ensure cost-effectiveness.

“As a regional and national leader in transportation-related research, UMaine is prepared and ready to take on this work,” said U.S. Sen. Angus King of Maine. “The creation of this new center will allow the university to expand its efforts to tackle the infrastructure problems facing communities not just in Maine, but across the country. This project has the potential to save taxpayer money and improve quality of life.”

“We are eager to partner with this program to support research that will offer new technologies and techniques that ensure taxpayer investments continue to be maximized while also extending the lifespan of our investments,” said Maine DOT Commissioner David Bernhardt.  Officials noted that member universities of the new TIDC have an extensive record of accomplishments in transportation infrastructure research, education and technology transfer.

New England’s transportation infrastructure faces unique challenges due to harsh winter weather and short construction seasons. According to ASCE, Nearly 30 percent of New England roads are rated in poor condition which, on average, costs each motorist $584 annually in extra vehicle repairs and operating costs. Nationally, driving on roads in need of repair costs U.S. motorists $120.5 billion.

Since 1987, the UTC program has advanced transportation research and technology at colleges and universities across the country. Every five years, academic institutions nationwide compete to form their region’s UTC.

Fiscal Commission’s Work is Done (Technically), But Members Aren’t Going Away

They may be disbanded, but they’re sticking together – driven by a belief that the state’s future hangs in the balance. The Connecticut Commission on Fiscal Stability and Economic Growth, a panel of primarily state business leaders appointed by the state legislature and Governor last year to help the state grapple with its ongoing fiscal challenges, went out of existence on March 1 when they issued a comprehensive 119-page report following three months of public hearings and deliberations. 

Nonetheless, the 14 members, mostly prominent business leaders, continue to seek opportunities to discuss their recommendations in public forums, regularly advocate for substantial changes in the management of state fiscal affairs, have begun meeting with gubernatorial candidates, and are urging business leaders across the state to keep up the pressure on state elected officials to take comprehensive action consistent with their wide-ranging recommendations.

“We committed to see it through,” said Commission co-chair Jim Smith, Chairman and former CEO of Webster Bank. “We knew it wouldn’t be one (legislative session) and done.  This is about policy, not politics.  We’ve all checked our politics at the door.  This is about the greater good, and how we change the course of Connecticut’s future.”

With all 187 legislative seats and the six state’s statewide constitutional offices – including Governor - up for election this November, the Commission co-chairs believe Connecticut’s best opportunity for much-needed systemic structural changes will be in the next legislative session, which begins in January. They intend to “actively engage” throughout this election season and in next year’s legislative session, and have already met with about half of the current field of gubernatorial candidates.

Smith and Robert Patricelli, former CEO & Founder of Women's Health USA, who co-chaired the panel, were featured along with Commission member Cindi Bigelow, CEO of Bigelow Tea, at an event coordinated by the Hartford Business Journal last week. It was one of nearly 100 forums, discussions and one-on-one meetings that the co-chairs and other commission members have had since their findings and recommendations were issued.

The Commission uses the analogy of a “burning platform” to describe the current budgetary process, fiscal structure and economic status of the state, a frame of reference that reflects the public’s concern about the state’s precarious standing.  Smith said he is encouraged by the response they’re receiving.

“When we talk about the platform burning, people are riveted.  They’re anxious to hear solutions,” Smith explains, noting that the approaches proposed by the Commission are resonating with audiences because they provide a comprehensive – if challenging – path to douse the flames and stimulate economic growth, achieve sustainable budgets long-term, and re-establish the state’s competitiveness.

“Our findings are irrefutable, inescapable and require action,” Smith told CT by the Numbers.  “That comes across loud and clear.”

The Commission leaders are committed to generating a spirited public conversation about their findings and recommendations.  They told an attentive audience in Hartford last week that the 14 members remain in communication, and have now been working longer since they ceased to exist as a Commission than during the 76 days that they were officially constituted by law.  And they have no plans to walk away from the work they began.

