The Past: The Recent History of the Bridgeport Regional Business Council

In 1986, the Business and Industry Council of the Greater Bridgeport Region became the Bridgeport Regional Business Council. In recognition of the fact that the full economic revitalization of the core city -- Bridgeport -- required regional recognition of its plight, regional cooperation, and initiatives, the organization became regional in its reach and its work. The Bridgeport Chamber was folded into the regional organization, and the Stratford and Trumbull Chambers became affiliate organizations with their own policy-making boards but with integrated staff and budgets.

The Business Council, during a period of general economic growth and as a result of its renewed program and membership services efforts, began to grow its membership from less than 1,000 to near 1,500.

In 1988, the Business Council leadership recognized that the organization was then at a new crossroads. Although its membership was growing, its impact on creating real economic development growth in the community was minimal.

The organization then adopted an Economic Development Initiatives Plan, pieces of which were achieved such as the establishment of a Downtown Special Services District, which today continues to provide Downtown street cleaning and public safety services as well as development leadership.

In late 1988, the leadership agreed on six strategic goals for the organization to enable it to have greater impact on the economic development prospects in the City and the Region. Those goals were as follows:

• Become more vocal - Until that point, the organization had been simply growing and improving its member services. 
• Take on more controversial issues - The leadership concluded that in order for real progress to be made and meaningful change to take place, the business community needed to step up and be heard and since has spoken out clearly on things such as:
  • Recruiting the Little League regional center to Bridgeport.
  • Expanding Bridgeport Airport.
  • Seeking a Bridgeport Police Chief from outside department ranks.
  • Speaking out on the question of the Executive Director of the Bridgeport Housing Authority. 
  • Calling for a four-year Mayoral term in Bridgeport. 
  • Supporting the expansion of the resource recovery facility.
• Creating a closer working relationship with the public sector - The leadership also recognized that if the business community were to have a real impact on economic growth and public and private investment it needed to develop better working relationships and partnerships with City and Town Halls, Mayors, local and state legislators, etc. 
• Creating a high community profile and community role - the Business Council is now recognized and known by all segments of the community. It may not be supported by all, but is recognized as a player and a force. This was seen as a very important element of the success of our impact. The staff and volunteer leadership are active and engaged in many facets of the community. 
• Assist the City of Bridgeport in improving management - It was recognized clearly in the late 1980's that in order for the City to experience real economic development growth, it first had to get its own fiscal house in order. This resulted in the Management Improvement Project in which the City and BRBC partnered to improve City management, the results of which are clearly visible today in a City in better fiscal shape and managed as one of the best cities in the State. 
• Concentrate on the bigger economic development vision - This was a very key decision which today still has its detractors or is very much misunderstood. The following is set out to draw attention to it and generate discussion and debate.

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