SOUTH CENTRAL CONNECTICUT
Comprehensive Economic Development Strategy
2013-2018
PROJECT TEAM
The Project Team assisting in the creation of the South Central Connecticut Comprehensive Economic
Development Strategy included:
South Central Regional Council of Governments
Cosgrove Development Services
Garnet Consulting Services, Inc.
REX Development
ACKNOWLEDGEMENTS
REX Development would like to thank the following organizations for providing the ongoing financial support
necessary to produce this CEDS update:
U.S. Economic Development Administration
The 15 Towns of the South Central Regional Council of Governments
Regional Leadership Council
The Community Foundation of Greater New Haven
This CEDS update profited from the efforts of many volunteers and partner organizations from the public and
private sectors who worked together throughout the CEDS process. A special thanks to the co-chairs of the
Strategic Planning Committee, Mayor Scott Jackson (Hamden) and Roger Joyce (President, The Bilco
Company), as well as David A. Rackey (Management Consultant—retired) who provided exceptional
leadership, guidance and support.
We would also like to extend our sincere appreciation to the authors and participants from the 2003 and 2008
CEDS update. The thoughtful and meticulous efforts of Regional Growth Partnership and the Strategic
Planning Committees provided a solid foundation for the 2013 CEDS update and their outstanding work is
deeply appreciated.
South Central Connecticut: CEDS 2013
2
Table of Contents
SECTION
PAGE
Executive Summary
10
Introduction: Participation & Process
18
Part I: Action Agenda
SWOT Analysis
25
Vision
26
Cluster Prospects
27
Action Plan
38
Regional Development
62
Regional Projects
63
Part II: Analysis of Region
Demographic Profile
75
Economic Analysis
99
Cluster Analysis
140
Other Plans
156
Appendices
Appendix A: SPC Agendas/Minutes
Appendix B: Cluster NAICS Codes
Appendix C: Memoranda of Understanding
Appendix D: Business Report
Appendix E: Project Readiness
South Central Connecticut: CEDS 2013
3
List of Figures
FIGURE
TITLE
Figure 1
Map of the South Central Region
10
Figure 2
Total Employment
27
Figure 3
Individual Clusters as Share of Cluster Employment
27
Figure 4
Healthcare *(sector)
29
Figure 5
Education & Knowledge Creation
31
Figure 6
Manufacturing
32
Figure 7
Advanced Materials
33
Figure 8
Biomedical/Life Sciences
34
Figure 9
Arts, Entertainment & Tourism
35
Figure 10
Business & Financial Services (Professional)
36
Figure 11
Agribusiness/Agribioscience
37
Figure 12
Desired Growth Areas in South Central Region
62
Figure 13
Geography of the South Central Region
75
Figure 14
Regional Transportation Network
77
Figure 15
Population Density by Census Tract, 2010
78
Figure 16
Proximity of Region to Major Cities
79
Figure 17
Population Growth by Geography
80
Figure 18
Population Change by Municipality, 2000-2010
81
Figure 19
Population Distribution by Age
81
Figure 20
Concentration of Non-White Population 2010
82
Figure 21
Percent of Population 25+ Years with a Bachelor's Degree or More
84
Figure 22
Median Household Income, 2010
85
Figure 23
Change in Percent of Population in Poverty by Town 2000-2010
86
Figure 24
Annual Housing Permit Data (by Town) from 1990 thru 2010
87
Figure 25
Regional Owner-Occupancy Rate 2000 2010
88
Figure 26
Change in Median Sales Price Single-Family Home, 2009-2011
89
Figure 27
Percent of Single-Family Housing Sales by Price Bracket, Jan.
2009 – Dec. 2009
90
Figure 28
Comparison of Median Household Income to Median Home Sales
91
Figure 29
Labor Force Growth in South Central Region, CT, and USA, 2000 –
2011*
93
Figure 30
Unemployment Rate in Region, State and Nation 2000-2011
94
South Central Connecticut: CEDS 2013
PAGE
4
List of Figures
FIGURE
TITLE
Figure 31
Unemployment Rates by Municipality 2005-2011
95
Figure 32
Migrants into and out of New Haven County, 2005-2010
96
Figure 33
Migrants into and out of New Haven County, 2010
97
Figure 34
Share of Population That Commutes to a Different Town for Work
98
Figure 35
Farmington Bank Business Barometer
100
Figure 36
New Haven County % of Total Workforce
102
Figure 37
Size of Establishments by 2-digit NAICS
116
Figure 38
Connecticut Total Primary Jobs
120
Figure 39
New Haven County Total Primary Jobs
120
Figure 40
Change in Employment 2006-2011
121
Figure 41
Worker Inflow/Outflow by Percent of Total Workers and Residents,
New Haven County
122
Figure 42
Innovation Index
129
Figure 43
Employment by Industry Cluster
142
Figure 44
Manufacturing Supercluster
143
Figure 45
Wages of the Top Six Industry Clusters
145
Figure 46
Percent Change in LQ 2006-2010
148
South Central Connecticut: CEDS 2013
PAGE
5
List of Tables
TABLE
TITLE
Table 1
Snapshot of Cluster Dynamics—Healthcare
29
Table 2
Snapshot of Cluster Dynamics—Education & Knowledge Creation
31
Table 3
Snapshot of Cluster Dynamics—Manufacturing
32
Table 4
Snapshot of Cluster Dynamics—Advanced Materials
33
Table 5
Snapshot of Cluster Dynamics—Biomedical/Life Sciences
34
Table 6
Snapshot of Cluster Dynamics—Arts, Culture & Tourism
35
Table 7
Snapshot of Cluster Dynamics— Business & Financial Services
(Professional)
36
Table 8
Snapshot of Cluster Dynamics—Agribusiness/Agribioscience
37
Table 9
Regional Economic Development Projects
64
Table 10
Demographic and Socioeconomic Overview, 2000 vs. 2010
76
Table 11
Regional Summary: 30-, 60-, and 90-miles from the Center of the
Region
79
Table 12
Characteristics of Students in Region’s Colleges and Universities,
2010
83
Table 13
Distressed Municipalities List: 2012
92
Table 14
Kyser Center for Economic Research 2012-2013 Forecast
99
Table 15
Change in Employment 2006-2011
103
Table 16
Total Employment: Region, State, & Nation
103
Table 17
Connecticut—Top Ten Industry Sectors by Employment
104
Table 18
New Haven County—Top Ten Industry Sectors by Employment
104
Table 19
Location Quotients for New Haven County vs. the State and Nation
105
Table 20
Sub-Sector Analysis—Healthcare and Social Assistance
107
Table 21
Sub-Sector Analysis—Retail Trade
108
Table 22
Sub-Sector Analysis—Manufacturing
109
Table 23
Sub-Sector Analysis—Educational Services
110
Table 24
Sub-Sector Analysis—Arts, Entertainment, and Recreation
110
Table 25
Location Quotients: New Haven County vs. Nation
112
Table 26
Top 20 Industry Sub-Sectors by Employment (2011)
112
Table 27
Top 20 Industry Sub-Sectors by Wage (2011)
113
Table 28
Shift-Share Analysis Compared to the Nation
114
Table 29
Size of Establishments: New Haven County vs. United States,
2011
115
South Central Connecticut: CEDS 2013
PAGE
6
List of Tables
TABLE
TITLE
PAGE
Table 30
Largest Employers in the South Central Region
117
Table 31
New Haven County Wages
118
Table 32
New Haven County Workers by Place of Residence
122
Table 33
New Haven County Residents Work Destinations
122
Table 34
Connecticut Workers by Place of Residence
123
Table 35
Connecticut Residents Work Destinations
123
Table 36
Employment Estimates for Major Occupational Groups, First Quarter 2012
124
Table 37
Top Employing Industries, Management Occupational Group
125
Table 38
Top 25 Occupations in terms of Projected Growth
125
Table 39
Top 25 Occupations in Terms of Projected Decline
126
Table 40
Breakdown of Innovation Index Components
128
Table 41
Overall State Index Indicator
129
Table 42
Breakdown of Innovation Index
129
Table 43
Percent of Population Ages 25 to 64 with Some College or an Associate's Degree
130
Table 44
Percent of Population Ages 25 to 64 with a Bachelor's Degree or
Higher
130
Table 45
Avg. Annual Change in Young Adult Population (1997-2009)
130
Table 46
Avg. High-Tech Employment Share (1997-2009)
131
Table 47
Technology-Based Knowledge Occupation Cluster Share of Total
Employment
131
Table 48
Avg. Venture Capital Investment per $10,000 GDP
131
Table 49
Mid-Point Weighted Connections per 1,000 Households
132
Table 50
Avg. Annual Percent Change in Broadband Providers
132
Table 51
Avg. Establishment Churn
132
Table 52
Avg. Small Establishments per 10,000 Workers
132
Table 53
Avg. Large Establishment per 10,000 Workers
133
Table 54
Rate of Change in High-Tech Employment Share (1997-2009)
133
Table 55
Job Growth to Population Growth Ratio (1997-2008)
133
Table 56
Gross Domestic Product (GDP) per Worker
133
Table 57
Avg. Annual Change in GDP per Worker (1997-2008)
134
South Central Connecticut: CEDS 2013
7
List of Tables
TABLE
TITLE
PAGE
Table 58
Avg. Patents per 1,000 Workers
134
Table 59
Avg. Poverty Rate (2006-2008)
134
Table 60
Avg. Unemployment Rate (2007-2009)
134
Table 61
Avg. Net Internal Migration Rate per 10,000 Residents (2000-2009)
135
Table 62
Avg. Annual Growth in Per Capita Personal Income (1997-2008)
135
Table 63
Avg. Annual Change in Wage and Salary Earnings per Worker
(1997-2008)
135
Table 64
Avg. Annual Change in Proprietors Income per Proprietor (19972008)
135
Table 65
Top 20 Highest Performing Secondary Cities in the U.S
136
Table 66
Top 30 Organizations Receiving Patients 2006-2010
137
Table 67
Academic Research and Development Expenditures, FY 2009
138
Table 68
Change in Employment by Cluster, South Central Region, 2006 2010
144
Table 69
Annual Wage by Industry Cluster
146
Table 70
Location Quotients, 2006 vs. 2010
149
Table 71
Basic and Non-basic Employment
151
Table 72
Shift-Share Analysis Compared to the Nation
153
Table 73
Additional Plans, Studies and Reports Consulted
157
South Central Connecticut: CEDS 2013
8
Abbreviations
CEDS
Comprehensive Economic Development Strategy
CERC
Connecticut Economic Resource Center
CONNDOT
Connecticut Department of Transportation
CURE
Connecticut United for Research Excellence
DECD
Department of Economic & Community Development, Connecticut
DEEP
Department of Energy & Environmental Protection
EDA
Economic Development Administration, U.S.
EPA
Environmental Protection Agency, U.S.
GCC
Gateway Community College
GNHBPA
Greater New Haven Business & Professional Association
GNHCC
Greater New Haven Chamber of Commerce
GNHCLF
Greater New Haven Community Loan Foundation
IWT
Incumbent Worker Training
MXCC
Middlesex Community College
NHHS
New Haven—Hartford—Springfield Commuter Rail Line
NHMA
New Haven Manufacturers Association
NU
Northeast Utilities
REDFO
Regional Economic Development Forum
REX
Regional Economic Xcelleration Development
RLC
Regional Leadership Council
RWA
Regional Water Authority
SBDC
Small Business Development Center, Connecticut
SCRCOG
South Central Regional Council of Governments
TSB
Transportation Strategy Board
UIL
UIL Holdings Corporation
UNH
University of New Haven
South Central Connecticut: CEDS 2013
9
Executive Summary
THE CEDS
Figure 1: Map of the South Central Region Every five years the South Central Connecticut
region updates its Comprehensive Economic
Development Strategy (CEDS). This strategy is
an opportunity for the region to assess the
strengths and weaknesses of its economy and to
develop plans of action to maximize economic
growth and job creation. The CEDS further
serves to qualify the region for infrastructure
funding from the United States Economic
Development Administration.
This CEDS update is divided into several sections.
The first section is an Executive Summary that
highlights the region and summarizes the key
items driving the action agenda. The Introduction
discusses the participants involved in the CEDS
and the process used to accomplish this update.
Part I discusses the visioning process, the key
industry clusters of focus for the region, the key
economic goals proposed for the region and an
implementation plan of action and a list of
economic development and infrastructure projects
critical to the future of the region’s economy. Part
II provides the quantitative and qualitative analysis
of the region’s economy necessary for setting the
goals and objectives.
THE CHALLENGE
Since the 2008 update, the United States
experienced the deepest economic downturn
since the Great Depression. Connecticut will take
many years to recover from the effects of the
Recession, most notably in terms of job growth.
This CEDS update therefore reflects a sense of
urgency among all of the participant stakeholders
as we develop a concise strategy to increase
economic output and job growth across the
region.
THE REGION
The South Central region has a population of
570,001 residents and is located within New
Haven County in Southern Connecticut and is
comprised of the following fifteen municipalities:
Bethany, Branford, East Haven, Guilford,
Hamden, Madison, Meriden, Milford, New Haven,
South Central Connecticut: CEDS 2013
ONE REGION. 15 TOWNS. UNLIMITED POTENTIAL.
North
Branford,
North
Haven,
Orange,
Wallingford, West Haven and Woodbridge. These
are the same 15 towns that comprise the South
Central Regional Council of Governments
(SCRCOG).
SCRCOG brings together local
governments to coordinate land use and
transportation planning on a regional basis. This
is also the regional footprint of the Regional
Economic Xcelleration (REX) Development, the
economic development arm of SCRCOG and
administer of the CEDS.
All of the region’s municipalities are located in the
New Haven Labor Market Area, as defined by the
Connecticut Department of Labor, except Milford
and
Woodbridge, which belong to the BridgeportStamford Labor Market Area.
THE VISION
“The South Central Connecticut region of 2033
will be widely recognized as a diverse and
desirable place to live, work, play and run a
business because of its:
 Outstanding quality of life;
10
Executive Summary
 Strong economy and extensive employment
opportunities served by effective transportation
and communication infrastructure;
 Innovative and entrepreneurial character of its
residents and businesses;
 Cost-effective and well-managed local
governments; and
 Leadership in demonstrating regional pride,
cooperation and problem solving.”
THE INDUSTRY
The South Central region’s focus starts with the
companies and activities that make up the
region’s economic base, exporting goods and
services that drive job creation and import wealth
into the region. These clusters and economic
drivers leverage innovations that improve
productivity in the region and around the world
and create new market opportunities. The South
Central region has targeted the following clusters
and economic drivers for its economic
development activities:
HEALTHCARE
The healthcare industry is one of the strongest in
the region, being one of two industry sectors that
increased employment over the last two years.
The region is home to the 4th largest hospital
system in the nation and is driven through
innovation and research.
HIGHER EDUCATION
of employees compared to the nation, of particular
strength in the region is primary and fabricated
metal manufacturing; electrical equipment and
electronic component manufacturing; and medical
device manufacturing.
ADVANCED MATERIALS
Advanced materials are defined as metals,
polymers, ceramics, or composites- mixed
materials--, with particular combinations of
mechanical, physical and chemical properties that
outperform conventional materials. This industry
cluster is one of the strongest performers
(especially over the last five years) in the region
with overlap into other industry sectors, directly
associated with the strength of the manufacturing
and healthcare industries
BIOMEDICAL/LIFE SCIENCES
With nearly 60,000 employees working in this
industry cluster, including healthcare workers, it is
one of the strongest in the region. With world
class institutional and academic assets to
leverage, this region has become a focus of
biomedical expertise and development.
ARTS, ENTERTAINMENT AND TOURISM
The South Central region serves as the creative
capital of Connecticut, boasting world-class
theater and museums, extraordinary artistic,
design and creative talent, and natural and
cultural attractions in every town.
The region is home to a vast array of eight
colleges and universities, including two law
schools, two medical schools and a world
renowned university. Although not a true cluster,
the education sector is a main economic driver,
producing a well-educated workforce, while
employing over 15,000 people and having a total
economic impact of over $1.5 billion.
BUSINESS AND FINANCIAL SERVICES
ADVANCED MANUFACTURING
Built upon a sustainable agricultural base, this
industry cluster includes farming, agricultural
research, food manufacturing and ag-bio
technology and services.
The region, built upon a strong manufacturing
base, abounds with small manufacturers utilizing
highly-skilled workers to produce precision, high
value-added products. With a high concentration
South Central Connecticut: CEDS 2013
With almost 85% of the region’s economy being
service oriented, this cluster employees a little
over 22,000 people and provides direct support
services to other industry clusters.
AGRIBUSINESS/AGRI-BIOSCIENCE
11
Executive Summary
GREEN TECHNOLOGY
Building upon the State’s green economy of
efficiencies and renewables, the South Central
Region is poised to support the formation of new
clean tech ventures and technologies locally.
IMPLEMENTATION STRATEGY
A major outcome of this CEDS process was the
newly established implementation plan of action.
Over the course of the outreach process, a
consistent theme heard throughout the region was
the need for more collaboration and coordination
among regional entities. The new implementation
process tries to do just that, by bringing together
relevant regional entities around specific
objectives.
Implementation and delivery on the strategies is
ultimately what will make this plan dynamic,
purposeful and relevant. The plan has identified
lead implementers, or champions, to guide
implementation of the plan.
Each lead
implementer will be responsible for a specific
objective, and lead a team to develop strategies
and provide accountability for directing and
measuring progress.
Many of the lead
implementers and implementation teams have
been drawn from the key stakeholders that were
in attendance during the outreach process over
the past year. Going forward, it is the hope to
draw the broader public and other key civic
stakeholders to join in committing to implement
the strategies to sustain and expand the region’s
economic prosperity.
South Central Connecticut: CEDS 2013
12
Executive Summary
REGIONAL ECONOMIC DEVELOPMENT ACTION AGENDA
GOAL 1: REGIONAL MARKETING & COMMUNICATIONS
Enhance the region’s image as a desirable location and destination to live, work, play and operate a business
through an aggressive, cooperative external and internal marketing program and creation of a credible regional
economic development team.

Objective 1: Regional Marketing, Communications and Advocacy
Enhance and implement the regional marketing and communications strategy in 2013 and beyond,
including working from and with the State’s marketing strategy.

Objective 2: Regional Economic Program & Best Practices
Maintain an Economic Development Program, based on best-practices, education and training,
throughout the next five years.

Objective 3: Advocacy
Collaborate as “one voice” and advocate for policy on the municipal, state and federal level,
supporting the goals and objectives described here and supportive of economic development needs
in the region.

Objective 4: Regional Collaboration
Support and promote policies that would enforce regional collaboration and reduce competition
among municipalities and other regions throughout the state.
GOAL 2: INFRASTRUCTURE
Develop, maintain and effectively utilize an excellent, integrated, multi-modal transportation, communications and
information system that facilitates the efficient and convenient movement of people, goods and data intraregionally, inter-regionally and internationally.

Objective 1: Tweed New Haven Regional Airport
Continue physical, structural and safety enhancements to airport to support a needed increase in air
service.

Objective 2: Port of New Haven Dredging Project
Provide support for the dredging of New Haven Harbor. The Harbor, which has not been dredged
since 2004, needs to be returned to its 35 foot depth and 400-800 foot width to support port
industries and deepwater cargo shipping. Currently, it is uncertain whether the federal government
will provide the $10 million needed to complete this project.

Objective 3: New Haven-Hartford-Springfield and Shore Line East/Metro-North Commuter Rail
Complete the New Haven-Hartford-Springfield commuter rail line by 2016, with the goal of increasing
annual trips by 1.26 million by 2030. Support rail service conducive to regional growth and increase
rail service to both rail lines, while investing in necessary facilities and infrastructure, to include
advocacy for Amtrak’s NextGen High-speed Rail through New Haven, as opposed to inland routes.

Objective 4: Bus Service
Increase ridership of the region’s bus and ridesharing services by 10% by 2017. Improve
effectiveness by increasing frequency of existing routes by 25% and adding 10 new east-west bus
routes in the South Central Region service areas, parallel with employment corridors.
South Central Connecticut: CEDS 2013
13
Executive Summary
REGIONAL ECONOMIC DEVELOPMENT ACTION AGENDA
GOAL 2: INFRASTRUCTURE (CONTINUED)
Develop, maintain and effectively utilize an excellent, integrated, multi-modal transportation, communications and
information system that facilitates the efficient and convenient movement of people and goods intra-regionally,
inter-regionally and internationally.

Objective 5: Roadways & Bridges
Ensure adequate investment in the region’s roadways and bridges to maintain current infrastructure,
improve safety and reduce traffic congestion. More specifically, this goal focuses on the state-ofgood repair projects and new investments which directly support economic development and job
growth.

Objective 6: Telecommunications
Ensure that the entire region has adequate infrastructure to support 21st century communications and
information systems, in order to benefit economic growth and business development.

Objective 7: Energy Infrastructure
Support the expansion of natural gas mains to commercial/industrial districts over the next five years
in order to lower energy costs for commercial customers, create new construction jobs, and to use a
domestic fuel that is currently underutilized and safer for the environment.

Objective 8: Water Infrastructure
Encourage exploration of regional funding mechanisms to support main extensions for new industrial
and commercial customers, for interconnections between utilities, and to help fund the water
infrastructure needs of the region.
GOAL 3: BUSINESS DEVELOPMENT & RETENTION
On a continuing basis, identify and assist in the development of policies, priority clusters and other businesses
that capitalize on the region’s diverse strengths and emerging opportunities.

Objective 1: Regional Business Assistance Program
Develop and implement an effective regional business assistance and retention strategy by 2014 to
help existing businesses grow or remain in the region.

Objective 2: Entrepreneurs & Start-Ups
Foster innovation and new business development, by promoting “The Grid” (innovation ecosystem
hub) and continuing to identify and assist prospective companies and entrepreneurs in priority
business sectors to start and grow new business ventures in the region.

Objective 3: Small Business Development
Increase collaboration and connection of small businesses in the region, and work to provide needed
assistance, training and support to small businesses throughout the region, including the creative
economy.

Objective 4: Improve the Regulatory Environment
Continue to advocate for improved policies and procedures to promote the economic growth of the
region over the next five years. Focus on regional permitting processes, cost of doing business, tax
structure and a comprehensive energy strategy.
South Central Connecticut: CEDS 2013
14
Executive Summary
REGIONAL ECONOMIC DEVELOPMENT ACTION AGENDA
GOAL 3: BUSINESS DEVELOPMENT & RETENTION (CONTINUED)
On a continuing basis, identify and assist in the development of policies, priority clusters and other businesses
that capitalize on the region’s diverse strengths and emerging opportunities.

Objective 5: Expand Global Opportunities
Support and develop new opportunities for business to access expanded markets.
GOAL 4: WORKFORCE ENHANCEMENT AND HOUSING
Identify, stimulate and, where necessary, coordinate programs, services and initiatives ensuring that the region’s
residents have affordable access to the high quality training, education and housing opportunities they desire in
order to be a productive member of the region’s workforce.

Objective 1: Support Incumbent Worker Training
Support the need for additional annual funding, mergers or additional training programs for
Incumbent Worker Training, to maintain or exceed the $1,000,000 ($1.82/capita in region) threshold
per year.

Objective 2: Align Education to Business Growth
Work with State to build collaboration among public and private sector partners to engage in
discussion of critical school-to-work issues, and grow STEAM (Science, Technology, Engineering,
Arts and Mathematics) related education at all levels.

Objective 3: Support Community Colleges and High School Technical Programs
Meet emerging workforce needs by supporting innovative workforce development efforts at Gateway
Community College, Middlesex Community College and area high schools, including priority cluster
specific workforce efforts such as manufacturing technology programs.

Objective 4: Educate Primary/Secondary Students on Cluster Industries and Entrepreneurship
Initiate and utilize regional and state programs to educate primary and secondary students on real
world work experience, including updating and introducing curriculum and internships.

Objective 5: Retain and Attract Young Professionals
Build upon and promote existing regional young professional organizations and work to develop
additional programs, policies and mentorships to attract and retain young professionals to the
excellent quality of life in the New Haven region.

Objective 6: Workforce Housing
Improve the amount and diversity of workforce housing by offering design and policy resources to
the region’s communities to help them address the region’s critical shortage of housing at price
points for middle income families.
GOAL 5: REAL ESTATE, LAND USE AND SUSTAINABILITY
Assist and support communities in developing and devising local land use policies and regulations that
encourage effective and sustainable development, conducive to a livable region.

Objective 1: Brownfields & Redevelopment Fund
Continue the existing REX Brownfields program and expand funding for assessment and
redevelopment by 2017, as well as expanding regional brownfields programs to include additional
funding.
South Central Connecticut: CEDS 2013
15
Executive Summary
REGIONAL ECONOMIC DEVELOPMENT ACTION AGENDA
GOAL 5: REAL ESTATE, LAND USE AND SUSTAINABILITY (CONTINUED)
Assist and support communities in developing and devising local land use policies and regulations that
encourage effective and sustainable development, conducive to a livable region.

Objective 2: Transit-Oriented Development & Smart Growth
Assist the region’s communities in developing and implementing land-use policies that employ
transit-oriented development and Smart Growth principles to meet local challenges and needs.

Objective 3: Integrate Arts, Culture and Preservation with Economic Development
Promote community and neighborhood revitalization through artistic, cultural or creative policies, to
include the reuse of existing sites, buildings or vacant lots for arts and cultural purposes (i.e.
temporary public art).

Objective 4: Agriculture & Open Space Preservation
Encourage growth while maintaining or increasing agricultural production and open space
preservation, to include at least 21% of the region’s land area to be preserved as open space by
2017.
GOAL 6: FUNDING AND IMPLEMENTATION
Secure adequate funding to implement the objectives proposed by this CEDS.

Objective 1: Implementation Funding
West River Crossing, West Haven
Establish a multi-year funding commitment to support
implementation of the Goals and Objectives of this Strategic Plan.

Objective 2: Implementation Team (s)
Develop implementation teams and committees to supervise the implementation progress of these
objectives over the next five years.
Photo: Courtesy City of West Haven South Central Connecticut: CEDS 2013
16
Success Stories

West Haven – West River Crossing/Bulkhead
$1 million/DECD and $1 million/EDA for bulkhead
repair/remediation with construction nearly
complete. Enable the 100 acre West River
Crossing project to proceed. Project will result in
hundreds of mid- to executive-level jobs for West
Haven and the region, as well as scores of
temporary construction jobs.

New Haven – River Street (MDP)
Redevelopment/Bulkhead
$1 million of EDA funding for repair of bulkhead
toward the redevelopment of River Street.

Hamden – Goodrich/Daisy
$373,000 in funding to cleanup and remediate an abandoned metal finishing facility – collaborative project with the
City of New Haven, created over 20 jobs.

Branford – Atlantic Wire
$500,000 in funding to cleanup and remediate an abandoned industrial site near center of town– total project $2.8
million creating over 40 new jobs.

Brownfield Funding
Over the past five years REX has received an additional $600,000 in funding, on top of $2 million in federal and
state Brownfield funding.
South Central Connecticut: CEDS 2013
17
Introduction: Participation & Process
INTRODUCTION
Regional Economic Xcelleration (REX) Development, a non-profit economic development organization,
identified, assembled and mobilized a diverse group of public, private, business, education, labor,
environmental and other community-based participants to update, shape, build support around and help
implement a consensus economic strategy for the region as a whole, better known as the Comprehensive
Economic Development Strategy (CEDS).
REX Development is a public/private economic development organization serving the 15 municipalities of
South Central Connecticut, and the economic development corporation of the South Central Regional Council
of Governments (SCRCOG). Once known as the Regional Growth Partnership (RGP), as part of
implementation of the previous CEDS, and a new marketing strategy and vision of the region, RGP changed
its name in 2010 to REX Development. This rebranding represents the re-energized collaborative effort of the
economic development strategy implementation.
REX Development’s core make-up, however, has not
changed still bringing together top business leaders and chief elected officials to address issues facing the
region’s economy. REX Development’s Board consists of appointees from the Regional Leadership Council,
an organization of leading private sector employers in the region, and chief elected officials of the region’s
municipalities appointed by the SCRCOG.
2013 CEDS: BACKGROUND & PURPOSE
In January 2003, the U.S. Economic Development
Administration (EDA) approved the South Central
Region’s first CEDS. As a requirement, the CEDS
is amended annually with a comprehensive
update once every five years. Subsequently, the
2008 CEDS was completed as the comprehensive
five-year update and currently serves as the
guiding document for the region. Like the current
process, the initial 2003 CEDS and the
subsequent five-year update in 2008 brought
together the public and private sectors from
throughout the region to analyze the strengths and
weaknesses of the region’s economy, identify
barriers to growth and job creation and propose a
regional agenda for overcoming these barriers
and promoting economic growth. The resulting
CEDS agenda has guided the efforts of REX
Development and its regional partners in efforts to
develop programmatic and policy initiatives to
address the workforce, transportation and land
use needs critical to the region’s economy.
In the past, the CEDS has served two main
purposes. First, it provides an opportunity for the
region to come together around a common
agenda aimed at promoting economic growth and
job creation.
The CEDS process is an
indispensable tool for identifying key issues and
building a base of support for addressing those
concerns. Second, maintaining a valid CEDS is a
South Central Connecticut: CEDS 2013
infrastructure and planning investments from EDA.
This document represents the five-year update for
2013 through year 2017, and as a result, the
approved plan is a blueprint towards economic
vitality and sustainability for the region. As an
update, it is not intended to be a completely new
CEDS, but to build upon the information and
analysis laid out in the 2003 CEDS and the 2008
CEDS update. The focus of this document is to
reflect the economic changes in the region over
the last five years, since the completion of the
previous five year update in 2008. As a result,
certain components of the CEDS will remain
unchanged, as over the past five years these
parts were deemed as relevant, timely and future
focused. Parts, however, have been changed, as
the CEDS continues to be a working document
driving implementation and positive change.
PROCESS
The planning process was designed to build
consensus around the need to implement a
comprehensive, collaborative plan for economic
development to strengthen the economy, improve
the environment and invigorate the communities
throughout the South Central Region. The priority
of this process was to develop consensus around
a common set of goals that serves the
community’s long-term vision and
18
Introduction: Participation & Process
encourages broad community participation,
engagement and ownership to ensure the plans
overall success.
As part of this process, REX Development’s
Strategic Planning Committee established a vision
for the South Central Region as a diverse and
desirable place to live, work, play and run a
business. This vision, as well as the overarching
themes accompanying this report were realized
through the outreach process and regional and
State plans of development, and are closely
calibrated to the six “Livability Principles”
recognized by the Federal Partnership for
Sustainable Communities. These six principles
are:





