Focus: Reassessing office layouts PAGE 12
CRAINSCLEVELAND.COM I SEPTEMBER 21, 2020
Look Back: 25 years of the Rock Hall PAGE 23
CRAIN’S SPECIAL REPORT | HOTELS IN THE COVID-19 ERA
Unwanted guest
Todd Vanek of Avon ties down birthday balloons on the rooftop of the Ariel Broadway Hotel in downtown Lorain. Vanek is celebrating a friend’s birthday during the hotel’s rooftop sunset series. Owner Radhika Reddy, inset below, is finding creative ways to attract customers. | PHOTOGRAPHS BY LISA DEJONG FOR CRAIN’S CLEVELAND BUSINESS
Until COVID-19 checks out, hotels will be in sick bay BY MICHELLE JARBOE AND STAN BULLARD
On March 6, Radhika Reddy opened a 56room hotel in downtown Lorain, in a historic building overlooking the Black River. Eleven days later, she shut the doors. The coronavirus pandemic forced Reddy, a longtime economic development consultant and first-time hotelier, to furlough most of her staff and become her own general manager. When the Ariel Broadway Hotel reopened in late May, she practically lived at the property for weeks. She greeted guests, took bookings and filled other gaps while searching for ways to cut costs and boost revenues. Now the hotel that Reddy expected to fill from May to October is lucky to have eight or nine reservations on a weeknight. And weekend bustle is likely to die down as the weather cools. See HOTELS on Page 18
Think your day has changed? Try checking into a hotel
Pandemic precautions are shaking up hotel operations in visible — and invisible — ways BY STAN BULLARD
The scene at many hotel front desks conjures up an image of bygone days and operations on the wrong side of town, when clerks used to labor behind bulletproof glass in setups similar to teller cages. A new version of that is afoot as the hotel industry copes with COVID-19. Plexiglass barriers are now commonplace — even at the Ritz-Carlton Cleveland, although a spokesman describes it as tastefully done. Signs point out how often counters and doorknobs in public areas get
cleaned, and staffers are wiping things down. Welcome to a hotel in 2020 as the industry grapples with a pandemic threatening the livelihood of more than a few properties. Travel, especially for business, has taken a big hit, and hotels are undertaking steps big and little to protect their mask-wearing guests and workers. Insiders estimate the line item for disinfectant-strength cleaning product is up 20% at hotels, and electrostatic cleaning machines are commonplace. See PRECAUTIONS on Page 20
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SPORTS BUSINESS
MAI’s game plan for growth features launch of sports division Cleveland firm has 160 employees in six states and is up to nearly $9 billion in assests under management BBY KEVIN KLEPS
MAI Capital Management’s roots trace back to 1973, when IMG founder Mark McCormack started a firm to manage the finances of athletes. Working with stars in sports and entertainment, then, is old hat for Cleveland-based MAI. But when BC Investment Partners acquired McCormack Advisors International in 2007, Rick Buoncore, the owner of the merged firms, decided to “downplay” its work with athletes. The reason, Bouncore said: Some of MAI’s other high-worth clients were concerned that the stars would get most of the wealth management firm’s attention. Another acquisition, that of MTX Wealth Management in 2019, began to change that. MTX, a Virginia firm that had a plethora of Major League Baseball clients, was a natural fit for MAI, whose reach in the NFL is so strong that at one point it was working with six of the last 11 quarterbacks who had been named Super Bowl MVP. Now, MAI is poised for what Buoncore is calling its “coming-out party” — the launch of MAI Sports + Entertainment. The new division will be led by MTX founder Steve Trax and John Palguta, who joined McCormack’s former firm in 1984. The group’s work
compete in other cities and states. And maybe most important is career transitioning for stars who are fortunate if they’re playing days extend to their late 30s. “You’re planning for someone who’s gotta make it from 21 to 90,” Buoncore said. Buoncore
Trax
— advising athletes, coaches and agents — remains the same. Athletes, Buoncore said, “need entirely different care than the average client, because the contract that they’re getting could be the last money they’ll ever get.” The plans are conservative at the start and tend to diversify if the athlete makes it to his or her second contract. Should the big-money deals come later in the athlete’s career, “then they become like every other ultra-high-net-worth client we have,” Buoncore said. Still, there are plenty of potential complications. There are the friends and family members who might think that they, too, have struck it rich. There are the offers to invest in businesses — at least 99% of which Buoncore and Trax said are not good for their clients. There are duty days, which are taxes levied against athletes and other pro sports personnel when they
Deal sparks new division MAI is closing in on $9 billion in total assets under management. That’s almost 10 times the tally it had when Buoncore acquired McCormack Advisors International in 2007. The company has 160 employees, a total that has increased by more than 60 since 2018, in six states. At least 120 of those employees are located in Cleveland, where MAI now occupies three floors of the IMG building at 1360 East 9th St. As MAI has grown, it has added offices that are closer to its high-profile clients. But “the operations, the financials, the headquarters, will always be Cleveland,” Buoncore said. A “good portion” of MAI’s business is from athletes, who span all of the major professional leagues in the U.S. (The firm, because of U.S. Securities and Exchange Commission regulations, can’t disclose its clients.) As MAI was expanding, a Reston, Va., firm run by Trax caught its atten-
tion. MTX, Buoncore said, was “like a mini-MAI,” with about $500 million in assets under management and a similar approach and makeup. Trax, a two-year starter in basketball who played on two NCAA tournament teams at Old Dominion University, is a former vice president of SFX Sports Group. Trax worked for the firm when it was owned by David Falk, Michael Jordan’s agent, and had quite a few NBA clients. Trax said he wasn’t looking to sell MTX, which he founded in 2007 (the same year Buoncore acquired MAI), but “the people” and similar philosophies drew him to the deal. “How you approach the market and how you service the client is extremely important,” Trax said. The new sports division will have about 25 employees. Fifteen of them will spend “the majority of their time working solely with professional athletes,” said Trax, who will continue to work in Reston. The group will be backed by MAI’s vast resources, which include tax, investment, planning, cash management and other services. Trax said they’ll focus on six verticals: family office and investment advisory services, business consulting, career transitioning, philanthropic initiatives and financial literacy. MAI has partnered with a university that
will provide guidance to athletes as they move on from their playing days. Trax, a former DeMatha Catholic High School teammate of former Cavs player and general manager Danny Ferry, said MLB, NHL and coaching clients made up the bulk of his business at MTX. Palguta, who was heading up MAI’s sports division, has extensive NFL ties — some that have lasted almost four decades. “Really complementary businesses,” Trax said. The pair is being tasked with further expanding MAI’s reach in sports and entertainment. It’s a market that Trax said is “grossly underserved” because “there are only a handful of folks who really get it and really understand the mind of an athlete and know how to service them accordingly.” It’s something MAI should know all too well, considering the company got its start when McCormack started handling the business affairs of legendary golfer Arnold Palmer. “It’s why our motto is it’s a game plan for life, because it starts when they get the contract, getting them established, teaching them everything there is about spending money, saving money and paying taxes,” Buoncore said. Kevin Kleps: kkleps@crain.com, (216) 771-5256, @KevinKleps
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For Dan T. Moore, the acquisition of Team Wendy is more than a financial transaction. It’s a way to encourage investment and research into head protection and traumatic brain injury, and a chance to see the company — and his daughter’s legacy — grow. Moore is the founder, chairman and principal owner of Team Wendy, a maker of helmet systems that he started in honor of his late daughter, Wendy, who passed after a skiing accident. The company, which was founded in 1997, initially developed protective, impact-mitigating pads for the inside of helmets. Over time, Team Wendy has grown to offer full helmet systems and other related products, like chin straps. And it’s that broad platform that caught the attention of United Kingdom-based Avon Rubber PLC. Cleveland-based Team Wendy is expected to be acquired by an Avon subsidiary, Baltimore-based Avon Protection Systems Inc., for $130 million. The deal is expected to close by the end of the year. Team Wendy will be a subsidiary of Avon, operating with its current team out of its facility in Cleveland. That was important to Moore, who said staying in Cleveland was a requirement of the sale. Moore said the company has plans to expand its footprint in Cleveland, and, overall, he expects Team Wendy to grow and expand far more under Avon than it could as a family business. “It’s better for the legacy, it’s better for the employees, and it’s better for Cleveland,” Moore said. After the acquisition, the Moore family will turn its attention to other components of traumatic brain injuries. Moore said the family’s next venture will likely take them into the therapeutic drug space. And while Team Wendy primarily serves the defense and first responder markets, Moore sees potential for improvement in other spaces, like sports. Team Wendy’s CEO, Jose Rizo-Pa-
Team Wendy’s area of expertise is in protective, impact-mitigating pads for the inside of helmets. | TEAM WENDY/AVON PROTECTION
tron, said that even if the company doesn’t expand its customer scope, the research it does could trickle down and benefit other markets. Rizo-Patron joined Team Wendy in 2011; Moore said his joining the company really “gave it legs.” Rizo-Patron had known Moore prior to taking on the job, and he was inspired by the story behind the company and the idea of turning a negative into a positive. The protective pad business was strong, but he saw a lot of opportunity for growth. Today, Team Wendy offers six helmet systems, plus add-ons like ear protection, camera mounts and face shields. The company had revenues of $44 million in 2019, Rizo-Patron said. It has about 130 employees. Team Wendy aims to make helmets that are protective, but also comfortable, as they also hold a variety of equipment, from communication equipment to sensors. “The helmet has become the Swiss Army knife of the military,” Moore said. Before the deal, Team Wendy hadn’t been looking to get acquired. Moore said Avon approached Team Wendy about the possible acquisition, and it was important to get to know the company before agreeing to a sale. Rizo-Patron and Moore were able to meet with Avon’s leadership shortly before the COVID-19 pandemic hit the U.S., and due diligence continued through the months that followed,
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despite the challenges the pandemic posed. The goal for Team Wendy was to be able to continue growing, and Rizo-Patron said he and others were impressed with Avon’s strategic plans and culture. For Avon, this follows the company’s acquisition of Ceradyne from 3M earlier in 2020. And that’s key, Moore said, because Ceradyne is known for its ballistics protection. Avon is strong in terms of technology for the shells of helmets, Rizo-Patron said, while Team Wendy’s expertise started with the pads inside. “We talk about Team Wendy from the inside out,” Rizo-Patron said. “They’re excellent from the outside in.” The two companies’ products complement one another well, he said. And that will give them the chance to cross-sell products to customers across the globe and give end users additional capabilities. “It really allows what we’ve done and what we’ve created with the business to now have a new springboard and to be able to do much bigger and greater things, with a partner that has, obviously, another scale of resources to support that,” Rizo-Patron said. “So we don’t see this at all as the end of Wendy’s legacy or the Team Wendy’s legacy. We see this as a tremendous opportunity to scale that globally.” Rachel Abbey McCafferty: (216) 771-5379, rmccafferty@crain.com
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4 | CRAIN’S CLEVELAND BUSINESS | SEPTEMBER 21, 2020
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EMPLOYMENT
Some employers are looking for experience instead of a degree Team NEO says skills gap is driving companies to rethink requirements for entry-level jobs BBY KIM PALMER
Northeast Ohio employers are getting creative as they face a growing gap between their education requirements for even entry-level jobs in the region’s major growth industries and the number of perspective employees who have or are working to get the needed degrees. “By 2025, 65% of Ohio’s workforce will need to have a secondary degree,” said Jacob Duritsky, vice president of strategy and research at Team NEO and author of the group’s “Aligning Opportunities 2020 Report,” released Wednesday, Sept. 16. The report evaluated pre-COVID data related to the region’s continued workforce imbalance in high-potential careers in the IT, health care and manufacturing sectors. At present, only 34% of the region’s population has a two- or four-year degree, while another 21% have some post-secondary schooling but no degree, Duritsky said. That shortfall is exacerbated by declines in the region’s population and Northeast Ohio’s retention of less than 47% of its graduates, translating to only about 14,600 newly degreed graduates annually entering the local labor market, Duritsky said. The region needs more aggressive and creative skills training to meet employers’ demand for talent, he said. The report — created with data from
firms, including Burning Glass Labor Insight/Jobs and EMSI 2020, and government sources such as the Ohio Department of Job and Family Services — highlights needs in particular occupations. Registered nurses, with a total of 46,106 jobs in the region, an increase of nearly 11,000 from the prior year’s report, are at the top of the 20 most high-demand occupations. High-demand jobs, as defined in the report, are those that offer “family-sustaining wages,” are estimated to grow and have a relatively low risk of automation. Nursing is followed by software developers and general computer employees, which saw a regional growth in demand of more than 5,000 and 4,000 new jobs, respectively. “The trends have not changed markedly,” Duritsky said of that data gathered before the COVID-19 pandemic shuttered businesses and caused mass unemployment in March. “This could and will look very different next year, in a post-COVID economy, but we think the pandemic will be an 18-to-24-month trend, not a huge shift in what the region is going to need going forward.”
Talent pipeline IT continues to be a growth occupation in the region. Northeast Ohio saw 4,249 of 6,457 entry-level IT jobs go unfilled in 2018, according to
By the numbers: NEO computer and IT careers
46,812
``Number of cybersecurity specialist, artificial intelligence engineer and data scientist jobs in NEO in 2019.
$78,165
``Median annual salary for those jobs.
6,457
``Number of entry-level cybersecurity specialist, artificial intelligence engineer and data scientist jobs in NEO in 2018.
4,249
``Number of those entry-level jobs left unfilled in 2018. SOURCE: BURNING GLASS LABOR INSIGHT; TEAM NEO
Team NEO. The report also estimates jobs in general computing are set to grow at a rate of 5%, web developers at 7%, and software development at 10% in a period from 2019 to 2024. As the demand for these IT jobs increases beyond the supply of college graduates, Duritsky said, companies are de-emphasizing or even eliminating the formal bachelor’s degree requirement in favor of finding candidates with relevant skills and experience. “Increasingly where companies are having a hard time filling positions, they are starting to view the minimum
education requirements differently,” he said. “There are still some examples where a bachelor’s is required, but we are starting to see some movement.” Some companies, including Westlake-based Hyland Software, have removed the formal education requirement for most tech job descriptions. Youngstown State University, in partnership with IBM, launched an IT Workforce Accelerator program, offering alternative educational pathways and apprenticeship programs to obtain tech credentials. Work-based learning experiences, internships and apprenticeships designed to foster on-the-job skills are poised to be a solution for what has become “an inefficient job market,” according to a 2017 Harvard Business School study. The study found employers that adhered to strict four-year degree requirements for entry-level and midskills level jobs “closed off access to the two-thirds of the U.S. workforce without a four-year college degree.” It also pointed to the pool of unemployed people ages 16 to 24 as a potential untapped resource for companies eager to find skilled labor. Earl R. Major, vice president of human resources for Delta Dental, understands his dental benefits company needs to look beyond a strict reliance on degree requirements to build a skilled workforce, particularly in IT.
Of the about 1,000 employees at Delta Dental, more than 200 are in the IT department. The company has pulled away from relying solely on educational attainment. Delta Dental now hosts hackathon competitions and has created summer break internships and after-school, part-time and shadowing opportunities for many local high school students, Major said. “We want to start planting that seed at the high school level instead of waiting for them to go to college,” he said. Delta Dental also is in the process of creating a full-time talent outreach position so it can begin engaging students as early as the sixth grade to help them become prepared for the workforce of the future. The company, which is based in Michigan but has affiliates across the country, also recognizes candidates can be vetted based on their competence and skill level rather than using education attainment as a proxy for determining talent, Major said. “There is a combination screening and interview process, and some jobs that require a skills assessment,” Major said. “It is not materially different than what we have always done, but now, particularly, it is more important what you bring to the table.” Kim Palmer: kpalmer@crain.com, (216) 771-5384, @kimfouroffive
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AKRON
Hickory Harvest Foods looks toward growth with new owner Strong gains in recent years mean snack manufacturer soon will need more space BBY DAN SHINGLER
One of region’s growing food manufacturers has a new owner, new plans for long-term growth and a new problem — finding people to work as it sees demand increase for its nuts and other healthy snacks. Joe Swiatkowski said he has acquired sole ownership of Hickory Harvest Foods from his mother, for undisclosed terms, making him the third generation of his family to own and run the snack food company. “My mom’s a little past 65 now, and it was something I always wanted to do,” Swiatkowski said of taking over the company. “Either sell the company (to an outsider) or sell the company to family were the options.” The company has been growing in a joint economic development district industrial park in Coventry Township on Akron’s southern border. The 34-acre North Turkeyfoot Industrial Park that houses Hickory Harvest is owned by the city and supports both it and the township with shared tax revenues. Two 16,000-square-foot expansions, in 2009 and 2016, mean the company now has 65,000 square feet of space in the park. That’s enough for this year, but the company will need more, especially if it continues to grow as it has been, said Swiatkowski, who added that
Hickory Harvest has seen double-digit revenue growth in all but two of the past 10 years. “We’re up over 10% again this year,” he said. Thanks to a strong sales force, the pandemic hasn’t hurt Hickory Harvest’s business too much, Swiatkowski said. The company makes packaged snacks, with a heavy emphasis on nuts, dried fruits and other organic ingredients. Some of the products go to consumers under the Hickory Harvest brand, often at places like convenience stores or bars, but most of what the company makes is sold as privately branded products by big grocery chains. And the company supplies most of the big grocers in Northeast Ohio, Swiatkowski said. It was that grocery store business that enabled the company to continue its growth this year. “Grocery stores did well through COVID, but convenience stores did terribly. And food service was nonexistent,” Swiatkowski said. The company has been taking advantage of the changing ways that Americans eat, which means meeting more demand for organic and healthful snacks as people tend to eat more throughout the day and rely less on three main meals, he said. It’s a trend that has also boosted grocery store sales, he added.
Now the company’s biggest problem might not be finding new customers, but finding enough employees. Hickory Harvest has 80 workers but has had to Swiatkowski delay a few orders because it needs more, Swiatkowski said. He said he’s been paying for plenty of overtime work to keep up. “We need more people. We just can’t find them right now,” he said, adding that he would hire 15 new workers now if he could find them. That’s not a unique challenge in today’s environment, especially for manufacturers, said Tia Ramlow, president and owner of Akron-based staffing firm Great Work Employment Services. Ramlow said it’s been difficult to convince people to work, something that began when the federal government paid folks $600 a week in additional unemployment benefits. That still holds true, she said, as many hope another federal stimulus program is coming soon. “It is a struggle,” said Ramlow, who said she understands why people want to stay home and why the government wants to help them. But it still leaves small manufacturers in a lurch, she added.
