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2005 GBC Annual Report 2004-05 ANNUAL REPORT 50th Anniversary Commemorative Edition Greater Baltimore Committee 1955 - 2005 50 Years of Vision, Leadership, Accomplishment Anne Arundel County Baltimore City Baltimore County Carroll County Harford County Howard County REGIONAL BUSINESS LEADERS CREATING A BETTER TOMORROW… TODA Y! GBC VISION Greater Baltimore — Baltimore City and the five surrounding counties — will be recognized as a leader in the global economy of the 21st century. GBC MISSION The mission of the Greater Baltimore Committee is to improve the business climate of the Greater Baltimore region by organizing its corporate and civic leadership to develop solutions to the problems that affect the region’s competi- tiveness and viability. THE GBC’S REGIONAL PERSPECTIVE Regions, not individual jurisdic- tions, are the primary economic competitors in the global economy. Successful regions are character- ized by healthy and viable core areas, while regions with declining core areas do not perform as well. The synergism between central cities and the jurisdictions around them is critical to a region’s suc- cess. A thriving urban area ener- gizes a region and serves as a catalyst for economic and cultural growth. In Greater Baltimore, strengthening regional ties and collaboration benefits the entire region. “The GBC is a magnet that pulls us together.” James Harkins Harford County Executive 2 2004-2005 Greater Baltimore Committee Annual Report GBC ANNUAL REPORT 2005 THE ESSENCE OF THE GBC – LEADERSHIP AND ACTION The Greater Baltimore Committee – A Legacy other buildings and attractions that characterize of Vision and Action Baltimore’s continuing “renaissance.” From its very beginning the GBC has existed to The GBC works as a catalyst for action-oriented team- conceive a compelling vision, to apply strategic work that gets such things done – teamwork that business leadership, and to act decisively to accom- includes businesses, foundations, educators, govern- plish the vision. ment agencies, elected leaders, civic groups, and the region’s talented, dedicate workforce. This annual report outlines the GBC’s work since its formation on January 5, 1955 by 83 CEOs who, in The GBC’s daily activities involve raising awareness, Christian H. Poindexter their own words, were seeking to take “prompt and laying groundwork, developing consensus, and mar- GBC Chairman aggressive action looking toward the solution of shaling private and public resources, so that free many of the city’s most pressing problems.” enterprise can thrive in Greater Baltimore. Its founders envisioned the GBC as “a voluntary citi- Its members and its many partners know that the zen-arm of government; non-sectional; non-political, GBC’s role goes far beyond simply cheerleading. The and non-profit making,” they announced. “It comes GBC exists to facilitate action that transforms com- into existence because the problems of civic improve- munities, strengthens the business climate, and ment in Baltimore are so complex, urgent and diversi- improves quality of life. fied that as many citizens as possible should assume a To understand this role is to fully appreciate the share of the responsibility.” GBC’s unique value to the region and to grasp its While Baltimore has a history of being home to many members’ accomplishment over the last 50 years. pioneers of business and industry, the GBC’s founding Donald C. Fry In distilling 50 years of work into the summary that marked a moment when its modern business commu- follows in this report, we salute the many GBC leaders GBC President nity decided to get serious about working together, with and members who have dedicated valuable time, ener- government and other partners, in a substantive way to gy and resources to the GBC’s mission over the years. improve the city and its quality of life. We also celebrate the tremendous commitment and Along the way, the specifics of the challenges have the work of the current GBC board, our growing changed as the GBC evolved from a singular focus on membership, and our talented staff. downtown redevelopment to a regional perspective. Yet in many ways the nature of the challenges remains con- Together, we continue to build the GBC’s legacy of stant — building infrastructure, crafting public policies, vision and action as we grow the region’s life sciences and nurturing public-private teamwork that creates an industry, develop a fast and efficient regional mass Photo at left: Baltimore’s waterfront (1955) environment in which the people and the economy of transit system, build our minority and women- the city and region can thrive. owned business resources, strengthen higher educa- tion, and address the many other issues vital to our It’s worth emphasizing that the GBC, as an organiza- region’s future. tion, envisioned a revitalization of Baltimore’s down- Photo Credits: town and Inner Harbor. But the GBC did not, by To GBC members, past and present, we offer you Black and white photos itself, build the Charles Center, the