Provide more transportation choices;
Promote equitable, affordable housing;
Support existing communities;
Enhance economic competitiveness;
Coordinate policies and leverage
investment;
 Value communities and neighborhoods.
These principles are at the core of the defined
objectives and were the building blocks in
developing the plan.
Patents &
Job Churning
According to the 2010 State New Economy Index by
the Kauffman: The Foundation of Entrepreneurship,
Connecticut ranks #5 in the U.S. in inventor patents.
The same report also ranks Connecticut as #50 in job
churning (the number of new startups and business
failures combined as a share of total firms in each
state.). With 13.75% of patents granted in Connecticut
between 2006 and 2010 being awarded to individuals
there may be an opportunity to convert more ideas into
products to drive economic growth. As the home of Eli
Whitney and his cotton gin, history is in our favor.
US Patent Office Report
South Central Connecticut: CEDS 2013
STRATEGIC PLANNING COMMITTEE
REX
Development’s
Strategic
Planning
Committee serves as the strategy committee
responsible for the ongoing development and
updating of the CEDS. This committee represents
a diverse cross section of economic interests in
the region including the private sector, local
governments, colleges/universities, non-profits
and private citizens.
This public private
collaboration is exemplified through the co-chairs
of the committee, Roger Joyce, Executive VicePresident of The Bilco Company, and Scott
Jackson, Mayor of the Town of Hamden.
This committee has met periodically since the
development of the 2008 CEDS, overseeing
implementation, providing valuable input and
guiding the amendment process. In the fall of
2010, the committee began the initial strategy for
the 2013 five-year CEDS update. Beginning in
February of 2011 and throughout the planning
process, the committee met monthly (with a few
exceptions) to design the CEDS process, review
its findings and develop a concrete plan of action
for the region based on these findings (minutes of
the meetings can be found in Appendix A). As
part of the process, the committee retained Garnet
Consulting Services, Inc., a firm with 20 years of
national economic development experience, to
assist in the public outreach and goal and
objective development in order to produce a
meaningful CEDS and to meet EDA requirements.
Funding for the CEDS process came from a
variety of public and private sources. The United
States Economic Development Administration
provided a planning grant for the 2010-2011 fiscal
year that supported the staff capacity required for
much of the CEDS process, including support for
the consultant. Funding from the Community
Foundation for Greater New Haven also
supported this work. The rest of the staff time and
expenses associated with this CEDS were funded
through the ongoing investment of the region’s
municipalities and business community in REX
Development. The following chart shows the
participants of the Strategic Planning Committee.
19
REX Strategic Planning Committee
NAME & TITLE
AFFILIATION
SECTOR
Mayor Scott Jackson (CoChair)
Town of Hamden
Local Government
Roger Joyce (Co-Chair)
The Bilco Company
Business
Rick Bassett
Southern Connecticut State University
Higher Education
Peggy Brennan
City of Meriden
Local Government
Tom Cariglio
United Illuminating Holdings, LLC
Business, Utility
Gerald Clark
Greater New Haven Business &
Professional Association
Business
Jerry Clupper
New Haven Manufacturing Association
Industry
Mary Ellen Cody
Gateway Community College
Higher Education
Jack Crane
CONNSTEP
Industry
Terry Elton
Town of Branford
Local Government
Dale Kroop
Town of Hamden
Local Government
Ginny Kozlowski
REX Development
Business
Chris LaConte
Higher One
Finance, Business
Barbara Malmberg
REX Development/Visit New Haven
Business, Arts, Culture &
Tourism
Tom Marano
Northeast Utilities
Utilities
Sean Moore
Greater Meriden Chamber of Commerce
Business
Ned Moore
Department of Economic and
Community Development, Connecticut
State Government
Kelly Murphy
City of New Haven
Local Government
Deborah Nason
C4sb.com, Business Journalist
Professions, Private Citizen
Bob Polito
Webster Bank
Finance, Business
David Rackey
Management Consultant (retired)
Professions, Private Citizen
Christine Reardon
Workforce Alliance
Workforce Development
Tony Rescigno
Greater New Haven Chamber of
Commerce
Business
Will Warren
REX Development
Business
Carla Weil
Greater New Haven Community Loan Fund Community Organization,
Finance
Marna Wilbur
Assa Abloy
Industry
Lauren Zucker
Yale University Properties
Business, Retail
Carl Amento
South Central Regional COG
Local Government
South Central Connecticut: CEDS 2013
20
Introduction: Participation & Process
REGIONAL ANALYSIS
In a joint effort, REX Development and the South
Central Regional Council of Governments
conducted a thorough demographic and economic
analysis of the region over the past five years (as
can be seen in Part II of this document). Unlike
the previous CEDS, the Strategic Planning
Committee concluded for this CEDS that the
analysis study could be done in house. The
resulting research provided a foundation for
discussions, outreach and decisions throughout
the process, and a firm basis for the actions
proposed by this plan.
OUTREACH
The outreach portion of the CEDS process was a
major priority of the Strategic Planning Committee
during the 2013 update. In order to ensure
maximum input, public participation was a central
element to the development of the plan. As a
cornerstone to the process, the six-month
outreach period spanning from September 2012
through February 2013, helped to guide and mold
the plan and develop its consensus vision. Input
was solicited from hundreds of individual
stakeholders, representing the public at large,
municipal officials, business leaders, and
members of non-profit and public interest groups.
The feedback garnered through this solicitation
process was used to shape, refine and
continuously advance the CEDS from a previous
outline to a new five-year update and a consensus
driven blueprint for economic development. This
effort included four components: municipal
meetings, focus group meetings, individual
business interviews and a web focused survey.
Municipal Meetings were sponsored by REX in
all 15 municipalities in the region to give members
of the public, municipal officials and local business
leaders an opportunity to share their concerns
about the economy in their respective municipality
and the region as a whole. These meetings were
structured around the request of the municipal
officials and were publicized through social media,
press releases to local newspapers and invitations
to
members
of
municipal
boards
and
commissions.
The format of the municipal meetings began with
South Central Connecticut: CEDS 2013
REX Development staff and members of the
Strategic Planning Committee presenting an
overview of the CEDS process along with local
and regional economic data to build a foundation
around the regional discussion that followed. The
discussion, facilitated by the consultants and REX
Development staff, centered around the strengths
and weaknesses of the local and regional
economy and the vision going forward.
All
issues raised were recorded by REX Development
staff and can be found in the minutes of each
meeting in Appendix A. As previously described,
this input provided the building blocks for the
development of the plan.
Focus Group Meetings were strategized through
various Strategic Planning Committee meetings.
There were a core number of focus groups that
were determined to be of importance to the overall
plan, including groups pertaining to Young
Professionals, Manufacturing, Arts, Innovation and
Technology, Tourism and Education.
These
regional and state-wide meetings were either held
or attended by REX Development staff. The
important information gathered from these various
focus group meetings were also imperative to the
development of the plan and the overall success
of the implementation.
In addition to these sector based focus group
meetings, REX Development communicated with
its municipal and private sector partners to solicit
their input to the CEDS process. In September of
2012, REX Development dedicated a session of
the Regional Economic Development Forum
(REDFO) to the CEDS process. This monthly
meeting of municipal economic development
professionals, chamber executives and others
involved in economic development in the region
provided the opportunity for those involved with
development on a daily basis to contribute their
insights towards the plan development.
The
committee also sought the input of the Regional
Leadership Council (RLC) and South Central
Regional Council of Governments (SCRCOG)
while developing the regional goals and
objectives. REX Development staff met with each
group individually, as well as the REX
Development Board to discuss the findings of the
CEDS process and to give them the opportunity to
share their insights and priorities.
21
Introduction: Participation & Process
Individual Business Interviews were conducted
by a member of the Strategic Planning
Committee, Dave Rackey. Mr. Rackey performed
a series of personal interviews with local business
executives to capture their insights on the region’s
economy and to provide a complement to the
public information gathered.
A majority of the
interviews focused around small companies that
are not permanently tied to this region. The
resulting insight garnered through this process
allowed the committee to further understand the
advantages and disadvantages for companies
looking to locate or expand in the region. Mr.
Rackey’s business report, can be found in full in
Appendix D.
A Web-Focused Survey was implemented for the
current CEDS update process in order to give any
and all individual stakeholders in the region the
opportunity to provide insight on the economic
vision for the region. Published on the REX
Development website, this survey focused on the
municipal meeting discussions and allowed for
anyone not able to attend the meetings to provide
additional input.
GOAL DEVELOPMENT
Concluding the public outreach process, REX
Development staff compiled the findings to
determine the key issues affecting the region over
the course of the past five years. Although many
issues were raised throughout the process, the
overwhelmingly consistent regional issues that
were heard were grouped into four representative
categories:
 Regionalism
 Municipality versus County System
 Coordination of Regional Efforts
 Shared Services at a Regional Level
 Workforce
 Disconnect with Educational
Institutions
Logistical Issues Matching Open Jobs
with Qualified Candidates
 Available Jobs Not Matching Resident
Skill Sets

South Central Connecticut: CEDS 2013
 Transportation and Land Use
 Lack of Developable Land
 Brownfields
 Lacking East/West Bus Routes
 Maximize ROI of NHHS Rail Project
 TWEED Competitiveness
 Port Opportunities
 Business Costs
 Utilities
 Taxes
 Healthcare
 Regulations
Considering the relevancy, timeliness and future
focused value of the 2008 CEDS, these four areas
were the building blocks for the committee’s
review and redevelopment of the regional goals,
objectives and processes in the 2013 update.
In redeveloping the goals and agenda over the
next five years, and considering the economic
changes over the last five years, the committee
evaluated all input gathered throughout the
outreach process and utilized the core
competency areas described above to further
develop the goals and objectives for the next five
years. Although six goals still remained as the
centerpiece for the resulting strategy, the goals
were revamped to encompass the changing
economic environment of the South Central
Region. The resulting six goals were:
1. Regional Marketing, Communications and
Advocacy
2. Infrastructure
3. Business Development and Retention
4. Workforce Enhancement and Housing
5. Real Estate, Land Use and Sustainability
6. Funding and Implementation
22
Introduction: Participation & Process
As a newly envisioned component to the current
CEDS, the objectives were transformed through
committee discussion into a more realistic and
broad based embodiment of what was heard
throughout the outreach process. The committee
realized the challenges of implementing the past
CEDS and focused more on establishing a
working document where objectives could be
achieved through constant discussion and
leadership. A resulting component of these newly
envisioned objectives were a short list of
achievable action items that could be introduced
over the next year, and more importantly,
revamped or developed on a continuing basis.
Newly developed performance measures were
also determined for each objective in order to
provide a highly objective, measurable method of
accountability. The measures of progress were
put in place to quantitatively evaluate progress
over time. They can be found for public viewing
on REX’s website. This new structure will allow
the CEDS working document to be just that, a
working plan that will continue to be analyzed,
reevaluated and updated on an annual basis. The
current goals and objectives were recognized as
the most urgent priorities in order to steer the
region towards economic vitality and sustainability
well into the 21st century, yet broad enough to be
evaluated and changed with the changing
economy.
identified to process, lead implementers were
identified
to
champion
the
successful
implementation. A lead implementer is associated
with each objective, and a supporting
implementation team, many of which were
participants during the outreach sessions, has
been identified for implementing these strategies
in the years ahead.
REX Development
established a Memorandum of Understanding
(MOU) with the lead implementer for each
objective. These formal MOUs suggest the lead
implementer will provide leadership and
acknowledge commitment towards progress of the
objective, to include at least two annual meetings
with the group to discuss progress, identify and
modify suggested short-term and long-term
strategies and measure performance for each
objective. It is the goal that this process will
establish a team of champions around a single
focused agenda item. These champions have
been identified to avoid overlap of purpose and to
build support from the entire region. The MOU
can be found in Appendix C following this report.
IMPLEMENTATION
As previously described, it was realized
throughout the CEDS process that the
implementation of the past CEDS was challenging
at best. With this realization, the implementation
of this CEDS document became a priority for the
committee. Multiple discussions took place over
the course of the process on how best to not only
improve implementation of the plan, but to raise
awareness after completion and build buy-in to
make the plan dynamic, purposeful and relevant
versus one that merely “sits on the shelf.”
As a result of the outreach process, one of the
main objectives proposed was the need for
regional collaboration. In an effort to achieve
more efficient and effective collaboration, the
implementation process has been updated
significantly. Upon recognition of the goals and
objectives
throughout the process,
South
Central Connecticut: determined
CEDS 2013
lead implementers were
23
Introduction: Participation & Process
PUBLIC COMMENT/APPROVAL
A full draft of this CEDS was completed May of
2013 and reviewed and edited by the Strategic
Planning Committee. It was approved by the
committee at the May 2013 Strategic Planning
Committee meeting. A 30-day comment period
followed in accordance with EDA regulations.
This period gave the public the opportunity to
review the draft CEDS and to offer feedback and
propose changes for consideration by the
committee. The draft CEDS was made widely
available to the public and was publicized in a
number of ways including:
1. Draft posted on REX Development website;
and citizens.
In June 2013, the CEDS update was submitted to
the United States Economic Development
Administration for final approval.
OUTREACH COMMENT
Municipalities without full-time
Economic Development staff
would like to learn best
practices from other ED
leaders in the region.
2. Email notice sent to all public outreach
meeting attendees, municipal economic
development officials, chambers of commerce,
relevant non-profit groups and REX
Development board members;
3. Hard copies sent to all chief elected officials;
4. Notices placed in regional newspapers; and
5. Press releases.
All comments received through this process were
collected and distributed to the committee. The
effective comments were then incorporated into
the plan and a final draft was produced for
approval.
The final draft of the CEDS update was reviewed
and approved by the REX Development Board,
the fifteen chief elected officials of the South
Central Regional Council of Governments, and the
Regional Leadership Council.
These three
approvals are the primary representation of REX
Development and reflective of widespread
consensus by the public and private sectors in the
region. These approvals recognized that this
CEDS update accurately depicts the state of the
region’s economy, presents a legitimate and
broadly supported agenda for addressing the
region’s economic needs, and was completed
through an inclusive process that sought the input
of a widely representative cross section of the
region’s
interests
South
Central Connecticut:
CEDS 2013
OUTREACH COMMENT
Business attraction needs to
respect the importance of
current high quality of life to
the residents.
OUTREACH COMMENT
The potential for shared
services among the
municipalities is an idea worth
exploring.
24
SWOT Analysis
An important part of developing the framework for the CEDS was conducting outreach and a SWOT –
strengths, weaknesses, opportunities and threats – analysis of the region. Throughout the outreach process
to regional entities, more than 200 individuals participated in meetings conducted in each municipality and
special focus groups. Participants included individuals from the private sector, public sector, non-profits,
universities and community colleges, local chambers, economic development professionals and residents. In
the outreach meetings participants were engaged in a dialogue from a set of five key questions:
1. What is your vision of economic development in (your community) and the region in the next 5 years? Do
you see these visions as complementary or divergent?
2. What are the key components to economic development in (your community) and the region?
 Strengths
 Weaknesses
 Obstacles
3. What roles do you see for the public and private sectors in promoting economic development?
 Opportunities
 Limitations
4. What measurements are true indicators of economic growth or decline?
5. How can we all work together to make the region more competitive?
The following were the themes heard throughout these outreach meetings.
In addition to the outreach meetings, a SWOT analysis was also conducted on the Strategic Planning
Committee. This resulted in defining strengths, weaknesses, opportunities and threats for the entire region,
broken down into 15 categories. The categories were: Location and Access to Markets; Transportation;
Infrastructure; Workforce; Education; Industry Sector/Cluster; Business Climate; Housing; Government;
Taxes/Fees; Available Sites and Buildings; Financing/Incentives; Quality of Life; Image and Visibility; and
Regionalism/Cooperation. The complete SWOT analysis can be found in Part II of this document.
South Central Connecticut: CEDS 2013
25
Regional Vision Statement
The South Central Connecticut Region of 2033 will be widely recognized as a diverse and desirable
place to live, work, play, and run a business because of its:
 outstanding quality of life;
 strong economy and extensive employment opportunities served by effective transportation and
communication infrastructure;
 innovative and entrepreneurial character of its residents and businesses;
 cost-effective and well-managed local governments; and
 leadership in demonstrating regional pride, cooperation, and problem-solving.
South Central Connecticut: CEDS 2013
26
Clusters Prospects
Clusters are generally defined as geographic
concentrations of interconnected businesses and
supporting organizations. An industry cluster is
different from the classic definition of industry
sectors because it represents the entire value
chain of a broadly defined industry from suppliers
to end products, including supporting services and
specialized infrastructure. Cluster industries are
geographically concentrated and inter-connected
by the flow of goods and services, which is
stronger than the flow linking them to the rest of
the economy.
A primary characteristic of a cluster is its capacity
to export goods and services outside of the
region.
Such “traded sectors” are critical to driving
regional economic growth because they bring in
new sales
and investment dollars that are recirculated
throughout the economy. The net result of this
process is regional economic growth and an
improved standard of living.
Overall the South Central regional economy is
diverse, with no one sector making up over 19.0%
of employment in the region. The priority clusters
in the region are also fairly diversified. As the
below chart displays, the priority clusters,
determined through cluster research and by the
strategic planning committee, make up 45.1% of
overall employment in the region. The nine areas
of focus identified are: Advanced Materials,
Advanced
Manufacturing,
Agribusiness/
Agribioscience, Arts and Tourism, Biomedical/Life
Sciences, Business and Financial Services,
*Green Technology, *Healthcare and Higher
Education and Knowledge Creation.
Figure 2: Total Employment South Central Connecticut: CEDS 2013
Figure 3: Individual Clusters as Share of Cluster Employment .
Why These Clusters?
The 2003 CEDS update identified five major
industries that then drove the region’s economy:
education, manufacturing, biosciences, arts and
creativity and logistics. The 2006 annual report
eliminated logistics as an identified cluster,
choosing instead to consider these jobs as part of
the regional infrastructure needed to support all of
the other industries. The 2008 CEDS update
continued to support the remaining four
industries, together with the region’s medical
institutions, as the backbone of the region’s
economy. The identified clusters of focus in 2008
were: Advanced Manufacturing; Biosciences;
Creativity, Arts and Tourism; Higher Education;
Healthcare;
Sustainable
Industries;
and
Agriculture.
In this updated strategy, 9 clusters have been
identified in the region for specific focus. A
combination of factors was considered when
identifying these regional clusters, including:
Employment Size, Annual Wage, Employment
Dynamism (how much and how quickly a cluster
is changing), Location Quotient (concentration of
employment in the region relative to the United
States) and Comparative Advantage. In addition
to these quantitative factors, there were other
qualitative factors that were discussed by the
committee in deciding upon areas of focus. Some
of the additional qualitative factors were: State
Priority, Multiplier Effect and Export Potential.
27
Clusters Prospects
Many of the clusters remained the same, some
are new, and some of the cluster definitions have
been modified based on a better understanding of
the clusters and the dynamics of the regional
economy. For example, agriculture has been
modified to agribusiness to better define the
region’s opportunities for manufacturing and food
production. A complete cluster analysis can be
found in Part II of this strategy.
CLUSTERS OVERLAP
It’s important to note that there is much overlap
among industries that isn’t captured in the
analysis.
For example, while advanced
manufacturing is viewed as a stand-alone industry
cluster, it can be seen throughout almost all of the
focus areas. The healthcare cluster is also an
industry that can be seen throughout other focus
areas.
While the healthcare sector is not
identified in the analysis as a cluster, it is a major
economic driver in the region, and its influence is
seen in a number of clusters, particularly the
biomedical and life sciences cluster, which is the
largest cluster in the region.
ECONOMIC MAKE-UP
The cluster analysis gave a clear picture of the
changing shape of the South Central regional
economy. Over the course of the last five years,
only two industry clusters grew in employment in
the region: Biomedical/Life Sciences and
Education and Knowledge Creation. Considering
the effects of the recession on the region, this is
not all that unexpected, as Healthcare and Higher
Education have long been economic drivers in the
region. The priority areas were broken down into
areas of overall performance, based on their
comparative advantage and effects on the region,
as well as distinguishing between the clusters and
economic drivers in the region. The analysis
allowed the committee to break down the priority
areas as follows.
Primary economic drivers
 Healthcare
 Higher Education
South Central Connecticut: CEDS 2013
Key Growth Clusters
 Advanced Manufacturing
 Advanced Materials
 Biomedical/Life Sciences
Relevant Clusters (declining)
 Arts, Entertainment & Tourism
 Business & Financial Services
(Professional)
Emerging Clusters
 Agribusiness/Agribioscience
 Green Technology
Important Point
Although not stated as specific clusters,
technology, creativity and innovation are key
economic engines in the South Central
Connecticut Region. All of the priority focus areas
are affected by the innovative and productive
economy of the region.
Technology + Creativity = Innovation
New Haven and the surrounding region serve as
the creative capital of Connecticut, boasting world
class universities, research and development,
design and creative talent. Connecticut has
consistently been ranked as one of the top five
states for being an innovation based new
economy, according to the Kauffman New
Economy Index, with the South Central Region
being among the leaders in the State. The recent
creation of the innovation ecosystem throughout
the State, with an innovation “Hub” centered in
New Haven, has given the region a controlled
environment
to
further
innovation
and
technological growth. This has led the States
venture capital funding authority, Connecticut
Innovations, to make significant contributions to
new and existing ventures in the region, just last
month investing $950,000, making 40% of its total
investment portfolio in the South Central Region.
The creativity, innovation and technological
presence in the region have been key to
economic growth and will continue to be a focus
of the economic development efforts in South
Central Connecticut.
28
Clusters Prospects
PRIMARY ECONOMIC DRIVERS
Figure 4: Healthcare *(sector) Healthcare
Although not recognized as a true cluster, the
healthcare sector is one of the primary economic
drivers in the region, and its presence can be
seen through a number of the other priority
clusters in the region. The recent merger of YaleNew Haven Hospital and the Hospital of St.
Raphael’s has made the new Yale-New Haven
Hospital one of the biggest in the nation, hosting
over 1,500 beds and employing over 12,000
people in the region.
The Veterans Affairs
Connecticut Healthcare System and Mid-State
Medical Center also are among the top employers
in the region.
Although not necessarily an
industry sector that the region will focus on
recruitment of new hospitals, these facilities
generally expand as needed to meet the needs of
the region’s population. Yale-New Haven Hospital
has just opened a new facility in the adjacent town
of West Haven, known as Yale-New Haven West
Campus, and its footprint can be seen throughout
the region in outpatient care facilities. The region
is also soon to be home to two medical schools,
with Quinnipiac University slated to open its new
medical school in the fall of 2014.
Table 1 : Snapshot of Cluster Dynamics—Healthcare Employment (2011) 46,672 Loca on Quo ent (U.S. = 1.0) 1.44 Establishments (2010) N/A Loca on Quo ent (U.S. = 1.0) Wages (Annual) N/A $47,161 Healthcare was one of two sectors in the region
that saw significant growth in employment over
the last five years, employing over 46,000 people
in 2011. In fact, 10 of the top 15 projected fastest
growing occupations in the South Central
Connecticut region are predicted to be in the
Healthcare sector. With the world class university
system throughout the region and a strong
research and development presence, the medical
and diagnostic laboratory sub-sector is one of the
highest concentrated in terms of employment
when compared to the nation. The healthcare
sector continues to be a strong driver of overall
economic growth in the region, and is projected to
be that way for many years to come.
Major Employers: Yale-New Haven Healthcare
System; Veterans Affairs Connecticut Healthcare
System; Mid-State Medical Center
South Central Connecticut: CEDS 2013
29
Clusters Prospects
YALE-NEW HAVEN HOSPITAL
Opening a new cancer hospital, acquiring a major hospital and opening a new outpatient center are just a few
of the major accomplishments of Yale-New Haven Hospital (YNHH). Consistently named as a top hospital by
U.S. News & World Report's annual "Best Hospitals" rankings, YNHH is the largest provider of healthcare in
Connecticut. According to the 2012 YNHHS Annual Report, the hospital reported:
 1541 total licensed beds
 61,958 inpatient discharges
 775, 085 outpatient encounters
 11,512 employees
MILESTONES
 In the fall of 2009, Smilow Cancer Hospital opened its 15 story, 500,000 square foot state-of-the-art
facility, on time and under budget. The hospital provides personalized, integrated, multi-disciplinary care
to cancer patients.
 Founded by the Sisters of Charity Saint Elizabeth in 1907, the Hospital of St. Raphael has served the
greater New Haven area with distinction. While providing top quality care, the hospital was also in
financial distress. In 2012, YNHH obtained approval from the Federal Trade Commission, Connecticut
attorney general, the Connecticut Office of Health Care Access and the Vatican to acquire the hospital.
With 1,541 beds, YNHH is now the 4th largest hospital in the U.S.
 In 2013, YNHH opened an ambulatory care center in North Haven. The centerpiece of the facility is a
walk-in/primary care center to provide comprehensive medical services from injury care to management
of chronic conditions, on either a scheduled or walk-in basis. The center will be open seven days a week.
In addition, the building includes a Smilow Cancer Hospital Care Center for outpatient medical and
hematological care for cancer patients and an Inflammatory Disease Center for patients with multiple
sclerosis, rheumatoid arthritis and related disorders.
South Central Connecticut: CEDS 2013
30
Clusters Prospects
Higher Education
Like healthcare, higher education, while not a
cluster in the formal sense, remains one of the
primary drivers of the region’s economy. The
region is host to eight colleges and universities
and has the ability to create opportunities with a
well-educated workforce and a home for
innovation. These schools, collectively, provide
thousands of jobs and bring millions of dollars into
the region each year through tuition, research
funding and discretionary spending by students,
families and guests. Yale, a world-renowned
university, provides over 8,000 jobs, making it one
of the largest employers in the region. Yale’s
operating budget is now over $2 billion. A recent
example of a major investment in the region was
the opening of the new Gateway Community
College campus in downtown New Haven. In
addition to the direct contribution to the regional
economy through employment, purchases and
capital expenditures, these institutions serve as
engines for new business development. Yale
specifically, has offices primarily concerned with
commercializing
their
researcher’s
accomplishments. The regional universities also
have entrepreneurial acceleration groups to allow
students to capitalize on entrepreneurial efforts.
Education was the other sector that saw
significant growth over the last five years, and only
one of two identified clusters that grew at all. The
education and knowledge creation cluster
employs over 26,000 individuals in the region, and
while the jobs don’t receive the highest annual
wage in the region, the education sub-sector of
education, training and library is predicted to be
the fastest growing occupation over the next 10
years in the South Central Connecticut region.
Major Employers: Albertus Magnus College,
Gateway
Community
College,
Middlesex
Community College, Paier College of Art,
Quinnipiac University, Southern Connecticut State
University, University of New Haven, Yale
University
South Central Connecticut: CEDS 2013
Figure 5: Educa on & Knowledge Crea on* (cluster that includes higher educa on) Table 2: Snapshot of Cluster Dynamics—Educa on & Knowledge Crea on Employment (2010) Loca on Quo ent (U.S. = 1.0) 26,256 1.98 Establishments (2010) 386 Loca on Quo ent (U.S. = 1.0) 1.26 Wages (Annual) $55,155 Yale West Campus
In November of 2006, Bayer Healthcare
announced it was leaving its West Haven/Orange
location. With 136 acres and almost 3,000
employees, Bayer had once been a major
employer in the region. An effort to recruit
another pharmaceutical company failed to yield
results.
In 2007, Yale University in turn and purchased the
entire complex, including 17 buildings.
The
campus featured 450,000 sq. feet of state-of-theart lab space. Conveniently located near I-95 and
the planned West Haven and Orange train
stations, the facility is now home to the School of
Nursing, High Through-Put Cell Biology, Small
Molecule Discovery Center, Yale Center for
Genomic Analysis and High Performance
Computing departments.
The sciences are also being put to good use for
the arts here. With the Center for Conservation
and Preservation and Yale Digital Collections
Center(YDC2) on the premises, the University’s
vast collection is being preserved, cataloged and
digitized for future generations.
31
Clusters Prospects
KEY GROWTH CLUSTERS
Figure 6: Manufacturing Advanced Manufacturing
Manufacturing has long been a critical component
of the state and regional economy. Like most of
the Northeast and older industrialized portions of
the country, the South Central Connecticut region
saw a steady decline in employment in the
manufacturing sector in the second half of the
century, including the last five years. Despite the
decline in manufacturing overall, advanced
manufacturing is still a strong part of the region’s
economy.
Unlike manufacturers of earlier
generations, these companies are generally small
companies that produce highly specialized
products. They employ highly skilled workers and
utilize advanced technology to manufacture high
value-added, precision products. Although this
cluster is identified as a supercluster and consists
of primary metal; fabricated metal product;
machinery; computer and electronic product;
electrical equipment, appliance and component;
and transportation manufacturing, advanced
manufacturing as a whole can be seen throughout
almost all of the identified clusters, including
defense, biomedical/life sciences, and advanced
materials, three of the top clusters by employment
in the region.
Table 3: Snapshot of Cluster Dynamics—Manufacturing Employment (2010) 19,090 Loca on Quo ent (U.S. = 1.0) 1.31 Establishments (2010) 703 Loca on Quo ent (U.S. = 1.0) 2.11 Wages (Annual) $64,227 The manufacturing supercluster employs almost
20,000 people in the region; however, the sector
employs almost 25,000 and the state almost
170,000.
Although the manufacturing cluster
doesn’t employ the most people in the region, its
economic impact is disproportionate to its size.
For example, the retail sector’s, which employs
roughly the same number of employs as
manufacturing, average annual wage is almost
three times less than manufacturing. In addition,
the manufacturing supercluster has the highest
basic multiplier than any other cluster in the
region, exporting significantly more product than
any other cluster in the region.
Major Employers: Sargent Manufacturing
Co./Assa Abloy, Amphenol Corp., Neopost USA,
Thermo Spas Inc.
South Central Connecticut: CEDS 2013
32
Clusters Prospects
Advanced Materials
This is a new cluster of focus for the region,
separating itself from advanced manufacturing
due to the importance and strength of its industry
sectors. While the name “Advanced Materials” is
general and could pertain to a wide variety of
products, this cluster is comprised of a number of
distinct areas of strength in the region’s economy:
Metal Working and Fabrication; Pharmaceutical
and Medical; Basic Chemical; Electronic
Component; Rubber and Plastics. With nearly
20,000 regional employees working in the
Advanced Materials industry, this cluster is one of
the strongest in the area.
Like with any
geographically concentrated industry cluster, there
are unique local assets and innovation capacities
which make this region a good fit for Advanced
Materials. It is thus important for the region to
support and build upon these capacities.
Employees in the advanced materials space
receive the third highest annual wage of any
identified cluster in the region, just behind
business and financial services and defense and
security.
Although employment in advanced
materials decreased slightly over the past five
years, when compared to the nation, it’s
concentration (location quotient) increased by
2.0% over this same time period, making the
advanced materials cluster one of the “star”
clusters in the region (as can be seen in the
cluster analysis in part II). In addition to the two
main economic drivers, healthcare and education,
and the manufacturing cluster, advanced
materials has been one of the strongest
performing clusters in the region over the last five
years and through the recessionary period.
South Central Connecticut: CEDS 2013
Figure 7: Advanced Materials Table 4: Snapshot of Cluster Dynamics—Advanced Materials Employment (2010) 19,895 Loca on Quo ent (U.S. = 1.0) 1.56 Establishments (2010) 707 Loca on Quo ent (U.S. = 1.0) Wages (Annual) 2.00 $71,787 33
Clusters Prospects
Biomedical/Life Sciences
Like Advanced Materials, “Biosciences” is a
general term that can pertain to a great number of
things, all of which share the common link of
biology-inspired, life-enhancing products and
processes. Connecticut is home to 49 bioscience
companies, with 30+ located in the Greater New
Haven region. Anchored by scientific research at
Yale, the region’s bioscience cluster includes both
large pharmaceutical companies and small startups, developing new drugs, therapies and medical
devices. These businesses often tend to feed from
the research and innovation ties with higher
learning institutions, chemical manufacturing (e.g.
pharmaceuticals)
and
healthcare
(medical
research). With a state wide priority focus on
biosciences, the South Central Connecticut region
is ground zero for biosciences infrastructure of
skilled scientists, technicians, lab space, plus a
supplier network for everything from rubber gloves
to medical-waste disposal. Much of the lab space
is in proximity to Yale, the epicenter of
pharmacological and medical research in
Connecticut. These include Science Park, New
Haven's oldest lab-incubator complex and Yale's
136-acre bioscience park, as well as 300 George
St., a one-time phone company building converted
to office-lab space now teeming with bioscience
tenants.
The biomedical and life sciences cluster by far
employs the most people in the region, making up
almost 17% of the overall employment. Because
of the strong healthcare and university presence
in the region, it is one of only two clusters
identified in the cluster analysis that gained
employment over the past five years. While the
concentration of employment, when compared to
the nation, decreased slightly over the past five
years, it is significantly still more concentrated
than the nation, is one of the top performing
clusters in the region and is a major focus of not
only the region but the State.
Major Employers: Covidien Surgical Devices,
CAS Medical Systems, Ikonis Inc., Defibtech LLC,
Warner Instruments, Z-Medica Corp.
South Central Connecticut: CEDS 2013
Figure 8: Biomedical/Life Sciences Table 5: Snapshot of Cluster Dynamics—Biomedical/Life Sciences Employment (2010) 58,089 Loca on Quo ent (U.S. = 1.0) Establishments (2010) 1,021 Loca on Quo ent (U.S. = 1.0) Wages (Annual) 1.53 1.29 $53,107 State of Connecticut’s
First Fifteen
First Fifteen, implemented in 2011 by Governor
Dannel Malloy and the Department of Economic
and Community Development, is a program that
provides incentives to the first fifteen (originally
five) businesses that each bring a minimum of
200 new full-time jobs to the state within the next
2 years or invest at least $25 million and create at
least 200 jobs within five years. In addition, these
businesses would continue to receive credits for
each net new job created above 200, increasing
the potential for thousands of jobs in the state.
Our region’s first was Alexion Pharmaceuticals
which is returning to its New Haven roots with a
new headquarters to be completed in 2015. The
facility is expected to create 200-300 new jobs.
34
Clusters Prospects
RELEVANT CLUSTERS (DECLINING)
Figure 9: Arts, Entertainment & Tourism Arts, Entertainment & Tourism
Tourism is an export-oriented cluster in that goods
and services are primarily sold to tourists from
outside the region rather than residents. In
addition, most sales and other taxes paid by
tourists remain and help fund public services and
infrastructure. In a sense, the tourism cluster is
both benefited by, and provides benefits to, all
other industry clusters. The arts and entertainment
industries have made New Haven the “creative
capital” of the State of Connecticut, building upon
the abundant cultural diversities in the core urban
city and utilizing the assets of the creative
economy in the region.
The percentage of
businesses in the region that are “arts centric” is
4.49% compared to the national average of
2.52%. This creative industry has generated
significant new employment opportunities and
contributed directly to the economic growth of the
region.
While the employment and concentration in this
cluster is relatively low compared to the nation,
the overall economic impact of this cluster is hard
to determine through just employment. The South
Central Connecticut region is a major destination
for tourism in the State, generating a significant
amount of economic activity and supporting jobs
outside of the sector. Over the last five years the
State has shifted the importance from marketing
the State from a once budget of $1, to now
budgeting over $15 million to promote the many
attractions the State has to offer.
Arts,
Entertainment and Tourism will remain a crucial
driving force in the regional economy and must be
promoted vigorously.
As suggested, the full
impact of this cluster is closely linked to nearly
every other sector discussed in the CEDS and
must be understood in that larger context.
Table 6: Snapshot of Cluster Dynamics—Arts, Culture & Tourism Employment (2010) 7,606 Loca on Quo ent (U.S. = 1.0) 0.55 Establishments (2010) 522 Loca on Quo ent (U.S. = 1.0) 0.80 Wages (Annual) $27,464 Marketing the
Region as a Tourist
Destination
Each year, REX Development
and the Arts Council of
Greater New Haven partner to
create the Greater New Haven
Cultural & Visitors Guide. The
guide is used by locals and visitors alike to find
attractions, events, restaurant, shops and hotels.
Local distribution includes all hotels, motels and B&Bs
in the region, major attractions, town halls and
libraries, train stations, Connecticut Welcome Centers
and AAA office through the northeast and mid-west. In
addition, guides are sent to individuals requesting
information about the region. In total 80,000 guides
are distributed annually and an interactive version of
the Greater New Haven Cultural & Visitors Guide is
available on the visitNewHaven.com website.
Major Employers: Yale University Art Gallery,
Yale Center for British Art, Yale Peabody
Museum, Long Wharf Theatre, Shubert Theater
South Central Connecticut: CEDS 2013
35
Clusters Prospects
Business & Financial Services (Professional)
The professional services cluster has been newly
identified as a focus area in this update. The
Business & Professional Services cluster includes
all accounting, auditing, bookkeeping, and tax
filing services; credit reporting and collection
services; holding companies; and investment
offices (not including banks or brokers). Additional
business services included are in real estate
leasing and operations, advertising services,
photography, and employment and temporary
help agencies. Professional services include legal,
engineering,
architectural
and
surveying,
commercial training, management consulting,
research, public relations, and business
consulting. While these are the broad areas of the
cluster, when broken down into sub-sectors the
scientific and technical services are one of the top
5 sub-sectors in the region by employment. The
architectural services sub-sector is also a
burgeoning community anchored by the Yale
School of Architecture, whose faculty and
graduates continue to leave their mark on
cityscapes worldwide.
There are nearly 75
architectural firms doing business in New Haven
alone, an industry employing nearly 500 people
and exporting work worldwide.
Figure 10: Business & Financial Services (Professional) Table 7: Snapshot of Cluster Dynamics— Business & Financial Services (Professional) Employment (2010) Loca on Quo ent (U.S. = 1.0) Establishments (2010) Loca on Quo ent (U.S. = 1.0) Wages (Annual) 22,248 0.73 3,221 0.91 $83,622 Almost 85% of the region’s economy is service
oriented, slightly above the national average.
Although it is a focus to return to a more goods
producing economy, it has become increasingly
important to build upon the current assets that the
region provides. With a little over 22,000 people
employed in this industry cluster, it is one of the
largest clusters in the region and one of the
highest average annual wages of any cluster.
While the employment has dropped 11.1% over
the course of the last five years, and the
concentration has decreased compared to the
nation, it has become increasingly imperative to
focus strategic efforts on an industry cluster that
has a solid foundation in the region.
South Central Connecticut: CEDS 2013
36
Clusters Prospects
EMERGING CLUSTERS
Figure 11: Agribusiness/Agribioscience Agribusiness/Agribioscience
In the previous CEDS agriculture was identified as
an emerging cluster, recognizing the vast array of
farms and agricultural activity in the region. While
the farming network was clearly identified, it was
also suggested that agricultural business owners
needed more small business assistance and
counseling. Over the last five years it has become
increasingly apparent that the region is not only
positioned to be an agricultural community, but a
business community among agricultural experts,
including food processing, manufacturing and
scientific research.
While the region is relatively small in this field,
compared to other regions and the nation, it is a
cluster that has become increasingly in demand
among local residents. With a large market area
for production of goods, food processing has
become a topic of interest in the region. For
example, New Haven has recently submitted a
proposal to open a food processing incubator in
the upcoming year, to fulfill a demand among area
experts and accelerate potential agricultural
business in the region. The region is also home to
the State Agricultural Experiment Station to
develop, advance, and disseminate scientific
knowledge, improve agricultural productivity and
environmental quality, protect plants, and enhance
human health and well-being through research for
the benefit of Connecticut residents and the
nation. Directly affiliated with Yale University, this
State agency is the first of its kind in the nation.
Major Employers: Green Life Guides, P2
Science. RPM Sustainable Technologies, Bishop's
Orchards & Winery, CitySeed, Robert Treat Farm,
Gouveia Vineyards, Paradise Hills Vineyard and
Winery
South Central Connecticut: CEDS 2013
Table 8: Snapshot of Cluster Dynamics—
Agribusiness/Agribioscience Employment (2010) 2,898 Loca on Quo ent (U.S. = 1.0) 0.35 Establishments (2010) 131 Loca on Quo ent (U.S. = 1.0) 0.39 Wages (Annual) $34,444 Green Technology
Although the name of the cluster has changed
since the last CEDS update, the industry remains
the same, focusing on renewable and
environmentally sensitive products and services.
Every year the Connecticut Energy Efficiency
Fund and the Connecticut Clean Energy Fund
invest millions of dollars in conservation and
renewable generation. This stable base of funding
has created a ripe environment for clean energy
and technology companies to thrive. A recent
study estimates Connecticut's Green Workforce to
be nearly 12,000 employees. Continued
investment
and
a
pro-green
regulatory
environment will help these companies to keep
growing in the state. As suggested in the previous
CEDS, there continues to be a small cluster of
diverse businesses engaged in the production and
distribution of sustainable products and services,
emerging in the South Central region. With the
emergence of this new cluster making a
foundation in the region, it will continue to be an
area of priority focus for South Central
Connecticut.
37
Action Plan
GOALS & OBJECTIVES
In an effort to increase regional collaboration and reduce duplication of services throughout the region, a
new implementation process for the 2013 update has been envisioned. As the previous CEDS
recognized, the heart of the CEDS is the regional action agenda. This remains true in the five-year
update with an emphasis on regional collaboration and implementation. Similar to the 2008 CEDS
update, the new agenda recognizes six major goals for the area to focus its economic development
efforts. Over the course of the update process the strategic planning committee refined the past goals,
recognizing the changes in the regional and national economy and the current economic development
priorities for the region. The six goals are:
 Regional Marketing, Communications and Advocacy
 Infrastructure
 Business Development and Retention
 Workforce Enhancement and Housing
 Real Estate, Land Use and Sustainability
 Funding and Implementation
As an update to the changing economy, the strategic planning committee revised the goal statements to
better align with the current economic structure and priorities. The programmatic and policy initiatives,
or objectives, were also refined to help the region realize its goals.
Evaluation
New to the five-year update is an evaluation of the performance of the policies and an implementation
strategy to encompass involvement from the whole region. Through the planning process, the Strategic
Planning Committee realized the importance of measuring the performance of the overall strategy. In
an effort to increase transparency and effectiveness of the plan, a comprehensive evaluation strategy
was developed by the committee. This process includes the establishment of implementation teams
around each objective, output and efficiency measurements around the stated objectives, overall goal
outcome indicators to show the progress (or lack thereof) of the entire region, and assessment of short
term strategies or plans of action. The idea is for the implementation teams to champion a specific
objective, continually updating strategies and measurements when needed, and working towards the
effective implementation. This strategy will allow each team to have a specific focus and continually
work to update and revise the agenda as needed, making the plan truly a working document. As the
economy changes the working groups will have the opportunity to envision needed changes for the
most effective outcome for the current economic environment.
“Thevalueofanidealiesintheusingofit.”ThomasEdison
Lead Implementers
The Lead Implementers will be the champions of the implementation teams, driving the agenda and
organizing the teams to continue to develop action items, measure success and delineate performance
based timelines. The Lead Implementer will also be tasked to represent the team at quarterly Strategic
Planning Meetings to report on the success of the specific objective. The duties and tasks of the lead
implementer are outlined in a Memorandum of Understanding (MOU), attached as an appendix to this
plan. Upon signing of the MOU and acceptance of the responsibilities, the lead will work with the team
to achieve the suggested agenda and provide modifications or additions to the agenda items as
deemed necessary. Many of the lead implementers were volunteers from the stakeholders present at
the public forums during the outreach process. The following are the roles and responsibilities among
the parties outlined in the MOU:
South Central Connecticut: CEDS 2013
38
Action Plan
REX Development and the Strategic Planning Committee will administer and keep current the
Comprehensive Economic Development Strategy.
REX Development will submit an annual update of the CEDS to the U.S. Economic Development
Administration (EDA), and submit an overall update every five years, unless circumstances arise
that lead to a change in development.
GOALS & OBJECTIVES
MEMORANDUM OF UNDERSTANDING
Implementation Roles and Responsibilities
The Strategic Planning Committee will hold, at least, four meetings a year to update the CEDS
and monitor progress. This may lead to amendments to the CEDS action agenda that will need
majority approval by the Strategic Planning Committee.
The Lead Implementer will acknowledge and accept its designation and role as volunteer lead
implementer of the specific objective identified in the CEDS.
The Lead Implementer will hold at least two meetings a year with their respective
implementation team.
The Lead Implementer will work with their respective team to achieve the suggested strategies
and provide modifications or additions to these strategies as deemed necessary.
The Lead Implementer will work with their respective team to identify long term strategies and
additional short term strategies (annually) to be presented to the Strategic Planning Committee.
The Lead Implementer will record performance measurements for the identified objective, and
will modify or amend (through addition or subtraction of measurements) stated measurements
as they see fit.
The Lead Implementer, or representative, will attend Strategic Planning Committee meetings, to
provide necessary updates and progress.
The Lead Implementer will report annually to REX Development on annual accomplishments of
stated objective, at least 45 days prior to submission of the annual update.
The following are the six goals and 27 objectives recognized by the strategic planning committee, based
on the assessment of the region and input gained through public outreach. In addition, each objective
(where appropriate) has output and efficiency measurements to evaluate progress and each goal has
an overall list of outcome indicators to measure the economic progress of the region as a whole. In
order to achieve progress towards the goals, each objective has a list of short term action items to be
performed by the implementation team, that will be continually assessed, updated and modified when
deemed appropriate for success.
South Central Connecticut: CEDS 2013
39
Action Plan
Overall Outcome Indicators Current 2013 Change Ra ng 2014 2015 2016 2017 % increase in regional website traffic Annual unemployment rate Total number of jobs/employment (annual average) Total number of business establishments Growth of private sector payroll State Hotel Tax Collec ons # of regional home sales Objective 1: Regional Marketing, Communications and
Advocacy
Enhance and implement the regional marketing and
communications strategy in 2013 and beyond, including
working from and with the State’s marketing strategy.
Objective 2: Regional Economic Program & Best Practices
Maintain an Economic Development Program, based on
best-practices, education and training, throughout the next
five years.
Output Measurements




