MANAGING BALTIMORE'S INNER HARBOR OPERATIONS:
The Need for Direct Day-to-Day Authority and Empowerment

Report from the Greater Baltimore Committee's
Inner Harbor Management Task Force

INTRODUCTION

In the summer of 2001, discussions between the Greater Baltimore Committee, Mayor Martin O'Malley, M.J. "Jay" Brodie, President of the Baltimore Development Corporation, and Laurie Schwartz, Deputy Mayor for Economic and Neighborhood Development focused on the need for a comprehensive physical design and operational/management study of the Inner Harbor. Initially, it was suggested that a single study be completed consisting of two components: a physical plan review of harbor development and a study of the management organization and structure of the day-to-day operations at the harbor.

Following a thorough analysis of the proposed study and extended discussions, it was determined that the Baltimore Development Corporation, in its role as the quasi-government economic development arm of the city, was best suited to oversee the development of the physical component and more appropriate to direct the future development of a specific land use plan for the Inner Harbor. Recognizing the significant influence that the harbor has on the health and welfare of the city and its historic role in the creation of the Inner Harbor, the Greater Baltimore Committee reserved its right to comment and critique on future development issues at the harbor.

As a result of that decision, the Baltimore Development Corporation issued Requests for Qualifications for the development of a master plan to guide the development of Baltimore's harbor over the next twenty years. Over thirteen architects and urban design teams sought the job of developing a future vision of the Inner Harbor. After an extensive examination of qualifications and proposals, an advisory panel recommended the New York firm of Cooper, Robertson & Partners to create the comprehensive vision for the Baltimore downtown waterfront. A contract was negotiated and the study is currently underway. Representatives of the Greater Baltimore Committee serve on an Advisory Panel with the consultants. An initial organizational meeting has been held and a follow-up meeting was held on October 23.

Meanwhile, it was determined that the examination and analysis of the management and operational structure of the Inner Harbor was more appropriately suited for the Greater Baltimore Committee. Previous management and efficiency studies of five city agencies and the human resources component of city government were completed utilizing the GBC and its business membership resources. A majority of the recommendations have been accepted and are being implemented and becoming institutionalized as a part of more efficient city government operations.

This report is the product of a study that examined existing Inner Harbor operations and management structure with the intent of providing an efficient, effective, well-organized, and accountable approach for the oversight and day-to-day management of harbor operations.

It should be noted that simultaneously with the work of the Greater Baltimore Committee, a similar group within the city's Department of Planning was examining the marine operations and reviewing a ten-year old marine master plan with a particular focus on the harbor area. Although the two entities did not work together in the review and analysis of the management and operational challenges, direct communications developed throughout the process recognizing the importance and interdependence between marine and land uses of the harbor.