Inner Harbor, the our heartfelt thanks and wish you a happy 50th appearing in this report Convention Center and its expansion, two stadiums anniversary. by Marion E. Warren. at Camden Yards, the Hippodrome and the many 1 GBC ANNUAL REPORT 2005 50 YEARS OF VISION, LEADERSHIP, ACCOMPLISHMENT JANUARY 1955 INTRODUCTION — THE Jerold C. Hoffberger, president of the National Brewing Co., was the first GBC treasurer. Greater Baltimore Committee BEGINNING (1950s) founded Rouse was named chairman of the GBC’s first exec- Eighty-three Baltimore businessmen met for dinner utive committee. Rouse later served as the GBC’s MAY 1956 at the Elkridge Club on January 5, 1955 and creat- chairman in 1964 and 1965. ed the Greater Baltimore Committee. GBC Planning Council formed Its founders envisioned the GBC as “a voluntary The idea to create an action-oriented organiza- NOVEMBER 1957 citizen-arm of government; non-sectional; non- tion of business leaders to visualize ways to meet political, and non-profit making,” the press GBC Planning Council decides to Greater Baltimore’s competitive challenges and release stated. “It comes into existence because make Charles Center its first apply private-sector influence and resources to project the problems of civic improvement in Baltimore accomplish key initiatives had been percolating are so complex, urgent and diversified that as OCTOBER 1962 for three years among a small group of business many citizens as possible should assume a share One Charles Center opens for people. of the responsibility.” occupancy The group of entrepreneurs and executives, which Civic Center opens Among the city’s needs cited by the GBC’s 1955 included a young mortgage banker, James W. founders were: accelerated construction of the MAY 1963 Rouse, held a series of informal meetings to discuss Jones Falls Expressway, building a civic center for the challenges Baltimore faced – a decaying central In his inaugural address, Mayor conventions, cultural activities and sports events; city, outmoded land use, declining property values, Theodore McKeldin makes Inner development of the city’s port facilities, developing and diminishing tax revenue. Harbor redevelopment his No. 1 a plan for modernizing mass transportation, and objective The Greater Baltimore Committee was formed to developing a comprehensive urban renewal plan. SEPTEMBER 1964 take “prompt and aggressive action looking The GBC was born out of an awareness that many towards the solution of many of the city’s most Inner Harbor master plan proposals that would contribute to the economic, pressing problems,” announced a press unveiled to public cultural, or social vitality of Baltimore City failed release GBC founders issued at their first 1955 not because the opposition was so strong, but SEPTEMBER 1965 meeting. The organization was “not interested in because the support was so weak. glamour, platitudes or false promises,” but instead Charles Center – Inner Harbor was envisioned as an action committee dedicated Management, Inc. established At the time, many development projects were to developing solutions to chronic problems that being proposed. However, most failed due to the NOVEMBER 1966 were impeding the city’s business growth.” lack of broad community support. The GBC’s founders “realized that no amount of program- Voter approve $12 million bond Clarence W. Miles, a founding partner of Miles & for Inner Harbor ming by the federal government, and no methods Stockbridge and president of the Orioles, which he of attack undertaken by public and private service JANUARY 1967 had brought to Baltimore the year before, was agencies, could be successful unless they were also named the first GBC chairman. Thomas B. Butler, Opening of Morris Mechanic supported and influenced by local business leaders president of the Mercantile Safe Deposit and Trust Theatre who knew Baltimore’s strengths and weaknesses Co., was vice-chairman. Daniel A. Lindley presi- first hand.” dent of the Canton Company, was secretary, and Photo above: Baltimore skyline (1970) 2 2004-2005 Greater Baltimore Committee Annual Report Clarence Miles’ involvement in the founding of the GBC “sprung a real legacy of civic involvement on the part of our firm.” John Frisch, managing partner Miles & Stockbridge “The advent of the GBC is one of the most significant features in the history of this city. Until its inception, the distance between the political community and the business community was day and night. There was no intercommunication, no cooperation. That went all by the boards when the Greater Baltimore Committee came into play … It main- tained the foundation by which business and the political world has proceeded since that time.” Thomas D’Alesandro III Former Mayor of Baltimore City The GBC’s role was to work for the ideas that might initially lack a strong voice but which had significant meaning for the development of a greater Baltimore. The idea of a business-led civic group like the Greater Baltimore Committee was not original.
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