“When you’re in the hourly pay range between $11 and $18 an hour, that $600 stipend people were getting equaled about $15 an hour. And people got (additional) unemployment on top of it. The government wanted to keep people home. … I understood the reasoning behind it, but it’s made things difficult for manufacturers,” Ramlow said. Ramlow said her company, which has seven offices around Northeast Ohio, has hundreds of job openings it’s working to fill — and wages are going up. “It definitely has gone from an $11 or $12 average (per hour) to a $14 or $15 average,” Ramlow said of entry-level manufacturing jobs. Swiatkowski figures he’ll get through this challenge, though. He’s already looking past it in terms of strategic planning and is eyeing a significant expansion, he said. He hasn’t put a date on an expansion yet, but says it has to happen. The company’s current facility was built with a workforce of 50 people in mind, not 80. And Hickory Harvest has already had to rent 10,000 square feet of warehouse space off-site, he said. Swiatkowski has hired an architect to begin the planning to build more space and has secured a right-of-firstrefusal for 5 adjacent acres in the North Turkeyfoot Industrial Park, which would double the amount of land
Hickory Harvest owns there. That’s just fine with the city of Akron, which says it’s been waiting and hoping for an additional expansion by the company. “Turkeyfoot Industrial Park does have property adjacent to Hickory Harvest,” said Ellen Lander Nischt, Akron Mayor Dan Horrigan’s press secretary. “We have had conversations about their expansion, waiting for them to proceed.” For now, though, Swiatkowski is focused on current growth opportunities, which might help determine how much space he needs going forward. “We’re launching a huge organic line with one of our national customers in two weeks,” he said in a mid-September interview. He said agreements don’t allow him to name the private-label customer. That line, which includes organic dried fruits and nuts, can be launched with the company’s existing capacity. “We’re not running three shifts on that equipment yet,” Swiatkowski said. But if the products take off as he hopes, he’ll need to amp things up. “It’s a huge launch and then we’ll see how sales are and how many accounts this company gets it into. They’re already big, so it might be dramatic,” he said. Dan Shingler: dshingler@crain.com, (216) 771-5290, @DanShingler
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PERSONAL VIEW
The case for the Commodores as team’s new name
RICH WILLIAMS FOR CRAIN’S CLEVELAND BUSINESS
BBY MIKE DOVILLA AND MATT PREVITS
EDITORIAL
Think big I
n the spirit of not letting a crisis go to waste, we hope officials at the city of Cleveland are expansive in their thinking for what comes next at the I-X Center following last week’s announcement that the 2.2-million-square-foot complex is closing. The I-X Center had a strong, 35-year run as a convention and event facility, but it had been idle since March, when the coronavirus pandemic hit. Operator I-X Center Corp., an affiliate of Park Corp., said the pandemic has “decimated” the industry, leaving no choice but to shutter the building, which has more than 1 million square feet of exhibition space. Could a new operator find a way to make it work again for events? Perhaps, since the I-X Center is about four times as large as the Huntington Convention Center of Cleveland, and there are significant space, scheduling and parking issues involved in trying to make big, consumer-oriented shows that were staples of the I-X Center work downtown. The next move will be made by Cleveland, which owns the property and has a chance to reimagine a huge space next to an airport into a job-generator for the whole region. Some of the options are straightforward. Logistics THE NEXT MOVE WILL BE giants Amazon and FedEx MADE BY CLEVELAND, no doubt should be conWHICH OWNS THE PROPERTY vinced to take a look at what they could bring to the AND HAS A CHANCE TO space. REIMAGINE A HUGE SPACE But there’s no shortage of NEXT TO AN AIRPORT INTO other possibilities. Maybe A JOB-GENERATOR FOR THE the facility could become a giant data processing center. WHOLE REGION. Or a set of sound stages to help turn Cleveland into a hub of Midwestern movie and TV production. Perhaps Tesla or another electric vehicle manufacturer would be interested. Or it could provide the space for a major revamp of Cleveland Hopkins International Airport. The city in a statement said, blandly, that it “will be reviewing options relative to the future uses” of the I-X property. As we enter a period of declining tax revenue for local governments and uncertain job prospects for many citizens, everything should be on the table to make maximum use of a prime asset.
Yes on 70 L
ibrary levies aren’t typically controversial. But it’s 2020, where everything is off, and the Cuyahoga County Library’s Issue 70 has produced more drama than you’d expect. The 1-mill increase (to a continuing 2.5-mill levy) on the Nov. 3 ballot would generate about $18 million a year to enable the library to continue operating its 27 branches and maintain programs and services at their current levels. It would cost residents about $35 per year for every $100,000 of home value. (Residents in seven Cuyahoga County communities do not vote on, or pay for, the county library system, since they have their own libraries.) The county library hasn’t asked taxpayers for additional support since 2008. Lots of people use the county library system — nearly 5 million in 2019 — and they get top-notch service, as the system for 10 years in a row has won the No. 1 spot on Library Journal’s rankings of the biggest library systems in the United States. The usage numbers will be down this year due to the pandemic, but the still-with-us crisis highlights some of the important aspects of library services: access to computers and reliable internet connections for students now doing their work remotely, after-school homework help, and training for job seekers. The Greater Cleveland Partnership declined to endorse the levy, which it sees as a permanent 40% increase in the library’s tax revenue in what it considers an “increasingly uncompetitive tax environment” in Northeast Ohio. GCP since the release last year of a study that examined taxes in 11 peer communities has signaled it will take a harder line on requests to raise taxes. The chamber of commerce isn’t wrong to be concerned about the region’s tax burden, but this strikes us as the wrong place to draw the first line in the sand. Northeast Ohio can’t afford to let valuable assets wither. The region will not be more economically competitive with a less-effective county library. The levy represents a modest investment to keep an excellent service strong, and we support it.
Publisher and Editor: Elizabeth McIntyre (emcintyre@crain.com) Managing Editor: Scott Suttell (ssuttell@crain.com) Contact Crain’s: 216-522-1383 Read Crain’s online: crainscleveland.com
As Cleveland’s baseball club ponders the future of its namesake and mascot, we offer an option that connects our city’s proud past, vibrant present and bright future. The ownership Cmdr. Mike Dovilla and Lt. Matt and senior leaders Previts are U.S. Navy Reserve officers of the Cleveland In- currently recalled to active duty dians are evaluating assignments. a change from the franchise’s historic mascot. The storied Indians have already retired Chief Wahoo. While Tribe, the popular nickname, remains in common usage, there seems to be interest in adopting a new team name. Rather than enter the debate over whether a change should be made in the first place, we are recommending a new name and emblem. We are lifelong Cleveland fans and will gladly continue to root for the Indians or whatever future mascot is selected. With that civic spirit in mind, we humbly offer “Cleveland Commodores” as the new moniker for our hometown baseball team. Cleveland, happily situated CLEVELAND, HAPPILY at the convergence of Lake Erie and the Cuyahoga River, is SITUATED AT THE symbiotically connected to the CONVERGENCE OF water. Ever since its founding in 1796, Cleveland and its resi- LAKE ERIE AND THE dents have relied on the Great CUYAHOGA RIVER, IS Lakes for their livelihood, identity and recreation. Fishing, SYMBIOTICALLY manufacturing, commercial CONNECTED TO THE shipping and related businesses have helped generations of WATER. EVER SINCE Northeast Ohioans make a livITS FOUNDING IN ing, build homes and nurture the development of diverse 1796, CLEVELAND cultural institutions embraced AND ITS RESIDENTS by the entire nation, from the Cleveland Orchestra to the HAVE RELIED ON THE Rock & Roll Hall of Fame. Even before Cleveland’s GREAT LAKES FOR emergence as a major U.S. city THEIR LIVELIHOOD, in the early 20th century, Lake Erie played a pivotal role in the IDENTITY AND formation of our state and na- RECREATION. tion. On its waters, U.S. Navy Commodore Oliver Hazard Perry first built and then led a fleet through fierce combat against the British. As his close friend, Capt. James Lawrence, lay dying in an earlier naval battle, he implored Perry, “Don’t give up the ship.” Three months later, when the smoke cleared at the Battle of Lake Erie, it was the British who were forced to abandon ship — and Commodore Perry has been known as “the Hero of Lake Erie” ever since. All of Cleveland can take pride in the U.S. victory in that great battle during the War of 1812. More than 200 years later, Commodore Perry’s leadership is still recognized around the world. Cleveland baseball fans already honor him by hoisting an award-winning Great Lakes Brewing Co. Commodore Perry IPA at the ballpark and elsewhere around town. See COMMODORES on Page 9
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8 | CRAIN’S CLEVELAND BUSINESS | September 21, 2020
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OPINION
COMMODORES
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to remark that the proudest achievement of his life was “serving in the U.S. Navy and helping our country win victory in World War II.” Today, Feller’s legendary story From Page 8 is known by every chief petty officer in the U.S. Navy. Consider the possibilities the name Cleveland ComThe last 50 years have proven challenging for our river and lakefront. By the 1960s, decades of damage and neglect modores would offer our team and city: turned a natural resource into a national embarrassment. The mascot would align with those of two popular orFortunately, the combined effort of many has reshaped our ganizational farm teams, the Class AAA Columbus Clip• Advisory & Planning • Facility Management river, lakefront and towpath into what it is today: a regional pers and Class A Lake County Captains, both of which • Business Relocation • Transaction Management recreational marvel. The Cleveland Metroparks’ revitaliza- already sport a nautical theme. • Project Management • Portfolio Management tion of Edgewater and Wendy Park and robust public-pri- Progressive Field could be known as “The Ship,” which vate partnerships with The Foundry and other organizations evokes Commodore Perry’s “Don’t Give Up the Ship” have revived The Flats and transformed the Cuyahoga River battle flag and famous victory message, “We have met the enemy and they are ours.” and surrounding parkland into a community treasure. Our maritime history is tightly bound not only to Lake Erie A cannon shot could be fired for every home run and othand the Cuyahoga River, but also to both the U.S. Navy and er runs scored (which we suggest would upgrade the Super Call one of our Specialists today U.S. Coast Guard. Cleveland is home to several naval leaders, Mario Brothers “coin” chime that is currently used). including Adm. Isaac Kidd, the Pacific Fleet commanding John Adams’ legendary drum could maintain a central role, since drums were used on vessels in our nation’s early years THE MASCOT WOULD ALIGN WITH THOSE OF TWO 330.239.0176 | 216.831.3310 | 330.535.2661 synchronize rowers when sail POPULAR ORGANIZATIONAL FARM TEAMS, THE CLASS AAA to power wasn’t available. COLUMBUS CLIPPERS AND CLASS A LAKE COUNTY CAPTAINS, There would be endless promowww.naipvc.com tional opportunities for Cleveland BOTH OF WHICH ALREADY SPORT A NAUTICAL THEME. fans. Just think how our city would advertise its pride when the Comofficer who perished at Pearl Harbor on Dec. 7, 1941, and modores take on the Pittsburgh Pirates in interleague or, contemporary leaders such as four recently retired flag offi- dare we say, World Series play. We have seen some other intriguing options for a new cers — Vice Adm. Bruce Grooms and Rear Adms. Julius Caesar, Janet Donovan and Dwight Shepherd — a diverse cadre mascot. The Spiders are a nice throwback to a previous era when young people pored over the latest stories about of leaders who served our nation with distinction. The Cleveland-headquartered U.S. Coast Guard’s Marvel Comics’ Spider-Man. But Spider-Man lives in Ninth District oversees operations across the Great New York City, the home of a long-standing baseball Lakes, a region spanning eight states. In the past five nemesis that we’ll leave unnamed. And the most comyears, the district made history by appointing three out- mon reaction to spiders is “eww,” followed by “smash it!” Another name — the Guardians, referencing the standing women to lead this vast enterprise: Rear Adms. sculptures on the nearby Hope Memorial Bridge — is an Donna Cottrell, Joanna Nunan and June Ryan. Perhaps most compelling of all cases for the Cleve- interesting offering. But while the bridge is iconic to land Commodores is the story of one of the greatest Clevelanders, it doesn’t hold any of the emotional conright-handed pitchers in Major League Baseball history, nection of our lakefront, riverfront or naval associations. Let’s unite as East Siders and West Siders — baseball Bob Feller, who served honorably in World War II as a chief petty officer in the U.S. Navy on the battleship fans, all — behind a new name for our team that repU.S.S. Alabama. As the only chief petty officer enshrined resents a tradition and future in which we can all take in the National Baseball Hall of Fame, Feller was known pride: the Cleveland Commodores.
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OFFICE DESIGN Anyone mulling a COVID-era office redesign doesn’t have lose their cool — or their wallet PAGE 12
REAL ESTATE
BUILDING UP IN THE ’BURBS
Workers raise a wall on a house — built by Payne & Payne — going up in Moreland Hills. The firm in Chardon has been working on new builds and home renovations during the pandemic. | CONTRIBUTED
Demand for new suburban housing grows amid pandemic BY DOUGLAS J. GUTH
The coronavirus crisis curtailed the U.S. spring home-buying season, enjoying a revival this summer as consumer confidence returned. Locally, builders are seeing a rising demand for suburban housing, due to low interest rates and companies allowing employees to work remotely. Petros Homes, a custom builder based in Broadview Heights, puts up around 75 homes annually in four counties — Cuyahoga, Lorain, Medina and Summit — in Northeast Ohio. The virus threat shut down operations for six to eight weeks. But thanks to tight regional inventory and attractive interest rates, the company’s suburban construction side is steadily recovering.
“PEOPLE LOOKING FOR HOMES CAN’T FIND INVENTORY FROM A RESALE STANDPOINT, SO THEY’RE BEING DRIVEN BY NEW CONSTRUCTION.” — Gary Naim, Petros Homes president
“The fundamentals are still there, or they got better,” said Petros Homes president Gary Naim. “People looking for homes can’t find inventory from a resale standpoint, so they’re being driven by new construction.” Office work shifting from commercial business districts to homes is leveraging the market, at least from an anecdotal standpoint, Naim said. Hours stuck inside during
spring quarantine highlighted the need for larger home workspaces, or more room for remotely learning children. Interest rates at 3% sealed the deal for many of Petros’ newer clients. “There was a shock to the system initially, with a lot of unknowns,” Naim said. “Once people got a handle on what this (virus) was about and how they could work through it, they were back out.”
Petros is partnering with younger customers relocating from urban areas to lower-density markets, mirroring a mounting national call for single-family homes in rural areas and large metro suburbs. Socialization in downtown bars and restaurants is now taking place on porches or in backyards, inspiring millennial buyers to build equity rather than dump money into monthly rent. Andrew Gotlieb, business development director of Keystate Homes in Pepper Pike, said the pandemic is changing the urban-living adage that views the city itself as one big social space. “People will say, ‘Why don’t I have a bigger home compared to people renting in downtown Cleveland and worried about touching the elevator button,” Gotlieb said. “They’re looking to move into a custom home on big acreage.” Per Commerce Department data, U.S. housing starts jumped 12.3% in
10 | CRAIN’S CLEVELAND BUSINESS | SEPTEMBER 21, 2020
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August to a seasonally adjusted rate of 1.364 million units, the highest level since June 2007. Single-family homebuilding increased by 4.4%, while multifamily housing swelled 32.8% to a rate of 445,000 units. Payne & Payne, a family-owned design and build firm in Chardon, constructs 50 homes yearly throughout Cuyahoga, Geauga, Lake, Portage and Medina counties. The company remained steady during the pandemic’s early days, finishing projects already slated to begin in March and April. Payne’s client portfolio grew further in May amid Ohio’s stay-athome order. “People saw they didn’t have enough space to work comfortably from home — that’s where we saw those needs change,” said vice president Mark Verdova. “A couple projects were delayed, but the majority went forward at the same pace. That made our year for us.” Even for families staying put, Payne has bagged added business on its home renovation side. Exterior projects, including decks and screened-in porches, are as popular as new home offices, gyms and other interior endeavors. Verdova did not expect such optimism in an uncertain economy, but he’s happy to have been mistaken. “It was surprising to see homeowners looking at the long game and having that foresight,” Verdova said. Owners are searching for properties on wider swaths of land, with these transactions largely taking place via teleconference. Payne &
Petros Homes has seen its suburban residential business take off because of low interest rates and low inventory in the resale market. This drone shot shows construction underway in Petros’ Braemar Farms development in Broadview Heights. | CONTRIBUTED
“PEOPLE SAW THEY DIDN’T HAVE ENOUGH SPACE TO WORK COMFORTABLY FROM HOME — THAT’S WHERE WE SAW THOSE NEEDS CHANGE.” —— Mark Verdova, Payne & Payne vice president
Payne has an in-house design center, making it easier to show customers tile or paint selections alongside siding, stone or trim. Although virus-related work stoppages have delayed acquisition of certain items and materials, the company solved that issue by ordering ahead of time. “For cabinets, we’ll pick them up front while digging your foundation,” Verdova said. “That makes our part-
nerships with suppliers valuable. If we were constantly trying to get new guys here and there, it probably would be hurting us right now.” Keystate, a custom suburban builder launched in 1979 by Andrew Gotlieb’s parents, Mina and Avner, is busy building high-end custom residences in Cleveland’s eastern and western suburbs. In the meantime, the firm is adding luxury amenities such as movie theaters, golf simulators and indoor pools to existing homes. “People are at home more and thinking of ways to entertain in their own house,” Gotlieb said. “They might put stadium seating in a movie theater with a small arcade. That’s spilling over from mega-mansions to a little bit more humble of a home with a 2,000-square-foot basement.” Though the local suburban housing market has improved, lack of new land on which to build is preventing the sector from truly soaring, Gotlieb said. Lumber prices, now at a twoyear high, are another impediment for would-be homeowners, while new virus hot spots could lead to additional lockdowns and economy-deadening unemployment. Still, area builders have reasons to be bullish about a sector that’s done more than just survive the storm thus far. “The best way to say it is we went from uncertainty to certainty pretty quickly,” said Naim of Petros Homes. “That’s great for people, and great for the economy.” Contact Douglas J. Guth: clbfreelancer@crain.com
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Staggered seating, upgraded HVAC among changes in pandemic-era office design But companies shouldn’t hit the panic button, and solutions will vary, experts say BY DOUGLAS J. GUTH
Among the countless challenges presented to companies by the coronavirus pandemic is how to reassess office layouts. Employees returning to work may be welcomed by sanitation stations, seating prioritizing safe physical distance and Plexiglas dividers that act as a kind of “sneeze guard.” However, anyone mulling a COVID-era office redesign doesn’t have to lose their cool, or their wallet, said local design and architecture firms interviewed by Crain’s. “Sheer panic is the first reaction: ‘We’re all going virtual for the rest of Making measured changes our lives,’ ” said Debbie Donley, co-founder and principal of Vocon, Earlier this year, architecture firm which serves as architect of record Bialosky Cleveland released a panfor Goodyear Tire & Rubber Co. and demic workplace guide for compa9/13/20 1:27 PM Jones Day, among other high-end cli- nies considering a return to the ofents. “Our advice is to be patient, to fice. To foster cleanliness and safety, not overcorrect and tear apart your organizations are adding sanitation workplace. Don’t spend a bunch of stations as well as directional signage money not knowing what you’re get- that navigates traffic through a space. ting into. Space plans can be about Infrastructure upgrades are a nephasing people cessity for busi“SHEER back without nesses eyeing making major worker wellness, PANIC IS modifications.” said Ted FerrinTHE FIRST Vocon is conger, business deducting webivelopment diREACTION: nars and client rector at ‘WE’RE ALL teleconferences Bialosky. Imto determine proving air qualGOING how to safely acand ventilaVIRTUAL FOR ity commodate tion — thought workers, particu- THE REST OF OUR LIVES.’ ” to be a key factor larly in creative — Debbie Donley, co-founder in mitigating visettings where and principal of Vocon rus spread — face-to-face inmay mean reteraction is preferable. Vocon’s Pros- placing an HVAC system entirely. pect Avenue headquarters in Cleve“Regardless of space design going land is operating at 50% capacity, forward, there will be probably be staggering employee schedules bigger changes to HVAC so offices throughout the week and reducing can have an increase in fresh air,” Ferconference room capacity. ringer said. As not every employee needs to be Bialosky associate principal Tracy physically present at all times, busi- Sciano Vajskop said collaborative out-
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door workspaces — already trending pre-pandemic — are getting a closer look as 2020 draws to a close. Companies are installing monitors and other devices to conduct meetings in these open-air, café-like spaces. “We’re going to see a combination of everything, but it’s going to be specific to each organization,” Sciano Vajskop said. “What we tell clients is no one size fits all.” Social distancing guidelines recommend maintaining at least 6 feet between individuals to reduce the potential of COVID-19 transmission. To that end, some businesses are focusing on movable, lightweight furniture solutions — lounge chairs, small tables and more — to provide adequate distance in shared spaces. Sciano Vajskop cautioned executives against overreacting, and subsequently overspending, in response to the latest pandemic headlines. Furniture manufacturers are flooding the market with Plexiglas screeners when companies might be better served integrating functional sanita-
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“OUR CLIENTS ARE NOT GOING TO RUSH TO JUDGMENT, ESPECIALLY WITH A LOT OF FIRMS STILL WORKING FROM HOME.” — Matt Sutter, CEO of Sol Harris/ Day Architecture Inc.
