1978: Successfully advocates for General Assembly funding of regional traffic study.

1979: Secures federal and state funding for a new Stamford train station.

1980: Formed MetroPool, regional ridesharing brokerage.

1982-85: I-95 Exits and entrances relocated within Stamford, allowing better downtown access.

1984-86: Campaigns successfully to remove tolls from state’s highways.

1986-87: Launches long-term campaign to increase rail station parking on New Haven line and to upgrade signage, pedestrian action and marketing of train stations.

1992: State Implementation Plan (SIP) for Employee Commute Option (ECO) provisions of federal Clean Air Act adopted without mandatory employer non-compliance penalties – only such flexible SIP adopted in US.

1993: Successfully proposes state legislation providing assistance to employers affected by ECO provisions.

1997: Legislation passed requiring a comprehensive study of transportation conditions in SW CT, with the additional requirement that a plan be developed to reduce peak period congestion by 5% over five years.

1997-98: “Southwest Corridor Study Update” conducted, with active participation of a public “stakeholder” group including all members of the CCC. Recommendations on based on CCC plan.

1998: Gov. Rowland embraces the CCC plan, announces it as state policy (March); General Assembly passes implementing legislation, establishing 5% goal, directing adoption of earlier plan, establishing a permanent implementation oversight group called Southwest Corridor Action Council (SCAC) (May); The Business Council CEO elected chairman of SCAC at first meeting (November).

1999: SCAC implementation oversight efforts continue; The Business Council CEO appointed to U.S. Chamber of Commerce Transportation Infrastructure and Logistics Committee; U.S. Representative Christopher Shays hosts Commuter Forum” (October), organized on his behalf by The Business Council; The Business Council hosts component of I-95 Coalition (12 East Coast state departments of transportation) annual conference in Stamford (November); CT Regional Institute for the 21st Century releases the “Gallis report”, repositioning transportation issue (November); Governor’s Council identifies Bradley Airport as key competitive issue (December).

2000: The Business Council and other business organizations call for new mission for the Department of Transportation, emphasizing the values of connectivity, mobility, customer-focus, and modal integration.

2001: The long awaited legislative formation of the Transportation Strategy Board, whose mission is to present transportation strategies to the state, became official in July, at the end of the special legislative session.  Oz Griebel was been named board chairman, along with commissioners from the departments of Economic and Community Development, Environmental Protection, Public Health, Transportation, and the Office of Policy and Management.   

“Culminating a public policy strategy pursued by The Business Council through many facets,” states Chris Bruhl, President & CEO of The Business Council and member of the interim strategy board, “we are eager to cement the link between the transportation infrastructure and economic demands of the state.” 

2003: The Business Council joined a growing list of more than 1,300 companies that have qualified as Commuter Choice Employers. This impressive group includes member companies MetroPool, People's Bank, Purdue Pharma L.P., and Pitney Bowes Inc., all recently recognized by the EPA.

To prove that even an 8 person organization can offer such a benefit, contact The Business Council's plan administrator, Randi Norum at 203-359-3220.

Business Council Board Member John Klein, President & CEO, People’s Bank, appointed to the Connecticut Transportation Strategy Board.

The Business Council CEO chosen by Federal Reserve Bank of New York to serve as presiding officer at first ever tri-state transportation cooperation planning conference, held in the Fed’s New York headquarters, May, 2003.

The Transportation Strategy Board submits its recommended 20 year investment strategy to the General Assembly and the Governor in January.  Success of the TSB’s efforts will require:

• a continued commitment to working with all stakeholders, including commuters, employers, service providers, multiple state agencies, MPO’s, local government, truckers, environmentalists and more.
• A long term dedicated and protected financial commitment that maintains revenue matches to strategic plan implementation.
• Continuous investment in public transit alternatives and strategies to alleviate congestion.
• An effective performance measurement system to form the basis for continuous improvement and evaluate organizational effectiveness.
• An organization that is aligned to its new mission, drives a customer focus, instills employee empowerment, promotes organizational agility, and ensures that continuous improvement is embedded in all work processes.
• Collaboration with surrounding states to build a comprehensive, regional transportation system that is globally connected.

The Connecticut Department of Transportation submits its Southwest Corridor Year 5 Report.  While the plan has met with mixed success, important lessons were learned.  Leadership commitment to the new mission coupled with resources, both financial and human, required for implementation of the plan are essential for success.  

2004: The Business Council Vice President/Public Policy Joe McGee elected to CT TSB Coastal Corridor Transportation Investment Area board, appointed chair of financing recommendations committee.

2005:
Jan - Governor Rell proposes $1.3 billion investment in state's transportation infrastructure