Cost: $225 GBC member individual, $2,000 GBC member table of 10; $250 non-member individual, $2,500 non-member table of 10
For event information, contact Chris Fabula at 410-727-2820. For sponsorships, contact Tom Whelley at 410-727-2820.
Baltimore Development Corporation
Legg Mason, Inc.
Merritt Properties, LLC
The Whiting-Turner Contracting Company
Baltimore Business Journal
Bank of America
The Daily Record
The Shelter Group
CareFirst BlueCross BlueShield
Hyatt Regency Baltimore
McCormick & Co.
McKissack & McKissack
T. Rowe Price
University of Maryland, Baltimore
University of Maryland Medical System
University of Maryland University College
To be eligible for a refund the Greater Baltimore Committee requires a 72-hour cancellation notice.
If you are purchasing a block of 10 tickets, please select either the "GBC member block of 10 tickets" or "non-member block of 10 tickets" option, then also select the "number of individual tickets" option listed below.
Dr. Gregory E. Thornton comes to Baltimore City Public Schools from Milwaukee Public Schools in Wisconsin, a district similar in size to City Schools, where he served as superintendent from July 2010 to June 2014. The Milwaukee superintendency was the latest in a series of leadership posts Dr. Thornton has held in large urban school districts, and in which he consistently has improved student achievement. He shares Baltimore’s commitment to children, and his accomplishments over the years align closely with City Schools’ priorities and areas of reform focus.
Born and raised in Philadelphia, PA, Dr. Thornton attended Philadelphia public schools and then Temple University, where he received his degree in elementary education in 1977. He went on to teach and, in short order, became a school principal; between 1981 and 1997, he served as principal at four different elementary and high schools in Maryland, Delaware, and North Carolina. In 1997, Dr. Thornton moved into district-level administration and began a solid trajectory toward district leadership. He subsequently earned his Master of Arts degree in Administration/Supervision at Salisbury State University in Maryland and his doctorate in Educational Leadership at Nova Southeastern University in Florida.
From late 1997 to mid-1998, Dr. Thornton served as coordinating director of secondary schools for Charlotte-Mecklenburg Schools. From there he became assistant superintendent for Winston-Salem/Forsyth County Schools until mid-2002, when he moved to Montgomery County Public Schools in Maryland to serve first as community superintendent, overseeing 36 schools, and then as deputy superintendent of the then 140,000-student, $1.6 billion system. There, Dr. Thornton focused on the development of innovative programs to attract and retain families; forged partnerships with local government, colleges, universities, and businesses; helped the district develop a strategy to tackle achievement gaps between different student subgroups; and developed a relationship, through outreach and regular communication, with Montgomery County’s rapidly changing community.
In summer 2004, Dr. Thornton became chief academic officer of the School District of Philadelphia, overseeing all facets of the instructional, school management, accountability, policy, and compliance programs of the 190,000-student, $2.2 billion district and its then 272 schools. In Philadelphia, Dr. Thornton built district capacity to develop leadership and to leverage data to inform instruction. He also oversaw the transformation of 22 large high schools into 60 smaller, themed schools and worked with business and community partners including the Franklin Institute, Microsoft, and the National Constitution Center to develop innovative, rigorous high schools.
In summer 2007, the governor of Pennsylvania tapped Dr. Thornton to serve as superintendent of the Chester Upland School District. A small district in southeastern Pennsylvania, Chester was in state receivership, and Dr. Thornton was charged with developing and implementing a strategic plan to guide the growth and stability of the instructional, operational, fiscal, and capital components of the district.
During his tenures in Montgomery County, Philadelphia, and Chester, Dr. Thornton oversaw annual increases in student achievement.
In summer 2010, Dr. Thornton moved to Milwaukee, where critical data showed student achievement on the rise under his leadership. High school graduation rates were up for students, and more students went on to college, thanks to expanded college and career readiness efforts, including the establishment of two College Access Centers. Scholarship dollars increased from $18 million for the Class of 2012 to $24 million for the Class of 2013. Like Baltimore City, Milwaukee participates in the National Assessment of Educational Progress Trial Urban District Assessment, and TUDA results from December 2013 showed Milwaukee student achievement scores not only on the rise, but growing at a faster pace than the national average in reading and mathematics. Other academic achievements included the development of comprehensive literacy, mathematics, and science programs aligned to the Common Core State Standards and the adoption of online benchmark assessments for all grades; establishment of the highest number of public Montessori schools in the country; and the highest concentration in the country of hands-on science, math, technology, and engineering experiences through Project Lead the Way.
