The Greater Baltimore Committee is a unique organization. People join the GBC for many reasons, but they all share a common philosophy. They believe in order to build a region that is strong economically, culturally and socially, they need to establish long-term goals and work together to succeed.
The GBC is both visionary and results-driven. Business, professional and civic leaders participate and invest in the organization because being a member of the GBC means being part of the big picture, the vision of the future. The GBC is an action organization with a proven track record of delivering big results and turning vision into reality.
Print a membership application to mail or fax or fill out a membership application online. GBC membership investment levels vary and depend on an organization’s size and industry sector. After you have applied, a membership team member will contact you to discuss investment levels.
The GBC is a membership organization comprised of more than 500 small, medium and large businesses, health care institutions, universities foundations, and nonprofit organizations. Member organizations include those based in the Greater Baltimore region, including Baltimore City and Anne Arundel, Baltimore, Carroll, Harford and Howard counties, as well as businesses/organizations based in other Maryland jurisdictions, nationally and internationally.
Peruse our 2022 Member Directory to view specific GBC member companies and industries.
Major GBC Initiatives and Accomplishments
Charles Center: The GBC’s first signature project was a bold plan for redevelopment of Baltimore’s downtown core. Conceived in 1956, the GBC won support for the major urban renewal plan from the mayor and the city council. Completed in 1986, the project came at a cost of more than $235 million $200 million of which came from private sources.
Inner Harbor: The GBC strongly supported and promoted the idea of redeveloping the Inner Harbor from docks to a world-class modern office and shopping area that would take advantage of the city’s waterfront. With GBC’s backing and promotions in 1966, Baltimore voters approved public funding for the project. Fourteen years later in July 1980, the Harborplace shopping, dining and entertainment area opened in the Inner Harbor, helping further transform Baltimore’s downtown.
Baltimore Orioles and Oriole Park at Camden Yards: The GBC played a key role in keeping the Orioles in Baltimore and winning legislative approval for construction of a new baseball stadium on the Camden Yards warehouse site. Stepping in at a critical juncture, the GBC broke stalled lease negotiations between the Orioles and the Maryland Stadium Authority. The GBC recruited 30 members to support a $10 million letter of credit to back a ticket sales guarantee that helped close the Orioles’ deal. This led to a long-term Orioles lease and construction of Oriole Park at Camden Yards.
The Leadership program: In 1983 the GBC launched The Leadership, a year-long “leaders in training” orientation program of seminars, weekend retreats, experiential activities, and meetings with some of the region’s most influential individuals.
CollegeBound Foundation: In 1988, the GBC teamed with Baltimoreans United in Leadership Development to create the CollegeBound Foundation, whose mission is to help inner-city students go to college. Up to 128 students benefit annually from scholarships and grants.
Bridging the Gap: In 2003, the GBC developed the “Bridging the Gap” initiative to promote the inclusion of minority and women-owned firms. The program provides recognition and support for minority entrepreneurs, networking opportunities with industry leaders, updates on best practices for key business management issues, and partnerships that nurture their development. In 2015, the GBC launched the Bridging the Gap Academy, a business accelerator for minority and women-owned firms.
A Compact for Competitiveness: In 2010 the GBC, in collaboration with economic development professionals from around the state, issued a report entitled Gaining A Competitive Edge, outlining eight core pillars to improve the Maryland business climate and make the state more competitive for business and job creation. Building on these pillars, the GBC issued Compact for Competiveness, a 2013 report which outlined a shared strategy for private and public sector leaders to strengthen Maryland’s competiveness for economic prosperity, business development and job creation. The GBC continues to advocate for policies and other action to advance these strategic priorities.