Number of business prospects contacted/attracted through
marketing materials
Amount of $ administered toward marketing


Number of programs
Number of participants in REDFO
Lead Implementer

REX Development
Implementation Team
REX Development
DECD Representative
Regional Economic Development Forum (REDFO)
South Central Regional Council of Governments (SCRCOG)





Visit New Haven
South Central Regional Council of Governments (SCRCOG)
Regional Economic Development Forum (REDFO)
Municipal Economic Development Organizations
Utilities
CEDAS
Short-Term/Immediate Action Items
Utilities
Municipal Economic Development Organizations
Short-Term/Immediate Action Items




Number of media outlets
Implementation Team






Output Measurements
Number of trade shows attended
Lead Implementer

GOAL 1: REGIONAL MARKETING & COMMUNICATIONS
Enhance the region’s image as a desirable location and destination to live, work, play and operate a
business through an aggressive, cooperative external and internal marketing program and creation of a
credible regional economic development team.
Update the regional website
Establish marketing committee and coordinate with state let
marketing efforts
Generate additional funding for marketing campaign
Continue regional marketing campaign, drawing on cluster
research to identify specific businesses to target, and to
highlight regional assets
 Establish regional awareness and buy-in of campaign
South Central Connecticut: CEDS 2013
 Periodically hold regional meetings with commercial and
industrial real estate brokers and site selectors



Research best practices for regional economic development
training programs
Reach out to key stakeholders who could assist in
developing a program
Based on research, develop an education program available
to all municipalities in the region
40
Action Plan
Objective 3: Advocacy
Objective 4: Regional Collaboration
Collaborate as “one voice” and advocate for policy on the
municipal, state and federal level, supporting the goals
and objectives described here and supportive of economic
development needs in the region.
Support and promote policies that would enforce regional
collaboration and reduce competition among municipalities
and other regions throughout the state.
Output Measurements



Annual approval of regional legislative agenda
# of organizations supporting agenda
# of municipalities/organizations supporting CEDS
Lead Implementer






$ saved as a result of shared services
Lead Implementer

South Central Regional Council of Government
Regional Chambers of Commerce
CCM
Municipal legislative liaisons
Implementation Team




South Central Connecticut Regional Water Authority

Coordinate outreach strategies with all municipalities in
region
Continue implementation and support of CEDS
Coordinate regional legislative agenda support and outreach,
and seek approval in a timely manner
South Central Connecticut: CEDS 2013
Regional Chambers of Commerce
Regional Economic Development Forum (REDFO)
Chief Elected Officials & staff members
Municipal economic development directors and commissions
Short-Term/Immediate Action Items
Short-Term/Immediate Action Items

# of policies/studies introduced to combat regional
competition
# of shared services within the region
Greater New Haven Chamber of Commerce
Implementation Team




Output Measurements
GOAL 1: REGIONAL MARKETING & COMMUNICATIONS
Enhance the region’s image as a desirable location and destination to live, work, play and operate a
business through an aggressive, cooperative external and internal marketing program and creation of a
credible regional economic development team.



Pending OPM funding, complete regional tax base sharing
study
Pending OPM funding, perform asset mapping project for
region
Initiate conversation regarding regional energy/sustainability
plan
Continue regional advocacy, including representation on the
MORE commission and other outlets
41
Action Plan
Current 2013 Change Ra ng 2014 2015 2016 2017 1.1 Annual % website traffic (REX) 1.1 Amount of $ administered toward marke ng 1.1 # of trade shows a ended 1.1 # of media outlets 1.2 # of business leads a racted through marke ng materials 1.2 # of programs 1.2 # of par cipants at REDFO 1.3 Annual approval of regional legisla ve agenda 1.3 # of organiza ons suppor ng agenda 1.3 # of municipali es/organi
za ons endorsing the CEDS 1.4 # of policies/studies introduced to combat regional compe on 1.4 # of shared services within the region GOAL 1: REGIONAL MARKETING & COMMUNICATIONS
Goal 1: Regional Marke ng, Communica ons & Advocacy *Performance measures may be edited on an as needed basis South Central Connecticut: CEDS 2013
42
Action Plan
Overall Outcome Indicators Current 2013 Change Ra ng 2014 2015 2016 2017 % Broadband access in region # of shovel ready sites in region # of commuters % increase in exports/imports Objective 1: Tweed New Haven Regional Airport
Objective 2: : Port of New Haven Dredging Project
Continue physical, structural and safety
enhancements to airport to support a needed
increase in air service.
Provide support for the dredging of New Haven
Harbor. The Harbor, which has not been dredged
since 2004, needs to be returned to its 35 foot depth
and 400-800 foot width to support port industries and
deepwater cargo shipping. Currently, it is uncertain
whether the federal government will provide the $10
million needed to complete this project.
Output Measurements



$ amount of investment in TWEED
Output Measurements
# of enplanements
# of carriers
Lead Implementer

South Central Regional Council of Governments (SCRCOG)
Implementation Team











Depth of harbor
Width of harbor
Reorganization of city and state port authorities
Increase in # of ships/containers
# of jobs
Lead Implementer
Tweed New Haven Regional Airport

City of New Haven
South Central Regional Council of Governments (SCRCOG)
Town of East Haven
Implementation Team
Regional Chambers of Commerce
Short-Term/Immediate Action Items

Continue advocacy of TWEED, including collaboration with
State and other regional airports
Maintain current service upon recent announcement of cuts
Continue efforts to modernize and expand TWEED
South Central Connecticut: CEDS 2013
GOAL 2: INFRASTRUCTURE
Develop, maintain and effectively utilize an excellent, integrated, multi-modal transportation,
communications and information system that facilitates the efficient and convenient movement of
people, goods and data intra-regionally, inter-regionally and internationally.

City & State Port Authorities
Short-Term/Immediate Action Items


Garner support and advocate for continued federal funding
Coordinate action plan around potential opportunities and
uses of port
43
Action Plan
Objective 3: New Haven-Springfield and Shore Line
East/Metro-North Commuter Rail
Complete the New Haven-Hartford-Springfield
commuter rail line by 2016, with the goal of
increasing annual trips by 1.26 million by 2030.
Support rail service conducive to regional growth
and increase rail service to both rail lines, while
investing in necessary facilities and infrastructure, to
include advocacy for Amtrak’s NextGen High-speed
Rail through New Haven, as opposed to inland
routes.
Objective 4: Bus Service
Increase ridership of the region’s bus and
ridesharing services by 10% by 2017. Improve
effectiveness by increasing frequency of existing
routes by 25% and adding 10 new east-west bus
routes in the South Central Region service areas,
parallel with employment corridors.
Output Measurements


$ - Public Investment in Bus Service
Number of riders on region’s bus service
Output Measurements



Annual trips (upon completion) of NHHS
South Central Regional Council of Governments (SCRCOG)
Implementation Team


Connecticut Department of Transportation
Municipalities with rail service
Transportation authorities
NHHS Corridor Advisory Committee representative
Connecticut Department of Transportation
Transit authorities
Short-Term/Immediate Action Items
Implementation Team




South Central Regional Council of Governments (SCRCOG)
# of travelers on Shore Line East/Metro North
Lead Implementer

Lead Implementer

Public Investment in NHHS
GOAL 2: INFRASTRUCTURE
Develop, maintain and effectively utilize an excellent, integrated, multi-modal transportation,
communications and information system that facilitates the efficient and convenient movement of people
and goods intra-regionally, inter-regionally and internationally.



Develop regional private sector incentives program to
promote greater transit use among employees
Promote necessary upgrades to all services in region
Review COG Transportation Study
Short-Term/Immediate Action Items




Coordinate status reports of the NHHS rail line to regional
partners
Continue engagement of public and private partners in
planning an economic development strategy around the
NHHS rail corridor, highlighting opportunities for Transit
Oriented Development (TOD)
Seek additional funding, upgrades and support for Shoreline
East and Metro-North, to include parking and other municipal
issues
Coordinate advocacy for Amtrak to include proposed route
through New Haven Union Station, one of the most travelled
stations in the North East
South Central Connecticut: CEDS 2013
44
Action Plan
Objective 5: Roadways & Bridges
Objective 6: Telecommunications
Ensure adequate investment in the region’s
roadways and bridges to maintain current
infrastructure, improve safety and reduce traffic
congestion. More specifically, this goal focuses on
the state-of-good repair projects and new
investments which directly support economic
development and job growth.
Ensure that the entire region has adequate infrastructure
to support 21st century communications and information
systems, in order to benefit economic growth and business
development.
Output Measurements



% residents with access
# hot spots
Measurement of bandwidth
Lead Implementer

TBD
Implementation Team

Connecticut Department of Transportation
Advocate for infrastructure dollars
Maintain balance between local and regional interests in
considering approval of infrastructure projects
Coordinate site development projects with transportation
improvement plans contained in the region’s Long-Range
Transportation Plan
South Central Connecticut: CEDS 2013
TBD
Short-Term/Immediate Action Items
SCRCOG Transportation Committee
Short-Term/Immediate Action Items





South Central Regional Council of Governments (SCRCOG)
Implementation Team


Output Measurements
$ - Public investment in roadways and bridges
Lead Implementer
GOAL 2: INFRASTRUCTURE
Develop, maintain and effectively utilize an excellent, integrated, multi-modal transportation,
communications and information system that facilitates the efficient and convenient movement of people
and goods intra-regionally, inter-regionally and internationally.


Determine access and infrastructure needs throughout the
region
Organize partners willing to participate in the development of
regional access
45
Action Plan
Objective 5:
7: Roadways
Energy Infrastructure
& Bridges
Objective 8: Water Infrastructure
Supportadequate
Ensure
the expansion
investment
of natural
in the
gas
region’s
mains to
roadways and bridgesdistricts
commercial/industrial
to maintain
overcurrent
the next five
infrastructure,
years
in order improve
to lower energy
safety and
costs
reduce
for commercial
traffic
congestion. create
customers,
More specifically,
new construction
this goal
jobs,focuses
and to on
use
the
a
domestic
state-of-good
fuel that
repair
is currently
projectsunderutilized
and new
and
investments
safer
for the environment.
which directly support economic
development and job growth.
Encourage exploration of regional funding
mechanisms to support water main extensions for
new industrial and commercial customers, for
interconnections between water utilities, and to help
fund the water infrastructure needs of the region.


Output Measurements
Output Measurements









TBD
Lead Implementer

South Central Connecticut Regional Water Authority
United Illuminating/Southern Connecticut Gas
South Central Regional Council of Governments (SCRCOG)
Connecticut Light & Power/Yankee Gas
Implementation
Implementation Team
Team




Output Measurements
# of natural gas conversions
$
- Public
investment
in roadways
Miles
of new
gas mains
installed and bridges
Lead
Lead Implementer
Implementer
Connecticut
Department of Transportation
DEEP
SCRCOG Transportation Committee
PURA
Wallingford Power representative
Short-Term/Immediate Action Items
Short-Term/Immediate Action Items
Advocate for infrastructure dollars
Continue balance
to advocate
and educate
naturalinterests
gas use in
Maintain
between
local andforregional
throughout
consideringregion
approval of infrastructure projects
Market
energy
programs
Coordinate
siteefficiency
development
projects with transportation
improvement
plans contained
the region’s
Long-Range
Initiate the discussion
around ainregional
energy
plan, in
Transportation
direct support ofPlan
the State Plan
South Central Connecticut: CEDS 2013
GOAL 2: INFRASTRUCTURE
Develop, maintain and effectively utilize an excellent, integrated, multi-modal transportation,
communications and information system that facilitates the efficient and convenient movement of people
and goods intra-regionally, inter-regionally and internationally.
Implementation Team


Regional Water Utilities
DEEP
Short-Term/Immediate Action Items



Promote the availability of water supply to water intense
industries in areas of water shortage.
Study the feasibility of additional merchant gas pwered
turbine power generating facilities in region.
Encourage interconnections between the region’s water
utilities legislatively.
46
Action Plan
Current 2013 Change Ra ng 2014 2015 2016 2017 2.1 $ amount of federal investment TWEED 2.1 # of enplanements TWEED 2.1 # of carriers TWEED 2.2 Depth of Harbor 2.2 Width of Harbor 2.3 Annual trips of NHHS 2.3 Public investment NHHS 2.3 # travelers on Shoreline East/Metro‐North 2.4 $ public investment bus 2.4 # riders on region bus system 2.5 $ public transporta on investment 2.6 # of residents with broadband access 2.6 # of regional hot spots 2.7 # of natural gas conversions GOAL 2: INFRASTRUCTURE
Goal 2: Infrastructure *Performance measures may be edited on an as needed basis
South Central Connecticut: CEDS 2013
48
Action Plan
Overall Outcome Indicators Current 2013 Change Ra ng 2014 2015 2016 2017 % increase/decrease in overall grand list % increase/decrease patents Growth in private sector payroll Average weekly wage Manufacturing as % of employment by number of establishments Objective 1: Regional Business Assistance Program
Objective 2: Entrepreneurs & Start-Ups
Develop and implement an effective regional business
assistance and retention strategy by 2014 to help existing
businesses grow or remain in the region.
Foster innovation and new business development by
promoting “The Grid” (innovation ecosystem hub) and
continuing to identify and assist prospective companies
and entrepreneurs in priority business sectors to start and
grow new business ventures in the region.
Output Measurements



Output Measurements
# of businesses visited (annually)
# of businesses expanded (annually)
# of jobs created/retained
Lead Implementer




# of business start-ups
Amount venture capital ($
# of business utilizing Grid services
Lead Implementer

Economic Development Corporation of New Haven
Implementation Team
Municipal Economic Development directors
CT DECD
REDFO
Short-Term/Immediate Action Items




REX Development
Implementation Team



Continue the development of the Regional Business
Retention and Expansion Task Force
Educate on the importance and significance of a unified
business assistance program
Develop a workable plan to be agreed upon by all regional
stakeholders
Work with other business assistance strategies throughout
the region






The Grid
Business subject experts
Connecticut Innovations
Yale Entrepreneurial Institute
Make Haven
YES
Short-Term/Immediate Action Items






South Central Connecticut: CEDS 2013
GOAL 3: BUSINESS DEVELOPMEN T & RETENTION
On a continuing basis, identify and assist in the development of policies, priority clusters and other
businesses that capitalize on the region’s diverse strengths and emerging opportunities.
Initiate and develop all Grid programs to be successfully
launched
Continue to market the Grid program
Identify additional support and collaboration among all
assistance programs, to include angel, venture and seed
capital investments
Study the need for additional incubators throughout the
region and coordinate collaboration among existing
incubators/accelerators
Prepare master list of all services available to entrepreneurs
in the region
Coordinate technology commercialization programs in the
region
49
Action Plan
Objective 3: Small Business Development
Objective 4: Improve the Regulatory Environment
Increase collaboration and connection of small businesses
in the region, and work to provide needed assistance,
training and support to small businesses throughout the
region, to include better links between business and
existing programs.
Continue to advocate for improved policies and
procedures that are detrimental to the economic growth of
the region, over the next five years to focus on regional
permitting processes, cost of doing business, tax structure
and a comprehensive energy strategy.
Output Measurements
Output Measurements



# of small business expansions/relocations)



Middlesex and Greater New Haven Chambers of Commerce
Implementation Team


SCORE
Small Business Development
Regional Chambers of Commerce
CEDF



CDA
CTCIC
Ensure access to capital for smaller establishments, to
include studying the opportunity for a Revolving Loan Fund
Support Downtown Business Development
Chambers of Commerce Governmental Affairs Committees
South Central Connecticut Regional Water Authority
Short-Term/Immediate Action Items
Small Business Administration
Short-Term/Immediate Action Items


REX Development
Implementation Team







N/A
Lead Implementer
# of creative class employees
Lead Implementer


# of chamber members
GOAL 3: BUSINESS DEVELOPMEN T & RETENTION
On a continuing basis, identify and assist in the development of policies, priority clusters and other
businesses that capitalize on the region’s diverse strengths and emerging opportunities.


Align Statewide, regional and local policies
Assist and encourage business to take advantage of process
improvement initiatives (i.e. lean manufacturing)
Connect businesses with resources to help them reduce
energy usage and associated costs
Initiate development of a regional energy strategy
Advocate for processes to make the region more “business
friendly” and continue to educate local and statewide
stakeholders on the value of business on the regional
economy and encourage evaluation of current regulations
and policies
Encourage and expand creative and artistic opportunities
throughout the region
Support the coordination and development of a regional
small business network
South Central Connecticut: CEDS 2013
50
Action Plan
Objective 5: Expand Global Opportunities
Support and develop new opportunities for business to
access expanded markets.
Output Measurements


Amount of annual exports ($)
Amount of annual imports ($)
Lead Implementer

REX Development
Implementation Team



GOAL 3: BUSINESS DEVELOPMEN T & RETENTION
On a continuing basis, identify and assist in the development of policies, priority clusters and other
businesses that capitalize on the region’s diverse strengths and emerging opportunities.
U.S. Department of Commerce (Middletown)
New Haven Manufacturers Association
Colleges & universities
Short-Term/Immediate Action Items



Assist firms in accessing export assistance programs
Educate the region on the significance of export
opportunities
Initiate international trade programs for the region
South Central Connecticut: CEDS 2013
51
Action Plan
Current 2013 Change Ra ng 2014 2015 2016 2017 3.1 # of businesses visited (annual) 3.2 # of start‐ups 3.2 $ amount venture capital 3.2 # businesses through Grid 3.3 # small business expansions/reloca o
ns 3.3 # of chamber members (regional) 3.5 $ annual exports 3.5 $ annual imports GOAL 3: BUSINESS DEVELOPMEN T & RETENTION
Goal 3: Business Development & Reten on *Performance measures may be edited on an as needed basis South Central Connecticut: CEDS 2013
52
Action Plan
Overall Outcome Indicators Dropout rate of high school students Current 2013 Change Ra ng 2014 2015 2016 2017 % of residents with a bachelor’s degree Average age of region workforce (ages 16‐64) Percentage of home owners paying more than 30% on mortgage Percentage of renters paying more than 30% on rent Median sale price of a single family home Objective 1: Support Incumbent Worker Training
Objective 2: Align Education to Business Growth
Support the need for additional annual funding, mergers or
additional training programs for Incumbent Worker
Training, to maintain or exceed the $1,000,000
($1.82/capita in region) threshold per year.
Work with State to build collaboration among public and
private sector partners to engage in discussion of critical
school-to-work issues, and grow STEAM (Science,
Technology, Engineering, Arts and Mathematics) related
education at all levels.
Output Measurements

Amount of annual funding for IWT
Output Measurements

N/A
Lead Implementer

Workforce Alliance
Lead Implementer

Chambers of Commerce
Implementation Team





Gateway Community College
Middlesex Community College
Vo-tech schools
Chambers of Commerce
New Haven Works
Implementation Team





Coordinate education and efforts around support and
significance of IWT to the region
Advocate for increased support of IWT




South Central Connecticut: CEDS 2013
Gateway Community College
Middlesex Community College
New Haven Manufacturers Association
CONNSTEP
Short-Term/Immediate Action Items
Short-Term/Immediate Action Items

GOAL 4: WORKFORCE ENHANCEMENT & HOUSING
Identify, stimulate and, where necessary, coordinate programs, services and initiatives ensuring that the
region’s residents have affordable access to the high quality training, education and housing
opportunities they desire in order to be a productive member of the region’s workforce.
Promote education and training in skilled professions to the
region’s high school students, and provide career readiness
services
Advocate for the importance of STEAM education in school
reform
Advocate for more innovation and creativity for students in
school reform
Coordinate and continue support of mentorship and skilled
trades training programs at all education levels
53
Action Plan
Objective 3: Support Community Colleges and & High
School Technical Programs
Objective 4: Educate Primary/Secondary Students on
Cluster Industries & Entrepreneurship
Meet emerging workforce needs by supporting innovative
workforce development efforts at Gateway Community
College, Middlesex Community College and area high
schools, including priority cluster specific workforce efforts
such as manufacturing technology programs.
Initiate and utilize regional and state programs to educate
primary and secondary students on real world work
experience, including updating and introducing curriculum
and internships.
Output Measurements
Output Measurements


# of technical skills training programs
# of programs
Lead Implementer
Lead Implementer


New Haven Manufacturers Association
TBD
Implementation Team
Implementation Team




Workforce Alliance
Gateway Community College


Continue support and development of CC’s workforce
development programs and high school technical programs
Coordinate efforts of CC’s and technical schools
South Central Connecticut: CEDS 2013
TBD
Short-Term/Immediate Action Items
Middlesex Community College
Short-Term/Immediate Action Items
GOAL 4: WORKFORCE ENHANCEMENT & HOUSING
Identify, stimulate and, where necessary, coordinate programs, services and initiatives assuring that the
region’s residents have affordable access to the high quality training, education and housing
opportunities they desire in order to be a productive member of the region’s workforce.



Initiate discussion of regional youth summer jobs program
Initiate discussion of integrating business and
entrepreneurship curriculum into high schools
Coordinate innovative approaches to teaching throughout
the region
54
Action Plan
Objective 5: Retain & Attract Young Professionals
Objective 6: Workforce Housing
Build upon and promote existing regional young
professional organizations and work to develop additional
programs, policies and mentorships to attract and retain
young professionals to the excellent quality of life in the
New Haven Region.
Improve the amount and diversity of workforce
housing by offering design and policy resources to
the region’s communities to help them address the
region’s critical shortage of housing at price points
for middle income families.
Output Measurements


# of members in young professional organizations
# of 18‐40 year‐olds in the region Lead Implementer








# of affordable housing units
# of foreclosures
# of housing permits
Lead Implementer

TBD
Implementation Team
TBD
Short-Term/Immediate Action Items




TBD
Implementation Team

Output Measurements
GOAL 4: WORKFORCE ENHANCEMENT & HOUSING
Identify, stimulate and, where necessary, coordinate programs, services and initiatives assuring that the
region’s residents have affordable access to the high quality training, education and housing
opportunities they desire in order to be a productive member of the region’s workforce.

TBD
Short-Term/Immediate Action Items
Coordinate efforts around young professional attraction and
retention, to include the coordination of key groups
throughout the region
Work with public and private employers to establish and
maintain annual/seasonal internship programs
Encourage and expand cultural and artistic amenities
Improve mobility among downtown districts and improve
access to public transportation
Support and promote diversity



Identify the need for affordable/workforce housing in the
region, to include a feasibility study
Educate, encourage and promote smart growth principles in
regards to housing development
Support incentive housing zone programs that encourage
construction of affordable housing
Educate the importance of creating healthy, vibrant and
strong communities
Engage young professionals in the municipal development
and local legislative processes
Promote and encourage public safety efforts
South Central Connecticut: CEDS 2013
55
Action Plan
E
H
Current 2013 Change Ra ng 2014 2015 2016 2017 4.1 $ annual funding for IWT 4.3 # of technical skills training programs 4.5 of members in young
professional
organizations 4.5 # of 18‐40 year‐olds in the region 4.6 # affordable housing units 4.6 # foreclosures 4.6 # of new housing permits GOAL 4: WORKFORCE ENHANCEMENT & HOUSING
Goal 4: W
*Performance measures may be edited on an as needed basis South Central Connecticut: CEDS 2013
56
Action Plan
Overall Outcome Indicators Current 2013 Change Ra ng 2014 2015 2016 2017 # of vacant proper es in region % increase in density (if measurable) Average increase/decrease in crea ve economy workforce Objective 1: Brownfields Redevelopment
Continue the existing REX Brownfields program and
expand funding for assessment and redevelopment by
2017, as well as expanding regional brownfields programs
to include additional funding and advocacy.
Output Measurements



Objective 2: Transit-Oriented Development & Smart
Growth
Assist the region’s communities in developing and
implementing land-use policies that employ transitoriented development and Smart Growth principles to
meet local challenges and needs.
Output Measurements
# of Brownfields redeveloped
# of Brownfields assessed
Amount of overall funding for regional Brownfields program


# of new business starts around train/bus stations
# of new housing starts around train/bus stations
Lead Implementer

Lead Implementer

REX Development
South Central Regional Council of Governments (SCRCOG)
Implementation Team



Regional Economic Development Forum (REDFO)
CT Department of Energy and Environmental Protection

Implementation Team

EPA
Short-Term/Immediate Action Items



GOAL 5: REAL ESTATE LAND USE & SUSTAINABILITY
Assist and support communities in developing and devising local land use policies and regulations that
encourage effective and sustainable development, conducive to a livable region.
Identify resources and seek out additional funding sources
Market the Brownfields program throughout the region
Educate the region on the important of Brownfield
redevelopment
Coordinate efforts among regional entities conducting
Brownfield assessment and remediation, and prioritize sites
Short-Term/Immediate Action Items





South Central Connecticut: CEDS 2013
RPC
Continue to educate municipalities and elected officials on
the benefits of TOD and Smart Growth Principles
Implement critical TOD projects at Union Station in New
Haven
Prioritize projects that support downtown, train station and
transit corridor development
Prioritize projects at the regional level that make use of
existing infrastructure
Coordinate discussions and planning processes around
these principles
57
Action Plan
Objective 3: Integrate Arts, Culture and Preservation
with Economic Development
Promote community and neighborhood revitalization
through artistic, cultural or creative policies, to include the
reuse of existing sites, buildings or vacant lots for arts and
cultural purposes (i.e. temporary public art).
Output Measurements

Encourage growth while maintaining or increasing
agricultural production and open space preservation, to
include at least 21% of the region’s land area to be
preserved as open space by 2017.
Output Measurements

% of open space land area
# of reused sites for pop up art
Lead Implementer

Objective 4: Agriculture & Open Space Preservation
Arts Council of Greater New Haven
Lead Implementer


South Central Regional Council of Governments
Regional Land Trust
Implementation Team
Implementation Team




All regional arts councils
Historic Preservation Trust


South Central Connecticut Regional Water Authority
Connecticut Department of Agriculture
Short-Term/Immediate Action Items
Connecticut Trust
Local arts agencies
Short-Term/Immediate Action Items



GOAL 5: REAL ESTATE LAND USE & SUSTAINABILITY
Assist and support communities in developing and devising local land use policies and regulations that
encourage effective and sustainable development, conducive to a livable region.
Continue support for Arts funding and education in regional
municipalities and schools
Prioritize the creative economy cluster, where in New Haven
County it is twice the national average in overall arts centric
businesses (4.49% compared to 2.52% respectively)
Coordinate conversations with the arts, culture and
economic development communities in the region
South Central Connecticut: CEDS 2013




Coordinate with regional conservation and development
planning processes to identify responsible growth
Initiate discussion around a regional agriculture plan
Coordinate regional tourism and agricultural plans
Expand the regional farmers market network
58
Action Plan
Current 2013 Change Ra ng 2014 2015 2016 2017 5.1 # Brownfields redeveloped 5.1 # of Brownfields assessed 5.1 $ funding regional Brownfields program 5.2 # new business starts around train/bus 5.2 # new housing permits around train/bus 5.3 # of reused sites (art) 5.4 % open space land area GOAL 5: REAL ESTATE LAND USE & SUSTAINABILITY
Goal 5: Real Estate Land Use & Sustainability *Performance measures may be edited on an as needed basis
South Central Connecticut: CEDS 2013
59
Action Plan
Objective 1: Implementation Funding
Objective 2: Implementation Teams
Establish a multi-year funding commitment to support
implementation of the Goals and Objectives of this
Strategic Plan.
Develop implementation teams and committees to
supervise the implementation progress of these objectives
over the next five years.
Output Measurements
Output Measurements

$ amount of institutional funding levels for regional
coordination
Lead Implementer

Lead Implementer


REX Development
Implementation Team

TBD
Increase support for regional economic development and
collaboration
Research and identify additional funding streams and
concepts
South Central Connecticut: CEDS 2013
REX Development Board of Directors
Short-Term/Immediate Action Items
Short-Term/Immediate Action Items

# of Lead Implementers signing MOUs
REX Development
Implementation Team


GOAL 6: FUNDING & IMPLEMENTATION
Secure adequate funding to implement the objectives proposed by this CEDS.


