Crain's Cleveland Business

LOOK BACK Cleveland developer Forest City’s reach was nationwide — and then it was gone.

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school merger PAGE 12

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REAL ESTATE

Shedding light on the dark Opposition to Cleveland school levy becomes slightly less cloaked, illustrates spread of ‘dark money’ tactics to local elections

A fight over Cleveland’s school levy, a 10-year renewal and increase on the Nov. 3 ballot, illustrates how so-called dark money efforts to influence voters are spilling over from national and state politics to the most local of issues.

A month after mailings urging a vote against Issue 68 started appearing on Clevelanders’ doorsteps, it’s still unclear who is behind the anti-levy crusade.

But one prominent downtown landlord, Doug Price of the K&D Group, confirmed in a recent interview with Crain’s that he has contributed money to the effort. Other notable real estate investors and developers rumored to be backing the opposition campaign have dodged questions or left phone calls unreturned.

D-KEINE VIA ISTOCK

BY MICHELLE JARBOE |

See DARK MONEY on Page 21

EDUCATION

TECHNOLOGY

Community college enrollment drops sharply New OEConnection CEO COVID-19 pandemic prompts a 9.4% decrease at two-year institutions this fall sees opportunities to innovate, raise profile

BY AMY MORONA

Typically, when the economy contracts, enrollment at community colleges rises as people seek out more job training or head back to school to earn a degree. But the coronavirus pandemic is changing that.

Early numbers for this fall show enrollment at community colleges in Northeast Ohio and nationwide has taken a big hit, down 9.4% nationwide from the same time in 2019.

Black students are some of the most affected. For instance, fall enrollment of Black students fell 23.5% at Cuyahoga Community College compared with fall 2019, well above the 14.2% national drop reported by the National Student Clearinghouse Re-

BY RACHEL ABBEY MCCAFFERTY

Enrollment of Black students at Tri-C dropped 23.5% this fall. | CONTRIBUTED

search Center as of late September.

The pandemic has disproportionately impacted communities of color on many fronts. Angela Johnson, Tri-C’s vice president of enrollment manage-

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ment, said her team has been hearing directly from Black students to learn why that drop may have happened.

See ENROLLMENT on Page 26

Automotive software company OEConnection LLC got its start in 2000 as a joint venture between Ford Motor Co., General Motors Co., Chrysler, and Bell and Howell. The original equipment manufacturers had decided that, instead of trying to create online solutions in-house, they’d come together to create an outside platform.

That foundation of innovation is still driving the Richfield-based company forward today.

“Innovation is really within our DNA, and evolution is within our DNA,” said new president and CEO Patrick C. Brown. “And we’ll continue to do that as we look at our prod-

uct set, as we expand our product set and as we look at our client or customer base and also expand that to really serve more of our constituents on Brown the collision and mechanical side of the world.”

Brown was named president and CEO of OEConnection in early October, succeeding Chuck Rotuno, who moved into the role of executive chairman.

See OECONNECTION on Page 23

10/23/2020 1:44:01 PM

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ENVIRONMENT

Icebreaker offshore wind project faces more obstacles

Construction of six wind turbines in Lake Erie is dealt another blow via judge’s Oct. 20 ruling

“THIS HAS TO BE THE MOST CONTESTED GENERATION PROJECT I HAVE EVER SEEN. IN ALL MY TIME WORKING WITH THIS BOARD, THERE HAS NEVER BEEN THIS MUCH CONTROVERSY OVER A GENERATION PROJECT.”

BBY KIM PALMER

Just two weeks after overcoming a major state regulatory hurdle, a federal judge in the District of Columbia levied yet another setback for a plan by the Lake Erie Energy Development Corp. (LEEDCo) to build the region’s first offshore wind farm on Lake Erie.

A U.S. District Judge on Tuesday, Oct. 20, ruled in favor of opponents of LEEDCo’s Icebreaker project, granting a stay that prohibits the U.S. Department of Energy from dispersing more than $40 million for the construction of six turbines about 8 miles off the coastline of downtown Cleveland.

The ruling by Judge Timothy Kelly, who was appointed by President Donald Trump, stems from two bird conservancy organizations claiming “alleged harms from the presence and operation of the wind turbines,” which, according to the court filings, “could harm birds, which, in turn, will allegedly impact the recreational interests of Plaintiffs’ members.”

American Bird Conservancy (ABC) and Black Swamp Bird Observatory (BSBO) filed suit last year in federal court against the DOE, not LEEDCo, arguing the government has not properly regulated the environmental impacts associated with what the groups said is “a precedent-setting wind energy facility.”

——State Sen. Sandra Williams, D-Cleveland

Lake Erie Energy Development Corp.’s efforts to put wind turbines like this one offshore of Cleveland suffered yet another setback in court on Oct. 20. | U.S. DEPARTMENT OF ENERGY

The Icebreaker project, the court documents claim, needs more stringent environmental assessment because it’s the first project of its kind and will set the standard for wind energy development in the Great Lakes.

The $126 million project, proposed in 2009 as the first offshore wind facility in the Great Lakes and the first freshwater wind farm in North America, already has undergone a nearly three-year process of environmental assessment by the U.S. Environmental Protection Agency, according to David Karpinski, vice president of

operations for LEEDCo. “We have a vision, but we do not have any other projects planned right now,” Karpinski said.

Last week’s ruling, which holds up federal funds at least until Jan. 13, 2021, does not have an immediate impact on the project but is part of a pattern of delays that have stretched out the original timeline, he said.

“It is an issue that has to be resolved. The challenge process has to play out,” Karpinski said.

The Oct. 20 ruling comes on the heels of a dispute that began in May

between LEEDCo and the Ohio Power Siting Board (OPSB) over a proposed “feathering condition” that would only allow regulatory permitting if the project’s turbines were shut down from sunset to sunrise, in a period from March 1 to Nov. 1, to protect migratory birds and bats.

OPSB’s initial feathering decision, Karpinski said, was a huge blow to the project momentum and is one of the latest in series of “regulatory” setbacks that supporters say is designed to delay and ultimately halt the project altogether.

“This has to be the most contested generation project I have ever seen,” state Sen. Sandra Williams, D-Cleveland, said of the project, which OPSB has been reviewing over the past five years. “In all my time working with this board, there has never been this much controversy over a generation project.”

Williams is a nonvoting member of the 11-person board charged with

regulating major utility facilities in the state.

After the feathering amendment was added to the Icebreaker project agreement, Williams and 31 other state and local politicians wrote a letter to OPSB chairman Sam Randazzo, who also chairs the Public Utilities Commission of Ohio (PUCO), pushing back on “the poison pill” regulation.

In the letter, Williams claims Randazzo, an attorney who has litigated against renewable energy standards, “knew full well that keeping Project Icebreaker’s turbines motionless for a third of each year would rob it of revenue to repay its construction loan and render it financially unfeasible. From where I sit, the inclusion of this shutdown order had less to do with killing birds and more to do with killing this project.”

See LEEDCO on Page 23

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NCAA events are crucial additions as NEO leaders make post-pandemic plans Cleveland now has five major sports festivities on tap the next six years

BY KEVIN KLEPS

The Greater Cleveland Sports Commission had 10 national events scheduled in 2020.

Eight of them were wiped out by the COVID-19 crisis.

“Clearly, it’s very difficult, but really, you have no choice but to roll with it,” said David Gilbert, the president and CEO of the sports commission and Destination Cleveland. “To be Gilbert ‘woe is us’ about it doesn’t do any good. You just have to keep planning.”

Seven of the eight events that were postponed or canceled booked Cleveland for a future year. And when the NCAA announced its latest round of championship bids on Oct. 14, Northeast Ohio landed 10 for a fouryear cycle that runs through the 2022-26 school years.

Eight of the 10 stemmed from bids submitted by the sports commission, including two biggies — the NCAA men’s Division I basketball tournament in 2025 and the 2026 Division I Wrestling Championships — that are projected to have a combined economic impact of $23 million.