Architecture firm Cleveland Bialosky helped create an open design at ABA Insurance Services in Shaker Heights even before the pandemic. | CHRISTIAN PHILLIPS PHOTOGRAPHY
your desk for the day,” Sutter said. “That’s just not something people want to do.” The pandemic won’t spell the end of the corporate office, but there could be permanent changes in the geometry of workstations, Sutter said. Rather than sitting people faceto-face, you may see checkerboard or Companies can limit the capacities of their conference rooms, like this one at Vocon seen before the pandemic, to help promote distancing. | MATTHEW CARBONE
tion areas into the workspace. “People are putting up screens without knowing the science behind them,” said Sciano Vajskop. “The virus may be able to pass over screens.”
Long-term changes possible Office retrofits are filling the workdays of Sol Harris/Day Architecture
staggered workstation patterns. Replacing desks with more private offices is another option for companies concerned about keeping workers healthy in an open-plan office. “There’s been a push for (spaces) with fewer offices, but that number is going in the other direction,” Sutter said. “Our clients are not going to
rush to judgment, especially with a lot of firms still working from home. They’re taking a wait-and-see attitude. It’s the long-term onboarding of employees that there’s some nervousness about.” Ferringer of Bialosky said the most innovative companies will remain flexible when rethinking their office blueprint in a COVID-19 world. “They’ll work through iteration rather than spending six to nine months trying to perfect a thing that doesn’t work,” said Ferringer said. “I don’t think the open office will go away, but we will see a new version of it.” Contact Douglas J. Guth: clbfreelancer@crain.com
Inc. of North Canton. Chief executive officer Matt Sutter said clients are requesting electronic foot sensors and hand-swipes for doors in high-traffic areas. Substituting manual flush valves with touchless toilet sensors is another popular ask in the COVID-19 age. Office “hoteling,” a rising design trend that eliminated assigned seating in shared workspaces, will at least be temporarily paused even as companies rely more on telecommuting. “You would find a desk, and that’s
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FOCUS | REAL ESTATE
Remake of big box store cues North Olmsted’s drive for retail diet BBY STAN BULLARD
Stein Investment Group of Atlanta has a plan for how to redo former big box stores, and it provided the city of North Olmsted a first, tentative step in efforts to reduce the suburb’s reliance on bricks-and-mortar retail. The real estate developer is converting former big box stores to mini-warehouse operations that will operate under the Space Shop Self Storage flag, an Atlanta-based company. The company’s first target in Northeast Ohio is the former Toys R Us site in North Olmsted. Through SIG Lorain Road LLC, Stein paid $2.4 million on Aug. 20 for the 40,000-square-foot building on 4 acres at 27408 Lorain Road. The seller was the Cianciolo and Mercurio realty trusts, located, respectively, in Fairview Park and Highland Heights, according to Cuyahoga County land records. The county assigned a market value of $3.2 million to the site for property tax purposes. Construction workers are now at work on the site, which had been vacant since the Toys R Us chain closed in 2018. While Stein is letting the big box stand as it cuts it up into small spaces for individuals and small businesses
to rent, its plan includes putting a 4,000-square-foot building, most likely a restaurant, on part of the parking lot closest to Lorain Road. Kimberly Lieber, North Olmsted’s director of planning and community development, said replacing the retail use with the mini-warehouse is “one more step in reducing retail vacancy on Lorain Road.” Because of a 2017 change in the city’s zoning code, the site was zoned as mixed-use, which was designed to provide options for redevelopment of former retail sites as offices, apartments, townhouses and small percentages of service retail. “It’s turning out as mixed-use, but not the way we expected,” Lieber said, but noted that with a lot of conversation, the developer agreed to put a small building close to Lorain Road that will help add pedestrian scale and more activity to the streetscape. The site, as a result, will incorporate more than just one building and have modern methods of handling rainwater with open culverts and higher-quality materials as a result of the newer zoning provisions. The suburb enacted the new alternatives for traditional retail zoning with an eye on how freestanding retail
This former Toys R Us store in North Olmsted is about to become a self-storage center, but also is part of the city’s plan to put its bloated retail commercial district on a diet of mixed uses. | COSTAR
spaces could be reused as the physical retail market weakened under the onslaught of online retailing, which has gained velocity during the pandemic. Not all freestanding stores or high-vacancy shopping centers will be altered by the provisions, she said, because the way they are implemented depends on the size of the store. For example, a vacant former Payless Shoe Source store at Lorain and Porter roads is on too small of a site to provide much opportunity. However, others are available. A big one is at 26518 Lorain, an empty 67,000-square-foot building that formerly housed a Babies R Us store and two other retailers. The lender-owned property sits on 6 acres. That’s enough ground to accommodate several smaller buildings, depending
on the next owner or user’s vision for the property. Another opportunity may be looming at the store that Levin Furniture Co. has decided to close at 23250 Lorain Road as the Pittsburgh-based concern rejuvenates its former presence at other locations in Northeast Ohio. The 46,000-square-foot former furniture store sits on a 4-acre site that can accommodate more than 200 cars. North Olmsted has been a retail destination since the early 1960s, but became a regional retail location after Great Northern Mall was opened in 1976. The mall has lost one of its four anchor department stores and is in the throes of working out a default on a bond sold in Israel as the bondholders bring in a new set of operators, Pacific Retail Partners of El Segundo, Calif., and Great East Investors of New York City. The firms will get an opportunity to buy the property if they choose to do so after creating a plan to reinvigorate it. Lieber said the mall’s zoning remains general business and was not changed by the previous zoning update. “That will be a new conversation,” she said. “The city will be flexible. But we did not want to force what might happen there. Instead, we wanted to work with what the market presents.” In the meantime, much of Lorain
Road is devoted to retail, ranging from former homes used as medical offices to shopping centers and auto dealerships. CoStar, the online realty data source, reports 35 shopping centers with a total of 1.5 million square feet of selling space (not counting the mall of almost the same size) and a vacancy rate of 11%, double what it was just three years ago. Dr. Rustom Khouri, CEO of Carnegie Management & Development Corp. real estate firm in Westlake, has constructed four major shopping centers in North Olmsted over the years and still owns three. He said the city is taking a sensible approach given the challenges that retailers are having. “Any time you provide flexibility in your zoning code, it is a good thing,” Khouri said. “Given today’s economy, creating mixed-use zoning is an effective way to reposition your high-profile real estate to provide a more optimum response to what the market needs.” As far as the Atlanta developer’s project goes with Space Shop, it will be bringing a new mini-warehouse operator to the region. Space Shop has 86 locations, with one in operation in Columbus and the others in Georgia, North Carolina, South Carolina and Virgina, according to its website. Lieber noted one other advantage to Stein’s plan. “Seeing this project going forward,” during the pandemic and its accompanying recession, she said, “shows we will get past this moment in time.” Stein did not return two phone calls and two emails by publication deadline. Stan Bullard: sbullard@crain.com, (216) 771-5228, @CrainRltywriter
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14 | CRAIN’S CLEVELAND BUSINESS | September 21, 2020
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CRAIN'S LIST | WEALTHIEST SUBURBS Ranked by estimated median household income RANK
COMMUNITY 1
MEDIAN HOUSEHOLD INCOME
MEDIAN OWNEROCCUPIED HOUSING VALUE
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
HUNTING VALLEY
$250,000 2
BENTLEYVILLE
POPULATION
HIGHEST DEGREE
5-YEAR ESTIMATE (2014-2018) 1
2010 CENSUS
% CHANGE SINCE CENSUS 1
BACHELOR'S %
$1,400,000
740
705
5.0%
$204,375
$585,600
976
864
PEPPER PIKE
$193,889
$428,800
6,242
GATES MILLS
$161,250
$516,900
MORELAND HILLS
$136,250
HUDSON
HOUSING
AVERAGE COMMUTE (MINUTES)
POST-GRAD %
OCCUPIED UNITS
OWNER %
RENTER %
35.9%
43.3%
283
90.5%
9.5%
25.4
Cuyahoga, Geauga
13.0%
35.4%
47.9%
331
98.2%
1.8%
24.8
Cuyahoga
5,979
4.4%
35.8%
43.1%
2,180
98.8%
1.2%
22.1
Cuyahoga
2,198
2,270
-3.2%
28.7%
44.0%
883
95.6%
4.4%
25
Cuyahoga
$427,700
3,316
3,320
-0.1%
38.4%
38.7%
1,368
91.2%
8.8%
23.3
Cuyahoga
$128,638
$331,900
22,287
22,262
0.1%
38.7%
32.3%
8,063
86.7%
13.3%
25.9
Summit
WAITE HILL
$116,250
$629,300
399
471
-15.3%
32.7%
28.3%
174
90.8%
9.2%
22.8
Lake
SOUTH RUSSELL
$115,000
$326,600
3,801
3,810
-0.2%
45.6%
25.8%
1,496
93.8%
6.2%
27.5
Geauga
BOSTON HEIGHTS
$112,083
$351,400
1,122
1,300
-13.7%
30.3%
25.5%
417
89.0%
11.0%
25
Summit
HIGHLAND HEIGHTS
$106,739
$274,700
8,396
8,345
0.6%
27.5%
29.2%
3,222
94.7%
5.3%
22.3
Cuyahoga
SUGAR BUSH KNOLLS
$106,667
$300,000
196
177
10.7%
20.1%
39.6%
80
97.5%
2.5%
22.8
Portage
BRECKSVILLE
$105,566
$266,900
13,538
13,656
-0.9%
33.6%
22.9%
5,462
84.5%
15.5%
23.4
Cuyahoga
ORANGE
$105,385
$317,200
3,285
3,323
-1.1%
34.0%
33.7%
1,294
89.1%
10.9%
20.5
Cuyahoga
SOLON
$104,625
$280,300
23,038
23,348
-1.3%
31.0%
30.3%
8,415
82.9%
17.1%
25.2
Cuyahoga
AVON
$104,125
$282,100
22,786
21,193
7.5%
29.6%
19.9%
7,957
83.4%
16.6%
25.7
Lorain
SILVER LAKE
$103,947
$215,900
2,511
2,519
-0.3%
35.5%
21.6%
978
95.8%
4.2%
24.3
Summit
KIRTLAND HILLS
$103,750
$468,800
702
646
8.7%
28.3%
31.7%
272
91.9%
8.1%
24.5
Lake
BAY VILLAGE
$102,917
$230,400
15,391
15,651
-1.7%
38.6%
27.5%
6,078
91.9%
8.1%
25.3
Cuyahoga
INDEPENDENCE
$100,278
$232,600
7,156
7,133
0.3%
29.5%
15.7%
2,702
93.0%
7.0%
21.5
Cuyahoga
PENINSULA
$99,821
$288,600
632
565
11.9%
36.3%
24.2%
247
81.0%
19.0%
30.5
Summit
CHAGRIN FALLS
$96,694
$347,700
4,061
4,113
-1.3%
40.0%
26.5%
1,816
72.9%
27.1%
23.6
Cuyahoga
AURORA
$94,141
$268,900
15,941
15,548
2.5%
33.7%
19.2%
6,154
81.5%
18.5%
27.3
Portage
MACEDONIA
$92,217
$207,200
11,808
11,188
5.5%
30.0%
17.2%
4,647
92.1%
7.9%
26.3
Summit
VALLEY VIEW
$91,711
$254,800
2,013
2,034
-1.0%
22.7%
11.4%
762
91.9%
8.1%
22
Cuyahoga
BEACHWOOD
$89,706
$296,600
11,704
11,953
-2.1%
23.9%
36.5%
4,532
60.9%
39.1%
21.9
Cuyahoga
BRATENAHL
$89,107
$270,500
1,334
1,197
11.4%
29.5%
37.0%
735
78.9%
21.1%
20.6
Cuyahoga
KIRTLAND
$88,537
$292,900
6,818
6,866
-0.7%
23.1%
19.8%
2,617
82.1%
17.9%
25.9
Lake
BROADVIEW HEIGHTS
$88,404
$228,400
19,242
19,400
-0.8%
28.9%
18.7%
7,449
83.4%
16.6%
27.9
Cuyahoga
WESTFIELD CENTER
$87,875
$211,100
1,191
1,115
6.8%
29.0%
15.6%
503
92.4%
7.6%
23
Medina
AVON LAKE
$87,525
$243,600
23,777
22,581
5.3%
29.4%
21.0%
9,389
82.3%
17.7%
25.6
Lorain
STRONGSVILLE
$87,264
$202,200
44,752
44,750
0.0%
28.7%
18.0%
17,828
81.4%
18.6%
28.1
Cuyahoga
WESTLAKE
$83,434
$250,900
32,378
32,729
-1.1%
31.5%
21.3%
13,694
73.2%
26.8%
25
Cuyahoga
SHAKER HEIGHTS
$83,420
$222,700
27,620
28,448
-2.9%
25.3%
40.6%
11,092
63.6%
36.4%
23
Cuyahoga
GLENWILLOW
$80,357
$238,500
1,034
923
12.0%
18.9%
25.0%
328
86.0%
14.0%
25.1
Cuyahoga
SEVEN HILLS
$79,735
$170,100
11,690
11,804
-1.0%
23.7%
12.3%
4,997
92.6%
7.4%
26.2
Cuyahoga
REMINDERVILLE
$78,656
$195,400
4,113
3,404
20.8%
28.2%
18.0%
1,593
85.4%
14.6%
28.6
Summit
COUNTY
Researched by Chuck Soder: csoder@crain.com | Source: U.S. Census Bureau 5-year American Community Survey (2014-2018). The list includes communities in Cuyahoga, Lorain, Medina, Summit, Portage, Geauga, Lake and Stark counties.
NOTES: 1. All figures (other than 2010 Census population) are estimates based on surveys conducted between 2014 and 2018. Estimates for smaller communities tend to be less reliable. Margin of error information can be accessed through data.census.gov. 2. Income exceeds $250,000. Census database would not report a higher number.
There are 136 communities on the full list. To see them all, become a Data Member: CrainsCleveland.com/data September 21, 2020 | CRAIN’S CLEVELAND BUSINESS | 15
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FAMILY LAW THE CASE FOR MEDIATION Many individuals going through a divorce choose to settle their case through a mediator, which helps the couple develop a workable agreement that is more tailored to each person’s needs, wishes and circumstances, according to the American Bar Association. A mediation settles issues such as visitation, property division, child care, custody and more unique situations, such as relationships with grandparents or step-families. The privacy in a mediation enables each party to more freely discuss their emotional matters and shared concerns.
OWNERSHIP IN THE PROCESS, OUTCOME
CHOOSING A MEDIATOR
You control the outcome. Mediation is especially helpful to parents because they can make arrangements that suit their children’s needs as well as their needs. In a trial, however, no matter how a judge contemplates the needs of each side, he or she decides a case. Research shows that people who develop their own solutions for a problem are more likely to be satisfied with the agreement and follow it, notes the Ohio State Bar Association.
Before you begin your search for the right mediator, think about your expectations and goals for the mediation and the mediator style with which you would be more comfortable. Important factors in the choice of a mediator include experience, reputation, educational credentials, mediation training, apprenticeships, gender, age, cultural background, knowledge of a particular field and accreditation by mediation organizations, according to the American Bar Association.
DEBATING THE POSITIVES There are several advantages to mediation, including autonomy, a focus on personal needs and interests, maintaining positive family relationships, acknowledging each side’s emotions, higher satisfaction, informality, faster than going to court, lower cost and privacy, according to the American Bar Association.
ADVANCED PREPARATION
STAGES OF MEDIATION
A mediator may take into account each person’s debts and assets. They also will ask parents about desired child care arrangements and how each parent plans to pay their part of expenses. A mediator may suggest that each parent seeks advice from financial experts, appraisers, pension evaluators and possibly additional attorneys for specific aspects of legal advice relevant to the divorce.
Most mediations progress through a series of five stages: introductory (the mediator works with each person to lay the foundation for the process); information gathering; framing stage (the mediator works with each spouse to outline their needs and wants); negotiations; and concluding stage (the tentative settlement agreement is put into writing and circulated to both spouses and their advisers for review). The concluding stage includes the preparation of the written settlement statement that is to be filed with the court.
SOURCES: American Bar Association, Ohio State Bar Association, DivorceNet.com
Compiled by Kathy Ames Carr, Crain’s Content Studio-Cleveland
Family law’s shift from ‘winning’ to finding middle ground KATIE ARTHURS Partner karthurs@frantzward.com 216-515-1618 Katie Arthurs is a partner at Frantz Ward. She counsels clients through difficult matters such as divorce and dissolution of marriage. Arthurs is the president of the Center for Principled Family Advocacy, an OSBA Family Law Certified Specialist, and she has advanced training in collaborative law, mediation and parenting coordination. I began practicing family law in divorce litigation. I advocated for clients by gathering evidence against the other party and writing briefs on how the law supported their position. My focus was on winning legal arguments. While I took pride in succeeding, most clients remained unhappy no matter how good the result. I realized that families were not suited for the courtroom, and the courtroom was not suited for families. Divorce involves emotionally charged issues, children and ongoing relationships. For parents to successfully co-parent after divorce, they need the ability to effectively communicate during the process and after.
Mediation is an increasingly popular tool to promptly resolve disputes and preserve parenting relationships. Instead of treating divorce as a zero-sum game, mediation helps parents change the definition of winning to focus on interests and goals, rather than positions. Today, many households have two employed parents who share in the division of childrearing responsibilities within the home. In turn, it is more desirable for divorced couples to have shared parenting, which entails joint custody, mutual decision making and near-equal parenting time. As an attorney, I frequently advise clients to engage in mediation while I consult on the
legal issues behind the scenes. A specially trained family mediator works with both parents to discuss where each parent will reside after divorce; where the children will attend school; how the parenting time schedule can operate; how decisions will be made if the parents can’t agree; and any other unique issues. The process allows parents to construct detailed parenting plans that they will more likely follow, rather than generic orders imposed by the court. The cost of mediation is shared and avoids expensive litigation, which most parents realistically cannot afford.
The definition of winning in family law continues to evolve into one of mutual benefit that mitigates financial and emotional cost. As a mediator, I have found that parents have difficulty articulating what they want, why they want it, and how to communicate that desire to their attorney or to the other party. Mediation thereby aids parents in discussing those topics and all possible solutions before requesting the court to decide. Even in highconflict cases, open communication vets the
issues, allowing parents to air their grievances and find solutions that they can live by. There also is an increasing trend to appoint parenting coordinators to address postdivorce disputes. A parenting coordinator is usually an attorney appointed by the court for a defined period, who has the authority to make decisions when parents cannot agree. This process prevents either party from prematurely returning to court on issues that can be resolved expeditiously. While parenting coordinators were mainly intended for high-conflict divorces, they are being used on matters involving special needs children, parents with poor communication skills, and parents who simply need a third-party tiebreaker. The definition of winning in family law continues to evolve into one of mutual benefit that mitigates financial and emotional cost. While some cases may still require litigation, most can be successfully settled outside of court to preserve ongoing family relationships.
This advertising-supported section/feature is produced by Crain’s Content Studio-Cleveland, the marketing storytelling arm of Crain’s Cleveland Business. The Crain’s Cleveland Business newsroom is not involved in creating Crain’s Content Studio content.
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FAMILY LAW SUCCESSION PLANNING 101 Family businesses are vital cogs in the economy, accounting for more than 50% of the U.S. GDP. About 35% of Fortune 500 companies are controlled by families. Although family owned businesses are responsible for some 60% of jobs in the U.S., a family business survey conducted by the National Bureau of Economic Research’s Family Business Alliance shows that only 15% of those businesses have established a succession plan, despite those survey participants acknowledging that succession planning is a critical issue.
MAKING SUCCESSION PLANNING A PRIORITY Succession planning involves developing a written plan that outlines the next steps for when the owner either decides, or is forced, to step down, from their leadership role. Closely held businesses typically do not have the same depth of management as large corporations, so proactive succession planning is essential to properly identify next-generation leadership and future of the business.
THINK ABOUT DOING BEFORE ‘I DO’
A COMPLEX DECISION
Marriage is a union, but like any partnership, “I do” is not an indefinite commitment. A high percentage of marriages end in divorce. Establishing a prenuptial agreement can protect a family owned business, its income stream and assets from a non-owner’s spouse to access finances of the business, seek a share of the entity or recover awards or attorney fees based on business-related income.