Continue to garner support for CEDS and CEDS process
Conduct outreach to lead implementers
60
Action Plan
Current 2013 Change Ra ng 2014 2015 2016 2017 6.1 $ amount of ins tu onal funding levels for regional coordina on 6.2 # of Lead Implementers signing MOUs *Performance measures may be edited on an as needed basis South Central Connecticut: CEDS 2013
GOAL 6: FUNDING & IMPLEMENTATION
Goal 6: Funding & Implementa on 61
Success Stories
The Big Cheese
Cash Mobs
In May of 2012, REX Development kicked off the first in a series of cash mob designed to help local businesses. Using a combina on of social and tradi onal media, local residents selected a deserving locally owned and operated business where a group of shoppers would gather at a specified me to spend $20. To date we have held events in eight of our fi een towns with incredible results. Sweet Cioccolata (pictured here), Books & Company and The Sweet Shoppe all had their best sales day ever and Books & Company has been in business for 18 years! Through 2013, REX will bring Cash Mobs to the remaining towns to encourage residents to shop local. Photo: Sweet Cioccolata, Wallingford South Central Connecticut: CEDS 2013
While we don’t claim to be Wisconsin by any means, Greater New Haven is home to Calabro Cheese®. This local cheese maker occupies 54,000 square feet in East Haven and has been distribu ng its fine cheeses for over 40 years. Currently, Calabro products are sold in 11 states as far west as Colorado. The company plans to expand its distribu on area in the coming years. Our most famous cheese related product is the world –renowned New Haven style pizza (apizza, pronounced “ah beetz” by the locals). Frank Pepe Pizzeria Napoletana and Sally’s Apizza have been staples on Wooster Street since the 1920’s. Owned by cousins, these pizzerias have had many famous fans including Presidents Reagan and Clinton as well as Frank Sinatra. Frequently featured on The Travel Channel and The Food Network, our pizza might be our second most famous a rac on giving Yale University a run for its money. Photo: Pepe’s pizza, Michael Marsland/Yale University 61
Regional Development
The South Central Connecticut region, although relatively small with a land area of 367 mi², is strategically
located at the intersection of Interstates 91 and 95 with convenient rail connections via Metro-North, Shore
Line East and Amtrak to New York, Boston and destinations along the Connecticut shoreline, not to mention
the busiest port on the Long Island Sound. The terrains of this region and distance to major markets continue
to be the fundamental and overriding factors guiding development.
Not unlike other economic regions throughout New England, the South Central region, built upon an industrial
base, has a lack of developable land and many underutilized sites. The current economic base, however, is
forming (often as an example of redevelopment) around priority development areas, driven by transportation
options and mixed use areas in the town centers of the region. The following desired growth areas map
suggests the priority development areas in the region. The desired growth areas are based on three criteria,
displaying a “low”, “medium” or “high” growth potential: Transit Oriented Development; Transportation/Transit
Corridors; and Town Centers. These identified centers have appropriate conditions for reinvestment and
context-sensitive expansion.
Figure 12: Desired Growth Areas in the South Central Region South Central Connecticut: CEDS 2013
62
Regional Projects
In addition to the programmatic and policy initiatives proposed in the Action Agenda, a critical tool for
achieving the region’s economic goals are strategic investments that will establish the infrastructure
necessary to support a growing economy and that will catalyze unique development opportunities. Each of
the regional projects draw on a mix of local, state, federal and private market resources in order to leverage
the greatest possible investment and the greatest return in jobs, increased tax revenue and community
renewal.
Process
The regional projects included in this CEDS were submitted by municipalities, planning organizations and
non-profit agencies from throughout the region. The Strategic Planning Committee evaluated the proposed
projects and prioritized them according to the following set of criteria developed and agreed upon by the
committee.
Three categories of projects were considered by the committee: economic development projects,
infrastructure projects and transportation projects. Economic development projects include multi-faceted sitespecific projects that capitalize on unique locations and assets to create centers of growth and job creation.
Infrastructure projects seek to build critical infrastructure such as roads or utilities that will improve the
economic vitality. Transportation projects provide the critical linkages internally and externally that facilitate
the movement of people and goods necessary for an efficient economy and high quality of life.
Within each of these categories, the committee prioritized projects as “ready-to-go” or “in-planning.” Criteria
was established in this CEDS to determine if the projects were “ready-to-go.” If the projects were determined
to be “ready-to-go”, the project was then evaluated, scored and ranked by the committee. This priority score
given to each project identifies priority projects for the region, based on priority investments of the EDA as
well as priority investments of the South Central Connecticut region. Both the criteria and project evaluation
score sheet is included in Appendix E for reference. Also new to this CEDS, the Strategic Planning
Committee holds quarterly project roundtable meetings. These roundtables give each municipality and
regional entity the opportunity to present projects to the roundtable they feel are “ready-to-go.” The projects
are then immediately evaluated, ranked and scored. This process allows funding entities (both State and
Federal) to see the priorities of the region on a quarterly basis, rather than waiting a full fiscal year for the
annual update.
Each project included in the CEDS is linked to a specific goal and objective from the regional action agenda
that the project supports. Cost estimates and number of jobs to be created or retained by the projects are
also provided on the following chart.
South Central Connecticut: CEDS 2013
63
Table 9: 2013 CEDS Regional Projects Regional Economic Development Projects Ready to Go Goal / *Priority Objective Score Project Name City/Town/Region Responsibility 5 / 2 107 Route 34 East: Downtown Crossing New Haven 5 / 1 90 Hill‐to‐Downtown Planning Initiative New Haven 5 / 2 89 Coliseum Site Redevelopment New Haven 3 / 2 87 Comprehensive Business Accelerator/Incubator West Haven South Central Connecticut: CEDS 2013
Further Description Redevelopment of current Route 34 into integrated city streets and new New Haven; Private neighborhood extending Downtown to Developers Union Station. First project – 100 College Street. Med lab/office – construction start Spring 2013 Mixed‐use Transit Oriented Development in area between Union Station, Downtown, the Hill and Medical New Haven District, including improved street grid and additional structured parking. Full build‐design underway, 30% are due for 2013 Mixed‐use development on site of old Veterans’ Memorial Coliseum. The City has an MOU with a developer and New Haven expects to enter into a development agreement with them in Summer/Fall 2013. The Tagliatela College of Engineering (TCoE) at the University of New Haven (UNH) and the Grid (along with the City of New Haven), the New Haven’s regional innovation HUB, are partnering University of New to integrate the Grid’s components Haven/New Haven (Bioscience Clubhouse) into the scope of work submitted for a UNH business accelerator concentrating on technology, renewable energy, digital forensics and wireless communication. 64
Jobs Est. Total Project Cost Funding Sources 4,028 $325 million $30 million Federal, State and City; $140 million Private: Balance TBD 2363 $125 million+ 1450 $150 million 100 TBD TBD; Seeking a matching EDA grant 5 / 2 87 City Center TOD project at HUB site. Meriden 5 / 1 87 Science Park Development New Haven 4 / 3 85 Science Park Development New Haven 3 / 1 81.5 Mill River Planning and Economic Development Study 3 / 1 71.5 Orange Technology & Light Industrial Park 4 / 1; 4 / 2; 4 / 5 67.5 New Haven Works South Central Connecticut: CEDS 2013
New Haven Orange New Haven Implement TOD , flood control and open space project at HUB site downtown. Incorporate new rail station design and development on adjacent site. City 300 Redevelop factory buildings into mixed New Haven, Science use development including residential, 2000 perm
Park Dev Corp, parking & commercial. Develop 600 constr
Private Developers additional laboratory and office space at 25 Science Park. Rehabilitation of Tract A, Buildings 1‐4 of deteriorated Winchester Arms factory into 158 loft style apartments, 20% New Haven, Science affordable. Construction expected to Park Dev Corp, TBD Private Developers start in Spring/Summer 2013. 150,000 s.f. of the complex occupied by Higher One, Dec.,2011 $15 million $1 million CTDECD; $1million HUD; $1million Urban Act; $300,000 EPA, $2 million Urban Act $200 million $150 million private TBD TBD Comprehensive planning and economic development study of Mill River Industrial District. MPD approved plan area, expand to address deteriorating Study‐
New Haven EDC/City properties, rehabilitate the shoreline, of New Haven Office $250,000; improve storm water infrastructure and TBD TBD of Economic Construction take advantage of potential food Development TBD processing cluster and Long Wharf. Phase I Report was released in July, 2012. The study is currently in its second phase. Extension of Edison Rd (2,220 ft) and Orange EDC develop multiple lots for use by tech $500K private 350 $1.4 million based and light industrial users capital Collaborates with major employers and State, City of small businesses in the region, as well as New Haven and labor organizations, to identify 10 created; EDC $50,000/yr, New Haven Works $750,000 comprehensive training programs for 1,000 filled
Yale University hiring needs in regional growth $50,000/yr industries. 65
3 / 1 5 / 2 65 58.5 Shubert Theatre Centennial Capital Improvements Harbor Brook Flood Control New Haven Meriden New Haven Meet the theatre’s significant capital needs, including improving the exterior façade and plaza, enhancing the stage acoustical shell, replacing the HVAC system, upgrading mechanical systems, tuck pointing exterior masonry, and creating additional office space for arts groups related to 100 year anniversary. 100 (+) $8.1 million CT Bond Commission $4 million; New Haven Capital Fund/Campaign $3 million; Private Contributions $1.1 million Meriden Multi‐faceted infrastructure/bridge replacement project to control flooding of Harbor Brook throughout Meriden Brook is part of Quinnipiac River Watershed. TBD Over $10 million $5.8 million spent/committe
d TBD TBD TBD 1500 $50 million $6 million private capital 160 $6 million TBD TBD TBD TBD TBD TBD TBD TBD TBD In Planning 3 / 1 Feasibility of Bioscience Cluster Sites 3 / 2 Acorn Technology Campus 3 / 2 Stowe Farm Arts Center 4 / 2 Expansion of Middlesex Community College 3/1,2; 4/1,2,3,4 Gateway Community College Business Extension Gateway Food Incubator South Central Connecticut: CEDS 2013
Expansion of the presence of Biotech companies in Meriden Bioscience and other technology West Haven West Haven facilities in campus setting off Rt. 34 Combine Simon Lake School into project Milford Milford for studio space and use Stowe Farm as gallery and arts center Continue support for expansion of MCC, Meriden, satellite campus in Meriden to serve Meriden Legislative local job/skills training and higher Delegation education expansion in the city. After moving into new facilities, enrollment growth is pushing beyond existing space. Short term will be Region, Gateway Gateway Community combination of existing facilities at Community College College North Haven campus and Long Wharf campus. Long Term the College will work with Board to select appropriate space to fit the needs. The Gateway Food Incubator will refurbish and reimage a commercial kitchen at the former Gateway New Haven, Gateway Community College Long Wharf campus New Haven Community College to support the growth and development of culinary businesses in New Haven and the surrounding region. Meriden EDO 66
This project is a partnership between the City of New Haven, Economic Development Corporation of New Haven, Gateway Community College and New Haven Board of Education. Consultants (Next Street) have been actively working with EDC and City of New Haven for several months. Preliminary feasibility study was completed in Dec., 2012, and preparations for Sept. 2013 launch are ongoing. Local Advisory Group has been convened and initial community meeting was held in Dec. 2012. 2/3,4; 3/1,2; 4/1,2,3,4; 5/1,2 Center for Customized Training and Continuing Education 5 / 1 Blighted Factory H Cooper Street area‐ redevelopment initiative 5 / 2 5 / 2 Region, Gateway Community College Center encompasses targeted training in a variety of sustainable areas for municipalities and private industries. Gateway Community Training is already taking place; the College building space is not in ready to go status and is in planning stage (as additional space is needed for the Center). Funding secured for demolition and partial remediation completed by 12/11. Reuse concept has been developed as a part of neighborhood planning effort. Meriden EDO West River Crossing Redevelopment West Haven West Haven EDC Route 34 West MDP New Haven New Haven South Central Connecticut: CEDS 2013
67
Strategic Waterfront Redevelopment Initiative & infrastructure improvements
Continuum of Care, a New Haven‐based non‐profit healthcare corporation, is seeking to consolidate its operations in a new development on the lot bordered by Legion Avenue, Dwight Street, TBD TBD 75 $ 10 million 600 $35 million 500 $400 million TBD $2.5 million in EPA grants and EPA hazards removal action; $1.5million HUD (Section 108); $300,000 CT Brownfields Pilot $375K local $125K state TBD Frontage Road and Orchard Street. Currently a surface parking lot, this redevelopment project will create 120,000 square feet of new office and medical services space on the site. A potential developer has signed an MOU with the City of New Haven to study the project and plans to have a proposal ready for review by Fall 2013. 5 / 2 Chapel/Center Redevelopment 5 / 2 Older Pratt & Whitney buildings & site North Haven 5 / 1 Circuit Wise Building North Haven 3 / 1 Yale‐New Haven Expansion North Haven 3 / 1 Wharton Brook Industrial Park North Haven 3 / 1 205 Church Street Hotel New Haven 3 / 1 Expansion of Superior Court Milford 5 / 1 Wepawaug River Dredging Milford 3 / 1 Walnut Beach Boardwalk Area Milford South Central Connecticut: CEDS 2013
New Haven New Haven Mixed‐use redevelopment of prime downtown block damaged by December 2007 fire. Infrastructure improvements and valley service road extension Brownfield Redevelopment, contaminated site that needs North Haven assessment and cleanup for redevelopment Renovation of the existing (old) AT&T North Haven building Enhance Roadways at the industrial park North Haven site Redevelop 13 story colonial revival office building. Owners have conducted $7 New Haven/Private million structural retrofit and exterior Developers restoration. The property is currently for sale. Build parking garage to accommodate Milford courthouse needs as well as commuters.
Environmental Dredging of duck ponds Milford and basin Activate retail space surrounding the Milford newly constructed Walnut Beach Boardwalk for economic activity North Haven 68
TBD $125 million $125 million TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD 150 $50‐$60 million
TBD TBD TBD TBD TBD TBD TBD 160 $6 million 5 / 2 5 / 2 Advanced Metering Infrastructure Lake Saltonstall Intake Modifications Bethany, Branford, East Haven, Hamden, Milford, New Haven, North Branford, North Haven, Orange, West Haven, Woodbridge Branford/East Haven/New Haven Regional Water Authority Replacement of existing water meter reading technology (would affect 20 150 during municipalities). With new technology, constructio
customers consumption data would be n; 5 full transmitted daily, opposed to the $25.2 million time after current availability of once every three constructio
months. Customers would be able to n use this daily information to decide if water use habits should be altered. TBD (rate payers will pay if no sources found) Regional Water Authority Replacing the existing public water system reservoir raw water pumping station and intake, built more than 50 years ago. A study suggests such a replacement, also, the new system will have the capability drawing water at deeper depths, an issue affecting the quality of water currently being drawn. $9.5 million Current WRDA request (federal), Ratepayers (if no other funding ratepayers will pay entire portion) 50 $6,000,000 EDA, Section 108 (HUD), EPA, Local, *450,000 from State already approved 3,000 $9.3 million 10 Regional Infrastructure Projects Ready to Go 3 / 2 86.5 3 / 1 82 Hamden Business Incubator Fresh Meadow Road Ext. Small business incubator in former Hamden Middle School. Hamden Hamden West Haven West Haven 2 / 6 77 Boathouse at Canal Dock New Haven New Haven 2 / 6 58.5 State Street Development Streetscape Phase IV Hamden Hamden South Central Connecticut: CEDS 2013
Extension of existing street to access 200 acres of undeveloped industrially‐zoned land. Relocate – reconstruct boathouse, piers, waterfront walkway and create education and recreation center; funding part of I‐95 harbor crossing mitigation Continue Streetscape and new sidewalk construction from Farm St to New Haven line 69
NA $32 million 10 $550,000 US DOT $24 million + 2 million; CONNDOT $6 million $50,000 local; State (not yet approved) 5 / 1 54.5 Guilford Harbor Bulkhead Guilford Replacing 215 feet of bulkhead from deteriorated Guilford Town Dock. Proposed to install a new cantilevered sheet pile bulkhead w/in 18 inches seaward of the existing bulkhead. A new wood fender system and a 5 foot wide concrete sidewalk will be constructed over existing bulkhead. Guilford CT Steap Grant $300,000; Requesting $370,000 from EDA 15 $670,000 N / A $35 million N / A $600,000 200 $20 million NA NA $3 million NA 25 $150,000 $50,000 local 15 $1,000,000 Private, Local 10 $300,000 $50,000 Local N / A $30 million NA 3000 $7 million To be determined TBD TBD TBD In Planning 2 / 1 2 / 1 Tweed New Haven Airport Capital Improvement Plan New Haven Tweed New Haven Airport Capital Improvement Plan New Haven 2 / 2 Port of New Haven Infrastructure New Haven 2 / 2 Neighborhood Commercial Improvements New Haven 2 / 6 State Street Development Phase V Hamden 3 / 2 Highwood Redevelopment Part II Hamden 2 / 6 Dixwell Avenue Corridor 2 / 6 Medical District Street Grid New Haven 3 / 1 Industrial Expansion – 270 Acres – Infrastructure Wallingford 3 / 1 Washington Ave / I‐91 Development North Haven South Central Connecticut: CEDS 2013
Hamden/New Haven Near term capital improvements Airport Authority including obstruction removal, terminal modernization Repaving and improving landside/airside Airport Authority roads and parking; and adding Pedestrian Walkway Port Infrastructure improvements to include direct rail access; bulkhead Port Authority restoration & improvements; and construction of ethanol pipeline connection to North Yard New Haven Infrastructure improvements Infrastructure improvements for this approved Municipal Development Project Rehabilitation of building and road Hamden improvements adjacent to Highwood Square Cross boundary infrastructure Hamden & New improvements and commercial Haven development projects Infrastructure improvements supporting construction of a new street grid New Haven / EDC between Union Station, Downtown and the City’s medical district. Infrastructure Improvements necessary Wallingford ED to use 270 acres zoned for industrial Community expansion Infrastructure improvements linking 12 North Haven acres to Washington Ave. Hamden 70
State bond; FAA ACIP State bond; FAA ACIP 3 / 1 Broadway Street Redevelopment North Haven North Haven 2 / 6; 5 / 1 Rerouting of Water Street from Elm Street to Bayview Place West Haven West Haven 3 / 1 Landfill Redevelopment West Haven West Haven 2 Beach Reclamation West Haven West Haven Expansion of Telecommunication Infrastructure for Technology Cluster Meriden Meriden, MCC 3 / 1 3 / 2 Hamden Business Incubator Hamden 3 / 2 Arts District Meriden 4 / 1 Talent Pool Regional 5 / 2 West River Flood Control South Central Connecticut: CEDS 2013
Woodbridge/New Haven Infrastructure improvements Involves the straightening of Water Street to provide better access from Kimberly Avenue Bridge, open the area for prime, waterfront property that can be developed as mixed use and create a better grid pattern that will improve traffic flow through the West River area. The realignment of Water Street as an integral part of the overall implementation of the Municipal Development Plan for the City’s West River Crossing area. Infrastructure improvement of 70 acre site off Rt. 1 between I‐95 Repair and restoration of groins, stabilize beaches and cover sanitary sewer outrail piping Meriden already has the fiber‐optic and sonnet rings available to info‐tech companies wishing to locate in the region. Small business incubator in former Hamden Middle School. Hamden Meriden’s art district will serve as a Arts Comm. Meriden regional arts and entertainment venue CC EDO, RGP that will augment regional efforts to grow the “creative cluster” Computerized database of available Workforce Alliance workers primarily in manufacturing. Via a recent flood study, the project seeks to mitigate flooding and resulting damage to homes and businesses on the Woodbridge West River. Havning already received funding for the replacement of Merrit Ave bridge and removal of the Lily Pond Dam, Woodbridge is seeking funding for 71
TBD TBD TBD TBD TBD TBD 5 /NA Under study NA N/A $3 million EDA $3 million TBD TBD TBD 60 $2,950,000 EDA, Section 108 (HUD), Local, *450,000 from State already approved 70 TBD NA $200,000 $4.46 million Federal‐$1.28 million for bridge; State‐
$350,000 for Dam removal; Local‐$370,000 for Flood Study N/A channel improvements to the West River. 5 / 1‐2 Atlantic Wire Building Site Branford Branford Brownfield Project –Cleanup site of old Atlantic Wire Building and intersection road realignment to handle traffic flow and Local; LISFF‐$60,000 for Dam; Seeking $2.4 million for Channel Improvements
TBD TBD TBD NA $1.2 million 700 $35 million $16 million state funds N / A $1.2 million FTA N/A $.5 M ‐ $1.0 M
FTA N/A $.5 M FTA NA $250 million NA NA $10 million NA $400 million Regional Transportation Projects Ready to Go Implementation of approved new SCRCOG, DOT, commuter rail line between New Haven Legislative & Springfield, MA. Develop Delegation, Meriden, opportunities for Transit Oriented Meriden Chamber Development in towns along rail line. 2 / 3 New Haven/ Hartford/Springfield Commuter Rail 2 / 4 Guilford Railroad Parking Extension 2 / 4 New Regional Train Stations West Haven/Orange West Haven/Orange
2 / 5 Downtown Circulator New Haven CT Transit 2 / 5 Cross Town West New Haven CT Transit 2 / 5 Downtown Bus Shelters New Haven SCRCOG / GNHTD 2 / 6 New Haven Region 2 / 6 New Haven New Haven 2 / 6 Milford SCRCOGDOT I‐95 along Long Wharf area Q‐Bridge and surrounding area along I‐95 Housatonic River Bridge Replacement South Central Connecticut: CEDS 2013
SCRCOG Guilford SCRCOG/DOT 72
Infrastructure improvements to support development around new rail stations Implementation of second public circulator routes between Union Station and medical district. (First circulator implemented in 2009). Implementation of New Haven West Side Crosstown Route City Point to Putnam Place Hourly service 7 days per week Replacement of the remaining four shelters on the NH Green. Create better linkage of waterfront area with buildings north of I‐95 and new ring road. Compensate for lost land and needed infrastructure improvements Replacing aging bridge on I‐95. 2 / 4 Farmington Canal Phase IV New Haven New Haven Extension of the Farmington Canal Line from Hillhouse Avenue to Long Wharf NA $8 million $6.4 million Federal: $1.6 million local match NA $4 million $3.2 million USDOT, $800,000 CONNDOT $5 million $25 million NA NA In Planning Implementation of approved new SCRCOG. DOT, commuter rail line between New Haven Legislative & Springfield, MA. Develop Delegation, Meriden, opportunities for Transit Oriented Meriden Chamber Development in towns along rail line. New Haven/Hartford/Springfield Commuter Rail Long Wharf Park Shoreline Stabilization New Haven New Haven 2 / 6 Intermodal Ferry Terminal New Haven New Haven 2 / 6 State & Wall Mixed Use Development Site New Haven New Haven 2 / 6 Wallingford Wallingford ED Comm. 2 / 6 West Haven West Haven EDC 2 / 6 West Haven West Haven EDC Infrastructure improvements NA Under study 2 / 6 Meriden Meriden/COG Implement plan for improved interchanges with I‐691 TBD COG Study Complete TBD 2 / 6 $2.5 M TBD 2 / 6 $30 M FTA 2 / 3 Rt. 68/Rt. 5 Corridor Initiatives Saw Mill Road Redevelopment Project RT 1‐Orange Ave & Front Ave Redevelopment Chamberlain Highway, Kensington Ave. corridor, Downtown Interchanges Downtown Two‐Way Street Conversion Regional/Downtown Streetcar South Central Connecticut: CEDS 2013
SCRCOG New Haven New Haven Stabilization of shoreline along Long Wharf Park Study feasibility of intermodal ferry terminal on New Haven Harbor. Mixed Use development or parking structure or both in key anchor NE 75 perm downtown corner. Environmental 250 const
remediation underway Rebuilding of RT 5 & 68 and other study NA recommendations Improve access and infrastructure 400 improvements Conversion of Church and College to two‐way operation. Implementation of a small‐start streetcar route in Downtown New SCRCOG, New Haven
Haven, with extensions to Hamden and West Haven New Haven 73
NA N/A N/A $25 million $9.5 million local bond $125K local funds 2 / 6 Lower State Street Reconstruction New Haven New Haven 2 / 6 Exit 53 Connector Branford Branford Reconfiguration of lower State Street to promote economic development at Lots N and O In the POCD, fixing the connector along exit 53 to establish a better traffic flow pattern and develop land surrounding the area N/A TBD $8 – 10M TBD TBD TBD *Priority Score only evaluates projects that are ready to go (excluding transportation projects). All projects are presented at quarterly roundtable sessions and scored on project readiness to determine if the project is “ready to go” or “in planning.” As projects are determined “ready to go” they are then evaluated and scored based on priority investments of EDA as well as priority investments of the South Central Connecticut Region. South Central Connecticut: CEDS 2013
74
Part II: Analysis of the Region
DEMOGRAPHIC PROFILE
The Region Defined
The region used in this analysis includes 15 municipalities in Southern Central Connecticut: Bethany,
Branford, East Haven, Guilford, Hamden, Madison, Meriden, Milford, New Haven, North Branford, North
Haven, Orange, Wallingford, West Haven and Woodbridge. All of the municipalities are within New Haven
County, as well as within the New Haven New England City and Town Area (NECTA), which is a geography
definition from the U.S. Census Bureau. The geography of the New Haven NECTA is quite similar to the New
Haven Labor Market Area (LMA), as defined by the Department of Labor.
Figure 13: Geography of the South Central Region South Central Connecticut: CEDS 2013
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Part II: Analysis of the Region
A demographic and socioeconomic overview, comparing the years 2000 and 2010, at the regional, labor
market and county scale is presented in Table 10. The percentage change in the total population and number
of households in all three geographies was about 5%. The South Central Region experienced the largest
increase ($15,088) in median household income compared to the other two geographies analyzed. In both
years, per capita income and median age are comparable across the three geographies. In 2010, 66% of the
population in New Haven County and 95% of the population in the New Haven Labor Market Area resided in
the Region.
Table 10: Demographic and Socioeconomic Overview, 2000 vs. 2010 South Central Region New Haven Labor Market Area New Haven County 2000 2010 2000 2010 2000 2010 Popula on 546,799 570,001 571,310 597,172 824,008 862,477 Households 212,894 222,620 220,781 231,769 319,040 334,502 Median Household Income $49,565 $64,653 $52,371 $66,425 $48,834 $61,114 Per Capita Income $24,223 $32,849 $25,342 $33,027 $24,439 $31,720 Median Age (years) 36.8 39.0 36.9 39.4 37.0 39.3 Sources: U.S. Census Bureau, Census 2000 (Tables DP‐1, DP‐2), 2010 U.S. Census Demographic Profile Date (Table DP‐1) & 2006‐2010 American Community Survey (Tables B19013 & B19301) Is Water the New Oil?
While the details vary, most climatologists are predicting an increase in both the frequency and
intensity of droughts throughout the west and mid-west portions of the U.S. In contrast, Coastal
Connecticut has not experienced a drought of greater than four months since 1967*. If the forecasts
are accurate, Greater New Haven will continue to have access to an abundance of this dwindling
natural resource.
Currently, the Regional Water Authority has excess capacity of 18 million gallons a day. Our
abundance of water may represent a significant economic growth opportunity for South Central Connecticut to recruit
water dependent industries to our region.
Source: Cornell University: based on the monthly Palmer Drought Severity Index as computed by the National Climatic Data Center. Period of record: January 1895 through November 2012 South Central Connecticut: CEDS 2013
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Part II: Analysis of the Region
Transportation
The South Central Region possesses a robust transportation network that accommodates diverse modes of
travel (Figure 14). The Region is home to two interstate highways: I-91, which runs north-south, and I-95,
which runs east-west. Other important highways are Routes 1, 5, and 15 (north-south) and I-691 (east-west).
Metro-North, Shore Line East, and Amtrak commuter rail service routes run parallel to Interstate 95 and
Route 1. In 2016, new high-speed commuter rail service, as a result of the New Haven-Hartford-Springfield
Rail Program, will provide easy access to cities along the north-south rail corridor. Several of the Region’s
municipal plans of conservation and development have policies that recognize the rail stations and major
transportation corridors as areas of sustainable future growth. Two regional airports (Tweed-New Haven and
Meriden-Markham) and one deepwater port (New Haven) are located in the Region.
Figure 14: Regional Transporta on Network In addition to the transportation infrastructure highlighted in Figure 14, there is a growing network of bicycle
and pedestrian-oriented infrastructure. This network includes the Farmington Canal/East Coast Greenway
and the Shoreline Greenway Trail (under construction). Extensive bus service, largely provided by CT Transit,
is also available in the Region. These alternate modes of transportation are vital to reducing vehicular
congestion.
 In 2011, Union Station was Amtrak’s 11th busiest station in the U.S. with
a ridership of 740,902*
 In 2012, Metro-North ridership reached an all-time high of 38.8 million
despite the impact of Hurricane Sandy on rail travel**
 Shoreline East provided more than 614,000 "rides," or single boardings, in
2011, a 4.9 percent increase over 2010***
Union Station, New Haven
Kindra Clineff
Union Station, New Haven
*Source: Amtrak. Top 25 Busiest Amtrak Stations in 2011. Retrieved from: http://www.amtrak.com/whistle-stop/top-25-busiest-amtrak-stations
**Source: Metropolitan Transportation Authority. Check out 2012 Ridership Data. Retrieved from: http://www.mta.info/news/stories/?story=951
***Source: The Day. More Are Riding the Rails in State, U.S. Retrieved from:http://www.theday.com/article/20120912/BIZ02/309129951/1070
South Central Connecticut: CEDS 2013
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Part II: Analysis of the Region
As shown in Figure 15, the most densely populated census tracts are in, or adjacent to, the town centers of
New Haven, Meriden, and West Haven, while the least densely populated census tracts are in the towns of
Bethany, Madison, North Branford, and Woodbridge. There is a north-south and east-west pattern of densely
populated census tracts that tends to follow the major transportation routes in the South Central Region.
Figure 15: Popula on Density by Census Tract, 2010 South Central Connecticut: CEDS 2013
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Part II: Analysis of the Region
Figure 16: Proximity of Region to Major Ci es Figure 16 represents the South Central Region in
relation to the greater geographic area. Specifically, the map depicts 30, 60 and 90 mile radii
around the regional center. There are four major
Connecticut cities located within the 30 mile radius
(Bridgeport, Hartford, New Haven, and Waterbury). The 60 mile radius encompasses all but the
northeastern edge of Connecticut, as well as
Springfield, MA, while the 90 mile radius includes
the entire states of Connecticut and Road Island.
Additionally, the following major cities in NY and
MA are located within the 90 mile radius: New
York and Worcester.
Table 11: Regional Summary: 30‐, 60‐, and 90‐miles from the Center of the Region Building on Figure 15, Table 11 shows selected
characteristics of the population within and around
the South Central Region. Within 90 miles from
the center of the Region are 22.5 million people
and 8.3 million households. Most of the variables
in Table 11 increase when the 30 mile and 90 mile
ranges are compared. Notable divergences from
this trend are average median household income
and owner-occupied housing units, which
decrease as you move farther from the center of
the Region. There are about ten and eleven times
more
employees
and
establishments,
respectively, in the 90 mile radius than in the 30
mile radius.
30 Miles Total Popula on 2,049,738 7,649,182 22,502,974 Popula on Density (per sq. mile) Total Households 1,006 784,781 Average Household Size 933 90 Miles 1,340 2,793,807 8,365,859 2.53 2.66 2.62 61.7% 64.2% 48.3% 30.5% 27.6% 43.7% 7.9% 8.2% 8.0% Average Median Household Income $72,077 $67,474 $66,080 Average Per Capita Income $36,036 $33,043 $33,285 Employees 846,474 Establishments 52,731 Owner Occupied Housing Units Renter Occupied Housing Units Vacant Housing Units Sources: U.S. Census Bureau, 2010 U.S. Census Demographic Profile Date (Table DP‐1) & 2006‐2010 American Community Survey (Tables B19013 & B19301) & 2009 County Business Pa erns 60 Miles 2,967,681 8,734,428 218,183 615,332 NYC or Boston… or the Best of Both?
Many businesses, especially professional services, view the cost of space as less expensive in this region than
their other offices in New York City, Boston, and the District of Columbia. Young professionals enjoy a vibrant
quality of life in our 15 towns at a fraction of the cost of living in NYC or Boston.
Cost of Living Comparison South Central Connecticut: CEDS 2013
New York, NY Boston, MA Washington, DC 52 % 47% 21% 79
Part II: Analysis of the Region
Population
Figure 17 shows historical population change in the South Central Region through three distinct categories:
 New Haven
 Municipalities Adjacent to New Haven:
 East Haven, Hamden, North Haven, Orange, West Haven, and Woodbridge
 South Central Region, excluding New Haven and adjacent towns:
 Bethany, Branford, Guilford, Madison, Meriden, Milford, North Branford, and Wallingford.
Since 1900, the municipalities adjacent to New Haven and the rest of the South Central Region have
exhibited similar population growth patterns, with the largest increase occurring between 1940 and 1970.
Conversely, New Haven lost population between 1950 and 1980. Prior to 1950, the population of New Haven
exceeded the total population of all other municipalities within the Region, reaching a peak of about 164,000
in 1950.
Figure 17: Popula on Growth by Geography 600000
500000
400000
New Haven
300000
Adajcent Towns
South Central Region (excluding New
Haven and Adjacent Towns)
200000
100000
0
1900 1910 1920 1930 1940 1950 1960 1970 19 80 1990 2000 2010
Source: Popula on Growth by Geography—US Census South Central Connecticut: CEDS 2013
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Part II: Analysis of the Region
Figure 18 shows the population change in the Region’s municipalities between 2000 and 2010. Since 2000,
the population of thirteen of the fifteen municipalities increased. The largest increase occurred in New Haven
(about 6,000). The only municipality that experienced a decrease in population was Branford (about 600). The
population of Woodbridge remained relatively stable during this time period.
Figure 18: Popula on Change by Municipality, 2000‐2010 Figure 19: Popula on Distribu on by Age In percentage terms, the region’s population age
distribution is lower than the state for both the <5
and 5-19 year-old groups. The region is higher for
20-49, 50-64 and over 65 year-old groups. The
same pattern applies to the relationship between
South Central Connecticut and the U.S. with the
exception of the 20-49 year-olds, where they are
nearly identical. These relationships are shown in
Figure 19.
120.00%
100.00%
65+
80 .00%
50‐64
60 .00%
25‐49
20‐24
40 .00%
5‐19
20 .00%
<5
0.00%
South Central Connecticut United State s
DP‐1: Profile of General Popula on and Housing Characteris cs: 2010 2010 Demographic Profile Data South Central Connecticut: CEDS 2013
81
Part II: Analysis of the Region
Figure 20 shows the distribution of the non-white population by census tract in 2010. The largest
concentrations of residents identifying themselves as non-white are in Hamden, Meriden, New Haven, and
West Haven. Both census tracts in North Branford are less than 5% non-white. Towns with some census
tracts consisting of less than 5% non-white residents are Branford, Guilford, and, Madison.
Figure 20: Concentra on of Non‐White Popula on 2010 South Central Connecticut: CEDS 2013
82
Part II: Analysis of the Region
Students
The South Central Region is home to a number of colleges and universities. Table 12 depicts that many of
these educational institutions have a significant number of out-of-state students, especially Yale, Quinnipiac,
and the University of New Haven. These students are representative of a potential source of future skilled
workers. With the exception of Yale and the University of New Haven, international students do not comprise
a large percentage of the student body. The public colleges and universities within the Region have
approximately 80% of their students employed in Connecticut within one year of graduation.
Table 12: Characteris cs of Students in Region’s Colleges and Universi es, 2010 College/University Out of State Students % Interna onal Students % Albertus Magnus College 15% 0.4% Gateway Community College 2%* 1.4% Middlesex Community College 0% 0.2% Paier College of Art 7%* N/A Quinnipiac University 85% 1.4% Southern Connec cut State University 4% 0.9% University of New Haven 49% 10.9% Yale University 94% 17.7% Sources: CollegeView.com (out of state students), Interna onal Student.com (interna onal students), & Campusdiscovery.com (*) Quinnipiac University
Southern CT State University
South Central Connecticut: CEDS 2013
Middlesex Community College
University of New Haven
Paier College of Art
Yale University
Michael Marsland
Yale University
Gateway Community College
Mimi Dudley
Albertus Magnus College
83
Part II: Analysis of the Region
College Attainment
The South Central Region is home to a number of colleges and universities. Figure 21 depicts that many of
these educational institutions have a significant number of out-of-state students, especially Yale, Quinnipiac,
and the University of New Haven. These students are representative of a potential source of future skilled
workers. With the exception of Yale and the University of New Haven, international students do not comprise
a large percentage of the student body. The public colleges and universities within the Region have
approximately 80% of their students employed in Connecticut within one year of graduation.
Figure 21: Percent of Popula on 25+ Years with a Bachelor's Degree or More Meriden
East Haven
West Haven
New Haven
North Branford
Wallingford
Milford
2000
North Haven
Increase 2000‐2010
Hamden
Branford
Orange
Bethany
Guilford
Madison
Woodbridge
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
Sources: U.S. Census Bureau, 2000 Census & 2006‐2010 American Community Survey Turning Lemons into Lemonade
The recession left many residents under or unemployed. It seems they made the best of a bad
situation with every town reporting an increase in the percentage of residents with a Bachelor’s
Degree or higher. Most notably, Bethany can boast 56% of its residents with a BA or higher, up from
50% in 2009!
Source: CERC Town Profiles
South Central Connecticut: CEDS 2013
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Part II: Analysis of the Region
Income
Figure 22 shows the median household income for the municipalities in the South Central Region during
2010. Woodbridge led the Region with a median household income of approximately $127,000, while New
Haven’s median household income was about $39,000. There are apparent similarities in Figures 21 and 22.
Municipalities with higher rates of college attainment tend to have higher median household income. Similarly,
those municipalities with low rates of college attainment typically have lower median household income.
Figure 22: Median Household Income, 2010 Woodbridge
Bethany
Madison
Orange
Guilford
North Haven
North Branford
Milford
Wallingford
Branford
Hamden
East Haven
Meriden
West Haven
New Haven
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
Source: U.S. Census Bureau, 2006‐2010 American Community Survey (Table B19013) South Central Connecticut: CEDS 2013
85
Part II: Analysis of the Region
Poverty
With respect to individuals living below the federally-defined poverty level (Figure 23), seven municipalities
saw a decrease between 2000 and 2010 (Bethany, Guilford, Hamden, Madison, North Branford, Orange, and
Woodbridge). It is clear that poverty is a greater problem in some of the larger municipalities, specifically
Meriden, New Haven, and West Haven. In 2010, these municipalities had more than 10% of their residents
living in poverty, with approximately 25% of New Haven’s population living below the poverty level. The
largest increase in poverty, 3.1%, occurred in East Haven.
Figure 23: Change in Percent of Popula on in Poverty by Town 2000‐2010 Sources: 2000 U.S. Census & ACS 2010 5 Year Es mates South Central Connecticut: CEDS 2013
86
Part II: Analysis of the Region
Housing
As shown in Figure 24, the number of housing permits issued in the South Central Region has ranged from
a low of 297 in 2009 to a high of 1,703 in 2004. The rapid decrease in permits after 2007 is due to a
downturn in the economy, referred to as the 2007-2009 recession by the National Bureau of Economic
Research (NBER). The slight increase in permits between 2009 and 2010 is supportive of the NBER’s
conclusion that the recession ended in mid-2009.
Figure 24: Annual Housing Permit Data (by Town) from 1990 thru 2010 Source: Census, Department of Economic and Community Development Compiled by DECD Research South Central Connecticut: CEDS 2013
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Part II: Analysis of the Region
Housing
The total number of housing units in the South Central Region increased by approximately 13,000 between
2000 and 2010 (Figure 25). However, the percentage of owner-occupied and renter-occupied units has
remained rather stable. In both years, about 58% of the housing units were owner-occupied, while about 35%
were renter-occupied. Vacant housing units increased from 6.5% to 7.5% between 2000 and 2010.
Figure 25: Regional Owner‐Occupancy Rate 2000 2010 Sources: U.S. Census Bureau, Census 2000 Data Profile 1 & 2010 U.S. Census Demographic Profile Data (Table DP‐1) 360 State Street
 Mixed-use project, completed in 2011 with 500 total units, 50 affordable
housing units
 First Connecticut Residence targeting LEED Platinum Certification, including a
400kW fuel cell on-site to produce clean, renewable energy
 Located next to the State Street Train Station
 Conveniently located within walking distances of over 30 Zagat-rated
South Central Connecticut: CEDS 2013
88
Part II: Analysis of the Region
Housing
As shown in Figure 26, between 2009 and 2011, only four municipalities (Branford, Guilford, Milford, and
Woodbridge) saw increases in the median sales price of single family homes, with Branford’s median sales
price increasing 4.7%. The rest of the municipalities saw decreases, with the largest occurring in Meriden
(-14.3%).
Figure 26: Change in Median Sales Price Single‐Family Home, 2009‐2011 Branford
Guilford
Woodbridge
Milford
Wallingford
East Haven
North Branford
Madison
Bethany
Hamden
North Haven
West Haven
New Haven
Orange
Meriden
‐16.0%
‐14.0%
‐12.0%
‐10.0%
‐8.0%
‐6.0%
‐4.0%
‐2.0%
0.0%
2.0%
4.0%
6.0%
Source: Pruden al Connec cut Realty, 4th Quarter Market Report – 2009 & 2011 South Central Connecticut: CEDS 2013
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Part II: Analysis of the Region
Housing
Figure 27 shows the housing sales (for single-family homes) by price bracket during calendar year
2009. More than 40% of the sales in Guilford, Madison, and Woodbridge were $400,000 or greater.
On the other end of the spectrum, nearly 30% of the sales in New Haven were less than $100,000.
Figure 27: Percent of Single‐Family Housing Sales by Price Bracket, Jan. 2009 – Dec. 2009 Bethany*
Branford**
East Haven
Guilford
Hamden
Madison
Meriden
<$100K
Milford
$100K‐$200K
New Haven
$200K‐$300K
$300K‐$400K
North Branford
$400K+
North Haven
Orange
Source? Find original information to change color scheme
Wallingford
West Haven
Woodbridge**
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
*January 2010 ‐ September 2010 ** January 2009 ‐ September 2009 Source: CT Office of Policy and Management, Real Estate Sales Lis ngs – 2008 & 2009 South Central Connecticut: CEDS 2013
90
Part II: Analysis of the Region
Housing
Figure 28 shows the difference between median household income and median home sales price (of single
family homes) in 2010. The average ratio of median household income to median home sales price in the
Region was 3.49, with the highest being in New Haven (4.23). It is clear from this figure that housing
affordability is an issue in the South Central Region.
Figure 28: Comparison of Median Household Income to Median Home Sales Sources: Pruden al Connec cut Realty 4th Quarter 2011 Market Report & 2006‐2010 American Community Survey South Central Connecticut: CEDS 2013
91
Part II: Analysis of the Region
Distressed Municipalities
The Connecticut Department of Economic and Community Development ranks all 169 municipalities in the
state according their level of distress. The factors used to calculate this ranking include high unemployment
and poverty, aging housing stock and low or declining rates of growth in job creation, population, per capita
income, percentage of population with high school diploma or higher, and per capita adjusted equalized net
grand list. When taken together, these metrics give an overall picture of the economic well-being of a
community.
Table 13 shows the 25 towns in the ranking that are considered distressed by the state and are deserving of
special attention and investment. In the South Central region, the communities of New Haven, Meriden and
West Haven qualified as distressed.
Table 13: Distressed Municipali es List: 2012* Total Score Ansonia 1287 Bridgeport 1412 Bristol 1271 Deep River 1263 Derby 1289 East Har ord 1278 Enfield 1208 Groton 1167 Har ord 1462 Killingly 1294 Meriden 1207 Naugatuck 1354 New Britain 1460 New Haven 1269 New London 1293 North Canaan 1255 Plainfield 1283 Putnam 1146 Sprague 1152 Stra ord 1138 Torrington 1310 Waterbury 1460 West Haven 1209 Winchester 1247 Windham 1299 Source: Connec cut Department of Economic and Community Development (DECD) List of Distressed Municipali es ‐ 2012 South Central Connecticut: CEDS 2013
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Part II: Analysis of the Region
The labor force is defined as the sum of employed and unemployed residents. Figure 29 shows the labor
force growth in the South Central Region, Connecticut, and the United States between 2000 and 2011. Since
2000, the labor force of the Region and Connecticut grew at a similar rate. Between 2001-2004 and 20082011, the labor force growth of both the Region and Connecticut exceeded that of the United States. In 2010,
the Region’s labor force growth began trending slightly higher than that of the state. As of 2011, the labor
force in the Region and Connecticut has grown by 10.2% and 8.7%, respectively.
Figure 29: Labor Force Growth in South Central Region, CT, and USA, 2000 – 2011* 1.15
1.10
Index (2000 = 1)
1.05
South Central Region
1.00
Connecticut
United States
0.95
0.90
0.85
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
Source: Connec cut Department of Labor, Labor Force Monthly Data w/ Annual Averages by Town 2000‐2011 South Central Connecticut: CEDS 2013
93
Part II: Analysis of the Region
Unemployment
Between 2000 and 2010, the average annual unemployment rate (unemployment rate) of the South Central
Region resembled that of Connecticut (Figure 30). In the Region, Connecticut, and the United States, the
largest increase in unemployment occurred between 2007 and 2009 (indicative of the economic recession)
and the unemployment rate reached its peak in 2010. Between 2009 and 2011, the unemployment rate of the
United States exceeded that of both the Region and Connecticut. Between 2010 and 2011, the most