In underscoring their commitment to remain involved beyond the life of the Commission, the co-chairs have evoked the memorable phrase from the 1976 movie Network – they’re mad as hell and they’re not going to take this anymore.  In fact, their goal remains to do something about it.  Pursuing a public conversation and meeting privately with leading gubernatorial candidates are parts of the strategy.

Smith indicates that as the Commission’s work unfolded, members were concerned that the “platform was even hotter than we knew,” but encouraged that creation of the Commission reflected a willingness to involve the private sector in charting the path forward.

Patricelli, in fact, has floated the idea of having 500 businesses to sign a letter to the state’s elected officials urging action on the Commission’s recommendations, which include changes in spending, tax policy, investments, infrastructure, transportation and competitiveness. Only with sustained pressure, he argues, will the incoming legislature and Governor take action.  They point to the sustained drop in Connecticut’s Gross State Product (9.1% over the past decade), while the state’s New England and Tri-State neighbors saw growth, as among the numerous factors that led to their conclusion that substantial changes are needed in the state’s fiscal policies.

The co-chairs say it is understandable that more was not done with the Commission’s recommendations during the short 2018 legislative session, largely because an election was just around the corner.  Instead, the legislature opted to have the Office of Policy and Management (OPM) coordinate two studies, soon to get underway.  One would look at the Commission’s recommendations that involve “rebalancing of state taxes to better stimulate economic growth without raising net new taxes”; the other would conduct a study of the proposal for reform of the Teachers' Retirement System.

The legislature also voted to have OPM issue a request for proposals to hire a national consultant to study and make recommendations regarding efficiency improvements in revenue collection and agency expense management that will result in a savings of at least 500 million dollars.

Each is a potential step forward, but not nearly enough, the co-chairs have indicated since the session ended on May 9. Some aspects of the Commission’s work is evident in those actions, and the timing of those efforts, to be ready in January as newly elected officials take office, may provide pieces to build on.

Patricelli has also suggested that the state’s part-time legislature is not up to the task of governing a 21^st century state, by its very nature.  The legislature is in session for 5 months in even-numbered years and 3 months in odd-numbered years, in accordance with the state constitution.  That’s just not enough, he says, suggesting that a comprehensive study be done on the legislative systems in other states to determine what might be best for Connecticut.

In addition to Smith, Patricelli, and Bigelow, Commission members were Pat Widlitz (Vice-Chair), former state representative from Guilford and Co-Chair of the General Assembly’s Joint Committee on Finance, Revenue and Bonding; Jim Loree, President and CEO of Stanley Black & Decker; Chris Swift, Chairman and CEO of The Hartford; Bruce Alexander, Vice President of State Affairs and Campus Development at Yale University; Greg Butler, Executive Vice President and General Counsel of Eversource Energy; Roxanne Coady, Founder and CEO of R.J. Julia Booksellers; David Jimenez, Partner at Jackson & Lewis and a member of the state Board of Regents for Higher Education; Paul Mounds, Vice President for policy at the Connecticut Health Foundation; Frank Alvarado, Veterans Affairs Officer, Small Business Administration; Eneas Freyre, New York Life and Michael Barbaro, President, Connecticut Realtors.

PERSPECTIVE - Surprise! Connecticut is a Great Place for Small Business

by Caroline Goldstein When you think of Connecticut, you might think of fall foliage, Gilmore Girls, big casinos, Mark Twain, Mystic Pizza, Yale University, country clubs, and commuters (and, if you’re Senator Chris Murphy, pizza to rival New York’s City’s). You might not think of Connecticut as a great state to start a small business—but you absolutely should.

Local business is incredibly important in Connecticut: Small businesses make up 97% of Connecticut’s total businesses, and employ almost half of the state’s private workforce. And Connecticut takes small-business promotion seriously, offering a range of state-specific small business financing programs and Connecticut tax incentives that encourage business investment.

What does all that boil down to? Connecticut is a promising state in which to start a small business.  Out of 169 towns and cities in the state, we determined the five best cities in Connecticut to start a small business - cities that are ideal for entrepreneurs looking to start a new venture: Stamford, Norwalk, West Hartford, Danbury, and Fairfield.