The group doesn’t include the 2024 Women’s Final Four, which Cleveland was awarded in 2018 and is estimated to provide an economic jolt in the $22 million range.

Factor in the 2021 NFL draft and the 2022 NBA All-Star Game, and Cleveland has what Joe Marinucci, president of the Downtown Cleveland Alliance, called “a nice sequencing” of events, with the region now slated to host bigtime draws in 2021, ’22, ’24, ’25 and ’26.

And while the big-picture view seems rosy, the short-term outlook is clouded by the pandemic, which has throttled the lodging and events industries, and resulted in the shuttering of many bars and restaurants.

On the docket A look at the NCAA championship events that the Greater Cleveland Sports Commission landed in the latest four-year bid cycle:  2024 Division III Baseball Championships - Classic Park, Eastlake: Projected impact of $500,000  2024 Division III Men’s and Women’s Swimming and Diving Championships - Spire Institute, Geneva: $375,000  2025 D-III Baseball Championships - Classic Park: $500,000  2025 Division I men’s basketball tournament (first and second rounds) - Rocket Mortgage FieldHouse: $8 million  2025 Division III Men’s and Women’s Outdoor Track and Field Championships - Spire Institute: $2 million  2026 D-III Baseball Championships - Classic Park: $500,000  2026 Women’s Bowling Championships - RollHouse, Wickliffe: $250,000  2026 Division I Wrestling Championships - Rocket Mortgage FieldHouse: $15 million  Total projected impact: $27.125 million Note: The list doesn’t include the 2024 Women’s Final Four, which has a projected impact of $22 million. Cleveland also has the NFL draft ($100 million-plus impact, depending on the pandemic) and the NBA All-Star Game ($100 million impact) on the schedule for 2021 and ’22, respectively.

But first, the draft The three-day NFL draft is slated for April 29-May 1 on Cleveland’s lakefront.

In a typical year, the area that leads to the draft’s main stage would be packed with visitors, many from out of town, and the league’s fan festival would be a popular draw. That, in turn, would produce major business for downtown establishments and generate sold-out slates at local hotels.

Gilbert, who has multiple conversations with the NFL each week, said the draft is still being planned as an in-person event — unlike this past spring’s all-virtual festivities.

“Thankfully, it’s over a very large footprint, so a lot of measures are being planned to make it a spaced event,” the head of the sports commission and Destination Cleveland said. “It certainly won’t be an event that, no matter what, will look like it did in Nashville (in 2019). But we just don’t know.”

Predicting the future during a pandemic is about as futile of an exercise as many Browns drafts from the past.

But Gilbert and other key Northeast Ohio leaders can keep planning for a post-COVID world.

“I think a big part of it is how do we continue to do what we need to do, to continue to have a strong organization internally, so that when this starts to thaw — and it will; we just don’t know when — we are absolutely ready and we can then move faster than our competitors,” Gilbert said.

Marinucci, the DCA president, said downtown, in addition to everything else, is suffering from so many people working from home, which empties Cleveland offices and makes it more difficult to get individuals to support businesses in the area. It doesn’t help that there are few events to draw people to the city’s core.

See NCAA on Page 24

“Location is as important as family: that is why

Beachwood is my home.”

Mayor Martin S. Horwitz •Mayor@BeachwoodOhio.com •216.292.1901

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Empowering Youth, Exploring Justice

EDUCATION

Pandemic upends voter engagement playbook for college students With traditional in-person events not possible, groups have shifted to more targeted efforts

BY AMY MORONA

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During a normal year, college campuses can be buzzy places in the weeks before a presidential election.

But as the country navigates both a reckoning on race and the coronavirus pandemic, 2020 isn’t exactly normal, and ways to engage with this voting bloc have shifted.

One in 10 eligible voters this November will be members of Generation Z, according to Pew Research Center. Half of the 18- to 23-year-olds surveyed by Pew said someone in their home got a pay cut or lost a job due to COVID-19. A survey of roughly 1,000 students by education tech company Course Hero reported that nearly one-quarter of respondents said the pandemic impacted their decision to vote, while 19% said the Black Lives Matter movement did the same.

But the pandemic has caused much of the traditional collegiate campaign playbooks to be upended.

Gone are time-honored benchmarks such as politically minded speakers dropping in to talk with enthusiastic students, or groups posting up at tables in an attempt to catch people hustling by in busy student unions.

“It’s difficult,” admitted Kent State University student Ethan Lower.

The 20-year-old oversees the nonpartisan Kent State Votes. The Kent chapter started in 2018 and is one of

many campus initiatives nationwide that help promote civic education and voting initiatives among young people.

In light of the pandemic this year, the chapter shifted its outreach to be more targeted, including launching text, email and social campaigns on voter registration and how to create a voting plan. Other online efforts included providing information about absentee and early voting.

“As many organizers know, in-person events and in-person contact is the most successful method,” Lower said. “It doesn’t mean it’s the only successful method. But that communication and that flexibility is really important, so to not have that is hard, and encouraging people to join virtual events is just as hard.”

According to recent polling from the Institute of Politics at Harvard University, 63% of 18- to 29-year-olds surveyed said they’ll “definitely be voting” in November’s presidential election, up from 47% who said the same in 2016. The majority of those young people indicated the economy is their top issue, a shift from pre-pandemic findings.

For some, higher education institutions are the cornerstone of where they learn more about the country’s democratic process and cultivate their political views. Colleges and universities are legally required to

“AS MANY ORGANIZERS KNOW, IN-PERSON EVENTS AND IN-PERSON CONTACT IS THE MOST SUCCESSFUL METHOD. IT DOESN’T MEAN IT’S THE ONLY SUCCESSFUL METHOD.” — Kent State University student Ethan Lower

The pandemic has forced Kent State and other institutions to change the methods in which they engage with potential voters. | KENT STATE UNIVERSITY

make a “good faith” effort to distribute information about voter registration. But creating civic engagement opportunities above that have long varied from place to place.

“On the really above-and-beyond campuses, it’s the math faculty that are talking about gerrymandering,” said Adam Gismondi, director of impact at Tufts University’s Institute for Democracy and Higher Education.

“It’s the engineering faculty that will have conversations about which cities have sound bridges and which ones don’t, and how that’s an issue of equity and power and society. It’s the university president empowering students and sending out messaging around an election season, but also denouncing things that maybe are

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MANUFACTURING TECHNOLOGY

Westlake digital company IIoT World sel Firm has become a leading information source for ‘smart’ manufacturing

BY JAY MILLER

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The world of manufacturing is changing, and a Westlake-based digital business, IIoT World, has become a leading information source for what is called “smart” manufacturing — in particular, the Internet of Things, or IIoT. The acronym refers to the world of sensors and dashboards that measure and record things like temperature and vibration on industrial devices — everything from stamping machines on the shop floor to aircraft engines. The sensors are connected to wireless networks and monitored remotely to quickly identify poor functioning, production inefficiencies and other glitches that could slow production or shut down a production line. The data also is analyzed to improve manufacturing performance.

IIoT World has attracted an audience of people who use the site to follow IIoT trends. Several international marketing organizations that track who people in the smart manufacturing world pay attention to consider IIoT World a top purveyor of information and ideas. For instance, Onalytica, a marketing software platform that says it “connects brands with topical influencer communities and

helps them to scale and structure influencer programs globally,” considers IIoT World to be the world’s top influencer in IIoT, ahead of industry giants including Cisco, Siemens, ABB and Microsoft.

“Their opinion and expertise carry weight and influence in the industry,” Onalytica said of its top influencers.

“IIoT World covers anything from best practices for protecting your plants to the boardroom,” said IIoT co-founder Lucian Fogoros. “We also cover what happens with some of the newest regulations.”

IIoT World was created in 2017 by Fogoros and Carolina Rudinschi, who had been social media manager of the University of Bucharest, in Romania.

Fogoros describes himself as a software engineer. He’s a graduate of Cleveland State University and Case Western Reserve University and has lectured on industrial automation and IIoT at Cleveland State. Before creating IIoT World, he was a product marketing manager at Wonderware, a brand of industrial software now owned by Aveva Group llc, a multinational IT company based in Cambridge, England.