significant decrease in the unemployment rate occurred in the Region (-1.45%).
Figure 30: Unemployment Rate in Region, State and Na on 2000‐2011 Source: CT DOL Labor Force Monthly Data w/ Annual Averages By Town (2000, 2001, 2002, 2003, 2004, 2005, 2006, 2007, 2008, 2009, 2010, 2011) South Central Connecticut: CEDS 2013
94
Part II: Analysis of the Region
Unemployment
Average annual unemployment rates increased in all of the South Central Region’s municipalities, between
2005 and 2011, as shown in Figure 31. In 2011, all of the average annual unemployment rates were below
10%, except for Meriden (10.6%), New Haven (12.8%), and West Haven (10.2%).
Figure 31: Unemployment Rates by Municipality 2005‐2011 New Haven
Meriden
West Haven
East Haven
Hamden
North Branford
Milford
Wallingford
2005
Increase 2005‐2011
North Haven
Branford
Orange
Bethany
Woodbridge
Guilford
Madison
0%
2%
4%
6%
8%
10%
12%
14%
Unemployment Rate
Source: CT DOL Labor Force Monthly Data w/ Annual Averages By Town (2005, 2006, 2007, 2008, 2009, 2010) 2011? South Central Connecticut: CEDS 2013
95
Part II: Analysis of the Region
Migrants
Figure 32 represents data on New Haven County migrants between 2005 and 2010. Migrants are defined as
people who moved out of the County (out-migrants) or into the County (in-migrants). The information was
calculated from exemptions data published by the Internal Revenue Service. In each year, out-migration
exceeded in-migration, with the difference between the two being the largest in 2010 (about 2,500 more outmigrants than in-migrants). Overall, the total number of in-migrants and out-migrants has been declining since
2005.
Figure 32: Migrants into and out of New Haven County, 2005‐2010 Sources: Sta s cs of Income Division ‐ Internal Revenue Service, County‐to‐County Migra on Inflow 2004‐2005, 2005‐2006, 2006‐2007, 2007‐2008, 2008‐2009, 2009‐2010 & County‐to‐County Migra on Ou low 2004‐2005, 2005‐2006, 2006‐2007, 2007‐2008, 2008‐2009, 2009‐2010 South Central Connecticut: CEDS 2013
96
Part II: Analysis of the Region
Migrants
Figure 33 shows the number of net migrants between New Haven County and select counties during 2010.
Net migrants are calculated by subtracting the number of people moving out of New Haven County from the
number of people moving into New Haven County. The largest net gain was from Fairfield County (711). The
next highest net gain was from Puerto Rico (198). The largest net losses were to Harford (-455) and
Middlesex Counties (-444).
Figure 33: Migrants into and out of New Haven County, 2010 Source?
Sources: Sta s cs of Income Division ‐ Internal Revenue Service, County‐to‐County Migra on Inflow 2009‐2010 & County‐to‐County Migra on Ou low 2009‐2010 South Central Connecticut: CEDS 2013
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Part II: Analysis of the Region
Commuters
The share of residents that commuted to a town outside of their hometown for work in 2000 and 2010 are
shown in Figure 34. Five municipalities saw an increase in residents leaving for work (Bethany, East Haven,
Meriden, Milford, and West Haven), five municipalities saw a decrease (Guilford, Madison, New Haven,
Wallingford, and Woodbridge), and five municipalities experienced essentially no change (Branford, Hamden,
North Branford, North Haven, and Orange). In 2010, New Haven had the least residents leaving for work
(45.8%) and Bethany (86.4%) had the most residents leaving for work.
Figure 34: Share of Popula on That Commutes to a Different Town for Work Sources: 2000 U.S. Census & 2006‐2010 American Community Survey South Central Connecticut: CEDS 2013
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Part II: Analysis of the Region
ECONOMIC ANALYSIS
Over the course of the last five years, the national economy has seen a dramatic shift, from the recession in
years 2007-2009 and the current post-recessionary period. Most economic data suggest that the United
States economy improved over the past year. Gross Domestic Product (GDP) grew, inflation remained near
the historic average, total employment and non-farm employment both improved, and even the
unemployment rate fell. Economists divide the post-recession part of an economic cycle into two parts:
recovery and expansion. Recovery refers to growth in GDP that occurs after the economy hits bottom, and
gives way to expansion when the level of GDP surpasses the previous peak. According to the Kyser Center
for Economic Research, based on that definition the economy entered the expansion phase of the economic
cycle in the third quarter of 2011 and has continued to grow since then. Most businesses and consumers,
however, still feel that the recession has not ended, and that the economy has not recovered. Although this
may be the sentiment across the Nation and in the South Central Connecticut region, there are some
explanations.
United States
According to the Kyser Center for Economic Research the economy is growing but the growth trajectory is
lower than is typical of this point in an economic cycle. GDP has grown by an average of 2.8% since 1970,
but in post-recession years, the growth rate typically ramps up to rates exceeding 4.0%. The current recovery
period, however, has not been so typical. GDP grew just 3.0% in 2010 and a meager 1.7% last year.
Additionally, weak economic growth has spurred anemic gains in the labor market. The unemployment rate
did fall last year, but a decline from 9.1% in January of last year to 8.3% currently still leaves the
unemployment rate considerably higher than the long-run “normal” unemployment rate, which is thought to be
somewhere around 6.0% (citation). Finally, with uncertainty about their jobs, declines in the value of their
assets, and tight credit, households have spent tentatively. This is a problem because the consumer sector
makes up 70% of economic activity, meaning that households sit in the economy’s driver seat. If the
hesitancy remains, the economy will continue on its slow growth trajectory and improvement in the labor
market and elsewhere in the economy will remain painfully slow. The following is a 2012-2013 forecast at a
glance of the U.S. economy, conducted by to Kyser Center for Economic Research.
 Below par growth and slow improvement in labor market
 Consumer sector key to improvement, potential drag from slower global growth
 Oil prices a perennial concern
Table 14: Kyser Center for Economic Research 2012‐2013 Forecast Real GDP (% Change) Nonfarm Jobs (% Change) Unemployment Rate Consumer Price Index (% Change) 2011 2012 2013 1.7% 1.1% 9.0% 3.2% 1.9% 1.1% 8.5% 1.8% 2.3% 1.4% 8.3% 1.9%  Leading Sectors – Consumer Spending, Exports, Business Equipment Spending
 Trailing Sectors – Construction, State/Local Government Spending
South Central Connecticut: CEDS 2013
Yale University, New Haven
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Part II: Analysis of the Region
Connecticut
The Connecticut economy, as expected, shows similar trends in respect to the National economy. A key
measurement for overall economic growth in the Connecticut economy is the Farmington Bank Business
Barometer (FBBB), reported quarterly by the Connecticut Department of Labor. The FBBB, through its three
components, tells us where we are in the current business cycle, and whether statewide economic conditions
are improving or deteriorating, and how we compare to the nation as a whole. The three components that are
tracked in measuring the overall economic growth are: non-manufacturing employment, real disposable
income and manufacturing production. On a historical basis, the FBBB has risen at an average annual rate of
roughly 2.5%, dating back to the early 1970’s, slightly less than the approximate 3.0% growth rate realized
nationally. The following is the FBBB through 2011:
Figure 35: Farmington Bank Business Barometer Source NOTE: The Farmington Bank Business Barometer is a measure of overall economic growth in the state of
Connecticut that is derived from non-manufacturing employment, real disposable personal income, and
manufacturing production.
Over the past five years you can see the economy has taken a downturn, coinciding with the recession, with a
slight uptick between the second quarter of 2010 and through 2011. According to DATACORPS and the
Connecticut Department of Labor, however, the FBBB is now reflecting a rather stagnant economy through
the first half of 2012 (not shown in the above graph). Specifically, the FBBB has posted a slight 0.2%
cumulative YTD rise for the first seven months of 2012, and has posted quarterly year-by-year percent
changes of minus 0.1% in the 1Q, minus 0.1% for the 2Q, and plus 0.8% for the 3Q based on partial data
through July. This indicates that, similar to the national economy, the State economy is slowing and
demonstrating modest growth.
According to the Connecticut Center for Economic Analysis’s recent “Connecticut Economic Outlook” report
(published in August, 2012), the recession was more severe on Connecticut than was previously thought. As
a result of the federal Bureau of Labor Statistics (BLS) annual Benchmark revision for Connecticut and all
States, Connecticut was still contracting when the rest of the Nation was beginning to recover its real gross
South Central Connecticut: CEDS 2013
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Part II: Analysis of the Region
In contrast, the report also points out that Connecticut is experiencing a stronger recovery, measured by
housing permits, than neighboring States. Employment, however, has recovered only approximately a third
of jobs lost in the recession.
South Central Connecticut
Although growth has been slow, there has still been growth over the last two years following the recession, in
the Nation, State and in the South Central Connecticut region. It is the purpose of this analysis to show how
the last five years have affected the economy in the South Central Region. The following sections show the
collection and analysis of economic data to provide a firm basis for the actions proposed by this plan. The
first section examines the overall economic situation in the South Central Connecticut region and looks at
broad sectors of the economy. The next section examines the innovation potential for the region, and
compares innovation performance with other areas. The final section details a cluster analysis of the region
and identifies specific clusters in the region where economic development efforts can be focused.
Note: It should be noted that this analysis does not include the government sector.
South Central Connecticut: CEDS 2013
Yale University, New Haven
101
Part II: Analysis of the Region
INDUSTRY SECTOR & EMPLOYMENT
As previously discussed, since the region’s 2008 CEDS was completed, the economic development climate
has changed dramatically. Recovery in the labor market has been painfully slow after the recession. As
recently as last August, the national unemployment rate was 9.1%. Since then, the unemployment rate fell
(or remained unchanged) for eight consecutive months. However, over the last several months has slightly
increased and currently stands at 8.3% for July 2012. Nonfarm jobs grew by 1.2% for all of 2011 over 2010,
a gain of 1.5 million jobs. The economy has added nearly 2.9 million jobs from the beginning of 2010 through
January 2012, representing a significant recovery of the 8.7 million jobs that were lost from the start of the
recession through the end of 2009. That still, however, leaves a large number of unemployed individuals,
hence the relatively high unemployment rate. The South Central regional economy has seen the same
effects. The following is a labor and industry analysis of the South Central region since the time of the
previous CEDS was completed in 2008.
The graph below shows the composition of the region’s economic base in 2011, by industry sector. Based on
traditional industry sector definitions, the Health and Social Assistance sector provides the most jobs in the
region, followed by Government, Retail, Manufacturing, Accommodation and Food Services and Education
sectors. Excluding Government, these five sectors made up a large concentration of regional employment.
This is very similar to the largest concentrations of employment in the State, with the exception of the Finance
and Insurance sector, which makes up over 8.0% of the employment in the State but only 3.1% in the region.
Figure 36: New Haven County % of Total Workforce Healthcare & Social Assistance:
18.9%
Manufacturing: 9.1
Retail: 11.7%
Flutterby, Guilford
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Part II: Analysis of the Region
Regional Employment
The following chart shows the change in employment since 2006, by industry sector. As shown in the chart,
the South Central Connecticut region was affected by the recession, much like the State and Nation.
Although most industries in the region saw a decline during this period of time, two of the economic drivers in
the region saw growth of 16.4% and 11.0%, that being Educational Services and Health Care and Social
Assistance respectively.
Table 15: Change in Employment 2006‐2011 US CT South Central Region** Industry Sector 2006 2011 % Change 2006 2011 % Change 2006 2011 % Change 23 Construc on 7,602,148 5,470,906 ‐28.0% 67,157 51,494 ‐23.2% 10,802 8,460 ‐21.7% 31‐33 Manufacturing 14,110,663 11,701,587 ‐17.1% 193,714 166,279 ‐14.2% 29,278 23,584 ‐19.4% 42 Wholesale trade 5,885,194 5,544,792 ‐5.8% 67,660 63,471 ‐6.2% 10,466 9,986 ‐4.6% 44‐45 Retail trade 15,370,040 14,665,100 ‐4.6% 191,254 180,203 ‐5.8% 31,086 28,341 ‐8.8% 54 Professional and technical services 55 Management of comp and enterprises 56 Administra ve and waste services 7,392,850 7,670,881 3.8% 91,396 87,834 ‐3.9% 10,811 10,634 ‐1.6% 1,785,257 1,914,283 7.2% 26,370 28,616 8.5% 1,939 2,847 46.8% 8,291,573 7,710,134 ‐7.0% 88,103 80,716 ‐8.4% 13,530 13,768 1.8% 61 Educa onal services 2,207,199 2,534,354 14.8% 47,723 54,718 14.7% *21,357 *24,852 16.4% 48‐49 Transporta on and warehousing 51 Informa on 4,204,514 4,055,183 ‐3.6% 41,710 39,640 ‐5.0% 6,355 5,349 ‐15.8% 3,040,577 2,675,278 ‐12.0% 37,730 31,385 ‐16.8% 8,361 4,816 ‐42.4% 52 Finance and insurance 6,007,468 5,507,056 ‐8.3% 123,282 114,560 ‐7.1% 10,297 8,614 ‐16.3% 2,154,595 1,909,455 ‐11.4% 21,043 18,692 ‐11.2% 4,176 3,178 ‐23.9% 1,901,194 1,922,524 1.1% 23,821 23,903 0.3% 3,104 2,708 ‐12.8% 11,123,421 11,371,675 2.2% 108,654 113,311 4.3% 17,560 18,756 6.8% 4,364,889 4,406,825 1.0% 57,761 57,229 ‐0.9% 9,134 9,114 ‐0.2% 53 Real estate and rental and leasing 71 Arts, entertainment, and recrea on 72 Accommoda on and food services 81 Other services, except public administra on *Regional Data for Educa onal Services was taken from New Haven County Level Data. **Regional Data is taken from the CT Department of Labor informa on for 15 municipali es in the region. The decrease in total employment, including all industries, was similar for the region compared to the State
and only slightly below the National average of -4.0% between 2006 and 2011 (as seen below).
Table 16: Total Employment: Region, State, & Na on United States 2006 112,718,858 2011 108,165,289 South Central Connecticut: CEDS 2013
Connec cut % Change ‐4.0% 2006 1,425,174 2011 1,374,880 South Central Region % Change ‐3.5% 2006 265,268 2011 255,679 % Change ‐3.6% 103
Part II: Analysis of the Region
The South Central Region has a somewhat diverse economy with health care and social assistance, retail,
manufacturing and educational services being the top private industry sectors by employment. As a
comparison over the last four quarters that data is available, the State has the same top three industries by
employment, with finance and insurance having a much larger concentration in the State than in the region.
Educational services, on the other hand, have a much larger concentration in the region than that of the
State.
Table 17: Connec cut—Top Ten Industry Sectors by Employment Sector All Sectors Avg. Quarterly Employment (last 4 Q's) 1,360,184 62 Health Care and Social Assistance 245,768 44‐45 Retail Trade 176,015 31‐33 Manufacturing 169,880 52 Finance and Insurance 72 Accommoda on and Food Services 118,205 108,392 54 Professional, Scien fic, and Technical Services 85,756 56 Administra ve and Support and Waste Management and Remedia on Services 42 Wholesale Trade 78,119 63,638 61 Educa onal Services 56,572 81 Other Services (except Public Administra on) 55,942 Source: United States Census Bureau. Longitudinal Employer‐Household Dynamics. Retrieved from: h p://lehd.did.census.gov/led/datatools/datatools.html Table 18: New Haven County—Top Ten Industry Sectors by Employment Sector Avg. Quarterly Employment (last 4 Q's) All Sectors 312,769 62 Health Care and Social Assistance 66,120 44‐45 Retail Trade 42,538 31‐33 Manufacturing 33,426 61 Educa onal Services 72 Accommoda on and Food Services 27,142 24,892 56 Administra ve and Support and Waste Management and Remedia on Services 42 Wholesale Trade 18,947 54 Professional, Scien fic, and Technical Services 15,863 81 Other Services (except Public Administra on) 52 Finance and Insurance 16,135 12,561 11,882 Source: United States Census Bureau. Longitudinal Employer‐Household Dynamics. Retrieved from: h p://lehd.did.census.gov/led/datatools/datatools.html South Central Connecticut: CEDS 2013
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Economic Base
The economic base of a region is made up of industries that are more heavily concentrated in that region than
they are in some other reference area. Those industries that employ a disproportionately large number of
employees are assumed to be producing more than is required for local consumption, and are thus exporting
the excess. The theory is that the economic base of a region drives growth by bringing in outside money. A
technique (which will be explained in more detail during the cluster analysis discussion) of determining which
industries are in the base is to calculate location quotients (LQ). The LQ is determined by comparing the
percentage of an area’s total employment that is made up by a particular industry, to the percentage of total
employment in a reference area that is made up by a particular industry. If the LQ is below 1.0 the region is
assumed to be a net importer of that industry’s goods. If it is around 1.0, the industry is assumed to be
producing just enough for local consumption. If the value is much greater than 1.0 it indicates that the region
is exporting the product of that industry, a value of 1.2 is usually a defining measure of an exporting product.
Table 19: Loca on Quo ents for New Haven County vs. the State and Na on Industry State U.S. 2006 ND 2011 0.69 % NA 2006 ND 2011 0.24 % NA 21 Mining, quarrying, and oil and gas extrac on ND 1.46 NA ND 0.09 NA 22 U li es 0.78 0.84 7.6% 0.75 0.74 ‐1.3% 11 Agriculture, forestry, fishing and hun ng 23 Construc on 1.02 1.05 2.9% 0.71 0.78 9.9% 31‐33 Manufacturing 0.98 0.92 ‐6.1% 1.06 1.02 ‐3.8% 42 Wholesale trade 0.98 1.03 5.1% 0.9 0.93 3.3% 44‐45 Retail trade 1.05 1.03 ‐1.9% 1.04 1.00 ‐3.8% 54 Professional and technical services 0.8 0.8 0.0% 0.79 0.72 ‐8.9% 55 Management of companies and enterprises 0.54 0.64 19.0% 0.63 0.75 19.0% 56 Administra ve and waste services 0.98 0.98 0.0% 0.82 0.81 ‐1.2% 61 Educa onal services 2.02 2.08 3.0% 3.45 3.53 62 Health care and social assistance 1.19 1.21 1.7% 1.45 1.44 2.3% ‐4.1% 48‐49 Transporta on and warehousing 0.88 0.86 ‐2.3% 0.69 0.66 ‐4.3% 51 Informa on 1.17 0.88 ‐24.8% 1.15 0.81 ‐29.6% 52 Finance and insurance 0.49 0.44 ‐10.2% 0.8 0.72 ‐10% 53 Real estate and rental and leasing 1.12 1.18 ‐1.8% 0.87 0.91 4.6% 71 Arts, entertainment, and recrea on 0.8 0.71 ‐11.3% 0.79 0.69 ‐12.7% 72 Accommoda on and food services 0.98 1 2.0% 0.76 0.79 3.9% 81 Other services, except public administra on 1.02 1.02 0.0% 1.07 1.04 ‐2.8% 99 Unclassified 0.5 0.64 28.0% 0.04 0.09 125.0% Source: United States Department of Labor Quarterly Census of Employment and Wages. Retrieved from: h p://data.bls.gov/loca on_quo ent/ControllerServlet South Central Connecticut: CEDS 2013
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Part II: Analysis of the Region
The data on the previous page from 2011 show only two industry sectors that made up the economic base
(LQs above 1.2) for the South Central region: Educational Services and Health Care and Social Assistance.
Even during the economic downturn over the past five years these two industry sectors have increased in
concentration in comparison to both the State and Nation. Manufacturing saw a slight decline in this period,
although still maintained an LQ above 1.0 in comparison to the Nation. There are two industry sectors that
saw a significant decline that should be noticed. The information sector had an LQ above 1.0 in 2006
compared to both the State and Nation, however, since 2006 has decreased below 1.0 to .88 compared to
the State and .81 compared to the Nation. The arts, entertainment and recreation industry also saw a decline
of over 10% during this time period. This should be of some concern, as this industry sector has in the past
been thought to be an economic engine in the region.
LQs can also reveal industries that are underrepresented in the region, indicating that certain needs are being
met outside of the region. In this regard, very few sectors in the region have shown an LQ below 0.6 showing
a diversity in the South Central region. Finance and insurance was seen to have a LQ below 0.6 at 0.44
compared to the State, most probably due to the strong concentration of financial and insurance corporations
in the Hartford region. Management of companies and corporations is another industry sector that has seen
a LQ below 0.60 in the past, having a LQ of 0.54 compared to the State in 2006 and 0.63 compared to the
Nation in that same year. This industry sector, however, has showed a 19.0% increase in both the State and
Nation since 2011, indicating a possible increase in corporate offices in the region.
Sub-Sector Analysis
The above data was taken from broad industry sectors with a 2-digit NAICS. To better understand the
breakdown of some of the top industry sectors in the region the following information will break down the
industry sectors into sub-sectors using the 3-digit NAICS for each specific sector, with the exception of the
two main economic drivers in the South Central region, Education and Healthcare, these industry sectors
have been broken down even further into 4-digit NAICS. The following charts show the LQ concentrations for
the top five industry sectors in the region by employment, broken down into their respective sub-sectors.
Each industry sub-sector is compared to both the Nation and the State, with LQ concentrations above 1.2 in
both the Nation and State highlighted in grey and with concentrations above 1.2 in at least one comparison
category highlighted in green.
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Yale University, New Haven
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Part II: Analysis of the Region
Table 20: Sub‐Sector Analysis—Healthcare and Social Assistance Industry Sector U.S. CT 62 Health care and social assistance 1.44 1.21 1.12 1.05 1.17 1.04 1.27 1.14 1.54 1.7 1.45 1.49 1.27 1.36 0.98 0.78 1.51 1.43 NC ND NC ND 2.31 1.29 1.88 1.06 0.85 1.03 0.97 0.74 1.55 1.07 1.39 1.05 2.48 1.27 1.3 1.06 Sub‐Sectors 6211 Offices of physicians 6212 Offices of den sts 6213 Offices of other health prac oners 6214 Outpa ent care centers 6215 Medical and diagnos c laboratories 6216 Home health care services 6219 Other ambulatory health care services 6221 General medical and surgical hospitals 6222 Psychiatric and substance abuse hospitals 6223 Other hospitals 6231 Nursing care facili es, skilled nursing 6232 Residen al mental health facili es 6233 Con nuing care, assisted living facili es 6239 Other residen al care facili es 6241 Individual and family services 6242 Emergency and other relief services 6243 Voca onal rehabilita on services 6244 Child day care services South Central Connecticut: CEDS 2013
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Table 21: Sub‐Sector Analysis—Retail Trade Industry Sector 44‐45 Retail trade U.S. CT 1 1.03 0.97 1.06 0.9 0.83 0.95 0.97 0.99 1.01 1.15 0.97 1.1 1.06 0.6 1.09 1.03 0.96 1.05 1.03 0.87 1.22 0.98 1.06 1.62 1.01 Sub‐Sectors 441 Motor vehicle and parts dealers 442 Furniture and home furnishings stores 443 Electronics and appliance stores 444 Building material and garden supply stores 445 Food and beverage stores 446 Health and personal care stores 447 Gasoline sta ons 448 Clothing and clothing accessories stores 451 Sports, hobby, music instrument, book stores 452 General merchandise stores 453 Miscellaneous store retailers 454 Nonstore retailers South Central Connecticut: CEDS 2013
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Table 22: Sub‐Sector Analysis—Manufacturing Industry Sector 31‐33 Manufacturing Sub‐Sectors 311 Food manufacturing 312 Beverage and tobacco product manufacturing 313 Tex le mills 314 Tex le product mills 315 Apparel manufacturing 316 Leather and allied product manufacturing 321 Wood product manufacturing 322 Paper manufacturing 323 Prin ng and related support ac vi es 324 Petroleum and coal products manufacturing 325 Chemical manufacturing 326 Plas cs and rubber products manufacturing 327 Nonmetallic mineral product manufacturing U.S. CT 1.02 0.92 0.47 1.23 0.11 0.32 ND ND 0.65 0.93 0.18 ND ND ND 0.24 0.94 0.53 0.71 1.03 1.11 0.13 0.68 1.27 1.02 0.65 0.91 0.69 1.43 331 Primary metal manufacturing 1.76 2.47 332 Fabricated metal product manufacturing 333 Machinery manufacturing 1.82 1.08 0.82 0.74 334 Computer and electronic product manufacturing 1.43 1.49 335 Electrical equipment and appliance manufacturing 1.73 0.81 336 Transporta on equipment manufacturing 337 Furniture and related product manufacturing 0.58 0.24 0.41 0.75 339 Miscellaneous manufacturing 2.65 1.89 South Central Connecticut: CEDS 2013
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Part II: Analysis of the Region
Table 23: Sub‐Sector Analysis—Educa onal Services Industry Sector NAICS 61 Educa onal services Sub‐Sectors NAICS 6111 Elementary and secondary schools NAICS 6112 Junior colleges U.S. CT 3.53 2.08 2.06 1.07 ND ND NAICS 6113 Colleges and universi es NAICS 6114 Business, computer and management training NAICS 6115 Technical and trade schools 5.78 3.03 2.7 1.21 2.07 1.1 1.08 0.83 ND ND NAICS 6116 Other schools and instruc on NAICS 6117 Educa onal support services Table 24: Sub‐Sector Analysis—Arts, Entertainment, and Recrea on Industry Sector NAICS 71 Arts, entertainment, and recrea on U.S. CT 0.69 0.71 0.56 0.25 0.77 0.78 0.2 0.75 Sub‐Sectors NAICS 711 Performing arts and spectator sports NAICS 712 Museums, historical sites, zoos, and parks NAICS 713 Amusements, gambling, and recrea on Sub‐Sectors NAICS 72 Accommoda on and food services NAICS 721 Accommoda on NAICS 722 Food services and drinking places 0.79 0.37 0.86 1 0.75 1.03 U.S. Department of Labor—Quarterly Census of Employment and Wages. Retrieved from: h p://data.bls.gov/loca on_quo ent/ControllerServlet South Central Connecticut: CEDS 2013
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As seen in the charts of the sub-sector location quotient analysis above, several of the top industry sectors by
employment have strong concentrations when compared to both the State and Nation. The healthcare and
social assistance industry sector by far employees the largest number of individuals in the region, and along
with educational services is one of the two main economic drivers in the region. Among the healthcare and
social assistance sector there are several industry sub-sectors that have strong concentrations in both the
State and Nation, they are: Outpatient care centers, medical and diagnostic laboratories, home health care
services, general medical and surgical hospitals, nursing care facilities, skilled nursing and vocational
rehabilitation services. Nursing care facilities and skilled nursing and vocational rehabilitation services had
the highest LQs when compared to the Nation at 2.31 and 2.48 respectively. There are also several subsectors that have a relatively high concentration when compared to the State, those being outpatient care
centers and medical and diagnostic laboratories at 1.70 and 1.49 respectively. Overall, when broken down at
the sub-sector level, the health care industry is very strong with the majority of the subsectors indicating an
exportation of product. The educational services industry sector, when broken down to its sub-sectors is also
an overall diverse and highly concentrated industry, with colleges and universities showing extremely high
LQs when compared to both the Nation and State.
The other industry sector to pay particular attention to is the manufacturing industry, which employees the
third highest total of individuals in the region at 23,584 in 2011, just behind retail, a service industry with a
relatively even (1.0) LQ when compared to the State and Nation. When the manufacturing industry, which
shows an overall LQ of 1.02 when compared to the Nation and 0.92 when compared to the State, is broken
down into sub-sectors, several in the region stand out as strong areas of concentration. The primary metal
manufacturing sub-sector has the strongest concentration in both the Nation and State at 1.76 and 2.47
respectively, followed closely by the computer and electronic product manufacturing. The other industry subsector with high concentration in both the Nation and State is the miscellaneous manufacturing at 2.65 and
1.89 respectively, which may be due to a strong presence of medical supplies manufacturing in the region.
Fabricated metal and product manufacturing and electrical equipment and appliance manufacturing subsectors, although not having a relatively high concentration when compared to the State, they both have a
high LQ when compared to the Nation. Food manufacturing, on the other hand, has an extremely low LQ
when compared to the Nation at 0.43, but a relatively high concentration when compared to the rest of the
State at 1.23, which may show an industry of some significance and emerging.
While historically the South Central region was developed through the manufacturing industry, the service
oriented industry has become the largely dominant industry group over the course of the last ten years, as the
previous CEDS report showed. Goods producing jobs, as the name suggests, involve making things. While
this category largely consists of manufacturing jobs, which can include machinist and craftsman work,
laboratory production in chemicals and pharmaceuticals, food processing and electronics and engineering
jobs, to name a few, it also consists of agriculture, construction and mining. Service industry jobs, by
contrast, have a much broader function. The service industry is defined by the U.S. Department of Labor as
including workers as varied as health care employees, educators, restaurant employees, hairstylists and even
performers like musicians and actors. Basically, service industry jobs can involve working with things or
working with people.
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Part II: Analysis of the Region
The goods producing and service providing industries continue to evolve and reveal distinct differences,
including emerging employment patterns as suggested by the growing service sector in the region, and the
perception that parts of the service industry is recession proof, as was seen in the region over the last five
years in regards to the two main economic drivers of activity, healthcare and education. A better way to
examine the industry subsectors identified above may be to further break the sub-sectors down into goods
producing and service providing jobs in the region. According the U.S. Bureau of Labor Statistics, 15.3% of
the overall industry employment was in the goods producing industries in 2011 and 84.7% was in the service
industry, similar to the breakdown of the Nation. The totals of all industries and the location quotients
compared to the Nation can be seen in the following chart.
Table 25: Loca on Quo ents: New Haven County vs. Na on Industry Total ‐ All Industries Goods‐Producing Service‐Providing U.S. Total 108,165,289 19,062,460 89,102,828 % 100.0% 17.6% 82.4% New Haven County 300,468 46,028 254,440 % 100.0% 15.3% 84.7% LQ 0.87 1.03 Source: United States Department of Labor, Bureau of Labor Sta s cs. Quarterly Census of Employment and Wages. Retrieved from: h p://data.bls.gov/loca on_quo ent/ControllerServlet As was previously seen, the sub-sectors with the highest concentration in New Haven County are seen in
the healthcare and social assistance, educational services and manufacturing industries. In comparison the
following charts show the top 20 sub-sectors for the region ranked by overall employment and annual wage,
with the goods producing industries highlighted.
Table 26: Top 20 Industry Sub‐Sectors by Employment (2011) Total – All Sub‐Sectors 611 Educa onal Services 722 Food Services and Drinking Places 621 Ambulatory Health Care Services 561 Administra ve and Support Services 622 Hospitals 623 Nursing and Residen al Care Facili es 541 Professional, Scien fic, and Technical Services 624 Social Assistance 445 Food and Beverage Stores 238 Specialty Trade Contractors 452 General Merchandise Stores 423 Merchant Wholesalers, Durable Goods 332 Fabricated Metal Product Manufacturing 424 Merchant Wholesalers, Nondurable Goods 524 Insurance Carriers and Related Ac vi es 522 Credit Intermedia on and Related Ac vi es 334 Computer and Electronic Product Manufacturing 441 Motor Vehicle and Parts Dealers 448 Clothing and Clothing Accessories Stores 812 Personal and Laundry Services Employment 312,769 27,142 23,160 21,975 17,735 17,005 16,118 15,863 11,022 9,137 7,855 7,279 7,045 6,655 6,384 5,639 4,928 4,717 4,561 4,400 4,337 Avg. Monthly Wage $4,330 $6,013 $1,458 $4,721 $3,119 $4,669 $2,909 $6,972 $2,020 $1,936 $4,771 $1,838 $5,713 $4,840 $5,206 $7,121 $5,367 $5,686 $4,042 $1,592 $2,099 Source: U.S. Census Bureau. Longitudinal Employer‐Household Dynamics. Retrieved from: h p://lehd.did.census.gov/ South Central Connecticut: CEDS 2013
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Table 27: Top 20 Industry Sub‐Sectors by Wage (2011) Total – All Sub‐Sectors 523 Securi es, Commodity Contracts, and Other 325 Chemical Manufacturing 425 Wholesale Elec. Markets and Agents and Brokers 551 Management of Companies and Enterprises 517 Telecommunica ons 221 U li es 481 Air Transporta on 524 Insurance Carriers and Related Ac vi es 541 Professional, Scien fic, and Technical Services 533 Lessors of Nonfinancial Intangible Assets 515 Broadcas ng (except Internet) 237 Heavy and Civil Engineering Construc on 611 Educa onal Services 331 Primary Metal Manufacturing 519 Other Informa on Services 336 Transporta on Equipment Manufacturing 423 Merchant Wholesalers, Durable Goods 483 Water Transporta on 334 Computer and Electronic Product Manufacturing 335 Electrical Equip, Appliance, and Component Mfg. Avg. Monthly Wage $4,330 $18,511 $10,203 $8,955 $8,093 $7,982 $7,855 $7,382 $7,121 $6,972 $6,795 $6,733 $6,343 $6,013 $5,982 $5,934 $5,757 $5,713 $5,711 $5,686 $5,580 Employment 312,769 1,112 2,874 2,707 4,102 3,690 1,271 187 5,639 15,863 846 403 927 27,142 1,817 477 2,225 7,045 197 4,717 1,787 Source: U.S. Census Bureau. Longitudinal Employer‐Household Dynamics. Retrieved from: h p://lehd.did.census.gov/ As can be expected, in overall employment in the region a majority of the top twenty sub-sectors are in the
service providing industry, with only one in the goods producing industry of construction ranking in the top ten.
In contrast when the sub-sectors are ranked by wage, a number of the goods producing sub-sectors are in
the top twenty, with chemical manufacturing ranking in the top three. Also, as can be seen in comparing the
two industry sub-sector charts, only five of the sub-sectors identified in the top twenty for employment are
also seen in the top twenty for wage in the region, those being: Educational Services; Professional, Scientific
and Technical Services; Merchant Wholesalers, Durable Goods; Insurance Carriers and Related Activities;
and Computer and Electronic Product Manufacturing. Even though the region is predominately service
oriented, a majority of the employment in the service providing industry sectors, with the exception of
educational services, have lower paying jobs than their counterparts in the goods producing and other service
providing sub-sectors.
Shift-Share Analysis
Shift-share looks at employment in various industry sectors during two points in time. It compares the
changes that occur on a regional scale to those that are happening nationwide and industry wide. This allows
the determination of a given industry’s growth or decline, in a given region, is attributable to general national
trends, specific industry trends, and the character of the local economy. The following chart represents a
shift-share sector analysis performed for the region in comparison to the Nation.
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Part II: Analysis of the Region
Table 28: Shi ‐Share Analysis Compared to the Na on Industry Sector Na onal Employment % Change Agriculture Mining U li es Construc on Manufacturing Wholesale Retail Trans and Warehouse Informa on Finance Real Estate Professional and Tech Management of Comp Admin and Waste Educa on Healthcare and Social Arts and Entertainment Accom/Food Services Other (not Pub Admin) Total All Industry Sectors Na onal Share Regional Employment Industry Mix Regional Share 2006 2011 Change % Change 2006‐2011 2006‐2011 2006‐2011 ‐0.5% 10.5% 0.0% ‐28.0% ‐17.1% ‐5.8% ‐4.6% ‐3.6% ‐12.0% ‐8.3% ‐11.4% 3.8% 7.2% ‐7.0% 14.8% 12.1% 1.1% 2.2% 1.0% * * * 10,802 29,278 10,466 31,086 6,355 8,361 10,297 4,176 10,811 1,939 13,530 3,816 42,051 3,104 17,560 9,134 * * * 8,460 23,584 9,986 28,341 5,349 4,816 8,614 3,178 10,634 2,847 13,768 5,037 46,672 2,708 18,756 9,114 * * * (2,342) (5,694) (480) (2,745) (1,006) (3,545) (1,683) (998) (177) 908 238 1,221 4,621 (396) 1,196 (20) * * * ‐21.7% ‐19.4% ‐4.6% ‐8.8% ‐15.8% ‐42.4% ‐16.3% ‐23.9% ‐1.6% 46.8% 1.8% 32.0% 11.0% ‐12.8% 6.8% ‐0.2% * * * (436.4) (1182.8) (422.8) (1255.8) (256.7) (337.8) (416.0) (168.7) (436.7) (78.3) (546.6) (154.2) (1698.8) (125.4) (709.4) (369.0) * * * (2,591.9) (3,815.8) (182.6) (169.9) 31.0 (666.7) (441.7) (306.4) 843.3 218.5 (402.2) 719.8 6,779.1 160.2 1,101.3 456.7 * * * 686.3 (695.4) 125.4 (1,319.3) (780.3) (2,540.5) (825.3) (522.9) (583.6) 767.9 1,186.8 655.4 (459.3) (430.8) 804.1 (107.8) ‐4.0% 265,268 255,679 (9,589) ‐3.6% (10716.2) 0 1,127.2 In looking at the shift-share sector analysis in more detail, it is important to point out the regional share
component is often seen as the most important component of the analysis, because it is unique to a specific
region (in this cast South Central Connecticut), contains employment growth effects of regional policy and can
help identify a region’s economic strengths and point to industries that enjoy a local comparative advantage.
This is explained in more detail in the upcoming cluster analysis section. As can be seen from the above
analysis, overall sector employment in the region saw a lower decrease than that of the nation, -3.6% and 4.0% respectively.
When looking at individual industries, of the five industries with the highest employment, only the
Administrative and Waste Management and Accommodation and Food Services industries saw a positive
regional share with a positive employment growth over the past five years. This is not to say that all of the top
five employment industries did not see a positive growth, the largest employment sector Healthcare and
Social Assistance saw an 11.0% growth, however, was slightly behind the 12.1% growth seen nationally.
Some of the positive regional trends seen in the shift-share sector analysis (and highlighted in green), when
compared to the nation, was seen in the Construction; Wholesale Trade; Management of Companies;
Administrative and Waste Management; Education (which only includes the university system); and
Accommodation and Food Services
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Part II: Analysis of the Region
industries. The Management of Companies showed some of the strongest positive growth, at 46.8% over the
last five years. This sector was able to hold roughly 768 more jobs than would be predicted by national and
industry trends.
The shift-share analysis also revealed a number of weaknesses in the region’s economy. A major loss of
jobs in the Manufacturing sector was experienced, falling 19.4% regionally, slightly more the 17.1% decline in
the national economy. This decline deprived the region of 695 jobs that would have been predicted following
the national and industry trends. As previously mentioned regional growth in the Healthcare and Social
Assistance sector, which was 11.0%, lagged that of the nation. If the region had followed national trends,
sectorial employment would have grown by almost 460 jobs.
The industry sector’s showing the most significant weakness in the region were the Information and Retail
sectors. Retail, the second largest employment sector in the region, saw almost double the percentage loss of
jobs over the past five years, nationally declining by 4.6% while regionally falling by 8.8%. The result was a
loss of 1,319 jobs beyond what national or industry trends would suggest. Although a smaller sector in
overall employment when compared to other sectors in the region, Information decreased by 42.4% over the
last five years, falling from an employment of 8,361 jobs to 4,816 in 2011. This significant loss in jobs
resulted in 2,540 more jobs being lost than what would have occurred following national and industry trends.
Establishment Sizes
The employers in the region are predominately made up of businesses with a relatively small workforce. In
2011, 94.4% of all business establishments in the region employed fewer than 50 employees, with half
(51.5%) employing fewer than 5. This is a comparable trend to that of the nation, as the national average for
establishments with employees fewer than 5 is 55.1%. For both the region and the Nation, establishments
with employees greater than 500 only make up 0.2% of the entire market, with only 33 businesses greater
than 500 employees in the region. This is important to note, as the definition of a small business used by the
U.S. Small Business Association varies by industry, but generally includes businesses with fewer than 500
employees. On sheer size alone, the small businesses in the region make up the overwhelming backbone of
the workforce in the region.
Table 29: Size of Establishments: New Haven County vs. United States, 2011 Number of Employees Total Employees 1‐4 5‐9 10‐19 20‐49 50‐99 100‐249 250‐499 500‐999 1000 + New Haven County 19,607 10,089 3,826 2,763 1,823 611 408 54 17 16 % of Total 100% 51.5% 19.5% 14.1% 9.3% 3.1% 2.1% 0.3% 0.1% 0.1% U.S. 7,396,628 4,078,084 1,373,687 956,016 616,964 206,814 118,622 29,128 10,744 6,569 % of Total 100% 55.1% 18.6% 12.9% 8.3% 2.8% 1.6% 0.4% 0.1% 0.1% United States Census Bureau: County Business Pa erns (CBP), ZIP Code Business Pa erns (ZBP). Retrieved from: www.census.gov/econ/cbp/index.html South Central Connecticut: CEDS 2013
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In regards to each individual industry sector, the sizes of employers varied depending on the sector that the
business was in, as shown in the following chart. Both the Real Estate and Rental Leasing sector and the
Professional and Technical services sector have over 60% of their businesses with fewer than 5 employees.
The construction industry also showed nearly 70% of their businesses having fewer than 5 employees. In
contrast, the Manufacturing; Healthcare and Social Assistance; and the Management of Companies and
Enterprises sector tended to have larger employers. All had less than 40% of their businesses with fewer
than 5 employees. In fact, the Manufacturing and Health Care and Social Assistance industry sectors had 230
and 159 businesses with more than 50 employees respectively. The Health Care and Social Assistance
industry sector alone had 7 businesses that employed over 1000 employees, by far the most in the region,
with the Educational Services sector having the second most at three.
Figure 37: Size of Establishments by 2‐digit NAICS Source: United States Census Bureau. County Business Pa erns. Retrieved from: h p://www.census.gov/econ/cbp/index.html South Central Connecticut: CEDS 2013
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The 25 largest employers (excluding public administration) in the region can be found in the following table.
As can be seen from the list, it is dominated by the Healthcare and Social Services industry sector and the
Educational Services industry sector. Two manufacturers also made the list, one being located in North
Haven, Covidien (Surgical Appliances), and the other in New Haven, Assa Abloy Door Security Solutions
(Valves and Pipe Fittings). It is also important to point out that there are a number of corporate and world
headquarters on the list, proving the area is a good fit for a certain type of business. This lists also represents
the larger municipalities in the region (with the exception of Marrakech Inc. in Woodbridge), with New Haven
being the location for over 50% of the businesses on the list.
Table 30: Largest Employers in the South Central Region Company Name Town Industry/Business Descrip on Yale University Yale New Haven Health System Southern Connec cut State Unv. Covidien Veterans Affairs Connec cut Servicom LLC Anthem Blue Cross Blue Shield Midstate Medical Ctr. Temple Medical Ctr. General Counselors Office Yale School of Med Psychiatry Quest Diagnos cs Milford Hospital United Illumina ng Co Marrakech Inc. American Medical Response Schick‐Wilkinson Sword Elm City Newspapers Quinnipiac University Knights of Columbus ASSA ABLOY DOOR SECURITY SLTNS SUBWAY World Headquarters NEW HAVEN NEW HAVEN NEW HAVEN NORTH HAVEN WEST HAVEN MILFORD WALLINGFORD MERIDEN NEW HAVEN NEW HAVEN NEW HAVEN WALLINGFORD MILFORD NEW HAVEN WOODBRIDGE NEW HAVEN MILFORD NEW HAVEN HAMDEN NEW HAVEN NEW HAVEN MILFORD Schools‐Universi es & Colleges Academic Hospitals/Clinics Schools‐Universi es & Colleges Academic Surgical Appliances‐Manufacturers Hospitals Call Centers Insurance Hospitals Clinics Business Services NEC Psychiatric Hospitals Physicians & Surgeons Hospitals U li es Social Service & Welfare Organiza ons Ambulance Service Marke ng Programs & Services Newspapers (Publishers/Mfrs) Schools‐Universi es & Colleges Academic Fraternal Organiza ons Valves & Pipe Fi ngs NEC (Mfrs) Restaurant Management DOCTOR'S Associates Inc. US Post Office Knights of Columbus Insurance MILFORD NEW HAVEN NEW HAVEN Restaurant Holding Companies Post Offices Insurance Size/Range 5,000 ‐ 9,999 5,000 ‐ 9,999 1,000 ‐ 4,999 1,000 ‐ 4,999 1,000 ‐ 4,999 1,000 ‐ 4,999 1,000 ‐ 4,999 1,000 ‐ 4,999 1,000 ‐ 4,999 1,000 ‐ 4,999 500 ‐ 999 500 ‐ 999 500 ‐ 999 500 ‐ 999 500 ‐ 999 500 ‐ 999 500 ‐ 999 500 ‐ 999 500 ‐ 999 500 ‐ 999 500 – 999 500 ‐ 999 500 ‐ 999 500 ‐ 999 500 ‐ 999 Source: Connec cut Department of Labor. Top 25 Employers. Retrieved from: h p://www1.ctdol.state.ct.us/lmi/empsearch.asp South Central Connecticut: CEDS 2013
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Wages
Total private wages in the region have increased since the last comprehensive strategy update by roughly
$5,000, from $44,561 in 2006 to $49,364 in 2011. The increase of 10.8% over this time period is almost
identical to the State’s increase of 10.7%, and slightly below the Nation’s increase of 12.8% (although the
Nation’s data was between 2005-2010, while 2011 data was not available). When adjusting for inflation in the
region, using the U.S. Bureau of Labor Statistics Consumer Price Index Tool, the 2006 annual wage of
$44,561 is adjusted to $49,719, just slightly above the actual average annual wage in 2011. The following
chart shows the annual average wage for each industry sector in the region for 2011.
Table 31: New Haven County Wages, 2011 NAICS 11 21 22 23 31‐33 42 44‐45 48‐49 51 52 53 54 55 56 61 62 71 72 81 Industry Total Private Agriculture, forestry, fishing and hun ng Mining U li es Construc on Manufacturing Wholesale trade Retail trade Transporta on and warehousing Informa on Finance and insurance Real estate and rental and leasing Professional and technical services Management of companies and enterprises Administra ve and waste management Educa onal services Health care and social assistance Arts, entertainment, and recrea on Accommoda on and food services Other services, except public administra on Avg. Annual Wage $49,364 $27,011 * $100,836 $58,084 $65,993 $68,010 $27,648 $42,821 $69,069 $77,371 $45,718 $82,072 $106,010 $35,521 $65,615 $47,161 $20,010 $16,823 $28,148 As the top employer in the region, the health care and social assistance sector has a relatively lower annual
wage compared to other industries that have been strong employers in the past. The educational services
industry in contrast, has a very high annual wage, 25% higher than the average annual wage for the region.
This is due to the strong presence of universities and university research in the region. Of the goods
producing industries which historically have a higher annual wage per employee, manufacturing had an
annual average wage of $65,933, a strong indicator for the region since manufacturing is the third largest
private industry sector by employment.
KEY FINDINGS:
 Healthcare and Education remained as two of the economic drivers in the region, both increasing
in employment over the last five years, while the majority of the other industry sectors declined.
 Although the manufacturing sector overall employment fell at a shaper decrease than the State
and Nation, it is still a major employer in the region (9.5% of total employment).
 Percentage wise the Arts/Recreation and Retail sectors suffered far greater than the State and
Nation over the past five years, showing that consumption is down and the South Central region
may have been affected more negatively than both the State and Nation.
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 Only two sectors showed significantly high concentrations when compared to the State and