Proactive planning is key to avoiding or mitigating many succession plan problems. Not surprisingly, one reason why so many family businesses do not view succession planning with a long runway is because it is a difficult and complex process. Family business succession planning must take into account the many dynamic shifts within both the business and external environment, including the economy, regulations, state of the market in which the business operates and family circumstances such as marriage, death, divorce, skills, maturity and health status of individual family members, according to the American Bar Association.
A TEAM APPROACH
NOT ALL IN THE FAMILY About one-third of family businesses are expected to last beyond the founders’ generation while even less — an estimated 12% — will make it to a third generation, according to PwC’s 2019 U.S. Family Business Survey. The survey also notes that about 58% of participants say they have a succession plan in place, though it mostly is informal. Compiled by Kathy Ames Carr, Crain’s Content Studio-Cleveland
Many obstacles in a succession plan can be addressed by engaging formalized governance structures that facilitate the lines of communication between key stakeholders in the business. This is especially relevant to family businesses. A team of outside directors or advisers can provide strategic and valuable advice to a business owner.
Sources: American Bar Association, Deloitte, Family Business Magazine, National Bureau of Economic Research’s Family Business Alliance, PwC, The CPA Journal.
Why every family owned business needs a long-term plan RICHARD A. RABB Principal, Family Law rar@mccarthylebit.com 216-696-1422 Richard A. Rabb’s practice focuses on divorce, custody disputes, prenuptial agreements and related family law matters. His practice includes the evaluation of business interests, tax aspects, tracing assets, drafting, evaluating and enforcing prenuptial agreements.
KIMON P. KARAS Principal, Estate Planning kpk@mccarthylebit.com 216-696-1422 Kimon P. Karas is certified by the Ohio State Bar Association as a Specialist in Federal Taxation Law and is recognized as one of the leading authorities on tax law and wealth preservation. “The future depends on what you do today.”-Mahatma Gandhi
Truer words were never spoken when it comes to the impact that marriage or death can have on a closely held business. Death is certain and divorce is common. Proactive legal protections can eliminate or mitigate the potential negative
fallout of divorce, sudden death and family discord. It also is true that where business trouble looms, taxes are never far behind. So planning in advance is a must. PLAN AHEAD AND START EARLY: PRENUPTIAL AGREEMENTS An estimated 40% to 50% of first marriages end in divorce. The divorce rate for second marriages
is even higher. Those statistics require the attention of any closely held business. A prenuptial agreement is an excellent tool to minimize or eliminate potential issues in death and divorce. A prenup is entered into by prospective spouses in contemplation and anticipation of marriage where parties can define monetary values and address what will happen in the event of death and divorce. These agreements help avoid inevitable dilemmas by planning now for what may happen in the future. Moreover, a buyout of a spouse’s interest and a forensic accountant reviewing the business’s records are two realities in divorce or probate court. Trials are public record and, therefore, financial documents and testimony make your private business a public record. SUCCESSION PLANNING SHOULDN’T START AT DEATH, DISABILITY OR DIVORCE Oftentimes, the family business will be an individual’s most valuable asset. Therefore, the family must determine whether the business will be passed to future family members or sold in the event of death or divorce. It is therefore paramount that succession planning be just that, planning and not reacting to the death, disability or divorce of an owner.
determine how engaged the family is in the business, whether they have the ability to effectively manage and operate it, and what roles the individuals will have. If a family business is owned by people who are not related, it is important to have buy-sell agreements in place and a succession plan, in case an owner becomes disabled or dies. The specifics of the succession plan chosen will determine the tax consequences to the owner. For example, a business owner selling shares of a corporation will experience a capital gain or loss. Alternatively, a business owner may choose to transfer ownership by gift to a family member, which may invoke gift tax consequences. TEAM APPROACH The same way a business must coordinate its engineering, production, sales and marketing functions, it must also take a synergistic approach to planning for life’s inevitable and common events. Given the complexity outlined here, it is recommended business owners consider hiring family law and estate planning specialists who work well and closely together in order to develop the optimal long-term plan.
If the owner wants to pass the business to younger generations, it is important to
This advertising-supported section/feature is produced by Crain’s Content Studio-Cleveland, the marketing storytelling arm of Crain’s Cleveland Business. The Crain’s Cleveland Business newsroom is not involved in creating Crain’s Content Studio content.
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SPECIAL REPORT | UNWANTED GUEST | HOTELS IN THE COVID-19 ERA
Owner Radhika Reddy works the front desk of the Ariel Broadway Hotel in downtown Lorain. The hotel opened in early March, just before the coronavirus pandemic prompted statewide business shutdowns.
Six months after COVID-19 forced Ohio into a shutdown, the lodging industry is still shuddering. A statewide ban on most mass gatherings remains in place. Convention centers are closed, forcing meeting planners to push off events until 2021 or later. Leisure travel recovered slightly during the summer, but corporate trips show little sign of resurging soon. Owners and operators like Reddy are taking creative tacks to entice customers. In July, the Ariel Broadway Hotel debuted a rooftop event series, offering sunset views, appetizers and drinks. A few of those events, which required reservations to maintain social distancing, have sold out. And the hotel has reached capacity some Friday and Saturday nights, thanks to fishing tournaments, the occasional wedding and road-trip travelers passing by on U.S. Route 6. From the Ritz-Carlton in downtown Cleveland to suburban Red Roof Inns near freeway exits, hotels are offering day rates for remote workers. In college towns, schools are converting hotels into dorms with single-occupancy rooms or quarantine spaces for students who are sick. Seeking occupancy and a way to lend a hand, some owners have recast their hotels as overflow space for hospitals and, occasionally, homeless shelters. Analysts predict that the U.S. hotel business won’t recover to pre-pandemic levels until 2023 or 2024. They’re expecting a cascade of foreclosures and a much slower pipeline of new projects. Some hotels might close for good. The ones that survive are likely to struggle to find workers after unprecedented cuts that, as the pandemic drags on, could force former hospitality employees out of the industry. “This is already going to be the worst year on record for hotel and lodging businesses, ever,” said Joe Savarise, executive director of the Ohio Hotel & Lodging Association. At the height of statewide business closures in the spring, nearly a third of Ohio’s hotels went dark. About 30,000 people — 70% of hotel and lodging employees in the state — were laid off or furloughed. Those numbers improved a bit over the summer as properties reopened. But many hotels are operating with skeleton staffs and struggling with the ongoing double blow of government restrictions on their business and muted consumer confidence. In the Cleveland area, hotel occu-
Owner Radhika Reddy welcomes Lorain Mayor Jack Bradley, left, to her rooftop sunset series at the Ariel Broadway Hotel in downtown Lorain. | PHOTOGRAPHS BY LISA DEJONG FOR CRAIN’S CLEVELAND BUSINESS
Daily rates: Pandemic hinders hotels’ pricing power The average daily rate at Cleveland-area hotels was down 28% in July, when compared with a year before. Until 2020, local rates were fairly stable. The abnormally high figure shown for July 2016 was due to the Republican National Convention in downtown Cleveland that month. Yearly average daily rate
‘A wave of foreclosures’ Fearing a crush of bad debt and real estate distress, industry leaders are asking Congress to step in. They’re worried, in particular, about properties that couldn’t get a break from lenders earlier this year, when many hoteliers attempted to pause their mortgage payments. In late July, legislators introduced a bill to provide relief — in the form of government-backed funding — to owners who borrowed from the commercial mortgage-backed securities market, in which loans are bundled into bonds and sold to Wall Street investors. That legislation is stalled amid partisan fights over a second economic stimulus package, with little hope of action before the Nov. 3 presidential election. Cleveland-area hotel owners say that local and regional banks have been willing to work with borrowers. Special servicers, hired by bondholders to negotiate over troubled CMBS deals, are another story. They’re unwilling — or unable, due to strict loan terms — to be flexible. “They have been unforgiving,” said Laurel Keller, a hospitality consultant and appraiser with Newmark Knight Frank in Cleveland. Some CMBS borrowers were shut
2016: $109.80 2017: $105.09
Jul ’16: $148.69
$150
2018: $107.06
2019: $107.13
Jul ’19: $115.85
Jul ’18: $110.77
Jul ’17: $107.24
120
2020: $81.56* *Through July
Jul ’20: $83.37
90 Average daily rate
From Page 1
pancy scraped bottom in April at 19.8%, according to STR, a company that tracks the industry. Local hotels typically are 60% full at that time of year. By late August, occupancy had climbed to 43.1% — a notable improvement, but still off 40% from a year before. Rates haven’t been hit quite as hard, but they’re depressed when compared with 2019 levels. Urban and luxury properties are taking the worst wallop, based on STR’s regional data. Extended-stay and limited-service hotels weren’t hit as hard and are recovering more quickly, thanks to cost-conscious travelers, youth sports competitions and families hopping in the car for vacations rather than boarding planes. The occupancy figures don’t fully capture the industry’s pain. Hotels that shut down in the spring and haven’t reopened aren’t included in the numbers. “I truly believe that there are some properties that are not going to make it,” said Eric Hansen, a director at LW Hospitality Advisors in Westlake. “They’re not going to come back. … Those properties that are well-built, well-maintained and well-positioned, and that have above-average marketing strategies, those are the ones that are going to be able to adapt and shift and move forward appropriately.”
60 30 Jul ’16
Jan ’17
Jul ’17
Jan ’18
Jul ’18
Jan ’19
Jul ’19
Jan ’20
Jul ’20
CRAIN’S CLEVELAND BUSINESS GRAPHIC
SOURCE: STR
Occupancy rates: Plenty of room at the inns
Cleveland-area hotel stays plummeted in March as COVID-19 spread across Ohio and forced business shutdowns. Occupancy has been climbing for the last few months, but the industry is nowhere near pre-pandemic levels. Yearly average occupancy %
2016: 61.4% 2017: 59.8%
2018: 62.5%
Jul ’17: 72.6%
Jul ’16: 80% 71.4%
Jul ’18: 74.4%
2019: 61.5%
2020: 36.7%*
Jul ’19: 71.8%
*Through July
70 60
Jul ’20: 43.3%
50 Monthly occupancy %
HOTELS
40 30 20 10 0
Jul ’16
SOURCE: STR
Jan ’17
Jul ’17
Jan ’18
Jul ’18
Jan ’19
Jul ’19
Jan ’20
Jul ’20
CRAIN’S CLEVELAND BUSINESS GRAPHIC
out of the Small Business Administration’s Paycheck Protection Program, which offered forgivable loans that helped companies hang onto workers, because their mortgage documents barred them from taking on additional debt. Such mortgages make up a small share of overall hotel debt in Northeast Ohio, though borrowers are wrangling with similar challenges at shopping centers, office buildings and mixed-use projects across the region. The Ohio Hotel & Lodging Association has asked the General Assembly to amend an existing state law on non-recourse loans — loans secured by collateral, such as a building — to ease burdens on CMBS borrowers. That proposal would let borrowers pause loan payments quickly, provide forbearance to tenants without a lender’s permission, tap reserve funds for operating expenses and seek emergency federal disaster assistance without complications. “We are going to see a wave of foreclosures if we don’t have some relief, and it has to happen now for these borrowers,” Savarise said. Hotels joined a chorus of Ohio businesses in seeking coronavirus-related liability protections, a measure that Gov. Mike DeWine signed into law last week. And the industry is hoping for direct aid, in the form of bridge loans, grants or short-term deferrals of certain tax payments. It’s too early to predict how many properties will land in lenders’ hands.
18 | CRAIN’S CLEVELAND BUSINESS | September 21, 2020
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Hotel projects aren’t dead, but pandemic stalls development pipeline BBY MICHELLE JARBOE
Some hotel owners acknowledge they’ve been given 12 months of mortgage forbearance. One said he’ll be paying only interest for a year — and might dip into his own wallet to do so. “If you had a hotel that was not performing adequately prior to all of this, then that hotel is still probably going to be in trouble financially,” said Eric Belfrage, a CBRE Group Inc. senior vice president in Columbus who specializes in hotel deals. “But I think that hotels that were hit by a systemic issue are ultimately going to have a much better chance of recovering.” A few local consultants said it wouldn’t hurt to winnow older, dilapidated hotels from the market, perhaps demolishing them or redeveloping them as apartments, senior housing or assisted living facilities. David Sangree, president of Hotel & Leisure Advisors in Lakewood, isn’t expecting hotels to close outright. But the pandemic will force sales at some properties, he said. Keller has talked to management companies and developers who are sitting on cash, preparing to gobble up troubled assets. It’s unclear how long they’ll have to wait — or what they’ll end up paying, at a time when buyers and sellers have vastly divergent views on value. Vern Fuller, a retired longtime manager of Cleveland-area hotels, predicted that banks will bide their time until the market and economy have healed. “When everything sucks pond water,” Fuller said, “the lenders have to ask themselves: ‘What are you going to do with it if you get a hotel back?’ ”
‘On the glide up’ The Huntington Convention Center of Cleveland has been quiet since early March, when a three-day gathering of costumed comics fans closed the book on the truncated 2020 season. When the state shut down mass gatherings, the center’s sales department shifted spring bookings to the summer and fall. Now those events are moving to later years. For the meetings industry — and hotels that rely on it — 2020 is a near-complete loss. By mid-August, event planners had canceled more than 130 meetings, conventions and events scheduled to take place in Cleveland this year, according to Destination Cleveland, the convention and visitors’ bureau. That’s 137,000 hotel room nights that aren’t happening, and an estimated $108 million in unrealized economic impact. It’s still unclear when the convention center, hotels and other venues will be allowed to host events, aside from weddings and small meetings. Even after state-imposed limits are lifted, demand isn’t likely to snap back to pre-pandemic levels until there’s broad access to a vaccine to protect against COVID-19. “And then there’s no doubt that we’re going to be dealing with, for a number of years, the psychological issues of whether or not people will feel safe traveling — and to what extent meetings, parts of meetings and so on will be done more virtually,” said David Gilbert, CEO and president of Destination Cleveland. See LODGING on Page 20
In downtown Cleveland, a construction crew is transforming a onetime Radisson hotel into a Hotel Indigo set to open late this year. At the former McKinley Grand Hotel in Canton, a $30 million makeover as a DoubleTree is underway. And in Fairview Park, local developer Ceres Enterprises is preparing to convert a former NASA building into a small hotel that will fly a Wyndham flag. A pandemic that’s causing unparalleled pain in the hospitality business hasn’t sidelined development altogether. Projects that were in progress this spring, when the coronavirus and government shutdowns sent occupancy spiraling, are inching forward. Risk-tolerant developers still are sniffing around for new deals, eyeing potential opening dates in 2023 or later. But the development pipeline is likely to shrink dramatically, at least for the next few years. Many local projects that began 2020 on the drawing board are delayed, if not dead. “If you’ve started construction, you’re essentially pregnant and you’ve got to finish up. … If you’re in pre-planning and planning stages, and maybe even up to where you’ve acquired a site to develop, you may be pumping the brakes,” said Eric Belfrage, a Columbus-based senior vice president who handles hotel deals for the CBRE Group Inc. brokerage. “And if you’re not, as a developer, your lender might be saying, ‘We need to take a step back,’ ” he said. The pandemic prompted the Millennia Cos. to drop its plans for a highend hotel at the Centennial, a redevelopment of the historic Union Trust Building at East Ninth Street and Euclid Avenue in downtown Cleveland. A few blocks away, Texas-based developer Todd Interests has not closed on a deal to fill part of the Ohio Bell Building with a Canopy by Hilton. The company didn’t return phone calls about the project. In the city’s Midtown neighborhood, developer Beaty Capital Group announced plans in late May to build a 19-story Dream hotel next to the historic Masonic Temple on Euclid Avenue. That formidable project, with a 400-car parking garage, isn’t going to hit its 2022 opening date. Architect Paul Deutsch, a principal at Cleveland-based firm Bialosky, said that additional pre-development and design work has been delayed until sometime next year. If the 207room hotel project moves forward, it isn’t likely to be finished until 2024. Amid so much uncertainty, it’s difficult for hoteliers and lenders to look more than a few months into the future. Major hotel brands are giving properties a temporary pass on required improvements, deferring renovations meant to keep buildings current with company standards. The Renaissance Cleveland Hotel downtown has put upgrades on hold. Skyline Investments, the Canadian owner of the Renaissance and the nearby Hyatt Regency at the Arcade, didn’t respond to inquiries about the project. Opportunistic developers who have the foresight and cash are taking advantage of the pandemic to spruce up
Workers are transforming the Hotel Cleveland Gateway, a former Radisson in downtown’s Gateway District, into a Hotel Indigo through an extensive renovation. Consultants pointed to the project as an example of making the best use of a bad time for the hospitality business. | LISA DEJONG FOR CRAIN’S CLEVELAND BUSINESS
existing properties or plan long-term projects, since new hotels tend to outperform their older competitors, said David Sangree, president of Hotel & Leisure Advisors in Lakewood. But finding financing is a huge hurdle. “Any bank regulator, if you’re doing a construction loan for a hotel now, they’re going to look at you like you’re crazy,” said Ryan Terrano, a financial consultant who worked in banking before launching his current company, Cleveland-based Terra Real Estate Capital. In Fairview Park, Ceres expected to secure a $3 million bank loan for its boutique hotel, which is set to open at the end of next year. Then the pandemic made lenders leery. Now the family-owned hotel business is privately filling that gap. The hotel is part of a two-building, $46 million historic preservation project that also includes apartments. “This project’s been committed, so that’s why we’re going through with it,” said David Crisafi, the company’s president. Where banks once might have offered a loan covering 80% of a project’s costs, they’ve pulled back to 50%, local hotel developers said. Or they’re blackballing hospitality completely. In response, some developers are searching for non-traditional funding sources, such as smaller lenders without many hotels on their books; bridge loans; and deal structures centered on the owner’s financial strength, for example, rather than the product type. “You have to be beyond creative. And you have to have a lender that’s going to listen to you,” said Terrano, who is working on the McKinley Grand redevelopment in Canton. Developers laid the groundwork for that deal, part of the sprawling Hall of Fame Village project, last year. They only recently lined up a bank loan, months after starting construction. The Hotel Indigo overhaul in Cleveland also was in the works long before the pandemic rocked the industry. A New York-based investment group bought the Radisson in March 2019 and temporarily rebranded it as the Hotel Cleveland Gateway. The city issued building permits for the project in late June, according to public records. The hotel’s ownership and management said it’s not ready to discuss the project, which industry consultants pointed to as an example of making the best use of historically low occupancy levels and an
economic slump. “If it’s down time, I’m going to work on my property,” said Eric Hansen, a director with LW Hospitality Advisors in Westlake. “I’m going to invest in it. I’m going to make it better than it was pre-COVID. Because there’s going to be a lot of competition post-COVID.” Lenders were more disciplined coming out of the Great Recession of 2007 to 2009 than they have been in past real estate cycles, Belfrage said, so the industry isn’t contending with an overabundance of hotels. Cleveland, though, arguably still is feeling the effects of the small building boom that occurred in the run-up to the 2016 Republican National Convention. Across the country, 2020 started as a potentially busy year for hotel development. And that included a notable queue of Northeast Ohio projects. In ordinary times, it’s not unusual to see potential deals fall apart because of partnership challenges, financing problems or other issues. In the next year or so, the failure rate could be much higher than usual, said Laurel Keller, a hotel appraiser and consultant with Newmark Knight Frank in Cleveland. “It’s all very much up in the air,” she said. In Cleveland’s Ohio City neighborhood, a small project called the Hulett Hotel won’t get moving until mid-2021 at the earliest, said developer Mark Raymond. He’d hoped to start work this year, but financing dissolved in the spring for repurposing a building at West 25th Street and Church Avenue, overlooking the future Irishtown Bend park. Now Raymond is exploring new funding sources for the 32-to-50room project. At the Cleveland Hostel, his existing lodging property in the neighborhood, business is down about 70% from last year, though he’s catering to more bicyclists traversing local trails. “If we can get through the winter and things start to turn around with a vaccine or something, I think we should be all right,” Raymond said. Between now and then, don’t expect to see many shovels in the ground, Crisafi said. “Until they figure this thing out,” he said, “they’ve done a number on real estate development.” Michelle Jarboe: michelle.jarboe@ crain.com, (216) 771-5437, @mjarboe
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PRECAUTIONS
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The shift is a cultural change for the industry, said Teri Agosta, general manager of the Hilton Cleveland Downtown. “Safety and cleanliness have moved up to number one on the guest list,” Agosta said. “The guest wants to see evidence of it. They want to see people cleaning. They want to see explanations about our precautions. In the past, you didn’t want to see a housekeeper in the lobby. You didn’t want to see someone wiping a window. Now guests want to see us wiping down chairs on their way in. “Back in the day, you would never, never put a hand sanitizer in the lobby. Now we have six of them. Before the feeling was that it made it look like a hospital. However, that was before you would have thought to sanitize your hands after touching most public surfaces.” Operationally, she said, it means more people are seen working in the front of the house, and fewer are in the back of the house. Nic DiLillo, general manager of the Crowne Plaza Cleveland at Playhouse Square, said cleaning standards may be much the same, but efforts to “overcommunicate” them are commonplace. “We spent a lot of money on signs to show how often we are cleaning and to suggest only two patrons use an elevator at once unless it’s a family or group already traveling together,” DiLillo said. “If two strangers are in the same elevator, we suggest they stand diagonally opposite each other.” Such a measure is common among hotels. DiLillo said it has not been an issue because, between lower occupancy and the shortage of business travelers, there is less of a rush to leave the Crowne Plaza in the morning. Families and local getaway customers accounting for much of this summer’s business also leave at a variety of times, he said. Constant cleaning of elevator buttons as a common point of public contact became ubiquitous overnight as the pandemic hit. The Hilton installed antimicrobial devices over its elevator buttons that provide a fresh film each time one is touched. Agosta did not know how much the installation cost but noted the 32-story building has 11 elevators. Keeping a room unrented after a guest checks out also is common. The Schofield Hotel on East Ninth Street does not sell a room for three days after a guest exits, and the Crowne Plaza does the same. Complying with such a goal is no challenge as the fall begins, for even
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“We’re not going to remain in a virtual world permanently,” he added. “The pendulum’s going to swing back. But does it swing back in part, or in full?” The erosion of group bookings and events has been particularly painful for large, upscale hotels, including the downtown Cleveland properties closest to the convention center. The Hilton Cleveland Downtown, a county-controlled hotel that never closed, has been drawing on reserves since April to pay for operations. In July, Cuyahoga County Council agreed to provide $7.9 million from the county’s general fund to cover property tax-
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The Hilton Cleveland Downtown has installed antimicrobial devices over its elevator buttons. At right, new guests will find freshly sanitized and sealed remote controls for the TVs in their rooms. | PHOTOGRAPHS BY LISA DEJONG FOR CRAIN’S CLEVELAND BUSINESS
with some resurgence over the summer, bookings are so low that some insiders believe many downtown hotels could let rooms sit dark two weeks without having to again use them for guests by simply renting different rooms. Agosta said the Hilton does not follow such a practice. She said if the room is cleaned properly, it’s ready to be sold immediately. Keeping a room out of circulation for the pandemic is, in the long view, not sustainable, she said. After a room at the Hilton is cleaned, a sticker is put on the door to seal it until the next guest arrives, in a visible sign no one else has entered the room since it was cleaned. The TV remote goes into a plastic bag
after it’s disinfected. The workday at hotels also has changed dramatically. For example, at the Hilton, a thermometer automatically checks employees’ temperatures as they show up for work. A washing station was installed at the employee entrance for staffers to wash their hands before they enter. The last step before getting to work is donning a mask. “We call it Hilton one, two, three,” Agosta said. Partly because of furloughs and layoffs, and partly because of increased requirements for cleaning, remaining staffers are doubling up on jobs. Hotel sales execs, if they are still work-
ing, time the A ager land chan it’s h chip D deve Inn Can dles “W said all h D
es and debt service, in light of the steep declines in traffic and revenues. Teri Agosta, the Hilton’s general manager, doesn’t expect occupancy to rebound until the second quarter of 2021. But “we’ve hit bottom and are on the glide up,” she said. The Cleveland Marriott Downtown, at Key Center just off Public Square, shut its doors in late March and didn’t reopen until Aug. 1. Cancellations finally started to abate by mid-summer, Cheryl Wearsch, asset manager for Key Center owner Millennia Cos., wrote in an email. From rethinking services to rebuilding staffs to recalibrating expectations for occupancy, even long-established hotels are on unfamiliar footing. “It’s really kind of mind-bending to
think of the dynamics that are going on here, but it’s literally like every hotel in the world is brand new and restarting,” said Belfrage, of CBRE. That puts Reddy in good company in Lorain, where she’s keeping the fledgling Ariel Broadway Hotel afloat by dreaming up new events and using her financial advisory practice as a backstop. Her mortgage interest payments and utility bills didn’t stop while the hotel was closed. The property’s far from hitting the 55% occupancy she originally needed to break even. Reddy clearly is exhausted. But she hasn’t been defeated. On a recent Saturday evening, she donned a mask and flitted from the basement, where a small group of pa-
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20 | CRAIN’S CLEVELAND BUSINESS | September 21, 2020
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Tony Murray, assistant front office manager, wears a mask at the front desk of the Hilton Cleveland Downtown as a customer approaches in the lobby.