Our methodology consisted of data culled almost exclusively from the U.S. Census and the Connecticut Department of Labor. We used additional data from AreaVibes, Sperling’s Best Places, Data USA, and reports from town resource centers.

Then, we weighed 10 metrics, which indicate the overall economic health of each town, their business climates, and their relative affordability. Next, we came up with a score for each town—a city’s highest possible score was 5. We also considered qualitative data like access to small business resources, overall quality of life, and economic and commercial development initiatives in each town to come up with a more holistic definition of the “best.”

The breakdown: Median gross rent (5% of score); Percentage of people with a bachelor’s degree or higher (5%); Total number of firms (5%); Unemployment rate (10%); Median household income (10%); Recent job growth (10%); Overall cost of living, compared to the state average (10%); Growth in median household income (15%); Total retail sales and total retail sales per capita (15%) and Projected job growth, compared to the national average (15%).

The top five communities are:

Stamford (3.45) - Stamford has long been home to some of the world’s biggest corporations, including nine Fortune 1000 companies. In particular, though, over the past year-plus Stamford has seen a “string of economic coups,” especially in the corporate market. Henkel are opening their North American headquarters in Stamford, ITV America just signed a lease for a TV production studio, Greenwich-based hedge fund Tudor Investment plans to relocate to Stamford this year, and WWE, Conair, and RBS have headquarters here, too.

Despite its reputation as a nerve center for Connecticut’s big business, the City of Stamford’s resources for small business owners are robust. That includes a comprehensive guide to starting your business in Stamford, help with finding locations for your small business, information on registering your business, and a guide to financial advantages including available grants and funding options. Business owners can also benefit from Stamford’s tax incentive programs, which includes a program for businesses that develop and reuse rehabilitated industrial areas.

Norwalk (3.45) - A few years back, Norwalk initiated a comprehensive economic development action plan. Included are efforts to “provide resources for start-ups, entrepreneurs and small businesses in Norwalk,” like free counseling programs, permit guidance and advocacy, information on funding, job-training programs, and quality-of-life initiatives to support local businesses and residents. Norwalk is small-business friendly, but its economy is boosted by big business, too. Major corporate headquarters in Norwalk include Pepperidge Farm, MetLife, Xerox, and GE Capital.

West Hartford (2.95) - In a recent presentation, West Hartford’s economic development officials showed that the community’s commercial districts are growing. Dozens of new small businesses—including restaurants (a total of 1,400 outdoor restaurant seats), cafes, retail, a new luxury boutique hotel, and other small firms—are opening this year, or are planning to open soon. Small businesses at 485 New Park, for example—one of West Hartford’s independent retail enclaves—include a comic book store, a vintage shop, a bakery, a photography studio, a boutique fitness studio, a kitchen and bath designer, an IT solutions company, and a brewery, among others. Similar growth patterns abound across the town, with small businesses dominating many of its commercial areas.

Danbury (2.75) - Danbury is dedicated to revitalizing its commercial centers, drawing new business opportunities, and supporting both new and established businesses. Recently, the town invested over $100 million in their Main Street shopping area. Other small business resources in Danbury include an Office of Business Advocacy, which helps small business owners establish and expand their businesses and oversees economic development programs. CityCenter is an organization of property owners, sponsors, businesses, and more that contribute to projects to revitalize the downtown commercial area and support new and existing ventures.

Fairfield (2.6) - Fairfield is home to Fortune 500 companies GE and Bigelow Tea, but it’s also a college town, with Fairfield University and Sacred Heart University in the vicinity. These stalwarts feed Fairfield’s economy and boost its spending population. But the town offers support and incentives to small business owners, too. Fairfield’s Micro-Enterprise Assistance Program, for instance, offers entrepreneurs and small business owners with “training, technical assistance, and start-up capital needed to create and sustain viable and productive small businesses in Fairfield.

***

Forbes ranked Connecticut #5 for quality of life in the country—which makes this small state attractive to city workers to raise their families, buy country homes, or move to entirely (and bring their spending power with them).  And, despite that extreme wealth and massive income gap, the overall cost of living and doing business in Connecticut is much lower than its’ neighboring New York City.