Nation, the Health Care and Social Assistance sector and the Educational Services sector;
however, there were no noticeably low concentrations among all sectors, showing diversity in the
region.
Many sub-sectors of the top major industry sectors by employment showed very strong
concentrations when compared to the State and Nation, with the exception of the Arts,
Entertainment and Recreation sector.
Two strong sub-sectors within the Manufacturing sector were seen to be in Primary Metal
Manufacturing and Computer and Electronic Product Manufacturing.
Employment in the region is predominately service based, being 84.7% of the overall employment,
slightly above but on par with the national average of 82.4%. As can be expected, the service
providing jobs have lower wages than the goods producing.
In 2011, small businesses made up 94.4% of all business establishments in the region.
Wages increases have followed national trends, but when adjusted for inflation, wages have been
essentially flat.
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Labor Force and Employment Trends
The decline over the last five years in employment can be attributed to the recession; this same decline can
be seen in the primary job makeup in the region. A primary job is the highest paying job for an individual
worker for the year, and thusly will be the same as the count of workers. This overall decline, however,
masks the year over year employment change that can be seen in New Haven County and the State. As
seen below, both the State and the County gained jobs between 2006 and 2008, however, between 2008 and
2010 there was a sharp decrease, falling below the 2006 level.
Figure 38: Connec cut Total Primary Jobs South Central Connecticut: CEDS 2013
Figure 39: New Haven County Total Primary Jobs 120
Part II: Analysis of the Region
Unemployment
The decrease in total primary jobs is correlated in an increase in unemployment in both the State and the
Region, both of which were consistent with that of the National unemployment rate increase. Unemployment
in the South Central region rose from just under 14,000 unemployed persons in 2006 to over 28,000
unemployed persons in 2011, a 110% increase. The graph below shows that the 2011 unemployment rate
for the South Central region, as well as the State and the Nation, doubled the 2006 unemployment rate. It
does show, however, that the unemployment rate decreased slightly between 2010 and 2011, after a 104%
increase in the South Central region between 2006 and 2010. Similar increases over this time period can be
seen by both the State and the Nation.
Figure 40: Change in Employment 2006‐2011 South Central Connecticut: CEDS 2013
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Part II: Analysis of the Region
Workforce Trends
The inflow and outflow of labor in the region has been roughly consistent over the course of the last five
years. As expected with the decrease in the number of primary jobs between 2006 and 2010, there has been
a slight decrease in the number of employees that both live and work in the region, however, the numbers of
employees that inflow or outflow for work has slightly increased, with the region having a net inflow/outflow
percentage in 2010 of -5.2% (meaning 5.2% more workers that live in the region leave the region for work,
than do workers that live outside the region come into the region for work). Slightly more of the workforce in
2010 commuted in from outside the region (29.3%) and commuted out from inside the region (24.1%) than
the total 46.6% of the workforce that both lived and worked in the region.
Figure 41: Worker Inflow/Ou low by Percent of Total Workers and Residents, New Haven County In 2010 a relatively large percentage of workers employed in the region lived in New Haven, followed by
Waterbury, which is outside the region but still in New Haven County. Of the municipalities that are in our
region, over a quarter of the workforce in the county live in New Haven, Hamden, West Haven, Meriden and
Wallingford. Similarly, of the residents that reside in the region, a relatively large percentage works in New
Haven, 15.8%, however, residents tend to work throughout the region and State. These commuting work
patterns suggest that access to employment and transportation issues may not be primary issues for area
labor force participants.
Table 32: New Haven County Workers by Place of Residence 2010 New Haven town (New Haven, CT) Waterbury town (New Haven, CT) Hamden town (New Haven, CT) West Haven town (New Haven, CT) Meriden town (New Haven, CT) Wallingford town (New Haven, CT) Milford town (New Haven, CT) East Haven town (New Haven, CT) Branford town (New Haven, CT) North Haven town (New Haven, CT) All Other Loca ons South Central Connecticut: CEDS 2013
Count 28,972 21,808 17,756 15,070 14,787 14,130 11,998 9,999 9,422 7,829 174,855 Share 8.9% 6.7% 5.4% 4.6% 4.5% 4.3% 3.7% 3.1% 2.9% 2.4% 53.5% Table 33: New Haven County Residents Work Des na ons 2010 New Haven town (New Haven, CT) Waterbury town (New Haven, CT) Milford town (New Haven, CT) Wallingford town (New Haven, CT) Hamden town (New Haven, CT) North Haven town (New Haven, CT) Meriden town (New Haven, CT) West Haven town (New Haven, CT) Stra ord town (Fairfield, CT) Har ord town (Har ord, CT) All Other Loca ons Count 55,318 21,907 15,679 15,210 12,996 12,995 11,061 10,407 10,281 9,367 175,231 Yale University, New Haven
Share 15.8% 6.3% 4.5% 4.3% 3.7% 3.7% 3.2% 3.0% 2.9% 2.7% 50.0% 122
Part II: Analysis of the Region
Conversely, in showing the strength of the labor force in comparison with the State, New Haven ranked in the
top three places of residents and worker destinations in 2010. No other municipality in the South Central
region ranks in the top 10.
Table 34: Connec cut Workers by Place of Residence 2010 Bridgeport town (Fairfield, CT) Stamford town (Fairfield, CT) New Haven town (New Haven, CT) Har ord town (Har ord, CT) Waterbury town (New Haven, CT) Norwalk town (Fairfield, CT) Bristol town (Har ord, CT) New Britain town (Har ord, CT) West Har ord town (Har ord, CT) Danbury town (Fairfield, CT) All Other Loca ons Count 42,511 37,353 37,023 36,667 36,512 29,344 28,157 26,600 26,043 25,307 1,131,996 Share 2.9% 2.6% 2.5% 2.5% 2.5% 2.0% 1.9% 1.8% 1.8% 1.7% 77.7% Table 35: Connec cut Residents Work Des na ons 2010 Har ord town (Har ord, CT) New Haven town (New Haven, CT) Stamford town (Fairfield, CT) Bridgeport town (Fairfield, CT) Norwalk town (Fairfield, CT) Waterbury town (New Haven, CT) Danbury town (Fairfield, CT) Farmington town (Har ord, CT) Manha an borough (New York, NY) East Har ord town (Har ord, CT) All Other Loca ons Count 105,951 69,903 51,054 36,736 36,391 35,800 34,583 29,310 28,662 25,885 984,141 Share 7.4% 4.9% 3.5% 2.6% 2.5% 2.5% 2.4% 2.0% 2.0% 1.8% 68.4% Occupations
The 2010 Standard Occupational Classification (SOC) system is used by Federal statistical agencies to
classify workers into occupational categories for the purpose of collecting, calculating, or disseminating data.
All workers are classified into one of 840 detailed occupations according to their occupational definition. To
facilitate classification, detailed occupations are combined to form 461 broad occupations, 97 minor groups,
and 23 major groups. For purposes of this analysis report the 23 major groups are being used to classify
groups of occupations.
Taking the current employment estimates for the major occupational groups, the South Central region is very
similar to the State in terms of percent of overall employment. The top eight occupational groups in the South
Central region make up almost 70% of the occupational employment in the region, those being Educational,
Training and Library; Food Preparation and Serving-Related; Healthcare Practitioners and Technical;
Management; Office and Administrative Support; and Production. The same eight are the top occupational
groups in the State as well. Similarly, Office and Administrative Support and Education, Training and Library
are the top two groups in both the region and State. Healthcare Practitioners and Technical occupational
group has a much stronger presence in the region than compared to the State. The same can be said for
Business and Financial Operations, where it is much stronger in the State compared to the region.
In terms of wages, the top occupational group in the region Office and Administrative Support has a much
lower average wage per worker then the regional and state average for all industries. Although, this may
seem problematic, this group allows for advancement opportunities for growth in their current positions. The
next largest group in the region, Education, Training, and Library at 9.9%, has a much higher average wage,
$66,130, then the overall average of $51,581. Of the top 8 occupational groups in the region in terms of
employment, only three have average wages above the overall average. As has been seen throughout this
report, however, healthcare and educational occupations have relatively high average wages in the region,
both strong economic drivers in the region.
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Table 36: Employment Es mates for Major Occupa onal Groups, First Quarter 2012 New Haven LMA (1Q 2012) CT (1Q 2012) Es mated Employment % of Overall Employment Average Wage Es mated Employment 266,090 100.0% $51,581 1,608,820 100.0% $53,526 Architecture & Engineering 3,700 1.4% $74,062 32,340 2.0% $77,293 Arts, Design, Entertainment, Sports, & Media 2,870 1.1% $52,566 22,090 1.4% $55,088 Building & Grounds Cleaning & Maintenance 8,590 3.2% $31,801 57,420 3.6% $30,507 Business & Financial Opera ons 9,470 3.6% $71,696 82,090 5.1% $80,434 Occupa onal Group All industries % of Overall Average Wage Employment Community & Social Services 6,370 2.4% $48,909 34,490 2.1% $50,529 Computer & Mathema cal 4,610 1.7% $77,314 41,910 2.6% $82,744 Construc on & Extrac on 7,910 2.8% $53,782 44,980 2.8% $52,694 26,210 9.9% $66,130 127,770 7.9% $58,076 120 0.0% $28,517 520 0.0% $32,464 Food Prepara on & Serving‐Related 20,290 7.6% $20,040 124,430 7.7% $24,404 Healthcare Prac
19,770 7.4% $80,616 97,170 6.0% $80,930 Healthcare Support 9,370 3.5% $32,296 52,000 3.2% $32,791 Installa on, Maintenance, & Repair 8,980 3.4% $48,573 52,310 3.3% $50,155 Educa on, Training, & Library Farming, Fishing, and Forestry Occupa ons oners & Technical Life, Physical, & Social Science 2,680 1.0% $81,102 12,630 0.8% $77,506 Legal 1,960 0.7% $102,254 12,880 0.8% $111,220 Management 15,550 5.8% $111,038 108,530 6.7% $118,208 Office & Administra ve Support 45,180 17.0% $40,223 267,420 16.6% $40,213 Produc on 17,860 6.7% $37,483 97,620 6.1% $40,092 Protec ve Service 5,790 2.2% $52,435 35,920 2.2% $47,888 Personal Care & Service 8,650 3.3% $28,890 54,750 3.4% $28,517 25,520 14,640 9.6% 5.5% $40,081 $33,012 163,870 85,680 10.2% 5.3% $46,682 $33,935 Sales & Related Transporta on & Material Moving Source: State of Connec cut. Connec cut Labor Market Informa on. Retrieved from: Source: h p://www1.ctdol.state.ct.us/lmi/wages/oesmain.asp There are some interesting findings when the groups are broken down into sub-categories as well. As would
be expected in most urban areas, in the second largest occupational group Education, Training and Library,
almost 10% of the total 26,210 workers are elementary school teachers. The South Central region has a
large presence of universities in the region and the overall makeup of the group’s total is post-secondary
teachers that make a much larger annual wage. When looking at the other economic driver in the region, the
Healthcare Practitioners and Technical occupational groups largest subcategories are lab technicians and
nurses, when combined, however, general practitioners make up the overwhelming majority in this group.
When looking at the Management occupational group which has the highest annual wage in the region and
makes up 5.8% of the employment, it shows that almost a third of employment in this group is in the
Education and Health Services industries.
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Table 37: Top Employing Industries, Management Occupa onal Group Industry Employment Percent Educa on and Health Services 4,720 30.30% Trade, Transporta on and U li es 2,180 14.00% Professional and Business Services 2,050 13.10% Manufacturing 1,790 11.50% Occupational employment projections give a broad view of future employment conditions. They show job
growth and decline in various occupations over the entire decade. The Connecticut Department of Labor
projects that the South Central workforce investment area (WIA) will grow at a relatively slow rate. From
2008 to 2018, total job growth is projected to be just 5.2%, well below the 10.1% projected growth for the
Nation into 2018. The largest portion of the projected new jobs will come from the service industries, as the
below chart shows. Among the top 25 projected occupations in terms of growth, education and health care
occupation make up an overwhelming majority of new jobs. It is also important to note that business and
financial operations occupations ranks 15th among the overall occupations in terms of expected growth.
This is an industry that has been seen to be relatively weak in the region, especially compared to other
regions in the State, but, however, has a very high annual wage.
Table 38: Top 25 Occupa ons in terms of Projected Growth Annual Openings 2008‐
2018 Employment Occupa onal Group / Occupa on Title 2008 2018 Growth Total Growth Total, All Occupa ons 376,534 395,987 19,453 11,101 2,570 Educa on, Training, and Library Occupa ons 28,450 32,873 4,423 1,055 440 Healthcare Prac
23,127 26,712 3,585 822 359 Personal Care and Service Occupa ons 14,960 17,710 2,750 629 308 Personal and Home Care Aides 3,795 6,413 2,618 379 332 Other Personal Care and Service Workers 9,483 12,051 2,568 504 310 Health Diagnosing and Trea ng Prac
oners and Technical Occupa ons 14,435 16,810 2,375 500 238 Healthcare Support Occupa ons 13,952 16,281 2,329 387 237 Primary, Secondary, and Special Educa on School Teachers 12,398 14,364 1,966 501 197 Nursing, Psychiatric, and Home Health Aides 9,777 11,520 1,743 273 176 Food Prepara on and Serving Related Occupa ons 26,974 28,625 1,651 1,190 165 Postsecondary Teachers 8,433 10,068 1,635 308 161 Registered Nurses 8,348 9,821 1,473 293 147 Home Health Aides 3,441 4,643 1,202 154 120 Health Technologists and Technicians 8,474 9,649 1,175 311 117 Business and Financial Opera ons Occupa ons 16,141 17,231 1,090 451 135 Food and Beverage Serving Workers 14,691 15,751 1,060 773 106 Community and Social Services Occupa ons 7,864 8,758 894 258 85 South Central Connecticut: CEDS 2013
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Table 38 : Top 25 Occupa ons in terms of Projected Growth (con nued) Counselors, Social Workers, and Other Community and Social Service Specialists Construc on and Extrac on Occupa ons Elementary School Teachers, Except Special Educa on Business Opera ons Specialists Customer Service Representa ves Informa on and Record Clerks Installa on, Maintenance, and Repair Occupa ons Other Installa on, Maintenance, and Repair Occupa ons Annual Openings 2008‐2018 Employment Occupa onal Group / Occupa on Title 2008 2018 Growth Total Growth 7,772 8,655 883 254 83 14,687 3,776 9,791 6,120 13,007 14,399 6,378 15,385 4,471 10,484 6,801 13,639 14,959 6,938 698 695 693 681 632 560 560 328 156 292 261 489 344 171 67 70 86 68 103 62 56 A large portion of the least performing occupations in terms of growth will be from production occupations.
Production occupations are expected to decrease by 1,457 jobs, with few annual openings. The major
decline will be seen in the goods producing industry; however, declines will also be seen in the
administrative and service occupations. One important note to point out is the loss of employment in the top
executive’s occupations, which may be a result of low overall projected growth.
Table 39: Top 25 Occupa ons in Terms of Projected Decline Employment Occupa onal Group / Occupa on Title Produc on Occupa ons Metal Workers and Plas c Workers Material Recording, Scheduling, Dispatching, and Distribu ng Workers Top Execu ves Other Office and Administra ve Support Workers General and Opera ons Managers Material Moving Workers Other Produc on Occupa ons Insurance Claims and Policy Processing Clerks Other Sales and Related Workers Telemarketers Order Clerks Assemblers and Fabricators Shipping, Receiving, and Traffic Clerks Postal Service Mail Carriers Laborers and Freight, Stock, and Material Movers, Hand Secretaries, Except Legal, Medical, and Execu ve Prin ng Workers Team Assemblers File Clerks Transporta on and Material Moving Occupa ons Office and Administra ve Support Workers, All Other Postal Service Mail Sorters, Processors, and Processing Machine Operators Cu ng, Punching, and Press Machine Se ers, Operators, and Tenders, Metal and Plas c Packers and Packagers, Hand South Central Connecticut: CEDS 2013
Annual Openings 2008‐2018 Total Growth 417 12 100 1 237 13 218 0 191 24 179 0 241 2 109 4 17 0 62 4 25 0 15 0 98 0 45 0 42 0 159 0 90 0 15 0 46 0 10 0 530 34 32 0 2 0 2008 22,761 5,707 9,247 7,585 10,752 6,188 8,271 5,530 1,328 2,506 987 537 5,104 1,824 1,364 4,924 6,704 991 2,044 426 20,336 1,418 300 2018 21,304 5,043 8,699 7,058 10,303 5,776 7,947 5,237 1,067 2,247 759 335 4,903 1,624 1,169 4,729 6,516 838 1,903 291 20,202 1,287 175 Growth ‐1,457 ‐664 ‐548 ‐527 ‐449 ‐412 ‐324 ‐293 ‐261 ‐259 ‐228 ‐202 ‐201 ‐200 ‐195 ‐195 ‐188 ‐153 ‐141 ‐135 ‐134 ‐131 ‐125 742 618 ‐124 15 0 1,364 1,242 ‐122 23 0 126
Part II: Analysis of the Region
KEY FINDINGS:
 Unemployed persons in the region increased by 110% since 2006, however, unemployment has
decreased since 2010.
 In 2010, 5.2% more workers that live in the region leave the region for work, than do workers that
live outside the region come in to the region for work.
 A large portion of the labor force in the region work in New Haven, followed by the towns of Milford
and Wallingford.
 The top occupational group in the region by employment, Office and Administrative Support, has a
much lower average wage per worker than the overall average.
 Two of the stronger occupational groups in the region, Education, Training and Library and
Healthcare Practitioners and Technical, have a relatively high average wage.
 When the highest wage occupational group, Management, is broken down into its sub-sectors,
almost a third of employment is in the Education and Health Services industries.
 Among the top 25 projected occupations in terms of growth through 2018, education and health
care occupations make up an overwhelming majority of new jobs.
 An overwhelmingly large portion of the least performing occupations in terms of projected growth
will be from production occupations.
Innovation
Innovation is the creation of better or more effective products, processes, services, technologies, or ideas that
are readily available to markets, governments, and society.
Innovation differs from invention in that
innovation refers to the use of a better and, as a result, novel idea or method, whereas invention refers more
directly to the creation of the idea or method itself. Innovation differs from improvement in that innovation
refers to the notion of doing something different rather than doing the same thing better. It has long been
documented that in business and economics, innovation is the catalyst to growth. The United States has long
been founded on innovation and over the course of the past five years innovation has taken center stage in
driving the economic growth post-recession.
The State of Connecticut has taken hold of this innovation driven economy and developed policy to drive
innovation throughout the State. Governor Malloy convened a special session of the Connecticut General
Assembly to address job creation in the State of Connecticut on October 26, 2011. The General Assembly
passed Public Act 11-1, An Act Promoting Economic Growth and Job Creation in the State, which included
provisions to develop a more effective system of innovation and entrepreneur support in Connecticut,
commonly referred to in the State as the “Innovation Ecosystem.” Its goal is to elevate Connecticut’s profile in
innovation-based economic development and drive economic growth via the creation of knowledge-based
jobs.
A number of drivers created the need for the State to take actions. The persistent low relative levels of
business and job growth in the state, and the state’s demonstrated weakness in retaining high-growth firms
that start in Connecticut. The limited and declining percentage of national venture capital funds flowing into
the state to match and support local investment funds. As well as the rise of infrastructure to support
entrepreneurs in cities and states outside of Connecticut, which are attracting and retaining entrepreneurs
building fast-growing companies.
The South Central region is well positioned to drive innovation through policy decisions. The region, and
Connecticut in general, has a myriad of assets that make for a strong ecosystem, as seen throughout this
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world class universities, high levels of per capita income, a large number of Fortune 500 companies, as well
as a long history of innovation. The region has proven to be a fertile home for bioscience companies, and an
emerging center for the software and digital media sectors. In the 2010 release of the Kaufmann’s
Foundation “New Economy Index”, Connecticut ranks 5th among all States in terms of overall innovation.
According to statsamerica.org, much of today’s successful economic growth hinges on attracting or cultivating
jobs that characterize the “innovation economy”—firms and occupations relying on talented workers whose
skills are based on significant knowledge, insight and creativity. This innovation analysis utilizes the tool
created by statsamerica.org and funded through the U.S. Economic Development Administration, in order to
assess the region’s comparative strengths and weaknesses with respect to fostering innovation-based
growth. The innovation index tool compares the South Central region to the U.S. for assessing innovation
capacity.
Methodology
The index incorporates a mix of input measures that characterize the place and its people (accounting for 60
percent of the overall index score) and output measures that characterize its economic success (40 percent
of the overall score). The Innovation Index’s four key component indexes are, the human capital (30%), the
economic dynamics (30%), the productivity and employment (30%), and the economic well-being (10%) of a
region. The following are the breakdown of the indicators for each key component:
Table 40: Breakdown of Innova on Index Components Human Capital (30%) Avg. High‐Tech Employment Share Technology‐Based Knowledge Occupa ons Young Adult Popula on Growth Rate Ages 25‐64 w/Bachelor's Degree Ages25‐64 w/some College or Associate's Economic Dynamics (30%) Avg. Small Establishments Avg. Large Establishments Change in Broadband Density Broadband Connec on/1,000 Households Avg. Establishment Churn Avg. Venture Capital Invest./$10,000 GDP 20% 20% 20% 20% 20% 12.5% 12.5% 12.5% 12.5% 25% 25% Produc vity and Employment (30%) Avg. Annual Rate of Change in GDP/Worker Gross Domes c Product/Worker Avg. Patents/1,000 Workers Change in High‐Tech Employment Share Job Growth to Popula on Growth Ra o Economic Well Being (10%) Change in Proprietors Income/Proprietor Change in Wage and Salary Comp/Worker Change in Per Capita Personal Income Avg. Net Internal Migra on Rate Avg. Unemployment Rate Avg. Poverty Rate 12.5% 12.5% 25% 25% 25% 10% 10% 20% 20% 20% 20% State Index
While not part of the calculation of the overall index itself, there is also a overall State Index that measures
state resources available to entrepreneurs and businesses. These resources may not necessarily be used by
all businesses, but their proximity and availability provide resources and capacity to innovate. The
measurement indicators in the State Index are: Science and Engineering Graduates from All Institutions; R&D
Intensity; and Industry R&D per $1,000 Compensation. Connecticut’s index rates very high in comparison to
the Nation, having a rating of 157.6 compared to the National rate of 100.0. The indicator that ranks the
highest for CT is the Industry R&D per $1,000 Compensation, which is seen in the following chart:
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Table 41: Overall State Index Indicator Industry R&D per $1,000 Compensa on Private R&D Total Compensa on (000) Connec cut $0.06 $7,704,000 $123,045,805 United States $0.03 $246,680,000 $7,846,006,000 Innovation Index Analysis
When the South Central Region is analyzed using the innovation index tool its overall innovation index rating
is 97.9. As the following chart will show, the region ranks just ahead of the Hartford region, and just below the
State and Nation, when compared.
Figure 42: Innova on Index South Central Region
97.9
CT
102.6
Hart ford, CT
90.7
U.S.
100.0
84.0
86.0
88.0
90.0
92.0
94.0
96.0
98.0
100.0
102.0
104.0
As previously described, the index incorporates a mix of input measures that characterize the place and its
people: Human Capital and Economic Dynamics (accounting for 60 percent of the overall index score); and
output measures that characterize its economic success: Productivity and Employment and Economic WellBeing (40 percent of the overall score). The following chart shows the comparison among the above regions
when the Innovation Index is further broken down into these key component indexes.
Table 42: Breakdown of Innova on Index Innova on Index U.S. CT Har ord, CT South Central Region Human Capital 100.0 107.8 80.3 100.5 Economic Dynamics Produc vity and Employment Economic Well Being 100.0 100.0 100.0 111.2 89.0 102.3 102.4 85.2 103.0 112.5 80.1 100.0 South Central Connecticut: CEDS 2013
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When the South Central region is compared to the above region, it ranks above the other regions in terms of
Economic Dynamics, however, ranks below the other regions in both Productivity and Employment and
Economic Well-Being. It also ranks well above the Hartford region in terms of Human Capital, however, ranks
below the State. In order to see exactly how the regions performs in terms of innovation and what can be
approved, the following section breaks the four key components down into their individual parts.
Human Capital – 30%
Human capital inputs are those characteristics that describe the ability of the population and labor force to
innovate. The following charts show how the South Central region compares in regards to the key
components of the Human Capital Index.
Educational Attainment
Educational attainment is a measure of the population's capacity to contribute to innovation with
necessary skills and knowledge. two component indicators are presented for education to measure
not only highly educated residents (ages 25 to 64) with a bachelor's degree or higher, but also
residents with some college. Research shows that the some college/ associate's degree indicator has
a significant effect on GDP per worker growth.
Table 43: Percent of Popula on Ages 25 to 64 with Some College or an Associate's Degree 20% U.S. CT Har ord Region South Central Region Percent of Popula on Ages 25 to 64 with Some College or an Associate's Degree 29.60% 26.30% 26.50% 27.1% Table 44: Percent of Popula on Ages 25 to 64 with a Bachelor's Degree or Higher 20% U.S. CT Har ord Region South Central Region Percent of Popula on Ages 25 to 64 with a Bachelor's Degree or Higher 26.50% 34.70% 33.10% 30.90% Population Growth Rates
High population growth rates for younger working age persons (ages 25 to 44) suggest new residents
are attracted to an area, growing the workforce, adding to the innovative base and launching new
businesses. Research shows this indicator has a significant effect on GDP per worker growth.
Table 45: Avg. Annual Change in Young Adult Popula on (1997‐2009) 20% U.S. CT Har ord Region South Central Region Avg. Annual Change in Young Adult Popula on (1997‐2009) ‐0.20% ‐1.40% ‐1.30% ‐1.10% High-Tech Employment Share
Firms requiring a highly skilled and specialized workforce contribute to innovation in a region by
providing a resource for workers, other firms and other industries.
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Table 46: Avg. High‐Tech Employment Share (1997‐2009) 20% U.S. CT Hartford Region South Central Region Avg. High‐Tech Employment Share (1997‐2009) 4.90% 5.50% 3.70% 7.50% Technology-Based Knowledge Occupations
These 6 occupation clusters are often thought to be closely associated with the production of
innovations. They include information technology; engineering; health care and medical science
practitioners and scientists; mathematics, statistics, data and accounting; natural science and
environmental management; and postsecondary education and knowledge creation.
Table 47: Technology‐Based Knowledge Occupa on Cluster Share of Total Employment 20% U.S. CT Har ord Region South Central Region Technology‐Based Knowledge Occupa on Cluster Share of Total Employment 8.40% 10.10% 11.20% 9.30% Economic Dynamics – 30%
This component measures local resources available to region entrepreneurs and businesses that encourage
innovation close to home. The following charts show how the South Central region compares in regards to
the key components of the Economic Dynamic l Index.
Average Venture Capital
Venture capital provides a source of funds to launch new ideas or expand innovative companies.
Table 48: Avg. Venture Capital Investment per $10,000 GDP 25% U.S. CT Har ord Region South Central Region South Central Connecticut: CEDS 2013
Avg. Venture Capital Investment per $10,000 GDP $52.45 $91.70 $16.39 $69.46 131
Part II: Analysis of the Region
Broadband Density and Penetration
Innovation and knowledge are linked to widespread Internet usage for individuals and businesses.
There are two measures, both from the Federal Communication Commission (FCC), to gauge Internet
usage. One measure is the level of Internet penetration, or broadband density. This measure is
residential broadband fixed connections per 1,000 households in 2009, a new data series the FCC
first released in early 2010. The FCC reports these data in ranges, not as a specific number of
connections per 1000 households in a particular county. The second measure is a proxy for the rate
of Internet adoption. This indicator is defined as the change in the number of broadband providers
available to residents in a given county from 2000 to 2009.
Table 49: Mid‐Point Weighted Connec ons per 1,000 Households 12.5% U.S. CT Har ord Region South Central Region Mid‐Point Weighted Connec ons per 1,000 Households 700 700 700 700 Table 50: Avg. Annual Percent Change in Broadband Providers 12.5% U.S. CT Har ord Region South Central Region Avg. Annual Percent Change in Broadband Providers 29.80% 15.40% 17.10% 18.30% Establishment Churn
Innovative and efficient companies replace outdated establishments, or those firms unable to
modernize techniques and processes. Average churn is a measure of total establishment births and
deaths, and expansions and contractions, relative to the total number of firms in a region for all years
available.
Table 51: Avg. Establishment Churn 25% U.S. CT Har ord Region South Central Region Avg. Establishment Churn 77.50% 74.60% 75.40% 74.70% Establishment Sizes
The sizes of establishments provide an indication of a regional economy's structural composition.
Small establishments with fewer than 20 employees are flexible and not overburdened by a
bureaucratic organizational structure enabling rapid changes to implement new ideas and evolve with
technology. On the other end of the spectrum, large establishments with more than 500 employees
have both the capital and labor resources to fund research and other innovative activities. Research
shows that the average share of small establishments has a significant effect on GDP per worker
growth.
Table 52: Avg. Small Establishments per 10,000 Workers 12.5% U.S. CT Hartford Region South Central Region South Central Connecticut: CEDS 2013
Avg. Small Establishments per 10,000 Workers 373.0 374.4 317.3 373.7 132
Part II: Analysis of the Region
Table 53: Avg. Large Establishment per 10,000 Workers 12.5% U.S. CT Har ord Region South Central Region Avg. Large Establishment per 10,000 Workers 1.10 1.03 1.31 0.81 Productivity and Employment – 30%
This component measures economic improvement, regional desirability, or are the direct outcomes of
innovation.
Change in High-Tech Employment
Firms requiring a highly skilled and specialized workforce are drawn to innovative areas. Growth in
this sector suggests the increasing presence of innovation. High-tech employment, derived from a
NAICS-based definition by Moody’s Analytics, measures an aggregation of employment in key sectors
(e.g., telecommunications, Internet providers, scientific laboratories) as an average annual rate of
change in the share of high-tech employment. Research shows this indicator has a significant effect
on GDP per worker growth.
Table 54: Rate of Change in High‐Tech Employment Share (1997‐2009) 25% U.S. CT Har ord Region South Central Region Rate of Change in High‐Tech Employment Share (1997‐2009) ‐0.30% ‐1.00% ‐0.20% ‐1.70% Job Growth
High employment growth relative to population growth suggests jobs are being created faster than
people are moving to a region. A high ratio between these 2 variables indicates strong economic
growth.
Table 55: Job Growth to Population Growth Ratio (1997‐2008) 25% U.S. CT Hartford Region South Central Region Job Growth to Population Growth Ratio (1997‐2008) 0.69 1.09 1.19 0.94 Gross Domestic Product per Worker
GDP serves as a measure of county-level economic output, while increases in GDP per worker
measures increases in worker productivity.
Table 56: Gross Domes c Product (GDP) per Worker 12.5% U.S. CT Har ord Region South Central Region South Central Connecticut: CEDS 2013
Gross Domes c Product (GDP) per Worker $79,554 $100,219 $115,483 $93,877 133
Part II: Analysis of the Region
Table 57: Avg. Annual Change in GDP per Worker (1997‐2008) 12.5% U.S. CT Har ord Region South Central Region Avg. Annual Change in GDP per Worker (1997‐2008) 3.50% 3.40% 3.80% 3.20% Average Patents per 1,000 Workers
New patented technologies provide an indicator of individuals’ and firms’ abilities to develop new
technologies and remain competitive in the economy. Patents are presented as total number per
1,000 workers.
Table 58: Avg. Patents per 1,000 Workers 25% U.S. CT Har ord Region South Central Region Avg. Patents per 1,000 Workers 0.45 0.99 0.34 0.40 Economic Well-Being – 10%
Innovative economies improve economic well-being for residents because they earn more and have an
increasing standard of living.
Average Poverty Rate
Innovative economies are thought to be less poverty stricken as a result of elevated employment
opportunities and a more highly educated workforce with diverse skills that open the doors to an
increased number of employers. As poverty rates decrease, presumably innovation has increased.
Table 59: Avg. Poverty Rate (2006‐2008) 20% U.S. CT Har ord Region South Central Region Avg. Poverty Rate (2006‐2008) 13.20% 8.40% 9.80% 10.10% Average Unemployment Rates
Innovative economies have greater employment opportunities and lower unemployment rates.
Table 60: Avg. Unemployment Rate (2007‐2009) 20% U.S. CT Har ord Region South Central Region South Central Connecticut: CEDS 2013
Avg. Unemployment Rate (2007‐2009) 6.60% 6.20% 6.50% 6.70% 134
Part II: Analysis of the Region
Average Net Migration
Total migration of all persons into a region serves as an indicator of whether a region is attractive to
job seekers and families.
Table 61: Avg. Net Internal Migra on Rate per 10,000 Residents (2000‐2009) 20% U.S. CT Har ord Region South Central Region Avg. Net Internal Migra on Rate per 10,000 Residents (2000‐2009) N/A ‐27.8 ‐26.0 ‐21.5 Average Growth in Per Capita Personal Income
Personal Income is the broadest measure of a person's income because it includes rental income,
dividends and interest payments, in addition to salary, wages and benefits. As a result, it is probably
the best measure of well-being.
Table 62: Avg. Annual Growth in Per Capita Personal Income (1997‐2008) 20% U.S. CT Har ord Region South Central Region Avg. Annual Growth in Per Capita Personal Income (1997‐2008) 4.30% 4.50% 4.40% 4.30% Compensation
Improvements in earnings per worker, or compensation, signify a positive trend in economic growth
being passed on to workers. 2 specific categories of workers are considered: wage and salary
employees and nonfarm proprietors.
Table 63: Avg. Annual Change in Wage and Salary Earnings per Worker (1997‐2008) 10% U.S. CT Har ord Region South Central Region Avg. Annual Change in Wage and Salary Earnings per Worker (1997‐2008) 3.80% 3.70% 3.70% 3.30% Table 64: Avg. Annual Change in Proprietors Income per Proprietor (1997‐2008) 10% U.S. CT Har ord Region South Central Region Avg. Annual Change in Proprietors Income per Proprietor (1997‐2008) 1.60% 1.50% 3.40% 1.30% Note: Please keep in mind that the data used in this analysis is taken between the years 1997 and 2009. Although the 2009 data is at the beginning of the recession and may not take into account the sharp economic decrease between 2009 and 2010, the overall data in the above categories are a good measure of the overall innova on in the region. South Central Connecticut: CEDS 2013
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Overall, the South Central region is well equipped to be an innovative economy and drive healthy growth. In
regards to the analysis tool, the region is strong in some aspects, however, could work more strategically in
other focus areas in order to improve the region’s innovation capacity. When compared directly to the Nation,
the region shows strength in some key areas, including Educational Attainment, High-Tech Employment
Share, Technology-Based and Knowledge Occupations, Venture Capital Expenditures, Number of Patents
and Gross Domestic Product. This could be due to the region’s high productivity level when compared to
other areas in the Nation, as well as industry cluster development and a relatively high occurrence of venture
capital deals. For example, in 2007 New Haven and Branford ranked in the top 20 for private equity deals,
among secondary cities across the Nation.
Table 65: Top 20 Highest Performing Secondary Ci es in the U.S. Rank City 1 Boulder CO 2 Salt Lake City UT 3 Westborough MA 4 Ann Arbor MI 5 Norwalk CT 6 Providence RI 7 Southborough MA 8 Stamford CT 9 Melbourne FL 10 New Haven CT 11 Branford CT 12 Durham NC 13 Madison WI 14 Tucson AZ 15 Bakersfield CA 16 Santa Barbara CA 17 Louisville KY 18 Nashua NH 19 Princeton NJ 20 Tulsa OK Federal Reserve Bank of Boston. Venture Capital in Secondary Ci es. Retrieved from: h p://www.bos.frb.org/commdev/necd/2007/issue1/venturecap.pdf South Central Connecticut: CEDS 2013
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Even when compared to other regions in the State, the South Central region stands out in High-Tech
Employment and Knowledge Based Occupations, as well as Venture Capital Expenditures and Patents. The
following chart shows the top 30 organizations that received patents from 2006-2010.
Table 66: Top 30 Organiza ons Receiving Pa ents 2006‐2010 Rank Organiza on Total Patents 1 PITNEY‐BOWES, INC. 92 2 BRISTOL‐MYERS SQUIBB COMPANY 90 3 TYCO HEALTHCARE GROUP LP 81 4 EVEREADY BATTERY COMPANY, INC. 64 4 YALE UNIVERSITY 64 6 SIKORSKY AIRCRAFT CORPORATION 47 7 UNITED TECHNOLOGIES CORPORATION 32 8 BRIDGEPORT FITTINGS, INC. 31 8 NEUROGEN CORPORATION 31 8 INTERNATIONAL BUSINESS MACHINES CORPORATION 31 11 BAYER PHARMACEUTICALS CORPORATION 24 12 PENTRON CLINICAL TECHNOLOGIES, LLC 22 13 CHEMTURA CORPORATION 19 13 SOCIETE BIC S.A. 19 15 HUBBELL INCORPORATED 18 15 SYLVAN R. SHEMITZ DESIGNS, INC. 18 17 ANALYTICA OF BRANFORD, INC. 17 18 CURAGEN CORPORATION 16 18 WEATHERFORD/LAMB, INC. 16 18 UNILEVER HOME & PERSONAL CARE USA, DIVISION OF CONOPCO, INC. 16 21 CONOPCO, INC. 15 22 LIGHT SOURCES, INC. 14 22 STAPLES THE OFFICE SUPERSTORE, LLC 14 24 CROMPTON CORPORATION 13 24 GILLETTE COMPANY 13 26 GENERAL ELECTRIC COMPANY 11 26 TI GROUP AUTOMOTIVE SYSTEMS, LLC 11 26 HUBIE GROWN, LLC 11 29 ACME UNITED CORPORATION 10 29 BAYER HEALTHCARE, LLC 10 South Central Connecticut: CEDS 2013
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Additionally, according the Price Waterhouse Coopers MoneyTree report on Venture Capital Deals in the
U.S., following national trends, the number of financing deals within Connecticut has declined from over 100
during the “tech bubble” of 2000, back to historical levels of around 30-50 per year, back up to 63 in 2010, a
fairly large increase over the 43 in 2009. This could be due to the high cluster of biomedical companies, as
well as universities and research and development in the region. Two universities in the south Central region
make up over two-thirds of all the academic R&D expenditures in the State.
Table 67: Academic Research and Development Expenditures, FY 2009 Ins tu on Yale Univ. Southern CT State Univ. FY 2009 R&D Expenditures ($1000s) 509,452 CT Total (%) 67.7% 2,273 0.3% All other CT Univ. 241,068 32.0% State Total 752,793 100.0% Na onal Science Founda on. Academic Research and Development Expenditures: Fiscal Year 2009 Retrieved from: h p://www.nsf.gov/sta s cs/nsf11313/content.cfm?pub_id=4065&id=2 Some of the areas for concern are the high unemployment and poverty rates (when compared to the State),
as well as the rate of change in High-Tech employment (which has decrease by 1.70% since 1997, 1.40%
more of a decrease than the National average).
This analysis is not meant to say whether or not the South Central region is capable of innovation. It is meant
to provide leaders and practitioners with a tool to compare regional innovation performance with other
regions. The idea is for the analysis to allow practitioners to explore innovation within the region by guiding
questions and conversations about the overall region’s performance. Generally it is a tool to see how to
improve the region’s innovation capacity by aligning, linking, and focusing relevant energy and investments.
KEY FINDINGS:
 Connecticut has an extremely high innovation index rating when it comes to resources available for
innovation, compared to the Nation.
 Overall, the region is not the highest rated in the State in terms of innovation, but it is very competitive.
 The South Central region is extremely competitive when measuring the resources available to region
entrepreneurs and businesses that encourage innovation close to home.
 Although not as high as the State, the average venture capital investment for the region is well above the
national average.
 A large majority of the regions establishments are fewer than 20 employees, which is shown to have a
significant effect on GDP per worker.
 The region ranks extremely low when it comes to Productivity and Employment, which measures
economic improvement, regional desirability, or direct outcomes of innovation.
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 The region has a much higher than average high-tech employment share and a very well educated
population, showing a strong workforce for innovation. The high-tech employment share, however, has
been declining over the past ten years at a greater rate than the State and Nation.
 Technology based occupations are very competitive in the State and region.
 Although above the national average, the GDP per worker in the region is well below that of the State.
 The region boasts a higher than average poverty rate when compared to the State.
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Cluster Analysis
The 2008 CEDS update identified six clusters and regional drivers that shaped the economic landscape for
the entire region: Advanced Manufacturing, Biosciences, Creativity, Arts and Tourism, Higher Education,
Healthcare, and Emerging Cluster and Opportunities. Although the economy has changed shape in the last
five years, these industries still remain the backbone of the region’s economy. The following discussion
updates and clarifies the state of the region’s clusters and identifies other sectors of the economy that
deserve attention from regional stakeholders.
As background, an industry cluster analysis identifies industries that are geographically concentrated or of a
similar nature, and that make use of related buyers, suppliers, infrastructure and workforce. The term
“business cluster” was popularized by Michael Porter in The Competitive Advantage of Nations (1990), and
has become the norm in policy and planning efforts. Mr. Porter claims that clusters have the potential to
affect competition in three ways: by increasing the productivity of the companies in the cluster, by driving
innovation in the field, and by stimulating new businesses in the field.
Industry clusters are different than the traditional industry sectors that were detailed earlier in this report.
Where sectors represent general categories of economic activities, clusters are interdependent firms that are
linked through the buyer-supplier relationship, share common resources and technologies, depend on a
similar labor pool, rely on special infrastructure and draw a productive advantage in being geographically
located near these resources and each other.
Methodology
There are a number of methods that can be used for measuring and evaluating clusters, for this reports
analysis three principal methods were used: the location quotient analysis, shift-share analysis and the
economic base model analysis. It should be pointed out that the economic base model analysis is
compensating for the lack of an input-output analysis. For the purposes of this report, the first two methods
were used to identify and evaluate clusters in the region. Although the input-output analysis was not
performed for the purposes of this report, it is recommended that such an analysis be conducted once a
cluster strategy is in place. (statsamerica.org) An input-output analysis will assist in estimating the impacts of
any targeted changes to the clusters, and will show which cluster industries are most closely connected with
each other in the region. For this latter task, however, the analysis should be supplemented with first-hand
information garnered from regional firms and economic developers (which this report does not contain). To
compensate for the lack of an input-output analysis, however, an economic base model analysis was
performed.
The regional economic models, such as location quotient, shift-share analysis, and economic base models,
are widely used by local and economic development agencies in industrial targeting, economic impact
analysis, and regional comparisons (Dinc 2002). Industry cluster analysis, which utilizes the regional
economic tools in assessing industry clusters, aids in directing regional resources available for business
retention and attraction. These tools complement each other and together furnish necessary information to
local economic development agencies in developing policies for business retention and attraction. Location
quotient identifies strength and weakness in a local economy with respect to industry clusters. Exportoriented industry clusters, which are considered to be the drivers of local economy, are identified using the
economic base model. Finally, the shift-share analysis measures performance of local economies with
respect to the national trends.
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Part II: Analysis of the Region
Connecticut Statewide Industry Clusters
It would be remiss if this report didn’t mention the State framework regarding clustering of industries within
Connecticut. Based on the previously mentioned work of Dr. Michael Porter, Connecticut’s cluster-based
economic development initiative is built around the idea that nurturing the state’s key industries improves the
competitiveness of businesses within these industries, in turn boosting the statewide economy. In 1998, a
task force of 125 business leaders from Connecticut assembled to study the best method of implementing
cluster-based economic development in the state. At this time, the task force identified six industry areas key
to Connecticut’s economic competitiveness: manufacturing; financial services; telecommunications and
information; health care services; and high technology. The task forces research led to the legislation passed
in 1998, effectively launching Connecticut’s Industry Cluster Initiative under the Department of Economic and
Community Development.
Since the Industry Cluster Initiative began, business, government, education and civic sectors have
collaborated in unexpected ways. In doing so, they have accelerated a cluster development process that has
formed nine formal clusters to date: Aerospace Components Manufacturing; Agriculture; Bioscience;
Insurance and Financial Services; Maritime; Metal Manufacturing; Plastics; Software and Information
Technology; and Tourism. According to the 2009 Connecticut Economic Strategic Plan, over the past ten
years, DECD has invested approximately $17 million in the Industry Cluster Initiative, having been matched
by the private sector. The Initiative leveraged more than $23 million in federal funds and $8 million in other
public and foundation funds. In addition, DECD estimates that Connecticut Innovation’s investment of $33
million into the Bioscience Facilities Fund generated about $40 million in related private investments. (CT
Economic Strategic Plan 2009/DECD)
South Central Regional Cluster Analysis
The industry clusters defined in this analysis are adopted from a study conducted at Purdue University of
Purdue Center for Regional Development, Indiana business Research Center, and Strategic Development
Group Inc. in 2007. The study identified 17 industry clusters based on six-digit NAICS codes, which include
Manufacturing Supercluster disaggregated in to six sub-clusters. These 17 clusters were generalized from
the 41 clusters identified by Michael Porter and the U.S. Cluster Mapping Project and are adaptable to the
entire United States. In addition, the tool developed on the statsamerica.org website was utilized to garner
the information needed from the 17 cluster industries for the analysis. With this tool, county level industry
cluster data was accessible in a user friendly format and focused on the 17 clusters across the United States.
As such, this analysis was done for the entire New Haven County and not just the 15 municipalities identified
as the South Central Connecticut region.
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Employment
The following chart highlights the 17 clusters and the percentage of employment in the region:
Figure 43: Employment by Industry Cluster The major cluster industries by employment in the region are Advanced Materials at 5.8%,
Biomedical/Biotechnical (Life Sciences) at 16.8%, Business and Financial Services at 6.4%, Defense and
Security at 5.1%, Education and Knowledge at 7.6% and the Manufacturing Supercluster at 5.5%. To further
define the Manufacturing Supercluster, the sub-clusters represented by the supercluster are: Primary Metal
Manufacturing; Fabricated Metal Product Manufacturing; Machinery Manufacturing; Computer and Electronic
Manufacturing; Electrical Equipment, Appliance and Component Manufacturing; and Transportation
Equipment Manufacturing. The employment in the region for this supercluster is as follows.
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Figure 44: Manufacturing Supercluster Manufacturing Supercluster (total) Primary Metal Mfg Fabricated Metal Product Mfg Machinery Mfg Computer & Electronic Product Mfg Electrical Equipment, Appliance & Component Mfg Transporta on Equipment Mfg South Central Connecticut: CEDS 2013
19,090 1,776 6,471 2,346 4,380 1,787 2,330 143
Part II: Analysis of the Region
The following chart shows the change in employment since 2006 for each industry cluster in the South
Central Connecticut region. As can be expected, as a result of the recession over this time period, a large
majority of the industry clusters in the region saw a decline in employment, with the exception of
Biomedical/Biotechnical (Life Sciences) and Education and Knowledge Creation. Of the major employers in
the region, the Information and Technology and Communications cluster as well as the Manufacturing
supercluster saw a significant decline in employment, 19.7% and 18.6% respectively. Another major industry
cluster (in terms of employment) that saw double digit decline was the Business and Financial Services
cluster, an industry sector we previously saw projected to significantly increase in employment over the next
10 years.
Table 68: Change in Employment by Cluster, South Central Region, 2006 ‐ 2010 Industry Cluster 2006 Empl 2010 Empl % Change Advanced Materials 22,839 19,895 ‐12.5% Agribusiness, Food Processing & Technology 3,174 2,898 ‐8.7% Apparel & Tex les 1,912 1,581 ‐17.3% Arts, Entertainment, Recrea on & Vistor Industries 8,401 7,606 ‐9.5% Biomedical/Biotechnical (Life Sciences) 56,638 58,089 2.6% Business & Financial Services 25,026 22,248 ‐11.1% Chemicals & Chemical Based Products 6,577 4,901 ‐25.5% Defense & Security 19,605 17,647 ‐10.0% Educa on & Knowledge Crea on 24,670 26,256 6.4% Energy (Fossil & Renewable) 11,266 10,287 ‐8.7% Forest & Wood Products 2,490 1,669 ‐33.1% Glass & Ceramics 1,311 954 ‐27.2% Informa on Technology & Telecommunica ons 17,397 13,967 ‐19.7% Transporta on & Logis cs 5,642 5,320 ‐5.7% Manufacturing Supercluster 23,440 19,090 ‐18.6% Primary Metal Mfg 2,196 1,776 ‐19.1% Fabricated Metal Product Mfg 7,903 6,471 ‐18.1% Machinery Mfg 2,612 2,346 ‐10.2% Computer & Electronic Product Mfg 4,669 4,380 ‐6.2% Electrical Equipment, Appliance & Component Mfg Transporta on Equipment Mfg 2,429 1,787 ‐26.4% 3,631 2,330 ‐35.8% 287 194 ‐32.4% 5,971 4,800 ‐19.6% 367,114 345,525 ‐5.9% Mining Prin ng & Publishing Total All Industries South Central Connecticut: CEDS 2013
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Wages
The figure below highlights the wages of the top six industry clusters by employment and shows how they
compare with the average wage in those clusters in the Unites States. All of the top six industry clusters by
employment have average wages above the national average, except for the Manufacturing Supercluster,
which is behind the national average by only $1,300.
Figure 45: Wages of the Top Six Industry Clusters South Central Connecticut: CEDS 2013
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The table below identifies the average annual wage for each cluster, and the change since 2000. Currently,
the region has annual wages above that of the national average, except for the few industries highlighted
below (none of which represent the top six industries by employment in the region with the exception of the
computer and electronic manufacturing sub-cluster).
Table 69: Annual Wage by Industry Cluster Descrip on South Central South Central Region Region Change 2001‐2010 U.S. Wage 2010 Wage 2010 Wage 2001 Total All Industries $49,662 $39,483 25.8% Advanced Materials $71,787 $55,490 Agribusiness, Food Processing & Technology $34,444 $31,509 U.S. Wage 2001 Change 2001‐2010 $46,742 $36,219 29.1% 29.4% $69,770 $50,244 38.9% 9.3% $37,594 $29,430 27.7% Apparel & Tex les $44,190 $41,211 7.2% $43,275 $31,895 35.7% Arts, Entertainment, Recrea on & Visitor Industries $27,464 $23,873 15.0% $34,877 $27,456 27.0% Biomedical/Biotechnical (Life Sciences) $53,107 $40,902 29.8% $47,558 $34,325 38.6% Business & Financial Services $83,622 $65,290 28.1% $82,832 $64,023 29.4% Chemicals & Chemical Based Products $87,513 $67,115 30.4% $63,018 $46,640 35.1% Defense & Security $79,019 $61,548 28.4% $69,035 $51,604 33.8% Educa on & Knowledge Crea on $55,155 $43,052 28.1% $48,175 $36,273 32.8% Energy (Fossil & Renewable) $66,935 $56,828 17.8% $72,513 $52,336 38.6% Forest & Wood Products $54,803 $40,446 35.5% $45,858 $35,812 28.1% Glass & Ceramics $45,125 $37,104 21.6% $47,309 $36,506 29.6% Informa on Technology & Telecommunica ons $90,037 $66,011 36.4% $90,505 $67,398 34.3% Transporta on & Logis cs $49,689 $37,954 30.9% $47,103 $38,231 23.2% Manufacturing Supercluster $64,227 $48,767 31.7% $65,564 $48,916 34.0% Primary Metal Mfg $64,018 $51,026 25.5% $58,511 $45,022 30.0% Fabricated Metal Product Mfg $59,571 $42,619 39.8% $48,760 $37,216 31.0% Machinery Mfg $64,949 $47,207 37.6% $60,507 $45,277 33.6% Computer & Electronic Product Mfg $66,047 $55,381 19.3% $93,092 $64,632 44.0% Electrical Equipment, Appliance & Component Mfg $65,574 $50,000 31.1% $53,742 $40,388 33.1% Transporta on Equipment Mfg $72,131 $50,307 43.4% $67,057 $50,688 32.3% Mining $64,824 $54,594 18.7% $61,598 $45,576 35.2% Prin ng & Publishing $58,822 $45,246 30.0% $60,216 $44,634 34.9% South Central Connecticut: CEDS 2013
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Location Quotient
The location quotient is one of the most frequently used tools in economic geography and local regional
economic analysis. It is a measure of an industry’s concentration in an area relative to a reference area,
which is generally (and for this analysis) the rest of the nation. It compares an industry’s share of local
employment with its share of national employment and is a useful tool in determining a region’s key
industries. If a location quotient equals to 1 then the industry’s share of local employees is the same as the
industry’s share nationally, and can serve only the local economy. A location quotient greater than 1 means
the industry employs a greater share of the local workforce than it does nationally, produces more goods and
services that are consumed locally, thus exporting the goods or services and bringing money into the local
area. A location quotient less than 1 implies that the industry’s share of local employment is smaller than its
share of national employment.
This analysis also measures the change in the location quotient from 2006 to 2010 (as this is an update from
the previous five year document) to provide information on whether an industry cluster is growing or declining
in concentration compared to other regions. Using these sets of data, the clusters were then sorted
according to a method developed by the Boston Consulting Group. (BCG-Growth Share Matrix) According to
this method of sorting the data, sectors and clusters in the region have been classified into the following four
categories:
 “Stars” – clusters that are relatively specialized (LQ > 1) compared to the national economy and
are becoming even more specialized over time within the region;
 “Emerging” – clusters that are relatively unspecialized (LQ < 1) compared to the national economy
but are becoming more specialized over time within the region;
 “Mature” – clusters that area relatively specialized (LQ > 1) compared to the national economy but
are becoming less specialized over time within the region;
 “Transforming” – clusters that are relatively unspecialized (LQ <1) compared to the national
economy and are becoming even less specialized over time within the study area
The following chart represents the regional cluster performance. The concept of location quotient graph for
industry cluster is based on the work done at Purdue University (Purdue CRD, IBRC, and SDG 2007). The
vertical axis indicates the current location quotient for the particular industry cluster, while the horizontal axis
represents the percent change in the location quotient over the suggested time period. The size of the bubble
is proportional to industry cluster’s relative employment within the region.
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Figure 46: Percent Change in LQ 2006‐2010 As seen in the above bubble chart a majority of the industry clusters classified in the region have become
less concentrated over this time period and are considered to be transforming. The LQ analysis also shows
that there are several “star” industry clusters in the region: Education and Knowledge Creation,
Manufacturing Supercluster, Primary Metal Manufacturing, Fabricated Metal Manufacturing and Computer
and Electronic Product Manufacturing. These dominant clusters are becoming more concentrated in the
region. Several industries are moving from being star industries to a mature cluster: Advanced Materials,
Biomedical/Biotechnical (Life Sciences), Glass and Ceramics, Information Technology and
Telecommunications and Electrical Equipment and Appliance Manufacturing. These industries have been
part of the driving force of the economy in the region, with relatively high LQ’s, however; have been declining
in concentration over the past five years. Several emerging clusters are to be pointed out: Apparel and
Textiles, Energy (Fossil and Renewable) and Machinery Manufacturing. These industry clusters aren’t as
concentrated as the national average, however, have been increasing in the last several years and have
potential of becoming star industries in the region.
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Table 70: Loca on Quo ents, 2006 vs. 2010 Cluster LQ 06 LQ 10 LQ % Change Cluster Level Advanced Materials 1.53 1.56 2.0% Star Agribusiness, Food Processing & Technology 0.38 0.35 ‐7.9% Transforming Apparel & Tex les 0.55 0.61 10.9% Emerging Arts, Entertainment, Recrea on & Vistor Industries 0.59 0.55 ‐6.8% Transforming Biomedical/Biotechnical (Life Sciences) 1.57 1.53 ‐2.5% Mature Business & Financial Services 0.79 0.73 ‐7.6% Transforming Chemicals & Chemical Based Products 1.00 0.91 ‐9.0% Transforming Defense & Security 1.04 0.93 ‐10.6% Transforming Educa on & Knowledge Crea on 1.92 1.98 3.1% Star Energy (Fossil & Renewable) 0.69 0.67 ‐2.9% Transforming Forest & Wood Products 0.46 0.45 ‐2.2% Transforming Glass & Ceramics 1.46 1.38 ‐5.5% Mature Informa on Technology & Telecommunica ons 1.21 1.05 ‐13.2% Mature Transporta on & Logis cs 0.50 0.52 4.0% Emerging Manufacturing Supercluster 1.28 1.31 2.3% Star Primary Metal Mfg 1.73 1.82 5.2% Star Fabricated Metal Product Mfg 1.92 1.94 1.0% Star Machinery Mfg 0.81 0.88 8.6% Emerging Computer & Electronic Product Mfg 1.31 1.48 13.0% Star Electrical Equipment, Appliance & Component Mfg 2.05 1.85 ‐9.8% Mature Transporta on Equipment Mfg 0.74 0.63 ‐14.9% Transforming Mining 0.52 0.4 ‐23.1% Transforming Prin ng & Publishing 0.90 0.85 ‐5.9% Transforming Economic Base Analysis
The economic base analysis is meant to classify regional clusters into export and import industry categories.
It is used to identify sectors of the local economy that serve other regions, there in by being export industry
clusters. These industry clusters are thought to be the engine of the local economy and that the means of
strengthening and growing the local economy is to develop and enhance these determined export clusters.
The economic base analysis assumes that the industry structure of local economy is made up of two sectors:
Basic Sector – produces and distributes goods and services for export outside the region, thus brining
wealth to the local economy. Examples are the manufacturing and energy clusters, which produce
goods that are consumed within the region as well as outside the region;
Non-Basic Sector – goods and services are consumed primarily within the local area. Examples of
non-basic sector firms that mainly serve the local population include industries such as retail,
construction, transportation and utilities.
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This analysis compares New Haven county industry cluster employment to that of the nation. There are
several direct and indirect industry classification techniques that determine whether an industry cluster is
export-oriented or not. Even though direct methods have more precision, they are not commonly used
because of their intensive time, labor and financial requirements (Galambos and Schreiber 1978). A report
prepared by Mustafa Dinc from the World Bank Institute proposed four different methods for classifying
industry clusters into basic and non-basic sectors: 1. Assumptions Technique; 2. Location Quotient
Technique; 3. Minimum Requirement Technique; and 4. Multiple Regression Analysis. Due to the time and
financial restraints posed by the latter of these four methods, the first two methods will be used in combination
for the purposes of this analysis.
This cluster analysis utilizes the Assumption and Location Quotient Technique to identify the export oriented
clusters in the South Central Connecticut region.
Assumption Technique – this is the simplest and most commonly used industry classification technique,
which literally assumes that certain industries are basic in nature and other are non-basic. It assumes that all
manufacturing, energy, agriculture and federal and state government jobs are basic sector activities as they
rely on external factors that are non-local in nature. Conversely, all other industries are assumed to be nonbasic in nature that are dependent upon local factors (Dinc 2002)
Location Quotient Technique – this identifies basic sectors by comparing the share of local industry
employment with that of the nation. This is the most commonly used technique to calculate base
employment. If an industry has a greater share than expected of a given industry, then that extra industry
employment is assumed to be basic, because those jobs are above what a local economy should have to
serve local needs (Dince 2002 p. 18) There are three general outcomes with this technique: 1. A LQ of less
than 1.2, indicates that the industry is non-basic in nature as it is not even meeting the local demand for a
given good or service; 2. A LQ equal to 1.2, indicates that the local employment is sufficient to meet the local
demand and all good services are utilized locally and nothing is exported, therefore, these industries are also
considered to be non-basic in nature; and 3. A LQ greater than 1.2, indicates that some of the goods and
services are exported to other regions, which in turn indicates that some of the employment in that industry is
basic in nature. From this it is possible to determine the base employment in a specific industry. Once the
base employment is calculated, it can be used to estimate the base multiplier. The multiplier provides an
insight on local employment based on a given change in the base employment. For example, a base
multiplier value of 3.5 indicates that for every one base job created there will be additional 2.5 non-basic jobs.
In using the assumption technique, the analysis assumes that the business and financial services, education
and knowledge creation and printing and publishing clusters are non-basic in nature, which means that these
cluster serve locally and nothing is exported. For these three industries, all employment is assumed to be
basic. By using the location quotient analysis on the remaining industry clusters, however, we are not
assuming that all employment in each of these industry clusters is basic or non-basic. Instead, the industry
clusters above one were evaluated to determine the basic employment and basic multiplier for each of these
clusters.
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Table 71: Basic and Non‐basic Employment Industry Cluster Advanced Materials 2010 Employment 19,895 1.56 Non‐Basic Employment 12753 Basic Employment 7142 2010 LQ Basic Mul plier 2.8 Agribusiness, Food Processing & Technology 2,898 0.35 2898 ‐‐‐ ‐‐‐ Apparel & Tex les 1,581 0.61 1581 ‐‐‐ ‐‐‐ Arts, Entertainment, Recrea on & Vistor Industries 7,606 0.55 7606 ‐‐‐ ‐‐‐ Biomedical/Biotechnical (Life Sciences) 58,089 1.53 37967 20122 2.9 Business & Financial Services 22,248 0.73 *22248* ‐‐‐ ‐‐‐ Chemicals & Chemical Based Products 4,901 0.91 4901 ‐‐‐ ‐‐‐ Defense & Security 17,647 0.93 17647 ‐‐‐ ‐‐‐ Educa on & Knowledge Crea on 26,256 1.98 *26256* ‐‐‐ ‐‐‐ Energy (Fossil & Renewable) 10,287 0.67 10287 ‐‐‐ ‐‐‐ Forest & Wood Products 1,669 0.45 1669 ‐‐‐ ‐‐‐ 954 1.38 691 263 3.6 Informa on Technology & Telecommunica ons 13,967 1.05 13302 665 21.0 Transporta on & Logis cs 5,320 0.52 5320 ‐‐‐ ‐‐‐ Manufacturing Supercluster 19,090 1.31 14573 4517 4.2 Primary Metal Mfg 1,776 1.82 976 800 2.2 Fabricated Metal Product Mfg 6,471 1.94 3336 3135 2.1 Machinery Mfg 2,346 0.88 2346 ‐‐‐ ‐‐‐ Computer & Electronic Product Mfg 4,380 1.48 2959 1421 3.1 Electrical Equipment, Appliance & Component Mfg 1,787 1.85 966 821 2.2 Transporta on Equipment Mfg 2,330 0.63 2330 ‐‐‐ ‐‐‐ 194 0.4 194 ‐‐‐ ‐‐‐ 4,800 0.85 *4800* ‐‐‐ ‐‐‐ Glass & Ceramics Mining Prin ng & Publishing Shift-Share Analysis
The As seen previously in the sector analysis, the shift-share model examines economic change in a region
by decomposing it into three components: national share, industrial mix, and regional share. It gives a
description of total regional economic change that is attributable to growth of the national economy, the
industrial mix in the region and the competitiveness of the local industries.
National Share – measures the regional economic change that could have occurred if the region had
grown at the same rate as the reference area, in this case the nation. It is expected that if the nation
as a whole is experiencing growth, it would have a positive influence on the local area because the
region is a part of the changing national economy. Put simply, the national share component of each
industry tells us how many jobs in the industry can be attributed to the growth of the nation.
Industrial Mix – measures the share of local economic change that can be attributed to the region’s
industry mix, and reflects the rate of change in each individual industry at the national level. It
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indicates how much of a local change in employment can be attributed to national growth or decline in
the industry in question. In this component, results show positive values for those industries that
experienced employment growth above the national average, while negative values are posted for
those industries that grew at rates less than national average.
Regional Share – measures the change in a particular industry in the region due to the difference
between the industry’s local growth rate and the industry’s reference area growth rate, in this case the
nation. It indicates growth or decline in industries due to the region’s competitive position in a given
industry. As a tool, it can help identify a region’s strengths and point to industries that enjoy local
comparative advantage.
The national share and the industry mix reveal the changes that would have occurred in the region if it
corresponded exactly to national and industrial structure and trends. When these two components are
subtracted from the actual shift in employment locally, a residual change remains. This change, the regional
share, reveals the effects of region-specific factors on local employment. Typically, and the focus of this
analysis, the regional share component is seen as the most important for the model because it is unique to
the region and contains employment growth effects of regional policy. The following is a shift-share cluster
analysis of the South Central region compared to the nation, between the years 2006-2010.
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Table 72: Shi ‐Share Analysis Compared to the Na on Na onal Employment % Change ‐13.2% 2006 22,839 2010 19,895 Change (2,944) % Change ‐12.9% Na onal Share 2006‐2010 (1024.2) Agribusiness, Food Processing & Technology ‐1.5% 3,174 2,898 (276) ‐8.7% (142.3) 95.8 (229.4) Apparel & Tex les ‐24.5% 1,912 1,581 (331) ‐17.3% (85.7) (381.9) 136.6 Arts, Entertainment, Recrea on & Visitor Industries ‐2.9% 8,401 7,606 (795) ‐9.5% (376.8) 134.6 (552.8) Biomedical/Biotechnical (Life Sciences) 7.4% 56,638 58,089 1,451 2.6% (2540.0) 6715.4 (2724.4) Business & Financial Services ‐2.8% 25,026 22,248 (2,778) ‐11.1% (1122.3) 416.3 (2072.0) Chemicals & Chemical Based Products ‐16.9% 6,577 4,901 (1,676) ‐25.5% (295.0) (817.7) (563.3) Defense & Security 2.4% 19,605 17,647 (1,958) ‐10.0% (879.2) 1343.6 (2422.4) Educa on & Knowledge Crea on 5.0% 24,670 26,256 1,586 6.4% (1106.4) 2340.1 352.3 Energy (Fossil & Renewable) ‐4.2% 11,266 10,287 (979) ‐8.7% (505.2) 28.2 (502.0) Forest & Wood Products ‐29.7% 2,490 1,669 (821) ‐33.0% (111.7) (628.2) (81.1) Glass & Ceramics ‐21.7% 1,311 954 (357) ‐27.2% (58.8) (225.3) (72.9) Informa on Technology & Telecommunica ons ‐6.7% 17,397 13,967 (3,430) ‐19.7% (780.2) (387.4) (2262.4) Transporta on & Logis cs ‐6.9% 5,642 5,320 (322) ‐5.7% (253.0) (137.1) 68.2 Manufacturing Supercluster ‐19.0% 23,440 19,090 (4,350) ‐18.6% (1051.2) (3395.6) 96.8 Primary Metal Mfg ‐22.0% 2,196 1,776 (420) ‐19.1% (98.5) (384.0) 62.5 Fabricated Metal Product Mfg ‐17.9% 7,903 6,471 (1,432) ‐18.1% (354.4) (1057.4) (20.2) Machinery Mfg ‐15.9% 2,612 2,346 (266) ‐10.2% (117.1) (297.1) 148.5 Computer & Electronic Product Mfg ‐15.8% 4,669 4,380 (289) ‐6.2% (209.4) (529.0) 449.4 Electrical Equipment, Appliance & Component Mfg ‐17.4% 2,429 1,787 (642) ‐26.4% (108.9) (312.9) (220.1) Transporta on Equipment Mfg ‐23.9% 3,631 2,330 (1,301) ‐35.8% (162.8) (703.7) (434.5) Mining ‐10.8% 287 194 (93) ‐32.4% (12.9) (18.2) (62.0) Prin ng & Publishing ‐14.0% 5,971 4,800 (1,171) ‐19.6% (267.8) (569.5) (333.7) TOTAL All Industry Clusters ‐4.5% 367,114 345,525 (21,589) ‐5.9% (16,463.7) 0 (5125.3) Industry Advanced Materials South Central Connecticut: CEDS 2013
Regional Employment Industry Regional Mix Share 2006‐2010 2006‐2010 (1998.6) 78.8 153
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There are several identified clusters in the region with a positive regional shift, proving to have a comparative
advantage when compared to the nation. These positive clusters are Advanced Materials; Apparel and
Textiles; Education and Knowledge Creation; Transportation and Logistics; Manufacturing Supercluster (as a
whole); Primary Metal Manufacturing (Sub-Cluster); Machinery Manufacturing (Sub-Cluster); and Computer
and Electronic Product Manufacturing (Sub-Cluster). Over this time period, only one of these positive
regional shift clusters saw a positive employment change, Education and Knowledge Creation growing by
6.4%. To this extent, this industry was able to hold 352 more jobs than would have been predicted by
national and industrial standards. The only other cluster that saw positive growth over this time frame was
the Biomedical/Biotechnical (Life Sciences) cluster. It showed a positive growth of 2.6%, however, the nation
saw a growth of 7.4%. This slower than national growth, saw a comparative disadvantage of over 2,700 jobs.
The Computer and Electronic Product Manufacturing sub-cluster had the highest comparative advantage in
the region. Although there was a 15.8% decline in employment nationally in this cluster, the region only saw
a decline of 6.2%, the smallest decline of all manufacturing sub-clusters. It shows a total of 449 more jobs
than what the national and industrial trends would suggest. It is also key to point out, that although the
Manufacturing Supercluster as a whole saw an 18.6% decline in employment, it was less than the 19.0%
seen nationally. This cluster saw a gain of 96 more jobs than what have would have been predicted by
national and industrial trends.
There was also a revelation of many weaknesses in the region’s economy over the course of the last five
years. Some of the highest regional shifts were seen in the Biomedical/Biotechnical; Business and Financial
Services; Defense and Security; and Information Technology and Telecommunications clusters. The
Business and Financial Services cluster saw an 11.1% decline, compared to an only 2.6% decrease
nationally. This resulted in a loss of 2,072 more jobs than what would have been seen if it would have
followed national and industrial trends. Information Technology and Telecommunication and Defense and
Security both saw significant decreases in employment when compared to the nation, with Defense and
Security having a positive growth nationally. These two industry clusters make up a significant portion of the
overall employment in the region and when coupled saw a decline of almost 4,700 more jobs than what would
have been predicted by national and industrial trends.
KEY FINDINGS:
 The Biomedical/Biotechnical (Life Sciences) and Education and Knowledge Creation clusters are
the only clusters that showed employment growth over the last five years.
 All of the top five industry clusters by employment in the region have average wages above the