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ing, are serving as desk clerks. Sometimes a general manager is handling the traditional hotel night audit. Anthony Cannistra, general manager of the Holiday Inn Express Cleveland Downtown, downplays the changing sheets side of things, saying it’s his policy to work the floors and chip in where he can lend a hand. Dan DeHoff, the Canton real estate developer who owns the Hilton Garden Inn Akron-Canton Airport in North Canton, said the desk clerk now handles cleaning around the hotel’s pool. “We all have to jump in,” DeHoff said. “There’s so much more to do, we all have to.” DeHoff said he believes added in-
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Michelle Jarboe: michelle.jarboe@ crain.com, (216) 771-5437, @mjarboe A man photographs the sunset over Lake Erie. The rooftop sunset series is part of a strategy to keep the Ariel Broadway Hotel busy during challenging times. | LISA DEJONG FOR CRAIN’S
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vestments in cleanliness and safe operations will allow the hotel to attract more clients than otherwise, as well as maintain its room rates. “I’d be lying if I said this did not have an impact on the (profits and losses),” DeHoff said. “We now take one family at a time in the shuttle to the airport. It’s what you have to do to be safe. I’m more worried about the integrity of the hotel operation than anything. We’re trying really hard to drive revenue and break even.” Another part of hotel operations suffering is the banquet and event business. Big conventions and shows are delaying their meetings. The Hilton Cleveland Downtown has had a few business meetings with about 10 members. It has even hosted two weddings, including one with 250 guests. That wedding used floating dance floors to allow for social distancing by locating them in five different sections of the ballroom. The general expectation is that the group business will benefit from pentup demand when normal social practices can be resumed, perhaps after a vaccine is developed and introduced. Keith Siebenaler, the Schofield’s general manager, said he is looking forward to 2021 because many weddings that might have been held this year have been delayed to next year. Food service also has changed. Finding a hotel with complimentary breakfast, formerly a given, is now a prize, and grab-and-go options are common. Many hotel restaurants are closed for now, and limited-service hotels are at an advantage because they do not rely on an income stream from food and beverage. Room service is no longer recognizable. When food is taken to rooms at the Hilton Cleveland Downtown, it goes in disposable containers, which means no dishware is in the halls. The hotel’s Burnham Restaurant is closed, and Eliot’s Bar there now serves food. Since business travel is so limited, hotels, particularly downtown, now offer specials to woo customers out of their homes for a getaway, even if it’s just a few miles from home. Such specials are typical for slow times, but significant today. Even the Ritz-Carlton has some. For example, in early August it began offering “Your Space” for homebound office workers to escape and use its high-speed internet. It also launched “Luxury Learning,” which offers distance learning with a Cleveland theme for children staying at the hotel. The programs offer, respectively, an eight-hour use of a room and lunch at the hotel restaurant for “Your Space users,” or cookies and milk for children. Derek Kokinda, a Ritz-Carlton
Stan Bullard: sbullard@crain.com, (216) 771-5228, @CrainRltywriter
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Erica Ishida, MPOD, joins Apple Growth Partners as chief growth officer. This new role was developed to grow the firm by recognizing growth occurs when an organization designs for scale, and employees contribute to the culture. Ishida joins the firm as a member of the executive committee and will be spearheading the talent, marketing, and business development departments within the firm’s leadership. Ishida’s experience spans over people development, sales growth, and cultural transformations.
Payto Architects is excited to announce the retirement of its founder, Jerry Payto. Mr. Payto’s career, spanning close to 6 decades, has left an indelible mark on the built environment throughout northeast Ohio. The firm is proud to announce that 22 year veteran of the firm, Jeff Foster, has taken over as president and will continue to provide the same level of service, design excellence, and technical expertise that the firm has become known for. www.paytoarchitects.com
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We are happy to announce that Kevin Kale has joined Ancora as a Director and Investment Advisor. Kevin will help provide financial solutions to business owners, affluent individuals and families with a focus on central Ohio. With over 20 years of industry experience, Kevin has previously served as an institutional and private wealth advisor in addition to business development roles. Kevin earned a Bachelor of Arts degree from Bowling Green State University and his MBA from Otterbein University.
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Buckingham welcomes Lucas Murray as Partner in the Business practice area. He advises business clients on day to day outside general corporate counsel matters, mergers Murray and acquisitions, real estate purchase agreements, and other commercial transactions. He helps clients form an entity for the first time, expand an existing company, or transition a business to the next generation. Buckingham welcomes Heather Steele as Associate in the Employment & Labor practice area. She helps Steele employers and
Buckingham welcomes Derrick Haines as Partner in the Business practice area. He focuses on guiding clients through complex Haines corporate transactions, equity and debt investments, capital raises and real estate development and investment matters. He provides guidance on business matters and serves as outside counsel and advisor to midsize businesses. Buckingham welcomes Clint Zollinger as an attorney in Workers’ Compensation practice area. He helps organizations, from small Zollinger
Christopher J. Dziak joined Prosperity Advisors LLC as a Retirement Plan Relationship Manager. He previously served as Vice President and Relationship Manager, Retirement Plan Services, at Huntington National Bank in Cleveland, Ohio. Dziak brings over 25 years of retirement plan and wealth management experience. He looks forward to working with retirement plan clients on plan design and employee education. To contact Chris, please visit: www.prosperityadvisors.com
HEALTH CARE The MetroHealth Foundation George Sullivan has joined the Board of Directors of The MetroHealth Foundation, which raises philanthropic support for The MetroHealth System. Since March 2019 George has served as CEO of Equity Trust Co., the Westlake-based self-directed IRA provider that works with advisors, investors and others. Prior to joining Equity Trust, George was an executive at State Street Corporation for more than a decade.
LAW Buckingham, Doolittle & Burroughs, LLC Buckingham welcomes Tim Hodgkiss as Partner in the Intellectual Property practice area. He focuses on all aspects of intellectual property, including patents, trademarks, copyright, and trade secrets, with an emphasis on the preparation and prosecution of patents in the electrical, electromechanical, and mechanical technology spaces.
ACCOUNTING Apple Growth Partners Apple Growth Partners welcomes Jennifer DiFranco, PHR, SHRM-CP, as the senior director of talent. As an experienced human resource professional, DiFranco has 12 years of experience as the senior-level talent manager for a Cleveland-area organization. DiFranco will be leading the firm’s talent, including recruitment, onboarding, benefits, performance management, continuing education, and culture development.
FINANCIAL SERVICES Gries Financial Partners Irenee Nkera joined Gries Financial as a financial planning associate. He is a graduate of John Carroll University with a Bachelor’s Degree in Finance and a concentration in Wealth Management/Financial Planning. He previously was an intern for Stratos Wealth Partners. While in school, he was actively involved in the John Carroll investment and men’s volleyball clubs. He enjoys watching sports and volunteering in different communities, including New Orleans and Jamaica. www.gries.com
22 | CRAIN’S CLEVELAND BUSINESS | September 21, 2020
NONPROFITS Family Promise of Greater Cleveland
Jacqueline Salter has been named Executive Director of Family Promise of Greater Cleveland, replacing Joan Maser, who is retiring. Salter joins the organization from Firelands Counseling & Recovery Services in Huron County. She has more than 10 years of experience in social services, counseling and crisis intervention. Salter was attracted to the shelter’s mission of helping families find secure housing, its commitment to keeping families together, and its emphasis on diversity and inclusion.
educational institutions provide a safe environment for employees and students, from employee management to complex claims surrounding discrimination and harassment. She handles the investigative and decision-making processes for Title IX matters.
businesses to large international corporations, navigate the complexities and sensitivities of workers’ compensation law. As a Certified Specialist in Ohio’s Workers’ Compensation Law, he educates clients on the claims process and helps them get the results they desire.
LAW
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Buckingham, Doolittle & Burroughs, LLC
Buckingham, Doolittle & Burroughs, LLC
Buckingham welcomes Joshua O’Farrell as Partner in the Litigation practice area. He represents landowners in oil and gas lease O’Farrell negotiations, pipeline right-of-way agreement negotiations, mineral sale transactions, and complex litigation. His practice also includes commercial litigation, personal injury litigation and appellate advocacy. He has successfully argued a case before the Supreme Court of Ohio. Buckingham welcomes Andrew Zellers as Associate in the Litigation practice area. He focuses his practice on helping clients navigate complex, sensitive and often urgent matters. He helps clients Zellers resolve their issues outside of the courtroom, but when such matters cannot be resolved, he advocates strongly for his clients at trial.
Buckingham welcomes Graig Kluge as Partner in the Real Estate & Construction practice area. His experience as an in-house real estate Kluge attorney and private litigation attorney provides clients with unique and valuable guidance. He manages transactions, contracts, zoning issues and construction matters for government agencies, public and private companies and nonprofit foundations. Buckingham welcomes Kelly Bokoch as Associate in the Health & Medicine practice area. Kelly is a trial attorney focused on medical malpractice defense, working closely with a Bokoch team of attorneys to defend doctors and hospitals during pending litigation. Her previous experience as a prosecutor provides her with a well-rounded perspective to serve her clients.
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CRAIN’S CLEVELAND LOOK BACK | ROCK & ROLL HALL OF FAME
Welcome home, rock ‘n’ roll
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Publisher/editor Elizabeth McIntyre (216) 771-5358 or emcintyre@crain.com Group publisher Mary Kramer (313) 446-0399 or mkramer@crain.com Managing editor Scott Suttell (216) 771-5227 or ssuttell@crain.com Assistant managing editor Sue Walton (330) 802-4615 or swalton@crain.com Creative director David Kordalski (216) 771-5169 or dkordalski@crain.com Web editor Damon Sims (216) 771-5279 or dasims@crain.com Assistant editor Kevin Kleps (216) 771-5256 or kkleps@crain.com Senior data editor Chuck Soder (216) 771-5374 or csoder@crain.com Editorial researcher William Lucey (216) 771-5243 or wlucey@crain.com Cartoonist Rich Williams
By the mid-1980s, Cleveland was hurting. With a steady march of major employers leaving town and default still fresh on the mind, Cleveland’s civic leaders were looking for a miracle. Sure, landing a museum dedicated to rock ‘n’ roll seemed like a stretch. Cleveland’s mayor, George Voinovich, was more of a polka guy. But given the city’s roots in rock lore, it made perfect sense. It was a Cleveland disc jockey – Alan Freed – who coined the term rock ‘n’ roll and orchestrated what is believed to be rock’s first concert. — Timothy Magaw
``THE HISTORY As Mike Benz saw it, the pitch was easy: Cleveland deserved the Rock & Roll Hall of Fame. Then an official with the Greater Cleveland Growth Association, Benz helped corral a group of civic, government and business leaders to make the ask. Industry moguls, though, who had formed the burgeoning Rock & Roll Hall of Fame Foundation were planning a more modest museum at a donated brownstone in New York City. But after some ribbing from legendary disc jockey and Cleveland native Norm N. Nite, Cleveland got the audience it wanted — and never relented. Cleveland’s quiet lobbying effort was ultimately unmasked, and cities across the country vied for the Rock Hall. At one point, USA Today sponsored a poll to determine which city deserved the museum. Through creative, grassroots organizing and the backing of local rock stations, Cleveland crushed the competition. From then on, Benz and Co. never took their feet off the gas. At Nite’s suggestion, they even staged a series of concerts throughout the city on the anniversary of the Moondog Coronation Ball. On May 5, 1986, the announcement came: The Rock Hall was coming to Cleveland. It would be several years before the project would break ground. Some wondered whether it would even happen given the ballooning costs associated with the project. Still, Cleveland crossed the finish line, and the ribbon was cut Sept. 1, 1995.
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Stan Bullard, senior reporter, Real estate/ construction. (216) 771-5228 or sbullard@crain.com Lydia Coutré, Health care/nonprofits. (216) 771-5479 or lcoutre@crain.com Michelle Jarboe, Enterprise reporter. (216) 771-5437 or michelle.jarboe@crain.com Rachel Abbey McCafferty, Manufacturing/energy/ education. (216) 771-5379 or rmccafferty@crain.com Jay Miller, Government. (216) 771-5362 or jmiller@crain.com Jeremy Nobile, Finance/legal/beer/cannabis. (216) 771-5255 or jnobile@crain.com Kim Palmer, Government. (216) 771-5384 or kpalmer@crain.com Dan Shingler, Energy/steel/auto/Akron. (216) 771-5290 or dshingler@crain.com ADVERTISING
The Rock & Roll Hall of Fame has had almost 13 million visitors since it opened in 1995. | DAVID KORDALSKI/CRAIN’S CLEVELAND BUSINESS
``WHY IT MATTERS TODAY Other than — at times — Cleveland’s foundering sports franchises, the Rock Hall often is what comes to mind for national audiences when it comes to the city. Catch any national broadcast from Cleveland, and you’re bound to see dramatic shots of the I.M. Pei-designed building on Lake Erie’s shore. Logos for the 2016 Republican National Convention and the 2019 Major League Baseball All Star Game
``IN THEIR OWN WORDS “The quality of the people in Cleveland and the enthusiasm of Cleveland made the selection an almost inevitable choice. There is a sense in which rock ‘n’ roll belongs to all of America. This was a difficult decision because many cities have a claim that rock started there.” ——Ahmet Ertegun, then-board chairman of the Rock & Roll Hall of Fame Foundation, to The Plain Dealer in May 1986
even included guitars as a nod to the museum and rock’s roots in Cleveland. In addition, the Rock Hall serves as one of the dominant tourist attractions and regional economic drivers. Since 1995, the Rock Hall has welcomed nearly 13 million visitors and generated $2 billion for Northeast Ohio. Cleveland now hosts the Rock Hall’s star-studded induction ceremonies every other year — though 2020’s live show was canceled because of COVID-19. The 2018 inductions, held
“This place was wound tighter than a drum. There was only one mission here — win. We did anything we could short of filling the bags with money.” ——K. Michael Benz, who led the coalition to bring the Rock Hall to Cleveland, told Crain’s in 2010
at Cleveland’s Public Auditorium, generated an estimated $36.5 million for Cleveland’s economy. The Rock Hall has also come to represent what is possible when public and private partners come together to push forward a shared vision. While the use of public tax dollars for such endeavors continues to generate controversy, the Rock Hall wouldn’t have become a reality — or at least as successful of one — without the $65 million in public funding it took to bring the facility to life.