Fogoros said the firm has managed to grow a global audience of roughly

about 200,000 people, 92% of whom are senior executives in businesses working in energy fields, manufacturing and what he called smart infrastructure.

Fogoros “So we’ve covered things from industrial IoT to AI (artificial intelligence), to augmented reality — pretty much anything that’s related to connecting with the industry,” he said.

Rudinschi has said that IIoT World was launched after the IoT Evolution Conference in Fort Lauderdale, Fla., in January 2017, with a mission to educate C-level business executives on the opportunities in the industrial IoT space. Rather than trying to cover daily news, IIoT World’s focus is on thought leadership. Recent articles had titles such as “Choosing the right AI approach for Your Business” and “Are We Doing Enough to Secure the Power Grid?”

Fogoros said IIoT World has built the audience in a variety of ways.

“Twitter helped us put our company name on the global map,” he said.

“But we also struck partnerships. We built our ecosystem with partner-

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Reducing Real Property Tax Assessments Throughout Ohio And Across The United States

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counter to democratic norms or democracy itself.”

Gismondi’s group researches the intersection of colleges and democracy, something that’s evolved since student-led protests in the 1960s and 1970s. Historically, voter turnout among young people is low. But that may shift this year.

In more than a dozen states, the amount of early and absentee votes cast by voters between the ages of 18 and 29 already far exceeds the amount of ballots cast at the same time in the 2016 presidential race, according to data from the Center for Information and Research on Civic Learning and Engagement at Tufts University. More than 3 million young people nationwide reportedly had cast their votes as of mid-October.

Students at Kent State are “1,000%” more interested in following current events compared with previous

years, according to Stephanie Smith, associate professor in the College of Communication and Information.

“Prior to 2016, I never heard students have a discussion about the Supreme Court nomination process,” she said. “And now they’re very focused on it. They’re very focused on ‘where’s the nomination, what’s going on, should the court be packed, should it not?’ So the stakes became higher.”

Smith and her colleague Paul Haridakis, interim director of Communication Studies, hosted a recent online “teach-in” called “Don’t Hate — Debate (And Vote).”

In a world that can be filled with Zoom fatigue, they weren’t sure what the response from the university community would be, but there was so much interest that they turned presenters away from the daylong session.

See VOTING on Page 23

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ships with market research companies and with events, like Hannover Messe (one of the world’s largest trade fairs, it has, in the past, attracted 6,500 exhibitors and 250,000 visitors to Hanover, Germany).”

Fogoros said IIoT World has focused on attracting small to midsize companies, but it also has become a source of information, and a way to reach potential customers, for international technology companies such as ABB, Siemens AG, Toyota and Trend Micro Inc. — all of which have executives who contribute to the IIoT World website.

A big part of its work, though, is producing panels and conferences, either on its own or with a corporate sponsor. Lately, the conferences are virtual, and they attract hundreds and even thousands of attendees who want to learn about cybersecurity, artificial intelligence and other aspects of investing in smart manufacturing. Fogoros said that for a virtual conference held Oct. 22 on cybersecurity, IIoT World had 4,200 people register.

On Oct. 29, IIoT World is producing a virtual conference, “How IIoT is Driving Automotive Manufacturing Forward.”

That event is sponsored by Hitachi Vantara, a data storage subsidiary of Hitachi Ltd., the Japanese conglomerate. The IIoT World website describes three more conferences set

for the remainder of 2020.

Joseph Weiss, a research fellow at the Ponemon Institute, a Traverse City, Mich., nonprofit that studies information and privacy management practices, appreciates the role IIoT World plays.

“It’s an independent broker of information,” said Weiss, who has been involved with IIoT World for several years, most recently speaking at the Oct. 22 virtual conference on cybersecurity. “You’ve got all of these companies who are selling their wares and telling people what they want to tell them, you know, about how great their systems are. So the idea of having, someone with independence is probably a good thing.”

Eric Byres, CEO of aDolus Technology Inc., a Nanaimo, British Columbia, firm that specializes in industrial security for IIoT devices, is a fan and supporter.

“Connecting with IIoT World’s audience is core to our business,” he said in an email. “The people who are selecting, purchasing and deploying IoT/IIoT devices in their companies need to know how to do that securely or they will put their entire company at risk. IIoT World helps us inform those users so they deploy smart devices safely and securely.”

When you hire Sleggs, Danzinger & Gill, you work directly with Sleggs, Danzinger and Gill.

Each client is directly represented at all levels by a Partner of the firm with a combined 90 years of experience. No pyramid, no associates, no on-the-job training.

Our clients deserve the very best representation, so we structured our firm to allow each client, throughout the entire process, to work directly with Todd Sleggs, Robert Danzinger and Steve Gill. Our philosophy is to work cooperatively with school district and county officials to ensure that our clients pay the lowest possible real property tax obligations. If a fair resolution requires litigation, Sleggs, Danzinger & Gill have the depth of trial and appellate experience to handle the most complex valuation issues.

Whether the valuation relates to large industrial plants, apartments, shopping centers, warehouses, office buildings, hotels or any other type of commercial property, the attorneys at Sleggs, Danzinger & Gill will ensure that you receive the best counsel, legal advice and litigation expertise.

Most importantly, Sleggs, Danzinger & Gill wishes everyone continued health as we navigate through the Covid-19 pandemic.

Todd W. Sleggs, Esq tsleggs@sdglegal.net

Robert K. Danzinger, Esq rdanzinger@sdglegal.net

Steven R. Gill, Esq sgill@sdglegal.net

(216) 771-8990 www.sdglegal.net

Sleggs, Danzinger & Gill

820 West Superior Avenue, Seventh Floor Cleveland, Ohio 44113

Jay Miller: jmiller@crain.com, (216) 771-5362, @millerjh OCTOBER 26, 2020 | CRAIN’S CLEVELAND BUSINESS | 7

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PERSONAL VIEW

Post-COVID-19 Cleveland plan starts with CSU

RICH WILLIAMS FOR CRAIN’S CLEVELAND BUSINESS

BBY HARLAN SANDS

EDITORIAL

Reporting for duty I

f polls are accurate, the presidential race in Ohio will be tight. We strongly encourage you, though, to ignore polls and just do what’s right, which is to perform your civic duty — yes, we still see it as a duty — and vote.

There’s never been an election that was simultaneously this contentious and, thanks to COVID-19, this irregular in how people approach the act of voting. Millions of people across the country, including in Ohio, already have voted, by mail or by dropping off a ballot at their local board of elections, and we’re encouraged that those efforts have gone relatively smoothly. The people overseeing and working at boards of elections have a tremendous responsibility every year, and particularly so this year. They deserve a tip of the hat for their efforts to date. If you’ve gone to the Cuyahoga County Board of Elections to vote or drop off a ballot, for instance, you’ve seen a process that was organized and fast.

Even in these tough circumstances, democracy can work.

It’s just taking a little extra effort this year.

What used to be Election Day is now Election Month, culminating on Tuesday, Nov. 3. Throughout the process, EVEN IN THESE TOUGH Ohioans have stepped up in CIRCUMSTANCES, a major way.

As of Thursday, Oct. 23, DEMOCRACY CAN WORK. Ohio Secretary of State Frank IT’S JUST TAKING A LaRose’s office reported that 53,981 Ohioans — an allLITTLE EXTRA EFFORT time high — had signed up to THIS YEAR. serve as poll workers on Nov. 3. It has been a bipartisan response that includes 23,140 Democrats and 20,206 Republicans, and 74 of the state’s 88 counties had met, or were close to meeting, their recruitment goal. There’s still time to sign up, and we encourage you to do so, if you’re able. Given the uncertainty of COVID, and expectations of record numbers of voters, the state needs as many poll workers as it can get. (The website FiveThirtyEight.com projects total turnout in the presidential race at 154 million voters; in 2016, turnout was 137 million.)