So, consider starting your small business in one of these high-growth, resource-rich towns—and, who knows, you might eventually join the state’s 16 resident billionaires. (Can’t hurt to dream.)

_____________________________

Caroline Goldstein is a small business and finance writer at Fundera, where a longer version of this column first appeared. Before joining Fundera, she received an MFA in Fiction from New York University. She loves finding creative ways to help entrepreneurs grow, and is a Connecticut native. Fundera is a funding marketplace and resource site for small businesses.

New Leadership for New Haven Area Manufacturers

If the pendulum for Connecticut manufacturing is swinging in the right direction, women may be a good part of the reason why.  That dynamic was in evidence last week as the New Haven Manufacturers Association, the state’s largest manufacturers association, elected its officers for the coming year. Katherine Houlihan was elected as president.  She is a partner in Insurance Provider Group, a Wethersfield insurance brokerage serving clients in manufacturing and other industries, serving as Chief Talent Officer.

Elected as vice president was Jill Mayer, CEO of Bead Industries in Milford.  Bead Industries is comprised of two divisions: Bead Chain and Bead Electronics, and a wholly-owned subsidiary, McGuire Mfg. Company.

Overall in Connecticut, the manufacturing sector includes 4,500 businesses that employ 156,000 workers.  Each year, manufacturers export more than $15 billion, representing 96 percent of the state’s exports.  Manufacturing generates 11 percent of the state’s gross state product.

The election is yet another milestone for Mayer in just the past six months.  The great granddaughter of Bead Industries, Inc. founder, W. Calvin Bryant, she was promoted to CEO of the family-owned company at the start of this year. In addition to her duties as CEO and as an officer on the NHMA Board, she is a board member of the University of New Haven’s Entrepreneurship and Innovation Program.

“To be the first female CEO at Bead after more than a century of continuous operation isn’t lost on me,” she said in a statement in January.  Previously serving as Comptroller and Corporate President, Mayer is responsible as CEO for overseeing and supporting both divisions’ executive management teams as well as leading the company into the future through customer-focused growth and innovation.

At that time, the company also announced that Kristen Sawyer was being promoted to Chief financial Officer after serving as Corporate Controller for the past two years at Bead.  Prior to that, Sawyer served as Audit Manager for nearly 8 years at CohnReznick, where she served a variety of both public and private companies, primarily in the manufacturing sector.

In May, the company launched a new website as part of an overall re-branding initiative. Its responsive design makes it compatible with all digital devices, such as tablets and mobile phones.  The new website is part of the company’s reinvigorated look and strategy. 

“Our goal was to create a fresh, online experience with easy access to information, and I think we’ve accomplished that,” said Mayer. “It gives a nice overview of our product divisions, governance and long, family history that we hope will encourage people to engage with us.”

Founded in 1914, Bead started out developing and manufacturing Bead Chain® for electric light pulls. Using the same innovative metal-working process, it began fabricating products for the electronics market in the mid-1920s.

Bead, with 300 employees, celebrates its 104th year in continuous operation this spring. Bead Chain® is used on vertical blinds, securing marine parts, key chains and many other products. Bead Electronics, a division of Bead Industries, manufactures end to end, solid wire, and tubular contact pins for the telecom, automotive, connector, and lighting industries. McGuire Manufacturing Co., based in Cheshire, is a producer of high end, commercial grade plumbing fixture trim.

Also elected to the NHMA Board this month with Houlihan and Mayer were: second vice president, Roy Jaoude, planning manager for Radiall USA Inc., in New Haven; treasurer, John Ermer, principal in New Haven/Fairfield accounting firm Beers, Hamerman, Cohen & Burger PC; and secretary, Marcy Minnick, chief operations officer, Excello Tool Engineering & Manufacturing Co. in Milford.

The New Haven Manufacturers Association membership includes manufacturing and non-manufacturing companies, including firms in fields such as electronics, pharmaceuticals, instrumentation, information systems, consulting, metalworking, gas and electric utilities, banking, insurance, education and more.  Current members employ over 12,000 people.

https://youtu.be/UFkFxrhpeQo