national average, with the exception of the Manufacturing Supercluster, which is very near the
same.
Advanced Materials, Education and Knowledge Creation and the Manufacturing Supercluster have
been the strongest performing clusters in the region over the last five years.
Biomedical/Biotechnical (Life Sciences) is the largest cluster by employment in the region and
despite its slight decline over the last five years it remains one of the strongest industry clusters in
the region.
Among the Manufacturing Supercluster, the Primary Metal, Fabricated Metal and Computer and
Electronic manufacturing clusters have been the strongest over the last five years.
Of the clusters proven to have a comparative advantage when compared to the nation, only the
Education and Knowledge Creation cluster saw a positive employment change over the last five
years.
Although it saw a significant decline in employment, when compared to the Nation, the Computer
and Electronic Manufacturing Subcluster showed the highest comparative advantage in the region
over the last five years.
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 The Manufacturing Supercluster as a whole, although seeing a significant decline in employment,
remained very strong when compared to the Nation.
 Some of the weaker industry clusters identified in the region over the last five years were the
Business and Financial Services, Defense and Security and Information Technology and
Telecommunication clusters, and coincidentally making up a large portion of the overall
employment in the region.
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Other Plans
The development of the CEDS involved coordinating goals and objectives with existing State, Regional and
Local Plans, Studies and Reports. The following is a brief summary of the Regional Plan of Conservation and
Development and Long Range Transportation with a list of the additional Plans, Studies and Reports that
were consulted while preparing the CEDS.
SOUTH CENTRAL REGION PLAN OF CONSERVATION AND DEVELOPMENT
The South Central Region Plan of Conservation and Development (POCD) is a general guide for land use
conservation and development for the fifteen town region comprised of Bethany, Branford, East Haven,
Guilford, Hamden, Madison, Meriden, Milford, New Haven, North Branford, North Haven, Orange,
Wallingford, West Haven, and Woodbridge.
The Plan reinforces policies which promote development in existing corridors, while conserving
environmentally sensitive areas through a focus on Transit Oriented and Smart Growth Development. The
goals and recommendations within the Plan cover a 10 years period and revolve around land use, housing,
open space and other matters deemed beneficial to the region.
The POCD was updated in June 2008 and amended in July 2009 to incorporate updated Sewer Service Area
Mapping for the fifteen municipalities in the Region.
Important themes within the Plan include:

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

Transportation Choice
Affordable Housing
Economic Competitiveness
Sustainable Development and Conservation
SOUTH CENTRAL REGION LONG RANGE TRANSPORTATION PLAN 2011-2040
The South Central Region Long Range Transportation Plan (LRTP) is a guide and key component of the
transportation planning process for the fifteen town region comprised of Bethany, Branford, East Haven,
Guilford, Hamden, Madison, Meriden, Milford, New Haven, North Branford, North Haven, Orange,
Wallingford, West Haven, and Woodbridge. The LRTP was adopted in April 2011 and is updated at least
once every three years.
Specifically, the LRTP addresses the region's transportation needs, traveler responses, and public sector cost
constraints. The Plan includes fiscally constrained highway and transit projects that are expected to be
funded in the next 25 years. Projects which increase capacity must be in the fiscally constrained portion of the
LRTP.
The LRTP encourages smart, sustainable, context sensitive development of the region’s transportation
network. Transportation options and access to employment centers are key components in enhancing the
region’s economic competitiveness. Additionally, the efficient movement of people and goods is identified as
a vital component of the region’s economic health and vitality.
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Other Plans
Table 73: Addi onal Plans, Studies and Reports Consulted Title Agency Town/City Plans of Conserva on and Development (15 municipali es) Bethany, Branford, East Haven, Guilford, Hamden, Madison, Meriden, Milford, New Haven, North Branford, North Haven, Orange, Wallingford, West Haven, Woodbridge Office of Policy and Management Conserva on and Development: Policies Plan for Connec cut (2005‐2010) Connec cut Economic Strategic Plan (2009) State of Connec cut Long Range Housing Plan (2010) State of Connec cut Consolidated Plan for Housing and Community Development (2010‐2015) South Central Connecticut: CEDS 2013
Department of Economic and Community Development Department of Economic and Community Development Department of Economic and Community Development 157