Presidential races draw most of the attention, but contests further down the ballot are important, too. This isn’t a year of

state races in Ohio, but your local community benefits from your active participation in council races, tax levies and all other issues voters are asked to decide. We’ll remind you of two endorsements we issued this year: recommendations for votes in support of Issue 68, the Cleveland Metropolitan School levy, and Issue 70, a levy for the Cuyahoga County Public Library.

Haven’t voted yet? There’s still time, and four ways to do it: mail your ballot, drop it at your board of elections, vote in-person at the BOE, or vote at your local polling place on Election Day. If you’re mailing it, send it as early as possible (with sufficient postage), read all the instructions, sign it and use the proper return envelope.

Americans are divided, but on this we all should agree: We’re stronger as a nation when more citizens take part in the election process, and take it seriously. We might not all be pleased with the outcome, but we can acknowledge that the people have been heard.

Tech matters I

f you care about the development of the tech economy in Ohio — and by all means, you should — this is an exceptionally promising time.

Last week’s announcement that Akron’s RVshare, which connects RV owners with clients who want to rent trailers or motor homes, had raised $100 million from investors continued a recent hot streak for outside interest in the state’s tech sector.

In late September, Lakewood company Within3, which enables life sciences clients to collaborate and communicate in a secure, virtual environment (think of it as Slack for tech), closed a financing round of more than $100 million. A Columbus health care software startup, Olive, raised $106 million this fall. Property-casualty insuretech firm Root Insurance, also of Columbus, plans an initial public offering at a valuation in the $5 billion to $6 billion range.

These are all companies that are pandemic-resistant. But it says a lot about them, and development of tech in Ohio, that investors are paying attention to what’s happening here. Let’s keep it coming.

Executive 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 civic, public sector and business leaders in Cleveland continue to assess the economic, social, fiscal and health impacts of the pandemic, it is increasingly clear that high quality, low-cost public education will play a defining role in our collective future. Whether considering short or long-term changes in our postCOVID-19 economic and social norms — remote working environments, preventa- Sands is tive health measures, travel practices to president of name a few — the time for deciding how to Cleveland State create the inclusive kind of growth we University. need and best invest in building our future talent base is now.

This pandemic, unlike other crises we have faced, magnifies a confluence of economic and social disparities that will require a more thoughtful, creative and transformative way of thinking and collaboration. Any vision and blueprint for success begins with the transformational power of a public urban research institution to drive inclusive growth and innovation and build partnerships and pathways that remove barriers to social and economic mobility. Why? Because city-centric, public research universities like Cleveland State University are where creative LOW-COST PUBLIC thought and intellectual capital “collide” to drive problem-solv- EDUCATION WILL ing in health care, industry and PLAY A DEFINING public policy — and create talent pathways for companies to grow. ROLE IN OUR How could this work accelerate in Cleveland? Consider: COLLECTIVE FUTURE. 1. First, invest in specific educational pipelines to increase the number of four-year degrees awarded — with specialty training geared to specific skills — where demand will be high in our new, post-COVID economy. Before the pandemic hit, Cleveland had more than 30,000 job postings in the health care sector alone, with more than 11,000 openings for registered nurses. Although some of that demand has temporarily slowed, current projections show significant current and future needs in urban and community health, public health, digital and connected medicine, information technology, biomedical engineering, and an entire host of health prevention and disease management support-related fields. CSU already is looking at ways to help address these gaps. Through our “CSU 2.0” process, we are reimagining how we meet future needs of our community and the region by working on ways to reposition our colleges and schools to align with these needs.

Since over 80% of our graduates choose to stay, work and live in Northeast Ohio after graduation, who is better equipped to “fuel” the number of higher education degrees, certificates, adult learning opportunities and virtual education programming that support current and future industry growth?

2. Make improving and sustaining the health of our community our No. 1 priority. Cleveland, with three major successful health systems in the Cleveland Clinic, University Hospitals and the MetroHealth System, and two large research universities in Case Western Reserve University and CSU, is one of the leading health care research and teaching hubs nationally. Nonetheless, more than half of Cleveland’s children and more than 30% of its residents — triple the national rate — still live below the federal poverty line, and this drives poor health outcomes.

Write us: Crain’s welcomes responses from readers. Letters should be as brief as possible and may be edited. Send letters to Crain’s Cleveland Business, 700 West St. Clair Ave., Suite 310, Cleveland, OH 44113, or by emailing ClevEdit@crain.com. Please include your complete name and city from which you are writing, and a telephone number for fact-checking purposes.

See SANDS on Page 9

Sound off: Send a Personal View for the opinion page to emcintyre@crain.com. Please include a telephone number for verification purposes.

8 | CRAIN’S CLEVELAND BUSINESS | October 26, 2020

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OPINION

Commercial Real Estate

SANDS

From Page 8

Cleveland residents are below national averages on most accepted and reported measures of health. Economic vitality and successfully attracting new industry depends on our communities being healthy. There is no better time for an integrated public health initiative — that focuses on education, training, solving the urban public health challenges of Cleveland, and creating jobs around our new public health narrative — to finally and ultimately improve lives for all Clevelanders.

3. Create a research and education Innovation District where Cleveland becomes a destination for future entrepreneurs and job creators. In Midtown, community leaders are discussing ways to create an Innovation District (modeled after successful districts in St. Louis and Philadelphia) to accelerate commercialization of university research, recruit local innovators and global companies, and provide co-op training and paid internship experiences for students and apprentices. Along with PhD and graduate students, these districts focus on creating and developing advanced health care and smart manufacturing positions at all technical, skill and education levels. At CSU, we have already instituted the “CSU Promise” to all current and future students: Any student who seeks a paid internship, externship, or co-op will get one. This builds upon our rich tradition of placing students at companies here in NEO — many of whom are first generation college students and underrepresented minorities.

4. Collectively invest in re-educating and graduating the 1.5 million Ohioans — 315,000 who live in Northeast Ohio — who have some college education and no degree. Upgrading workforce skills — particularly important in times of economic downturns — leads to higher-paying jobs. Although various stand-alone certificate programs and specific training can pay shortterm dividends, nothing equals a four-year degree as an economic “equalizer” for wealth disparity and prime driver in social mobility. Creating talented graduates at

scale transforms regional economies, draws companies in, and prevents industry and company “flight” when talent pools are thin. CSU, recently ranked by U.S News & World Report as the No. 1 public university in Ohio among “Top Performers on Social Mobility” and No. 119 nationally, is already a leader here, and will be looking to significantly expand, direct and streamline pathways to meaningful degrees that lead to jobs. Talent development is the key to Northeast Ohio’s future.

5. Double down on partnerships that leverage our strengths and are specifically focused on broad-based talent recruitment, growth and development. Recently, focused conversations among local corporate, civic, educational and philanthropic leaders have led to several specific concrete commitments on public-private partnerships uniquely fitted to Cleveland. One example: the Parker-Hannifin Living Learning Community at CSU, a residential experience that integrates academic support, leadership, training, mentorship and experiential learning. All 30 students from year one are back for their sophomore year — an extraordinary achievement that demonstrates our unique approach to “Engaged Learning” that changes lives. Another: the partnership between CSU and Case Western Reserve University on the Internet of Things, a research collaborative funded by the Cleveland Foundation to position Cleveland as a leader in digital innovation. The initiative, which has already resulted in attracting top academic talent and the creation of research labs, was recently awarded additional funding that will further support the work impacting cutting-edge digital technology.

Over the next five to 10 years, we have a unique opportunity to define our own future here in Cleveland, and CSU stands ready to do its part: in promoting accessible, meaningful and affordable education, in producing workforce-ready graduates, in enhancing connections to good jobs, in leveraging intellectual capital to drive innovation and economic growth, and in building the kinds of public-private partnerships that give all of us confidence we can pull together, work together and make the necessary investments to move us forward.

There is no better time to start than now.

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BY JAMES NESTEL

Mask or no mask. Reopen the schools or close them.