“People are united by the love of this music. We have honed a business model that enables us to fulfill the mission of educating fans and scholars about the history of the music.” ——Terry Stewart, then-Rock Hall President & CEO, told Crain’s in 2010
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Walsh University program offers a piece of the ‘Pi’ Back to school during a pandemic Gilmour Academy Hathaway Brown Hawken School Hershey Montessori School Julie Billiart Schools Laurel School Magnificat High School Old Trail School Saint Ignatius High School St. Vincent-St. Mary High School University School Experiential learning: A hallmark of private school education Enrollment a mixed bag amid COVID-19
Managing editor, custom and special projects: Amy Ann Stoessel, astoessel@crain.com Project editors: Kathy Ames Carr and Chris Lewis Reporters: Vince Guerrieri and Barry Goodrich For information on custom publishing opportunities, contact Amy Stoessel at 216-771-5155. This advertising-supported section/feature is produced by Crain’s Content Studio-Cleveland, the marketing storytelling arm of Crain’s Cleveland Business. The Crain’s Cleveland Business newsroom is not involved in creating Crain’s Content Studio content. 2020 CRAIN’S CONTENT STUDIO PRIVATE SCHOOL PLANNER
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Walsh University program offers a piece of the ‘Pi’ School addresses Northeast Ohio economy needs, puts into place Skilled Workforce Training Program BY VINCE GUERRIERI Crain’s Content Studio — Cleveland
The Internet of Things is turning out to be the next big thing for Chris Conrad. Conrad is the production manager for Akron’s Ohio Gasket & Shim, a family-owned and - operated supplier of custom metal stampings and fabrications for the national defense, railroad, truck and aerospace industries. What he learned at Walsh University’s new Skilled Workforce Training Program not only opened his eyes but made an immediate impact on his company’s productivity and profits. “I was told I was going to stay at home for three days and take this course,” says Conrad.“After the first day, my brain was going 100 mph. In one hour, I had information on a screen that made me stand back and go, ‘Wow.’” Conrad immediately had an idea to solve one of his company’s issues by monitoring a machine with a Raspberry Pi device. The Raspberry Pi, a small, low-cost computer that first hit the U.S. market eight years ago, helps unlock the Internet of Things (IoT), a system of interrelated technical elements that collect, 4
store and analyze critical data. In Conrad’s case, the Raspberry Pi has been invaluable during Ohio Gasket & Shim’s “lights out” operations, when its machines are programmed to manufacture pieces at night.“I’m not an electrical guy but I was able to hook up a Pi and now I can see exactly how many pieces run each night when no one is on the floor,” he says. ‘THE APPLICATIONS FOR IOT ARE ENDLESS’ While Walsh University’s training program has proved to be beneficial to manufacturers, this fall’s participants in the three-day interactive training program will include such diverse companies as Biery Cheese, EG Industries, Peoples Services and Valley Trucking Services. “The applications for IoT are endless,” says Walsh University’s Michael Dunphy, who created the program along with colleague Dan Passerini.“In the space we’re in right now we’re helping manufacturers, but this can be used to make any workplace more valuable.” Walsh’s training program covers three components – what the IoT is and why it is valuable; metrics and data analysis; and soft skills, such as brainstorming and working collaboratively. “We’re not just reaching out to workers, we want to include IT folks and managers as well,”
2020 CRAIN’S CONTENT STUDIO PRIVATE SCHOOL PLANNER
Dunphy says.“Getting data quickly and being able to adjust on the fly is a huge boost for any business.” Conrad took more away from the training sessions than merely baseline knowledge of the IoT.“The emotional intelligence phase of the program opened my eyes to a whole new avenue at work and in my personal life,” he says. “Being able to control my emotions has been an entire life-changing event for me. I actually apply these things every day.” Participants in the program not only receive IoT equipment but have access to independent consultations with professors and industry professionals. The only requirements are an associate degree or higher or two years of work experience involving networking, coding, electronics, machining or related fields. “People are awakened by this,” Dunphy says.“It’s great to see them walk out and say, ‘Hey, I can do this.’ That gets us all fired up.”
Back to school during a pandemic Adjustments to on-campus education a result of rigorous planning BY VINCE GUERRIERI Crain’s Content Studio — Cleveland
If we’ve heard it once, we’ve heard it a million times:This school year is going to be unlike any other. It’s a cliché because it contains truth. After inperson learning was suspended across the state of Ohio in March, students, parents, faculty and staff scrambled to come up with a workable plan to end the school year. Now, with many districts planning a return to school for the 2020-21 academic year at least on a limited basis, they’re adjusting to a unique academic year because of COVID-19. Private and parochial schools are no exception.
Changes at Julie Billiart School include staggered arrivals and departures for in-person learning. The school also created and filled a new position — a virtual learning specialist — who will help facilitate online learning.
“At the end of last spring, we were trying to land the plane,” Saint Ignatius principal Anthony Fior said. “Now we’re trying to fly the plane and build it as we’re flying.”
Billiart serves students with special needs, so it’s even more crucial to them to have in-person learning, said Samantha Voshall, the school’s director of marketing.
Educational experts believe there’s no substitute for in-person learning. Infectious disease experts say the key to keeping COVID-19 transmission low is mask-wearing, hygiene care and maintaining a distance of at least 6 feet from other individuals. And that means the learning experience for students at area private schools will look vastly different.
“Students with special learning needs really need that social interaction,” said Voshall, who notes that the school has offered an online-only option for the first quarter, used by about 20% of students. “For younger kids especially, this is a learning opportunity, and we’re just going to have to make it as fun as possible.The big thing for us is to build this into executive function.”
Many schools are repurposing common areas into classroom space to allow students and staff to spread out. Fior said the school’s two gyms will be used for study hall, and when possible, teachers will be encouraged to have class outside on the school’s Ohio City campus.Tym Tagliaferro, director of the middle school and associate director of the high school at Gilmour Academy in Gates Mills, said some meeting and presentation rooms also have been turned into classrooms as well. Tagliaferro also noted that the ventilation system has been upgraded throughout the school. Students at area schools will notice a change in their schedules as well.The school day at Saint Ignatius has been extended to 3:15, to accommodate two cohorts on campus at different times (the rest of the day, Fior said, they’ll be doing asynchronous learning on their own).Tagliaferro said school started a week later to allow for a phased introduction of all the students. Meanwhile, students at Julie Billiart School in Lyndhurst will be staggered in arrival and departure to avoid the congregate settings that can lead to wide spread of COVID-19.
Voshall noted that the school’s summer camps went off hitch-free, without a single infection. A UNIFORM POLICY There will also be more regular sanitation for students and the facilities themselves. Voshall said students and faculty at Billiart will be required to wash hands five times a day – “Obviously we will encourage more,” she said – and visitors are prohibited. Students will notice drinking fountains have been shut off because of transmission risks, Tagliaferro said. Instead, there will be water bottle refill stations. And students at Gilmour will be expected to regularly check their temperature and monitor how they feel too.Teachers at Gilmour and Saint Ignatius will have movable Plexiglass walls in front of them as they teach. And of course, because of state mandate, everyone in school is required to wear a mask. Even the familiar dress code of blazers and ties at Saint Ignatius has been relaxed.The school typically offers “polo Friday,” where students can dress down. But now, due to input from University Hospitals, their uniform is polo shirts every day. It’s
not just a fashion statement. Neckties are regarded as disease spreaders. (Some medical organizations recommend doctors don’t wear them.) Fior said Saint Ignatius also is trying to find the best way forward to offer extracurriculars and sports. The Ohio High School Athletic Association approved non-contact fall sports – cross country, golf and tennis – quickly, but took more time to develop a plan for fall contact sports, such as football, soccer and field hockey. “It’s not one size fits all,” Fior said.“How we manage COVID-19 with the golf team is different than we’d do so with football. We have to be nimble.” The start to the school year reflects thousands of hours of planning and thought by school officials. Voshall said that Billiart created and filled a new position — a virtual learning specialist — and bought more technology for students who have decided to use online learning. Gilmour’s Reactivation Task Force met weekly for months, drawing on the expertise of 70 teachers, administrators and other staff members. “We have a very solid plan that’s been in motion for a long time,” Tagliaferro said. But Fior knows that a plan is just a guideline, and administrators and teachers will be forced to be reactive at some point. “If I’ve learned anything over the summer, it’s really hard to prepare and plan for anything more than two weeks in advance,” he said. “Things are changing that fast.” 2020 CRAIN’S CONTENT STUDIO PRIVATE SCHOOL PLANNER
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CAMPUSES AND FACILITIES: Most recent construction projects: The Lorraine and Bill Dodero Center for Performing Arts Renovation of Weber Stadium Phase II of Figgie Field project (baseball scoreboard, grandstands, press box, concession stand, bathrooms and an entrance plaza with ticket windows) Outdoor learning facilities for Preschool-Grade 12: outdoor classroom; arboretum; nature trail; greenhouse; apiaries; research, classroom and giving gardens; and chicken coop ■
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gilmour.org Address: 34001 Cedar Road, Gates Mills
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OPEN HOUSE INFORMATION:
Existing facilities include: Molecular genetics research lab (only one of its kind in secondary school in Ohio) Digital music studio Broadcast journalism studio Sports medicine training room, natatorium, gymnasium, all-turf baseball field and two ice rinks Steinway pianos (first private K-12 school in Midwest to become a Steinway Select K-12 School) Boarding option for grades 9-12 ■
Middle/Upper School Open House: Noon to 2 p.m. Oct. 25
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Middle/Upper School Open House: Noon to 2 p.m. April 18
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RSVP at gilmour.org/visit.
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design, competitive robotics and web development Recognized as a regional training hub/best-practices showcase for educational institutions
Wellness Initiative: Daily wellness block at Lower School (Toddler-Grade 6) Social-emotional curriculum Nutrition and physical wellness activities Mindfulness ■
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ACCREDITATION: Accreditation is provided through the Independent School Association of the Central States and the Ohio Catholic School Accrediting Association.
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Outdoor learning facilities Environmental science courses Sustainability initiatives
Community Block (Grades 7-12): Midday block with myriad options for enrichment EXTRACURRICULAR PROGRAMS: Club meetings during Community Lower School clubs/activities: 23 Block, rather than after school (so Middle School clubs/activities: 17 students can participate in both athletics/competitive speech and Upper School clubs/activities: 49 clubs/activities) (the speech/debate team ranked in the top 5% nationally, the Students can meet with Moot Court team was the 2019 teachers, use athletic facilities state runner-up and the student and participate in spiritual newspaper earned top recogniopportunities tion from Columbia University) Teachers may take students off Forty-nine sports teams campus for extended experiential learning opportunities Three annual spring break service trips LancerTech: UNIQUE STUDY OPTIONS/ Computer science opportunities PROGRAMS: for students and professional Nature-Based Learning Program development for teachers (Toddler-Grade 12) features: Advanced courses in 3D game ■
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FACULTY: Average tenure: 8 years Average number of years of teaching experience: 14 Percent with advanced degrees: 70% ■ ■
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ALUMNI: Gary Cohn ’79, former White House chief economic advisor; former president and COO, Goldman Sachs Paul Dolan ’76, chairman and CEO, Cleveland Indians Art Rooney ’70, president and co-owner, Pittsburgh Steelers Steve Skrovan ’75, writer and producer,“Seinfeld” and “Everybody Loves Raymond” John Snow ’57, former U.S. Secretary of Treasury ■
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Mission Statement: “To develop the competence to see and the courage to act in creating a more humane and just society.” 6
2020 CRAIN’S CONTENT STUDIO PRIVATE SCHOOL PLANNER
Grades Served: Montessori (18 months-Kindergarten); Grades 1-12 Total Enrollment: 673 Annual Tuition: $5,750-$29,350 Average Class Size: 15 Student-Teacher Ratio: 9:1 Year Established: 1946 TOP SCHOOL LEADERSHIP: Kathleen C. Kenny, head of school Elizabeth Edmondson, director of Upper School, dean of faculty and director of curriculum development (Montessori-Grade 12) Tym Tagliaferro, director of Middle School and associate director of Upper School Jay Fowler, director of Lower School and Montessori programs Whitney Daly, director of mission integration ■
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TOP BOARD LEADERSHIP: Fred G. Botek ’85, board chair Michael J. Baird Lorraine C. Dodero Michael A. Gleason Murlan (Jerry) Murphy, Jr. ’64 Katherine C. Pender Phillip M. Robinson ’99 Dr. Kevin M. Stein Dr. Steven Treppo E. Mark Young ’92 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■
GRADUATION RATE:
100%
COLLEGE ACCEPTANCE RATE: N/A, due to our elite-level ice hockey program
High-tech. High-touch.
Gilmour’s LancerTech and Digital Media Programs Providing state-of-the-art computer science opportunities, high-tech music and video production and new media journalism, Gilmour prepares students for today’s world. Whether your interests lie in building apps, websites, robots or 3D printed prototypes, Gilmour can help create a path to realize your dream. Our Fabrication Lab, a cutting-edge maker space, along with our Digital Media Studio and Lab, allow aspiring creators, designers and engineers to use next-generation machinery to not only learn about the future of technology, but to be part of it. To learn more about Gilmour’s LancerTech and Digital Media Programs and our ability to seamlessly transition between face-to-face and virtual instruction, visit gilmour.org/admission.
Gilmour Academy is an independent, Catholic, coed school in the Holy Cross tradition. Montessori (18 months - Kindergarten) and Grades 1-12 | 34001 Cedar Road | Gates Mills, Ohio gilmour.org
CAMPUSES AND FACILITIES: Hathaway Brown’s (HB) beautiful 16-acre Shaker Heights campus houses a four-story, glass-paneled atrium, visual and performing arts spaces, an IDEA Lab and Upper School learning commons. Furthermore, there’s an onsite adventure learning course, various dynamic classroom configurations, a working television studio, an aquatics center and a turf playing field.
www.hb.edu Address: 19600 North Park Blvd., Shaker Heights Grades Served: All-girls K-12, Co-ed Infant and Toddler Center and Early Childhood Program Total Enrollment: 800 Annual Tuition: $11,933-$33,578 Average Class Size: 14-18 Year Established: 1876
ACCREDITATION: HB is accredited by the Independent Schools Association of the Central States. EXTRACURRICULAR PROGRAMS: HB is home to 11 varsity athletics teams, along with the first e-sports team in the country established at an all-girls school. It also has a large and consistently excellent speech and debate team, an award-winning robotics program and several performing arts opportunities. UNIQUE STUDY OPTIONS/ PROGRAMS: HB’s unique educational framework enables students of all ages to gain an extraordinarily sound foundation in core subjects. Additionally, they can try their hands at new experiences through the signature Fellowships in Applied Studies, which reimagines traditional academic architecture and gives girls the chance to expand their real-world skills in many disciplines.
TOP SCHOOL LEADERSHIP: Fran Bisselle, head of school Sheri Homany, associate head of school Valerie Hughes, chief financial officer Elizabeth Pinkerton, director of enrollment management Kathleen Osborne, chief marketing and communication officer ■ ■
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FALL OPEN HOUSE INFORMATION: Middle and Upper School virtual open houses are held monthly. Infants-fourth grade open houses are held in November and January. For more information, visit www.hb.edu/admission.
FACULTY: Eighty-seven percent of HB teachers hold advanced degrees. Each faculty and staff member participates in deep and profound racial equity training as well.
approximately 4,000 women who live in all 50 states, along with 23 countries. Ranging in age from 17 to 102 years old, they’re a community of civically engaged women who hold positions in every type of professional industry.
ALUMNI: HB alumnae include
FINANCIAL AID: HB is committed
to educating talented and academically promising girls throughout Northeast Ohio, without regard to a family’s financial resources. Tuition assistance is available in the form of financial aid ($5 million annually for students in grades K-12) and merit awards (all incoming ninth-grade students are welcome to apply).
TOP BOARD LEADERSHIP: Helen Rankin Butler ’87, president Nancy Swegler Anthony ’71, vice president Edward S. Pentecost, treasurer Deborah Crawford, secretary ■
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REMOTE/HYBRID LEARNING OPPORTUNITIES: For the 20202021 school year, HB offers Upper School students a blended learning model of in-person and remote instruction. In addition to onsite attendance for students, advanced technology in each classroom enables girls in the Middle and Primary Schools to have engaging and enriching #HBatHome experiences.
Mission Statement: “Hathaway Brown is a dynamic and compassionate community dedicated to excellence in the education of girls. For us, educational excellence includes, but reaches well beyond, superb preparation for college. The true mission of the school, as reflected in our motto, ‘Non Scholae Sed Vitae Discimus,’ is preparation for life.” (The full Mission Statement can be viewed at www.hb.edu/about.) 8
2020 CRAIN’S CONTENT STUDIO PRIVATE SCHOOL PLANNER
For students across Northeast Ohio, one of the best girls’ schools in the country is
within reach.
Learn more at HB.edu/BestGirlsSchool Middle and Upper School (grades 5-12) Open Houses: Monthly
Infant, Toddler, Early Childhood and Primary School (infants-grade 4) Open Houses: November and December
Co-ed Infant & Toddler Center and Early Childhood • Girls K-12
www.hawken.edu Addresses: Lyndhurst Campus (Toddler-Grade 8) 5000 Clubside Road The Birchwood School of Hawken (Preschool-Grade 8) 4400 West 140th St., Cleveland CAMPUSES AND FACILITIES: The Lyndhurst campus (Toddler-Grade 8) features an Early Childhood Center; a newly-designed Lower School; an Innovation Lab; two libraries; an auditorium; an ecogarden; two gyms; a musical arts center; a swimming pool; an indoor climbing wall; tennis courts; a track and multiple playing fields. The Gates Mills campus (Grades 9-12) features Stirn Hall, the main academic building that includes a fabrication lab, a media and communications lab, a science center and more. There is also a modern athletic complex with two gyms and a swimming pool, a challenge/ropes course, a weight room, a wrestling room, eight tennis courts, grass and artificial turf fields, a stadium and a track. Birchwood School of Hawken (Preschool-Grade 8) offers families on Cleveland’s west side access to a Hawken education. The facility celebrates Birchwood’s close-knit, diverse community and reflects Hawken’s emphasis on the development of character and intellect. The Mastery School of Hawken campus (Grades 9-12) opened in August 2020 and is located within steps of many of the world’s most engaging and innovative cultural, educational, arts and medical
FALL OPEN HOUSE INFORMATION: Open House (Lyndhurst): Toddler-Grade 8, 1 p.m. Nov. 15 Open House for Birchwood: Preschool-Grade 8, 2 p.m. Oct. 18 Open House (Gates Mills): Grades 9-12, 1 p.m. Nov. 8 Open House for Mastery (University Circle): Grades 9-12, 1 p.m. Nov. 22 Events will be virtual if they are unable to be held in person. institutions. It offers students and faculty an abundance of opportunities for partnerships and real-world, problem-based learning. The Sally and Bob Gries Center for Experiential and Service Learning, located in University Circle, adjacent to the Mastery School of Hawken, supports off-campus programming for all Hawken students. ACCREDITATION: Hawken School is fully accredited by the Independent Schools Association of the Central States (ISACS). EXTRACURRICULAR PROGRAMS: Hawken School provides a
breadth of co-curricular offerings, including a full range of athletics, speech and debate, an academic challenge, a literary magazine, dance, stagecraft, outdoor leadership, robotics and more. UNIQUE STUDY OPTIONS/ PROGRAMS: Hawken offers semester-long “Macro” courses in entrepreneurship, engineering, architecture and more. Other signature programming includes travel immersion experiences, maker space opportunities, STEMM internships, senior projects and computer science classes. FACULTY: Seventy-five percent of Hawken’s faculty hold advanced degrees. ALUMNI: Hawken alumni hail from every state, as well as 28 countries around the world. Many return to campus for “Alumni Give Back Day” to share their career paths with students. FINANCIAL AID: Hawken distributes over $10.3 million in financial aid annually. REMOTE/HYBRID LEARNING OPPORTUNITIES: While COVID-19 remains a threat, students can attend classes in person, or choose our robust, interactive remote learning option instead.