Dr. Thornton has made significant progress in creating a more efficient, more transparent district office. He instituted financial changes that reduced pension liabilities by half and stabilized district finances. He focused on cultivating positive school climates, which resulted in a reduction in suspensions. Art, music, and physical education were restored after having been cut dramatically. And Dr. Thornton’s efforts to engage external partners resulted in nearly $79 million in grants to Milwaukee Public Schools since 2012, along with Milwaukee Public Schools-exclusive scholarship programs with numerous institutions, including Morehouse College.
In Baltimore, Dr. Thornton sees an opportunity to broaden the reach of his work to date, and to build on the progress of the last several years to make sure all students graduate positioned to succeed in college, career training, jobs, and life overall.
During his 20 years of public higher education leadership, Caret has earned respect for his successful work in several areas, including helping to ensure college affordability, academic excellence, and the efficient use of resources. In addition, he is credited with emphasizing university partnerships to enhance students’ experiences and to impact regional progress in economic and workforce development and other areas.
Before joining USM as chancellor, Caret was president of the University of Massachusetts System (UMass) from 2011 until 2015. Throughout his UMass tenure, he has emphasized efficiency, cost-saving initiatives, and productive working relationships with Massachusetts government and business leaders. His successful pursuit of a 50-50 funding formula for UMass resulted in the state and students contributing equally to the university’s general education program and a 22 percent increase in the base budget for two years. He also secured additional state funding, allowing UMass to freeze tuition and mandatory fees for in-state undergraduate students for two consecutive years.
Prior to joining UMass, Caret was president of Towson University (TU) from 2003 to 2011, where he also served as a faculty member, dean, executive vice president and provost during his more than 25-year tenure there. At Towson, he created partnerships with regional business, non-profit and civic organizations; raised student graduation rates; and undertook a capital fundraising and building campaign to support campus infrastructure improvements. He oversaw an increase in the university’s online courses and expanded the availability of TU courses at regional higher education centers. He was instrumental in establishing Towson University in Northeastern Maryland , which offers transfer students the flexibility to pursue a four-year degree after completing an associate’s degree at a community college.
From 1995 to 2003, Caret served as president of San Jose State University (SJSU), part of the California State University System. He is credited with bringing a vision for SJSU as the metropolitan university of Silicon Valley.
Two complimentary foursomes; company name displayed at registration, two holes, on scoreboard, scorecards, carts, prominently in program and on the GBC website; and prominent mention during awards presentation.
‘Eagle’ Package: $900
One complimentary foursome; company name displayed at registration, one hole and driving range; and company name listed in program and on the GBC website.
‘Birdie’ Package: $400
Two complimentary golfers; company name displayed at one hole; and company name listed in program and on the GBC website.
‘Par’ Package: $200
Company name displayed at one hole; company name listed in program and on the GBC website; and complimentary admission for two to awards luncheon.
Calvin G. Butler Jr. became chief executive officer of Baltimore Gas and Electric Company (BGE) on March 1, 2014. Butler previously served as BGE’s senior vice president, regulatory and external affairs. In that role, he was responsible for executing the company’s strategic direction and cultivating relationships with government, regulatory, community and other key stakeholders. Butler also served as Exelon’s senior vice president of corporate affairs and held other leadership positions within Exelon and BGE’s sister company, ComEd (Chicago).
Butler played a critical role in helping to successfully navigate company and stakeholder relations during the merger between Exelon and Constellation Energy.
Before joining Exelon in 2008, Butler held leadership positions for eight years with the print, digital and supply chain solutions company RR Donnelley, including senior director of government affairs, vice president of manufacturing and senior vice president of external affairs. Butler also managed RR Donnelley’s supplier diversity and oversaw government sales efforts at the local, state and federal levels and served as president of RR Donnelley’s nonprofit foundation. Butler spent his early career with CILCORP (Central Illinois Light Co.), where he worked in government affairs, legal and strategy.