Progressive or conservative. So much of our political discourse today seems to be about pitting one faction against another and leaving no room for rational thought or discussion of downstream consequences. In the case of regulations for medical device servicing, the vitriolic debate between original equipment manufacturers (OEMs) and third-party service businesses has 3009 Smith Road, Suite 25 moved to the U.S. Congress.

Akron, OH 44333 | 234.231.0200 Recently, U.S. Sen. Ron Wyden, D-Ore., and U.S. Rep. Yvette Clarke, D-N.Y., introduced the Critical Medical Infrastructure Right-to-Repair Act of 2020. While I share these legislators’ objective of ensuring patients have access to safe and effective devices during the pandemic, I am deeply concerned that this legislation will miss the mark and have potentially devastating repercussions for patient safety.

10/19/20 9:10 AM This legislation is the latest salvo in the growing fray between OEMs and third-party servicers. Many third-party service businesses claim that the OEMs restrict access to service manuals and other materials, making servicing jobs more challenging and time consuming. OEMs are equally as vocal that they are held to rigorous U.S. Federal and Drug Administration regulations while the third-party servicers aren’t held to the same standards, and that this uneven regulatory playing field unnecessarily increases risks for patients. But what do those of us who have served on both sides of the divide think?

As the former head of installations and specialized service for an OEM and the current CEO of a third-party service company, my experience tells me that while this issue is nuanced, what is unquestionable is that quality servicing is about much more than just having a specific service manual or tool. It is about implementation of the right safety and process controls in the form of a quality management system that protects patient safety and ensures that devices are working effectively.

Establishing a quality management system makes good business sense. It enhances patient safety by establishing processes that reduce risk and bolster quality. Whether the FDA holds third-party servicers to the same standards as OEMs is beside the point — third-party service companies need to establish and continually maintain quality management and training systems because it’s the right move to make for their customers and patients.

The legislation at issue, then, creates more problems than it solves. I know, objectively, the goal of OEMs is not to make the job of the third-party servicing businesses more difficult. Rather, it’s to make sure medical devices are safe and effective and meet the stringent federal regulations they are required to follow. Importantly, OEMs retain liability for performance of the equipment they manufacture for the duration of its intended life cycle regardless of who performs the work.

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who have the materials are properly trained to do the work to protect patients, hospitals, providers and OEMs. This is serious work that comes with serious responsibility, and for that reason those servicing the equipment must be properly trained for each device they work on.

Simply removing barriers to proNestel is CEO for prietary tools and releasing inforAmericas and mation, as this bill would mandate, Asia Pacific for fails to maintain needed quality and Simon Hegele safety measures. It also oversimpliHealthcare Solutions. He lives fies a very complex issue. Ionizing radiation, cryogenic gases, biocomin Macedonia. patibility, electrical shielding, software cybersecurity and everything else that goes into medical devices are not risks you can manage just because you have a book. By caving to third parties and granting unrestricted access to service manuals, software and other proprietary information, the legislation fails to fully appreciate the complexity needed to safely service a sophisticated medical device.

As virtually everyone in any profession knows, training takes time — often years — and costs money — often tens of thousands of dollars. Training is highly important — particularly when it comes to complex medical equipment — because it gives technicians not only the technical skills they need to do servicing work, but tacit knowhow, broader context and an appreciation for what is at stake if things go wrong. Per FDA regulation, OEM servicers must have training specific to the devices they work on. Third-party servicers are held to no such standard — and manuals alone will not include everything a servicer needs to know when approaching a difficult repair.

Perhaps even more concerning, the legislation would allow just about anyone to fabricate medical devices parts without any reference to FDA regulatory responsibilities. While the motives behind this provision of the legislation are well-intentioned, they also pose serious safety and quality risks. Fabricating parts for medical devices is no simple task — which is why the process is heavily regulated at the federal level. Every new replacement part for a medical device reflects a significant amount of development, engineering design and rigorous testing. Not to mention, certified parts are uniform and predictable, regardless of who is performing the repair. Without strict guidance and oversight, creating unregulated parts for a medical device poses inherent safety risks to patients.

In short, I fail to see how this bill would improve innovation or servicing standards in the medical device market. Removing the already low safety guardrails from medical device servicing and mandating the release of information to individuals not specially trained in the maintenance of a device does not prioritize the safety and well-being of patients.

LETTER TO THE EDITOR

If you can shop for groceries, you can vote Since the start of the pandemic, Americans have had to deal with the decimation of face-to-face interaction, the closure of millions of businesses, and the loss of loved ones. The coronavirus has been a brutal adversary, but we cannot let it kill the American spirit that lives within all of us. That is why we must show up at the polls on Nov. 3 or earlier.

While some Americans have voted by mail, many have missed the deadline to submit ballot requests and others may not mail their ballots on time. However, many have already voted early in-person just as they have gone out to shop or eat in a restaurant. In a recent cleveland.com letter to the editor, Bennet Fagin had this to say about the experience in Cuyahoga County: “The

Board of Elections has gone to great lengths to make the process smooth and efficient. We felt safe in the building. ... We were impressed with the efforts made to protect voters. Kudos to the Board of Elections for a job well done!”

We have come a long way in seven months and understand the virus much better than we did. If you take proper precautions, such as social distancing and washing your hands after leaving the polling place, there is no need to fear voting in person. In the words of Pres.

Franklin D. Roosevelt, “The only thing we have to fear is fear itself.”

Nicole M. Johnson, M.D. Cleveland

10 | CRAIN’S CLEVELAND BUSINESS | OCTOBER 26, 2020

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LEGAL AFFAIRS

As CSU and UA explore the possibility of merging their law schools, some experts see it as an opportunity to create a new model for learning

A bridge to innovation BY JEREMY NOBILE | Ohio will have one fewer law school in the future if the University

of Akron School of Law and Cleveland State University’s Cleveland-Marshall College of Law merge. But at this early stage of the vetting process, the jury is out on whether the end result may be a positive outcome for students, faculty and alumni, their universities or the wider legal industry.

Could a combined school improve its graduation, bar passage or employment rates?

Will the curriculum be expanded with unique offerings? Could tuition be lowered, or admissions standards heightened? What happens to deans, faculty and budgets? Will graduates even have a robust job market that allows them to utilize their expensive law degrees?

Those are just some of the myriad questions that need to be addressed in a potential combination.

Considering those questions, and more, is an exploratory group cochaired by UA and Cleveland-Marshall deans charged with scrutinizing how a merger could work, what it could look like and how it could impact stakeholders.

C.J. Peters and Lee Fisher, deans of the Akron and Cleveland-Marshall law schools, declined to discuss where that process stands to-

day because of the work that still needs done. Both are reticent to talk details or personal opinions publicly at this point, lest those influence the committee.

But others in the realm of legal education are watching with curiosity at what plays out with a potential combination, possibly as soon as next fall, that would establish the largest law school in Ohio and the largest in the country shared by two urban public research universities.

There are only about 200 Ameri-

12 | CRAIN’S CLEVELAND BUSINESS | OCTOBER 26, 2020

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can Bar Association-accredited law schools in the U.S., and mergers among them are not all that common. The last two occurred in 2015 — one combined Hamline University with William Mitchell College of Law in Minnesota, the other involved two Rutgers schools — spurred in part by lingering effects of the Great Recession that coincided with a sharp decrease in law school enrollment.

With student tuition intrinsically tied to budgets, those trends

alarmed law schools, seemingly inspiring thinking about law school mergers even if one was seldom pursued. Tenuous financial positions have prompted some schools to try to be acquired by others in recent years.

Total U.S. law school enrollment hit a 40-year low in 2017 after peaking in 2010. Enrollment of first-year law school (1L) students increased in 2018 for the first time in a decade.

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Dan Glessner can laugh now about his “impeccable timing,” but weathering COVID-19 as Brouse McDowell’s newly appointed managing partner was no joke as recently as six months ago.

Glessner took the helm of the Akron-based firm on Jan. 23, squeezing in a single executive committee meeting in February, one month ahead of the statewide lockdown in March.