Mission Statement: “Forward-focused preparation for the real world through the development of character and intellect.” 10
2020 CRAIN’S CONTENT STUDIO PRIVATE SCHOOL PLANNER
Gates Mills Campus (Grades 9-12) Mayfield and County Line Roads, Gates Mills The Mastery School of Hawken (Grades 9-12) 11025 Magnolia Drive, Cleveland University Circle Urban Extension Center The Sally & Bob Gries Center for Experiential and Service Learning 10823 Magnolia Drive, Cleveland Grades Served: Toddler-Grade 12 Total Enrollment: 1,400 Annual Tuition: $5,460-$35,920 Average Class Size: 12-16 Student-Teacher Ratio: 8:1 Year Established: 1915 TOP SCHOOL LEADERSHIP: D. Scott Looney, head of school Stephanie Tolleson, chief operating officer Kathy Mitchell O’Neal, assistant head of school for enrollment management Garet Libbey, associate head of school for program Charles Debelak, head of Birchwood School of Hawken ■ ■
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GRADUATION RATE:
100%
COLLEGE ACCEPTANCE RATE:
100%
:
SCHOOL REDEFINED Get ready to learn more!
P lan your visit today: Events will be virtual if they are unable to be held in person.
Upper School Parent Visits Thursday, 9/24/20, 12:30 pm Thursday, 10/15/20, 8:30 am Grades 9–12 | Gates Mills Campus
Mastery School Parent Visits Tuesday, 9/29/20, 8:30 am Tuesday, 10/20/20, 12:30 pm Grades 9–12 | University Circle Campus
Lower & Middle School Parent Visits Wednesday, 9/30/20, 8:30 am Thursday, 10/22/20, 8:30 am Toddler – Grade 8 | Lyndhurst Campus
Birchwood School OPEN HOUSE Sunday, 10/18/20, 2:00 pm Preschool–Grade 8 | Cleveland-West Campus
To RSVP and for more information call 440.423.2950 (Toddler–Grade 8), 440.423.2955 (Grades 9–12), or visit hawken.edu/admissions.
On-campus and virtual tours are available.
We are offering in-person individual family tours and virtual tours for all campuses. Call now to schedule!
COEDUCATIONAL, TODDLER – GRADE 12 Lyndhurst
Cleveland–West
Gates Mills
University Circle
CAMPUS AND FACILITIES: Hershey Montessori School is one of the first schools in the world to offer a complete continuum of Montessori education that most closely replicates Dr. Maria Montessori’s vision, including the option of a residential program for adolescents on a working farm. The Concord Campus educates children from infancy to 12 years of age. The facility sits on 13 acres, which includes woodland, trails, green space, play areas, gardens and a small animal barn. Classrooms are intentionally designed with Montessori materials and for age-appropriate child development. The Huntsburg Campus educates students from 7th to 12th grade. It sits on 97 beautiful acres, which includes a working farm, a bioshelter and environmentally sustainable classrooms, based upon the developmental needs of adolescents. ACCREDITATION: An ISACS Provisional Member School, Hershey Montessori School is a member of NAIS and OAIS, and is also AMI recognized for ages 0-6+. EXTRACURRICULAR PROGRAMS: The Microeconomy and Hershey Market integrates academic concepts into student experiences of economics, entrepreneurism and purposeful work, which builds personal growth, business, communication and managerial skills. The farm at Huntsburg creates essential businesses and community enterprises that connect students, leading them to contribute to their community.
www.hershey-montessori.org Addresses: Concord Campus (Birth-6th Grade) 10229 Prouty Road, Concord Huntsburg Campus (7th-12th Grade) 11530 Madison Road, Huntsburg
FALL OPEN HOUSE INFORMATION: Huntsburg Campus (7th12th Grade) Open House: 10 a.m. to 12 p.m. Oct. 17 Concord Campus (Birth6th Grade) Open House: 1 to 3 p.m. Oct. 18 Other Huntsburg and Concord Open House days can be scheduled on an individual basis. For additional information or to register, visit www.hershey-montessori. org/admissions. Virtual tours are available on our website.
UNIQUE STUDY OPTIONS/ PROGRAMS: Our curriculum integrates core academics, creative arts, physical education, entrepreneurism and leadership opportunities. Students benefit from exposure to outside professionals and specialists who present key lessons and provide evaluations of their project-based studies. Student engagement is deepened through opportunities to authentically develop problem
solving competencies, using real-life challenges as part of their curriculum. Students are also well prepared for college and careers, due to the academic and personal skills they develop through this experiential education. FACULTY: Hershey has historically hosted Montessori adolescent training programs for teachers from around the world. All teaching faculty are required to receive certification from Association Montessori Internationale. ALUMNI: One hundred percent of Hershey graduates have been accepted into their college of choice. Hershey graduate Alexandra Yarger is a Case Western Reserve PhD candidate. Listen to her story on our YouTube channel (www.youtube. com/user/HersheyMontessori1). FINANCIAL AID: Funding has been approved to address the acute economic hardship for families, due to the pandemic. We strive to assist families with a needs-based financial aid process. Approximately 30% of students receive some level of financial aid.
Grades Served: Infant-12th Grade Total Enrollment: 201 Annual Tuition: $350-$47,515 (varies, according to the program) Average Class Size: Ranges from 5-15, depending on the program Student-Teacher Ratio: Ranges from 5:1, 12:1 and 15:1, depending on the program Year Established: 1978 TOP SCHOOL LEADERSHIP: Paula Leigh-Doyle, head of school Judy Kline-Venaleck, associate head of school/Huntsburg campus director Lynette Ruple, director of finance Lakisha Wingard, director of admissions Deanna Meadows-Shrum, director of marketing and communications ■
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GRADUATION RATE:
100%
COLLEGE ACCEPTANCE RATE:
Mission Statement: “Grounded in the Montessori tradition of Dr. Maria Montessori, Hershey Montessori School provides carefully prepared learning environments for children, from birth to 18 years. Our community fosters personal and academic growth, independence, confidence, responsibility and joyful, lifelong learning.” 12
2020 CRAIN’S CONTENT STUDIO PRIVATE SCHOOL PLANNER
100%
"My kids LOVE to go to school. Every parent I speak with says the same thing. They’re learning about things they want to learn about and doing it in a way that makes sense to them. Wouldn’t that be a great way to learn if you looked back on your own education?" ~ Hershey Montessori Parent
www.juliebilliartschools.org Addresses: JB Lyndhurst 4982 Clubside Road, Lyndhurst 216-381-1191 JB Akron 380 Mineola Ave., Akron 234-206-0941 JB Westlake 3600 Crocker Road, Westlake 440-471-4150
CAMPUS AND FACILITIES: Julie Billiart (JB) Schools are a family of K-8 coeducational, independent day schools for children with learning differences. For almost 70 years, JB students have benefitted from individualized instruction, small class sizes and onsite therapies. In 1954, the Sisters of Notre Dame opened the first Julie Billiart School to 14 students. In 2017, the school expanded from the flagship campus in Lyndhurst to a new campus in Akron. In 2021, JB will open a third school in Westlake. Julie Billiart School Westlake is JB’s newest campus and will offer families on the West Side of Cleveland a much-needed educational option for kids with learning differences. Like students in Akron and Lyndhurst, JB Westlake students will enjoy a modern, spacious school building with sensory-friendly classrooms, a large
FALL OPEN HOUSE INFORMATION: Register for a virtual or in-person open house at www.juliebilliartschool.org/ openhouses.
Analyst (BCBA) and two certified intervention specialists per grade, as well as speech, occupational, music and art therapies. Julie Billiart Schools’ growth is intentional and responsible to ensure students receive the same level of care, excellence and opportunity at each campus.
gym, therapy rooms, speciallydesigned quiet zones, alternate learning areas and plenty of space to learn and play. The new school is conveniently located on Crocker Road, just two miles south of the family-friendly shopping and dining district, Crocker Park.
While each campus has a unique personality, comprised of the wonderful students, faculty and staff at that school, all JB campuses share one identity, one mission and one heart— their kids.
All JB locations offer the same educational model and services that families have come to love and expect. For example, they provide a 6:1 student-teacher ratio in grades K-2 and an 8:1 student-teacher ratio in grades 3-8. In addition, all locations offer an onsite Board Certified Behavior
ACCREDITATION: Julie Billiart Schools are accredited by the Ohio Catholic Schools Accrediting Association (OCSAA), as part of the Catholic Diocese of Cleveland, through the State of Ohio and follow the Cleveland Catholic Diocese and Ohio Department of Education course of studies.
Grades Served: K-8 Total Enrollment: 217 Annual Tuition: $27,540 Average Class Size: 12 students, maximum, per class in Grades K-2 and 16 students, maximum, per class in Grades 3-8. Year Established: 1954 TOP SCHOOL LEADERSHIP: Lannie Davis-Frecker, president/ CEO Jodi Johnston, principal, Julie Billiart School, Lyndhurst Jason Wojnicz, principal, Julie Billiart School, Akron Samantha Evers, principal, Julie Billiart School, Westlake ■
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Mission Statement: “The mission of Julie Billiart Schools is to nurture and empower students with special learning needs. As Catholic K-8 schools rooted in the educational principles of the Sisters of Notre Dame, we welcome diverse faith traditions.” 14
2020 CRAIN’S CONTENT STUDIO PRIVATE SCHOOL PLANNER
JB_Flyer_Print_Ready.pdf
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9/3/20
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Akron, OH • 234-206-0941 Lyndhurst, OH • 216-381-1191 Westlake, OH • 440-471-4150
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NOW IN WESTLAKE, OH
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Explore Northeast Ohio’s premier schools for children with mild to moderate autism, anxiety, dyslexia, ADHD, and other learning differences. K-8 co-ed, independent day schools in Akron, Lyndhurst, and Westlake (opening in 2021) Onsite speech, occupational, music, and art therapy included in tuition
Maximum of 8:1 student-to-teacher ratio Rooted in the Catholic faith and accepting of all faith backgrounds All students receive some form of tuition support
Seven hours of direct intervention each day
Reach out today to start your journey.
admissions@jbschool.org
www.LaurelSchool.org Addresses: Lyman Campus One Lyman Circle, Shaker Heights Butler Campus 7420 Fairmount Road, Russell Township
CAMPUS AND FACILITIES: Laurel’s suburban-rural advantage gives girls the edge. At its traditional Lyman Campus in Shaker Heights, students thrive as members of a community that spans Pre-Primary through Grade 12, all under one roof. Just seven miles away from Shaker, Laurel students immerse themselves in the natural world at the beautiful 150-acre Butler Campus. While Laurel benefits from being a two-campus school that provides flexible indoor and outdoor learning spaces, it is actually one school—when it comes to its philosophical approach to its students. Nestled in suburban Shaker Heights, the Lyman Campus covers 11 acres. It features two libraries; two gymnasiums; a rock-climbing wall; a bouldering wall; a Collaboratory for Design Thinking; a dance studio; dedicated science labs in all divisions; 2D and 3D art spaces; extensive outdoor play areas and a restored Chapel Theater. Located in Russell Township, the Butler Campus, meanwhile, features 150 acres of woodland and waterways; world-class
FALL OPEN HOUSE INFORMATION: Kindergarten-Grade 12: 5 p.m. to 7 p.m. Oct. 1 www.LaurelSchool.org/ OpenHouse Our Open House will be split into two registration times, and pre-registration is required to prioritize the health and safety of our community.
athletic facilities, including a 16,000-square-foot Fitness Center; a Magic Tree House; two all-season lodges; a 15-element Project Adventure Course and yurts for outdoor education. FINANCIAL AID: Over 45% of Laurel’s students (KindergartenGrade 12) receive financial assistance. Laurel’s generous financial assistance program supports its commitment to a socio-economically diverse student body. REMOTE/HYBRID LEARNING OPPORTUNITIES: To prioritize the health and safety of our
community, Laurel School offers both in-person and remote learning opportunities. Families can choose to have their students learn inside the school or from their homes, via our hybrid learning platform, which streams the classroom experience to remote learners. Laurel School@Home is a robust online learning program to keep our students in all divisions (PrePrimary through Upper School) engaged with their learning when we are unable to continue our regular, in-person programming. Laurel School@Home is not designed to replicate the on-campus experience precisely, but it does, in a new way, build on the school’s commitment to challenge students academically and continue to support positive relationships with all students— an intangible benefit that has long defined the Laurel experience. In both the hybrid and remote scenarios, Laurel School offers an array of extracurricular opportunities, including a competitive Speech and Debate program, Middle School Robotics and Model United Nations.
Mission Statement: “To inspire each girl to fulfill her promise and to better the world.” 16
2020 CRAIN’S CONTENT STUDIO PRIVATE SCHOOL PLANNER
Grades Served: 18 monthsPre-Kindergarten (co-ed); Kindergarten-Grade 12 (all girls) Total Enrollment: 550 Annual Tuition: Pre-Primary School: $6,060-$18,310; Primary School: $18,290-$25,120; Middle School: $25,740-$28,670; Upper School: $29,340-$30,790 Average Class Size: 10-12 Student-Teacher Ratio: 8:1 Year Established: 1896 TOP SCHOOL LEADERSHIP: Ann V. Klotz, head of school Megan Weiskopf, director of teaching and learning Andrea Ausperk, chief financial officer Abigail Steinberg, director of enrollment management Venta Cantwell, director of development ■ ■
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GRADUATION RATE:
100%
COLLEGE ACCEPTANCE RATE:
100%
OH_2020_Crains_PSP.qxp_Layout 1 9/2/20 3:07 PM Page 1
PLEASE JOIN US FOR OUR
Laurel girls today.
L E A D E R S tomorrow.
In the classroom or virtually engaged in Laurel School@Home, Laurel girls are resilient. Through a demanding academic curriculum informed by our Center for Research on Girls and access to superior technology and unparalleled distance learning, girls at Laurel lead every day.
Come see how Laurel girls lead.
Kindergarten-Grade 12 Open House Thursday, October 1, 2020, 5:00-7:00 pm Pre-registration is required. Space is limited. Visit LaurelSchool.org/OpenHouse to learn more and RSVP.
S H A K E R H E IG H TS , OH I est. 1896
UNIQUE STUDY OPTIONS/ PROGRAMS: Magnificat High School is a girls’ Catholic, college-preparatory high school founded by the Sisters of the Humility of Mary that prepares young women to learn, lead and serve in the spirit of Mary’s Magnificat. Seven hundred and twenty students with diverse backgrounds, interests and aspirations choose Magnificat for the distinctive educational experience we provide, as classroom learning is enriched through experiential learning, service and leadership opportunities.
www.magnificaths.org
Under the mentorship of teachers, counselors and advisors, each student designs a unique educational experience, choosing from a course selection that includes over 30 AP and Honors courses, more than 50 co-curriculars and 15 varsity sports. Students are given the tools to reach their academic and leadership goals, as well as the flexibility to discover new interests and talents.
TOP SCHOOL LEADERSHIP: Moira Clark ’77, president Marilyn Arundel ’76, dean of faculty and academics Katie Higgins ’99, vice president of mission Julie Reines, dean of student life and formation
Address: 20770 Hilliard Blvd., Rocky River Grades Served: 9-12 Total Enrollment: 720 Annual Tuition: $16,450 Average Class Size: 18 Year Established: 1955
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For the start of the 2020-2021 school year, Magnificat is employing an in-person learning scenario, while also offering students and families the option to stream classes from home. In addition, the new Magnificat Center for Science Exploration & Innovation, which was completed in August 2020, will be available to students this year. Providing innovative, flexible spaces, the new science center will allow interdisciplinary exploration across the sciences.
motorcycles in the former Sisters of the Humility of Mary convent garage, which was converted into a high-tech workshop. Magnificat was the first Northeast Ohio high school to partner with Motogo on a mechanical engineering curriculum.
Meanwhile, one of Magnificat’s most interesting course offerings is a Mechanical Engineering class, featuring a partnership with Motogo Cleveland. During this course, students learn mechanical engineering concepts through disassembling and reassembling
CAMPUS AND FACILITIES: Exceptional spaces at Magnificat include the Magnificat Center for the Performing Arts (PAC) and Karnatz Family Field. The PAC is a state-of-the-art space that features a 1,100-seat theater, a scene shop, a green room and a
FALL OPEN HOUSE INFORMATION: Oct. 4 (virtual)
dance studio. Karnatz Family Field, meanwhile, is the only synthetic turf field among all-girls Catholic high schools in Northeast Ohio. FACULTY: Sixty-seven percent of Magnificat faculty hold a master’s degree or higher. And, with a student-faculty ratio of 9:1, Magnificat students graduate with the essential skills, knowledge and values needed to transition to college and life. ALUMNAE: Magnificat prepares students to be confident, wellrounded leaders in their careers, their communities and our world. We hope you will consider joining this proud Magnificat tradition that has graduated more than 12,400 accomplished alumnae over the last 65 years.
Mission Statement: “We educate young women holistically to learn, lead and serve in the spirit of Mary’s Magnificat.” 18
TOP BOARD LEADERSHIP: Colleen Moran O’Neil ’88, board chairperson; partner, Calfee, Halter & Griswold LLP Sr. Carole Anne Griswold, HM, former leadership team member, Sisters of the Humility of Mary; executive committee member Linda Loesch Kelley ’77, vice president, KeyBank National Association; executive committee member Laura Nortz, president, Nortz Consulting Group; executive committee member Margaret Jeffers Rowe ’87, director of business development, CGI Federal Inc.; executive committee member
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CAMPUS AND FACILITIES: Old Trail School sits on a picturesque, 62-acre campus located in the heart of Cuyahoga Valley National Park. As the nation’s only independent school located in a national park, Old Trail and its community have daily access to abundant resources, unparalleled experiences and a beautiful setting to call home. Students craft science poems about the natural world, connect their study of Native Americans to the fall harvest on the campus farm and test water quality in a local stream. The school’s new 2,000-square-foot outdoor classroom also includes indoor and outdoor seating for 50 students, along with a “living roof”—all in a space that expands the school’s ability to learn from, and engage with, nature. Perhaps most importantly, students gain the advantages of being outside without sacrificing critical learning opportunities. Old Trail’s location not only distinguishes the institution, but it also serves as
the school community’s constant reminder of the growth that happens there, inside and out. UNIQUE STUDY OPTIONS/ PROGRAMS: With small class sizes by design and ample space—both in the classrooms and across its 62-acre campus— to socially distance, Old Trail School is able to provide its 400 students the option of choosing either a five-day, in-person educational experience or a robust distance-learning option that includes live instruction every day for the 2020-21 school year. Without the constraints of standardized testing, Old Trail dives into content with depth and excitement that would not be possible at most schools. The Middle School Fellowship in Creativity gives seventh- and eighth-grade students the means to pursue an independent study in the area of their choice, while being supported by a faculty member. Meanwhile, Old Trail’s new Center for Global
Understanding fosters curriculum development across all academic divisions, thereby offering and overseeing domestic and global experiential programs, including a planned Middle School trip to Italy once it is safe to travel. FACULTY: The experienced veteran and enthusiastic young teachers who comprise Old Trail’s faculty all adjust their instructional delivery for specific classes, based on the students’ strengths and weaknesses. Teachers collaborate to ensure that they capitalize on opportunities for cross-curricular connections and that each child receives the attention he or she needs.
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FINANCIAL AID: As part of the school’s mission to provide educational access to a variety of families, Old Trail offers a Flexible Tuition Program for children in Kindergarten through Grade 8. Last year, 35% of its students benefited from Flexible Tuition, with a total of $1.4 million awarded in grants and scholarships.
Mission Statement: “Old Trail School is a vibrant educational community focused on academic excellence. We develop intellectually curious, independent thinking students who emerge with a passion for discovery, critical thinking and collaborative learning. Our graduates are well prepared to become responsible global citizens who achieve in high school, college and life.” 20
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www.ignatius.edu Address: 1911 West 30th St., Cleveland CAMPUS AND FACILITIES: Located in close proximity to downtown Cleveland in the vibrant and energetic Ohio City neighborhood, Saint Ignatius High School occupies 23 acres and includes 19 buildings and three athletic fields.The newest building on campus is The Carfagna Family Magis Athletic Center, an indoor athletic facility featuring batting cages, an indoor golf simulator, rowing ergometers, open space for all teams to utilize, locker rooms, offices and a meeting space. ACCREDITATION: Saint Ignatius High School is accredited by the Ohio Catholic School Accrediting Association (OCSAA). EXTRACURRICULAR PROGRAMS: With nearly 100 clubs and student groups on campus, there’s something for everyone. Visit www. ignatius.edu/extracurriculars for a full listing of extracurricular programs and descriptions. UNIQUE STUDY OPTIONS/ PROGRAMS: The Saint Ignatius High School Health Sciences Program helps students explore and prepare for careers in health care. The comprehensive academic programming strikes a balance between classroom
FALL OPEN HOUSE INFORMATION:
Comics) and Chuck Geschke ’56 (co-founder, Adobe Systems).