“As a committee, we had put a list together of things we were going to concentrate on in 2020,” he recalled.

“When the NBA canceled games and the NCAA (basketball tournament) threw in the towel, I realized this was going to be something big. We prompt- Frank George, an attorney with McCarthy, ly took our list and put it on the way, Lebit, Crystal & Liffman, works in a mask way backburner and began building a at the firm’s Cleveland office. | CONTRIBUTED new list of things to focus on.”

Deborah Read, managing partner Brouse — as did countless organizations both in and outside of the le- at Thompson Hine, noted braingal sphere — suddenly turned its at- storming/innovation and the develtention to getting employees up and opment of young attorneys as two running remotely and planning when specific tasks best accomplished and how offices could reopen safely. through in-person interaction.

“You can work on an M&A docuMore broadly, Glessner and his team — also like other organizational lead- ment, you can do tax research, you can ers — began the process of trying to write a patent — you can do all that reunderstand what it will take to operate motely. Frankly, there is a lot of headsdown work you can do better remoteeffectively in a post-COVID world.

“It’s pretty clear it won’t be busi- ly,” said Read, who oversees eight ness as usual for quite some time, if firmwide offices from her Key Tower ever,” he said.

Indeed, area “YOU CAN WORK ON AN attorneys and inM&A DOCUMENT, YOU CAN dustry watchers say the pandemDO TAX RESEARCH, YOU ic is creating CAN WRITE A PATENT — long-lasting changes in the YOU CAN DO ALL THAT practice of law.

REMOTELY. FRANKLY, A substantially heightened ac- THERE IS A LOT OF HEADS-DOWN WORK ceptance of remote working — YOU CAN DO BETTER REMOTELY.” p a r t i c u l a r l y — Deborah Read, managing partner at Thompson Hine among attorneys, paralegals and other “timekeepers” — will be one of base. “The best way for an associate to the biggest changes in an industry learn how to think analytically is to sit that has historically operated as “all down and go through a heavy analysis hands on deck all the time,” said Tom with a partner … and that just does not Clay, a principal at legal advisory firm happen in a remote environment.

“I am resigned to the fact that there Altman Weil in Newtown Square, Pa. While a few firms may have dipped will be more working from home, but their toes into distributed business I also know we have to get people models and working from home was back in the office meeting with each becoming a bit more commonplace at other, talking with each other, even if law practices prior to the shutdown, it’s not every day.”

With the prospect of more telecomthere had never been wide-scale adoption of telecommuting policies muting, at least part time, law firms are taking another look at their real and practices, according to Clay.

Yet despite being thrown headfirst estate needs. Clay said office space is into remote work, he said, firms are the second most expensive line item getting work done with very little or for most firms, and many already are “trying to renegotiate with landlords” no push back from clients.

“I don’t think there is any doubt we in terms of reducing or redesigning are going to see more people with the the space they occupy.

Shared offices or workspaces and ability and the desire to work from home part time,” Clay said. “We have hoteling will become more routine.

Read said Thompson Hine was just recently done several surveys for (law firms) at their request, and up to 85% about to sign off on the design of an of the respondents in some of these expansion at its Chicago location firms say, ‘We would like to work from that included a more traditional aphome at least one or two days a week.’” proach of permanently assigned ofLegal leaders in Northeast Ohio fices when COVID struck.

Given the new reality of remote agree that the telecommuting genie isn’t likely to go back into the bottle, work and flexible scheduling, it pivalthough they don’t anticipate mor- oted instead to a hoteling model, in which employees who don’t come to phing into virtual practices.

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“If I have to get on an airplane I will, but if I am given the option to appear remotely that is what I am doing,” he said.

Clay said the shutdown was eye-opening to many managing partners who had little idea of how much of their business development expenses went to travel, trade shows and in-person visits with clients.

“And here they are grounded and it just did not make much of a difference when it comes to generating revenue,” he said. “Many of them have said, ‘We are really going to scrutinize whether these are good expenditures or things we are doing sort of on autopilot.’”

Calfee Halter & Griswold managed to grow its Chinese operations over the second and third quarter despite not being able to travel abroad, according to Arthur “Art” Hall, administrative partner and partner-incharge of the Cleveland office.

“It used to be if you were in Clevethe office every day are assigned a land and you do work for a client in cart for their personal items and can California, you felt the need to put an call ahead to reserve one of many office out there,” he said. “So, yes, the traveling will decrease, but I think temporary offices available.

“It’s basically plug in and go to also we may see less brick-and-mortar as companies become more comwork,” she said.

Rob Glickman, managing partner at fortable with the idea that you don’t Cleveland-based McCarthy, Lebit, have to have boots on the ground.”

Support staffing also will face Crystal & Liffman, said a shift to remote also work might result in some greater scrutiny, marking more of “an firms leaving high-rent metro districts. acceleration” of a pre-existing shift, “If lawyers don’t need to be in the Ruppert McMahon and Glickman aroffice, they don’t need to be down- gue, than a new COVID-inspired trend. town,” he said.

Firms already were moving away Glickman stressed, however, that any urban exodus on the part of law from the days of one assistant per firms will be more pronounced in lawyer, Ruppert McMahon explained, largely because “IT USED TO BE IF YOU WERE tech-savvy young didn’t IN CLEVELAND AND YOU DO associates require or want as much office WORK FOR A CLIENT IN CALIFORNIA, YOU FELT THE support.

“With the pandemic, we saw NEED TO PUT AN OFFICE greater utilization OUT THERE. SO, YES, THE of technologies virtual recepTRAVELING WILL DECREASE, BUT I THINK like tionist, and as ALSO WE MAY SEE LESS BRICK-AND-MORTAR firms think about to become AS COMPANIES BECOME MORE COMFORTABLE how more efficient WITH THE IDEA THAT YOU DON’T HAVE TO and effective going forward, scalHAVE BOOTS ON THE GROUND.” ing down on ad— Arthur “Art” Hall, administrative partner and partner-inministrative charge of the Cleveland office of Calfee Halter & Griswold support staff is something that larger and more expensive locales we are hearing a lot about,” she said.

Glickman said compensation is like New York City than in economianother hot topic for law firms this cal cities like Cleveland. budgeting season. However, he expects when and how they conduct Infrequent flyers business to be more of a “seismic Travel and support staffs also could change” post-pandemic than pay look very different post-pandemic, ac- structures and bonuses.

“They are being much more caucording to industry insiders.

Cleveland Metropolitan Bar Asso- tious, as they should be,” Glickman ciation CEO Rebecca Ruppert Mc- said, “but the criteria will basically Mahon said a wider acceptance of remain the same.”

“I think the key to this whole situavideoconferencing, in particular, is tion is reacting appropriately,” Glessminimizing the need to travel.

“Deposing clients entirely in virtu- ner said. There will be less travel and al space would have rarely been uti- more remote work, he said, but virtulized, and things like due diligence al meetings “will not fully replace huand audits of books typically involve man interactions by any means,” eson-site, in-person meetings even pecially when it comes to building though the technology to do them re- trusted relationships between law motely has existed for some time,” firms and their clients.

“Not overreacting,” Glessner conshe said. “But now so much is done remotely that in some instances cluded, “will be just as important as there may be almost no onsite work- not underreacting.” ing is getting done.”

Glickman alone anticipates “cancel- Contact Judy Stringer: clbfreelancer@crain.com ing 100,000 miles of fights this year.”

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FOCUS | LEGAL AFFAIRS

ANDREW HARRER/BLOOMBERG

Supreme Court tackles legality of patent review board judges

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Seeks to clarify a lower court decision that critics say has caused ‘havoc and confusion’

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Patent and Trademark Office, both Senate-confirmed positions.

“The court of appeals has unThe U.S. Supreme Court will consider the constitutionality of admin- wound the significant efforts of the istrative judges that review the validi- agency and the litigants in the adty of issued patents, seeking to clarify ministrative proceedings — often a lower court decision that critics say spanning a year or longer — to determine the patentability of the chalhas caused “havoc and confusion.”

The high court agreed to review lenged claims,” the Solicitor Generwhether judges with the Patent Trial al’s Office wrote in the government’s and Appeal Board were unconstitu- Supreme Court petition.

The original case involved an Artionally appointed with too much authority. An appeals court found that threx Inc. surgical device patent that PTAB judges had such power over was invalidated by PTAB after a chalpatents that they should be nominat- lenge by Smith & Nephew Plc. Both ed by the president and confirmed by Smith & Nephew and the Trump adthe Senate or, alternatively, be al- ministration argue that the judges are what’s known as “inferior officers” that lowed to be fired without cause.

Created by Congress in 2011 as a don’t have to be appointed by the presfaster and cheaper alternative to litiga- ident. Arthrex argues they are “principal officers,” but that tion in federal courts, the Federal Circuit’s PTAB’s power to in- THE RULING BY THE remedy didn’t fix the validate patents has illegality of the aplong been controver- FEDERAL CIRCUIT, THE pointments. sial. Patent owners NATION’S TOP PATENT In addition to the and critics have government’s peticalled it a “death COURT, RESULTED IN A squad” for the high MISHMASH OF ORDERS tion, Arthrex and Smith & Nephew rate of patents being canceled, and have IN WHICH SOME BOARD each filed their own There are launched a barrage DECISIONS WERE SENT petitions. dozens more before of legal challenges to the court that could the board.

BACK WHILE OTHERS be affected by its The ruling by the findings.

Federal Circuit, the REMAINED IN PLACE. Other companies and organizanation’s top patent court, resulted in a mishmash of orders in which some tions urged the Supreme Court to reboard decisions were sent back while view the issues.

Comcast Corp., which is embroiled others remained in place. Patent owners have tried to have challenges in a royalty battle with Xperi Holding dismissed and other judges have Corp.’s TiVo, said invalidity rulings it won at the agency were sent back by questioned the panel’s decision.

The decision has caused “havoc the Federal Circuit even though TiVo and confusion, resulting in over 100 never raised the constitutionality issue. otherwise unassailable final written TiVo, in its own filing urging review, decisions by the PTAB being sum- said removing the job protections of marily vacated and remanded to be the judges makes them ineligible to reheard unnecessarily, the wasting of preside over any cases under the Advaluable party and court resources,” ministrative Procedures Act. PTAB is popular with companies Askeladden LLC wrote in a brief supporting the Supreme Court taking the like Apple Inc. and Google Inc. lookcase. Askeladden is a group set up to ing to invalidate patents that are part address patent issues by the Clearing of lawsuits against them.

The drug industry has a love-hate House, a payments company owned relationship with PTAB. Drugmakers by the biggest U.S. banks.

The federal government contends have feared that the board would strip that the roughly 260 administrative their blockbuster medicines of legal patent judges are constitutional as protection, while Gilead Sciences Inc. they are appointed by the Commerce turned to the agency in an unsuccesssecretary and must operate under ful effort to invalidate government rules set by the director of the U.S. patents on a way to prevent HIV.

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FOCUS | LEGAL AFFAIRS

MERGER

“THE MOTIVATION IN A MERGER SHOULD BE, ‘WE ARE GOING TO DO THIS TO BE SMALLER AND SO WE CAN DO A BETTER JOB OF SERVING OUR STUDENTS AT A BETTER PRICE.”

From Page 12

UA and Cleveland-Marshall law schools each have about 400-some students today, but incoming 1L classes are about 37% lower in Akron (111) and 26% lower in Cleveland-Marshall (144) compared with 2010.

Some observers see the proposed combination in Ohio as an opportunity to create something truly innovative in terms of how the schools 40 miles apart could function together.

One of those is Law School Transparency executive director Kyle McEntee, who thinks Akron and Cleveland could be a test case for what he describes as a wheel-andspoke law school model, whereby 1L education is managed through a centralized location, possibly remotely, with in-person instruction commencing in the following years on respective campuses.

It’s a potentially cost-effective option, but something many schools don’t seem to find very palatable or effective in practice. William Adams Jr., managing director for accreditation and legal education for the ABA, declined to share any opinions on such an idea, which is just one of many ways a merger of schools could play out.

“The motivation in a merger should be, ‘We are going to do this to be smaller and so we can do a better job of serving our students at a better price,’” McEntee said. “I think schools that decided they need to increase enrollment to stay open, they are going to struggle in a few years if they’re not getting jobs in their field because people won’t go to those schools anymore. So will they be structured in a way that can withstand this? It all depends on what the structure looks like after the merger.”

——Kyle McEntee, Law School Transparency executive director

Law School Transparency executive director Kyle McEntee thinks a meger of the UA and CSU law schools could be a test case for an innovative new model. | CONTRIBUTED

Any merger plan would require approvals from at least the schools’ boards of trustees, the state of Ohio, the Higher Learning Commission and the ABA. The soonest students and faculty could be operating within a combined law school would be next fall.

That timeline would likely entail recommendations being passed from the working group to university presidents by the end of January should pursuit of a merger move forward.

But it’s also possible merger talks could take longer, or that nothing changes at all.

Those who know the Akron and Cleveland deans, like University of Toledo College of Law dean Benjamin Barros, express some general faith that the schools won’t make any

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decision that doesn’t ultimately benefit students and the legal profession by extension. Barros said he thinks a combined larger-enrollment school could bring some potential advantages, like the possible increase in

“breadth of coverage and programs and expertise.”

But no merger is vetted without an eye toward financial viability, something UA has been grappling with the past several years. The Mitchell-Hamline merger in Minnesota came one year after Hamline saw 1L enrollment fall to just 90 students, putting it in the company of just 25 schools with 1L groups of fewer than 100 students.

The Akron and Cleveland schools — which earlier this year announced cross-registering of eight course for this fall — have said they’re approaching a merger from equal positions of stability. CSU president Harlan Sands and UA president Gary Miller noted when mergers talks were announced that finances are not a factor so much as conveying a

spirit of collaboration and openness to considering a new model in unprecedented times for the economy and education.

That makes sense to Barros, who is interested in law school mergers but said he’s not vetting one for his school, which has about 300 students.

“When you’re in a crisis,” he said, “you look around and ask questions like, ‘Can we do this better?’ In ordinary times, it’s just not something you’d look at.”

Yet circumstances at UA seem to paint a different picture of financial stability for the university at-large. In 2018, the school cut about 80 programs as part of a massive academic restructuring. In July, UA trustees approved eliminating 178 positions, including 97 full-time faculty jobs. It’s plausible the future of the UA law school is being reviewed in concert with these other sweeping changes that have already been made.

McEntee said a concern is if the schools are considering merging from financial motivations, then the end product may not be as positive for students and the profession.

“The devil is really in the details,” he said.

Jeremy Nobile: jnobile@crain.com, (216) 771-5362, @JeremyNobile

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As a young woman, Jacquelyn Gaiman struck someone in self-defense, a man who she said had attacked her. Police arrested Gaiman on a domestic violence charge, staining her permanent record and locking her out of employment or any semblance of a normal existence.

“I absolutely believed my record would never be cleared,” said Gaiman, a mother of two from Cleveland. “I was at a loss. Fully depressed and angry with life, myself and my kids. I couldn’t understand why, when they said they want people to be a productive part of society, nobody would take a chance and hire me.”

Gaiman pursued an expungement, referring to the right every citizen has to get their arrest and conviction records permanently sealed. But like many individuals in similar circumstances, her hoped-for clean slate remained messy.

In 2016, a 211 helpline counselor gave Gaiman contact info for LegalWorks, a Cleveland nonprofit known for removing legal obstacles similar to what she faced. Within months, the low-cost legal clinic wiped away the problems haunting Gaiman for nearly a quarter century. Now an administrative assistant at Cuyahoga Metropolitan Housing Authority (CMHA), she is busy honing skills for the next stage of what she hopes is a successful career.

“That’s all I wanted to do — to go to work and take care of my kids,” Gaiman said. “I’m a much happier person now, and that means so much.”