FACULTY: The school has 120 faculty members, 86% of whom hold advanced degrees. Fifty-two percent have spent 10 years or more teaching at Saint Ignatius.
FINANCIAL AID: Thanks to generous alumni and benefactors, nearly 50% of Saint Ignatius students receive some form of tuition assistance. This year, Saint Ignatius will provide approximately $9 million in tuition assistance to students. Saint Ignatius High School participates in both the Cleveland Scholarship and Tutoring Voucher Program and the EdChoice Scholarship Program. To help families impacted financially by COVID-19, the school established a Family Tuition Relief Fund to provide additional aid for the 2020-2021 school year.
ALUMNI: Upon graduation, students enter a brotherhood of more than 18,000 alumni living across the world. This network includes alumni like Derek Dietrich ’07 (MLB second baseman), Congressman Ted Lieu ’87, Brian Hoyer ’04 (NFL quarterback), Rory O’Malley ’99 (Tony Award-nominated Broadway actor), Larry Dolan ’51 (owner, Cleveland Indians), Rev. Timothy Broglio ’70 (Archbishop, United States Military Services), Nick Lowe ’98 (senior editor, Marvel
REMOTE/HYBRID LEARNING OPPORTUNITIES: This year at Saint Ignatius, we are making the HSPT Admissions Test optional. We will instead require each applicant to submit a standardized test score from his seventh- or eighthgrade year. Test scores will be just one of the factors considered for a student’s admission to Saint Ignatius. Students who wish to take the test in an effort to earn a merit scholarship may still do so and are invited to register for the test on Oct. 3 or Oct. 31.
Noon to 6:30 p.m. Oct. 11. Registration is required and available at www.ignatius. edu/openhouse. instruction and exposure to the real world of health care through hands-on application at Northeast Ohio’s internationally acclaimed hospitals.
Grades Served: 9-12 Total Enrollment: 1,540 Annual Tuition: $18,000 Average Class Size: 23 Year Established: 1886 TOP SCHOOL LEADERSHIP: Rev. Raymond P. Guiao, S.J. ’82, president Dr. Anthony T. Fior ’02, principal Richard Klingshirn ’79, vice president of operations and chief financial officer Dr. Deborale Richardson-Phillips, vice president of diversity, equity and inclusion John Morabeto, vice president of institutional advancement ■
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TOP BOARD LEADERSHIP: Matt Clemens ’85, board chair Ted Carter Kathleen Ferry Katy Gibbons Wendy Hoke Shannon Fogarty Jerse Neil W. McCarthy ’71 Karen Nestor Kevin Ryan ’80 Jack Walton ’68 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■
Mission Statement: “Saint Ignatius High School, with its Catholic tradition rooted in the Spiritual Exercises of St. Ignatius Loyola, prepares young men for their adult lives by: challenging them to academic excellence and the desire for life-long learning; nurturing them to be open to growth, intellectually competent, religious, loving and committed to work for peace and justice; and inspiring them to know, love and serve Jesus Christ.” 22
2020 CRAIN’S CONTENT STUDIO PRIVATE SCHOOL PLANNER
www.ignatius.edu
BE A PART OF SAINT IGNATIUS Cleveland’s Catholic, Jesuit high school is rooted in Ignatian spirituality. Our education forms students to be open to growth, intellectually competent, religious, loving and committed to social justice. Graduates emerge as Men for Others.
Become part of our brotherhood.
www.stvm.com Address: 15 North Maple St., Akron
CAMPUS AND FACILITIES: St. Vincent-St. Mary High School (STVM) has been an integral part of the Akron community for over 100 years, providing quality education rooted in the Catholic faith. Its campus is located in the historic West Hill neighborhood, less than a mile from the downtown area and easily accessible from multiple thruways. Over the last several years, the campus and school building have seen additions and renovations to their:Theater; Innovation Hub; College & Career Resource Center; Learning Resource Center; Community Garden; Strength & Conditioning Center; and so much more. The continuous improvements to STVM’s campus and facilities allow them to fulfill their mission “to educate the whole person.”
FALL OPEN HOUSE INFORMATION: 6 p.m. to 7:30 p.m. Nov. 5. Visit www.stvm.com/openhouse to register.
fields they are interested in. • House System: Students are sorted into one of four houses to promote positive self-esteem, belonging, integrity and pride amongst all students. Learn more at www. stvm.com/housesystem.
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TOP SCHOOL LEADERSHIP: Tom Carone, president Kimberlee Gorr, principal Tom McKrill, dean of students Kelly Widders, dean of academics Courtney Conley, director of admissions Willie McGee, director of athletics Tim Isabella, director of advancement Linda Reese, director of alumni relations Joe Richards, chief financial officer Anthony Boarman, director of communications Kyle Burns, director of health & wellness Dru Joyce, director of facility management Christine Spinner, campus minister ■ ■ ■ ■
EXTRACURRICULAR PROGRAMS: STVM offers a wide range of extracurricular programs that cater to the diverse interests and skills of its students. The Model U.N. and NASA Student Launch programs at STVM are both nationally recognized for their continuous success throughout the years. See our full list of programs at www.stvm.com/clubs. UNIQUE STUDY OPTIONS/ PROGRAMS: College Credit Plus: Assists students in earning dual high school and college credits. Senior Capstone Experience: Provides students with the opportunity to make connections in the career
FACULTY: More than 30 teachers hold a master’s degree.
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ALUMNI: Over 19,000 alumni of St. Mary, St. Vincent and St. Vincent-St. Mary are proud to be a part of our rich history. Once you are a part of our family, you are “Irish Forever.” FINANCIAL AID: More than 60% of STVM students receive financial aid. Over 50 Family & Memorial Scholarships help provide tuition assistance to a wide array of students.
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ACCREDITATION: Ohio Catholic Schools Accrediting Association since 1994 North Central Association of Colleges and Schools since 1951
Grades Served: 9-12 Total Enrollment: 631 Annual Tuition: $11,750 Average Class Size: 20 Year Established: St. Vincent-St. Mary High School (STVM) was established in 1972 when St. Mary (1897) and St. Vincent (1906) merged.
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REMOTE/HYBRID LEARNING OPPORTUNITIES: STVM families have an in-person or remote learning option for the fall of 2020. Our full plan is discussed at www.stvm.com/return.
TOP BOARD LEADERSHIP: John C. Weisensell, chairman ■
Mission Statement: “In the spirit of the Gospel, we are committed to educate the whole person; to lead and to serve, enlightening the mind, developing the body, touching the heart and inspiring the soul.” 24
2020 CRAIN’S CONTENT STUDIO PRIVATE SCHOOL PLANNER
A CATHOLIC SCHOOL IN THE MARIANIST TRADITION
ST. VINCENT-ST. MARY HIGH SCHOOL
STEM DESIGNATED PROGRESSIVE 22,900
THE ONLY CATHOLIC HIGH SCHOOL IN OHIO
CURRICULUM AND FACULTY
HOURS OF SERVICE COMPLETED IN 2019-2020
AWARD WINNING UNRIVALED
COMPETITIVE ACADEMIC TEAMS
ATHLETIC SUCCESS
HOUSE SYSTEM
PROMOTES POSITIVE SELF-ESTEEM, BELONGING & PRIDE
COLLEGE CREDIT PLUS
EARN COLLEGE CREDITS AT STVM
LIFE-LONG CONNECTIONS
. E R U T U F R U O Y . N IO
#IRISHFOREVER
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CAMPUS AND FACILITIES: University School (US) has two campuses. The 220-acre Hunting Valley campus (Grades 9-12) includes a 52,000-square-foot academic wing, with more than 10,000 square feet each devoted to science and research, and hands-on learning, including robotics and rocketry labs, and CAD classrooms. The humanities spaces include 27 classrooms for English, history, math and languages. The Shaker Heights campus (Grades Jr. K-8), meanwhile, features a 32,000-square-foot performing arts and science complex, a primary wing specially designed for young boys, a state-ofthe-art woodshop and an innovative design lab. Both campuses have extensive athletic and arts facilities. ACCREDITATION: Independent School Association of the Central States Ohio State Department of Education ■
www.us.edu Addresses: Grades 9-12 2785 SOM Center Road, Hunting Valley Grades Jr.K-8 20701 Brantley Road, Shaker Heights
FALL OPEN HOUSE INFORMATION: Virtual Open House: Oct. 8 On-Campus Family Open House: Oct. 25 (Shaker Heights and Hunting Valley campuses)
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UNIQUE STUDY OPTIONS/ PROGRAMS: As an all-boys’ school, US is a place where each boy is inspired to let his true self thrive. The program focuses on learning that addresses not only how to excel in academics, but also how to grow into a young man of integrity and empathy. The curriculum, while rooted in liberal arts, uses an innovative interdisciplinary framework that blends science, technology, engineering, math and arts. US develops the skills that set students on a solid foundation for future success in the global community: communication, teamwork and collaboration,
how boys develop and learn. The student-teacher relationship is a source of mentorship and friendship for many students long after graduation. The faculty are accomplished, 96% hold advanced degrees and the average tenure is 10 years. ALUMNI: Rick Banks ’83, author and Stanford law professor Anthony Doerr ’91, Pulitzer Prize-winning novelist Nick Caserio ’94, director of player personnel, New England Patriots Jason Garrett ’84, offensive coordinator, New York Giants Jon Kaplan ’91, head of global sales, Pinterest David Kaval ’94, president, Oakland Athletics James Park ’94, CEO and co-founder, Fitbit Orin Wolf ’97, Broadway producer, Tony Award winner
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creativity and innovation, critical thinking and problem solving. In addition to 16 AP and post-AP courses, independent research options are available in all disciplines through fellowships and internships, beginning in the middle school. In particular, internships are an important component of the independent study opportunities in science and entrepreneurship. And US offers an array of robust computer science courses, including post-AP electives in Data Structures and Networking. As a result, students consistently excel at the national level in debate, math, business and science competitions. FACULTY: US teachers understand
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FINANCIAL AID: More than $6 million in financial assistance is awarded annually to 43% of students. Merit aid awards are available.
Grades Served: Junior Kindergarten-Grade 12 Total Enrollment: 840 Annual Tuition: $17,000-$35,870 Average Class Size: 12-14 Student-Teacher Ratio: 7:1 Year Established: 1890 TOP SCHOOL LEADERSHIP: Patrick T. Gallagher, head of school Jennifer Beros, associate head of school; director of the Lower School Jonathan Bridge, assistant head of school for advancement William Daughtrey, director of the Upper School Lindsay Arnoult, director of the Middle School ■
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TOP BOARD LEADERSHIP: Richard R. Hollington III, president, Board of Directors Christopher E. Smythe, past president, Board of Directors Matthew V. Crawford, chair, Advancement Committee Raymond C. Headen, chair, Community and Equity Committee Joseph K. Juster, chair, Admissions and Marketing Committee Dale R. Naylor, treasurer; chair, Finance Committee Stephen A. Osborn, chair, Building and Grounds Committee Carl J. Tippit, chair, Investment Committee John M. Gherlein, secretary ■
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Mission Statement: “University School inspires boys of promise to become young men of character who lead and serve. Our dedicated faculty, rigorous curriculum and experiential programs foster intellectual, physical, creative and moral excellence. University School is a diverse and inclusive community where each boy is known and loved.” 26
2020 CRAIN’S CONTENT STUDIO PRIVATE SCHOOL PLANNER
GRADUATION RATE:
100%
COLLEGE ACCEPTANCE RATE:
100%
FINDING HIS OWN WAY TO GREAT.
JOIN US FOR OUR VIRTUAL OPEN HOUSE THURSDAY, OCTOBER 8 www.us.edu/visit At University School, each boy is inspired and mentored to build on his personal strengths, harness his natural talents and blaze his own path to success and fulfillment with joy, confidence and integrity. THE WAY TO GREAT. For boys, Junior K-12
Ranked #1 School for Boys in Ohio
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Old Trail School’s outdoor classroom features bike trails and rock-climbing walls for physical activity, and a gardening area for hands-on learning about entomology and growing food.
Experiential learning a hallmark of private school education BY VINCE GUERRIERI Crain’s Content Studio — Cleveland
Forward-thinking investments have changed the landscape for Northeast Ohio’s prep and parochial students heading back to class this fall. By emphasizing experiential learning, schools are enabling students to thrive in a rapidly changing environment.
for us,” Hawken head of school Scott Looney said.“It’s a very different kind of teaching, organized around real-world problem-solving.”
With approximately 200 nonprofits located within a mile’s walk, The Mastery School of Hawken is ideally positioned to fulfill its goals.“We’ve been experimenting with this kind of teaching all over Cleveland for over a year now,” Looney said.“We’re starting with 36 students and Over the last decade, Hawken School has been at nine teachers, and eventually we’ll have about the forefront of experiential education, expanding 200 students.” enrollment from 900 students on two campuses to 1,450 students throughout four campuses. The Due to the pandemic, Hawken has invested over $2 million in safety upgrades to HVAC systems, school’s newest campus, The Mastery School of sterilization and changing out to hands-free Hawken, is located on University Circle and will plumbing. The school has also installed a threewelcome students in grades nine through12. dimension camera technology that enables stayat-home students to participate in group projects. “The birth of this school is a natural progression 28
2020 CRAIN’S CONTENT STUDIO PRIVATE SCHOOL PLANNER
“Our classrooms are pretty active places,” Looney said.“The shift to learning by doing has been huge. Applied learning may take longer but it’s more enduring.” WIDE OPEN SPACES Timely investments have been a key part for the 100th anniversary of Old Trail School in Bath, which is making the most of its 65 acres in the Cuyahoga Valley National Park.“We’re completing several significant projects,” said Joe Vogel, associate head of school.“We never imagined we would be able to utilize the campus as we are now.” An outdoor classroom for Old Trail School’s nature-based learning program has recently been completed to accommodate a capacity of 65 students per class. The school’s playgrounds
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have been completely gutted and renovated to produce nature-based playscapes with rock-climbing walls and bike trails. Insect houses made of natural materials were added to attract beneficial insects to the new garden beds. “A connection to the outside world is a big part of what we are,” Vogel said.“Our students will spend between 50% and 75% of their time outdoors on any given day.” Old Trail School also is making capital improvements to its large working farm, which offers a two-year “A CONNECTION TO THE apprentice program. The farm produces everything OUTSIDE WORLD IS A BIG from cotton to tomatoes PART OF WHAT WE ARE. OUR to peppers with the food used in the school’s STUDENTS WILL SPEND dining room. Its physical BETWEEN 50% AND 75% education program has OF THEIR TIME OUTDOORS.” been amplified to take advantage of its outdoor facilities.“All P.E. classes will be held outside for the entire year, emphasizing physical activity and wellness,” Vogel said. Outdoor learning is also a new focus at Laurel School, which is completing the construction of three new yurts on its 150-acre Butler Campus, a location that is offering year-long programs for students in third through fifth grade for the first time.
These yurts installed at Laurel School help facilitate outdoor learning, which has become an increasing focus of the school’s curriculum.
With four yurts now available, Laurel has become more flexible with its classroom offerings, in addition to freeing up space at its Lyman campus in Shaker Heights. “This has been a dream of mine to get students out here for a longer stretch of time than a few days or a week at a time,” said Heather Havre, a Laurel alumna who is director of the primary school.“The yurts have always been a part of our master plan for the Butler Campus and they have become a nice bonus for us this year.” INVESTING IN DISTANCE LEARNING Improvements have been completed at the Butler Campus’s Fairmount House, from new carpeting to new access points for WiFi. As technology becomes more essential for remote learning, Laurel has invested in Meeting Owls, cameras which allow students to participate from home while getting a full classroom experience. Owl technology also will be in full force at Hathaway Brown, where 75 of the devices have been installed in classrooms. The school’s #HBatHome program takes advantage of enhancements in technology to support new and more flexible educational programs. “We’re a small enough school where we can
The Mastery School of Hawken is a new high school that aims to build on Hawken’s experiential curriculum by offering problem-based learning opportunities and expanding partnerships with neighboring and world-renowned cultural, educational, arts and medical institutions.
be a little bit more nimble,” said Barry Kallmeyer, chief information officer.“We’ve talked about online learning and hybrid classes for years and now we will be living it to the max. It’s a massive educational experiment.” Hathaway Brown also is in the middle of a construction project that is renovating the
school’s classic building with improvements to classrooms and administrative spaces. The project began in the spring and should be completed by 2022. “Our teachers have always been innovative,” Kallmeyer said.“I’m so impressed with how they’re approaching this new learning environment with 2020 CRAIN’S CONTENT STUDIO PRIVATE SCHOOL PLANNER
29
Enrollment a mixed bag amid COVID-19 BY VINCE GUERRIERI Crain’s Content Studio — Cleveland
One of the selling points of private schools has always been a smaller class size, affording teachers the opportunity to give students more individualized time and attention. In the era of COVID-19, many schools in general are aiming to reduce classroom sizes. They have to. The pandemic has introduced “social distancing” into everyone’s lexicon, and the larger a crowd, the larger the chance of transmission of the virus.
“WITH OUR SPACES AND OUR STUDENT-TEACHER RATIOS, WE’RE CONFIDENT WE CAN SAFELY SOCIAL DISTANCE IN OUR BUILDING.”
Some schools are going entirely online, and ones that don’t are starting to divide up to minimize the number of people in a class or on a campus at one time. The on-campus, distance learning, or hybrid models provided by many prep and parochial schools are an appealing option to families that want learning model choices. “Enrollment is up fairly significantly over last year,” said Kim Gorr, principal of St. Vincent-St. Mary High School in Akron, noting that in a two-day period, she received seven requests for information about registration. That may not seem like a lot, but the school had fewer than 600 students in grades nine through 12 last year, and now looks to have 628 for the start of the school year. “We also hired more faculty,” she said.“We planned to already, but it accommodates the larger number of students we have.” Gorr believes a lot of the increase is from students who wish to have some type of in-person learning option. St. Vincent-St. Mary offers a completely virtual option, with about 15% of students participating and a completely in-person option, which will be used by about 85% of students. The Akron City Schools announced they’ll begin the year with virtual classes only. The Hershey Montessori School, which serves 30
2020 CRAIN’S CONTENT STUDIO PRIVATE SCHOOL PLANNER
Magnificat High School is offering an in-person option, a fully online option, and a hybrid model to offer families more educational choices during the coronavirus pandemic.
students in pre-K through sixth grade at its Lake County campus, and students in grades seven through 12 at its Geauga County campus, has seen its enrollment decline by more than 25%, from 275 down to a little more than 200. A large percentage of that drop is attributable to boarding students. The school has delayed its boarding option due to COVID-19 related travel restrictions. “We’re also losing younger children to home schooling, and older children because of health concerns in their household,” said Paula Leigh-Doyle, head of the school. Enrollment at Magnificat High School in Rocky River is holding steady at around 722 students, said principal Moira Clark.
“We did not see a huge influx or any significant diminishment of our numbers,” she said.“We could have some last-minute changes.” The school is planning to offer a fully in-person option, a fully online option and a hybrid model combining the two. Clark said the school will use its outdoor spaces to maintain the recommended 6 feet apart. Also, Clark notes, the gym will now be a secondary cafeteria for students to spread out – when they’ll have to be without their masks, to eat. “With our spaces and our student-teacher ratios, we’re confident we can safely social distance in our building,” she said.“But like everybody else, we’re trying to be as creative as possible.”
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