Gaiman is also eager to praise James Levin, the Cleveland attorney who founded LegalWorks in 2014. Levin launched his organization to combat legal issues no matter how incidental, as it’s often the little things that mire people in the system for decades.

Whether a minor misdemeanor or an arrest warrant for an old traffic ticket, their consequences can limit a person’s work options, housing, credit rating and even their health care.

“If you’re trying to get a job, a criminal record or open warrant is the first thing that will flag during a background check,” Levin said. “So I said let’s offer a service that seals records and gets arrest warrants removed.”

Cases can be complex Since 2014, LegalWorks has sealed or vacated 1,000 criminal records and arrest warrants, including 300 last year. Around 85% of Levin’s clients are minorities facing immediate arrest and apprehension — about 70,000 arrest warrants are on file in the city of Cleveland alone.

LegalWorks’ motion-to-seal fees are nominal compared to what most attorneys charge, Levin said. Investigations into individual cases within Cleveland or county common pleas court are $50, part of a fee scale topping at $200 for cases tried in adjacent counties. Attorney fees are unrelated to court costs, which can range from $50 to $100.

Eligible candidates are allowed five or fewer nonviolent felonies as well as unlimited nonviolent misdemeanors. Levin has also gotten as-

James Levin, founder of the nonprofit LegalWorks, speaks with a paralegal in his office.

Levin in 2014 founded LegalWorks to help clients clear their records of obstacles such as outstanding warrants. | CONTRIBUTED

saults vacated — as in the instance of Gaiman’s domestic violence case — to activate eligibility.

While many cases are relatively simple to deconstruct, some clients arrive with intricate legal situations that Levin and his small team must untangle. A court may deem an attempted robbery as a crime of violence even if the robbery never happened. Or someone stealing items from a Target may be charged with multiple felonies.

Levin has empathy for everyone who arrives at his Famicos Founda-

“IF YOU’RE TRYING TO GET A JOB, A CRIMINAL RECORD OR OPEN WARRANT IS THE FIRST THING THAT WILL FLAG DURING A BACKGROUND CHECK. SO I SAID LET’S OFFER A SERVICE THAT SEALS RECORDS AND GETS ARREST WARRANTS REMOVED.” — James Levin, founder of LegalWorks

tion-based LegalWorks clinic — one of four offices scattered throughout Greater Cleveland — but there are times when he has to turn down a candidate.

“We’re tougher than ever when it comes to saying no,” Levin said. “That’s hard, because you hear stories of such desperation, and you’re thinking of how you can help. Sometimes you can’t.”

The idea for an affordable legal clinic came to Levin on a homicide case where not one of the 20 witnesses scheduled to testify on behalf of his client showed up to court.

“All these guys had open warrants,” said Levin, whose legal life is balanced by cultural accomplishments including the birthing of Cleveland Public Theatre and IngenuityFest.

“Petty infractions such as traffic violations or misdemeanors. A criminal lawyer can go to a clerk’s office and get a warrant removed, but lawyers also charge for a retainer. None of those guys could afford it.”

Watching clients blossom The disproportionate fallout of an unfair legal system motivated Levin when approaching Famicos Foundation about opening his first clinic.

Sealing records has changed lives, leading to improved employment, better credit and unrestricted housing opportunities, he said.

Despite having three academic degrees, Gaiman said her legal history shut her out of meaningful work.

Levin not only helped seal her records, he hired her as an administrative assistant during the monthslong legal process. Gaiman now calls the attorney a close friend, one who may have literally saved her life.

“I love him to death,” Gaiman said.

“James knows his stuff and doesn’t mind letting anyone know it. His belief in me meant so much. There should be five of him, because people need him and the services he offers.”

Securing justice for the disenfranchised is the Legal Aid Society of Cleveland’s mission, making its relationship with Levin a natural one, said executive director Colleen Cotter. Legal Aid partners with the clinic on referrals as well as creating events around the collateral consequences of criminal convictions.

Cotter pointed to Levin’s focus on people of color, who are ensnared in the criminal justice system at a higher rate than white people.

“They’re already behind the eightball, and their issues are compounded by a prior record,” Cotter said.

“Now they’re able to have a fresh start without having to check that criminal box on a job application.

Folks can instead hold their head up high and say, ‘I’m qualified for this job.’ That’s transformative.”

Like nearly every facet of society, Levin’s work has been impacted by the pandemic. LegalWorks conducts interviews via teleconference or phone and is currently developing a program with Cleveland Public Library on giving would-be clients weekly computer lab access.

Levin looks forward to making more friends like Gaiman — people now blossoming after losing years of their lives.

“I’m inspired by what so many of my clients have been able to do,” Levin said. “Being part of their stories is heartening.”

Contact Douglas J. Guth: clbfreelancer@crain.com

20 | CRAIN’S CLEVELAND BUSINESS | OCTOBER 26, 2020

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DARK MONEY

From Page 1

Facebook advertising and the website for Cleveland’s Future Fund LLC, the group behind the mailings and online videos, indicate that a Florida political consulting firm with Ohio roots is crafting the message.

Those digital fingerprints belong to Majority Strategies, an operation that casts itself as “America’s premier influence marketing services firm.”

The company’s CEO, Brett Buerck, is an Ohio native with a background in GOP communications. His résumé includes a stint, in the early 2000s, as chief of staff to former Ohio House Speaker Larry Householder, who is now caught up in a scandal over an alleged bribery scheme related to House Bill 6, a sweeping energy bill that included a bailout for the state’s nuclear power plants.

A Majority Strategies spokeswoman said that the firm doesn’t comment on its client work. Buerck declined interview requests by phone and email.

But pop-up explanations for why Cleveland residents have been seeing anti-levy videos on Facebook refer to a list uploaded by Majority Hunter, a company affiliate described as a Republican operative staffing agency. Security details for the Cleveland’s Future Fund website list Majority Strategies by name.

The mailings, which warn of rent hikes, small business closures and economic hardship if the school levy passes, are less revealing. The return address on them leads to a virtual office space downtown and to an outof-town attorney who filed incorporation paperwork last month for the nonprofit limited liability company.

Elections researchers said the tactics being employed in the school levy fight are typical of dark money campaigns, whose backers hide their identities while seeking to shape voters’ views.

Such spending is most common in higher-profile politics and in candidate races, experts said. But it’s spreading.

“We are seeing dark money seeping into all levels of government and all aspects of U.S. political processes,” said Anna Massoglia, a researcher for the Center for Responsive Politics, a nonpartisan group that tracks the impact of money and lobbying on elections and public policy.

She added, “It really leaves voters and just the average member of the American public in the dark about who’s spending to influence policies behind the scenes, and who’s spending to try to influence their vote.”

Opponents fear retribution Price, the owner of Terminal Tower and other sizable downtown buildings, wouldn’t say how much money he has given to Cleveland’s Future Fund or who his fellow contributors are.

“That’s everybody’s own business,” he said. “People are afraid of retribution, and I don’t blame them. I’m just to the point where, what are they going to do to me?”

He characterized the Cleveland Metropolitan School District, which is asking voters to renew a 15-mill levy they first approved in 2012 and to tack on 5 mills, as a “bureaucratic nightmare” with a bloated budget.

Commercial property owners and other businesses would pay twothirds of the costs of the levy to cover district operations, including expenses created by the pandemic.

The levy would generate more than $90 million a year for the schools. The Cleveland’s Future Fund website and some of the group’s ads describe all of that spending as “new

costs,” even though property owners already are paying about $66 million of that annual bill.

The district says the new millage will add about $7 a month to the property tax bill for a midprice home in the city.

Commercial real estate owners have much more money at stake, though recent apartment projects benefit from tax abatement and other incentives that temporarily buffer them, to varying degrees, from increases.

Price said property owners are tired of constant battles with the school district over real estate valuations. They’re being flattened by a public health crisis and accompanying economic downturn that have been brutal for the central business district, which relies on office workers, diners, event-goers and travelers who, by and large, haven’t ventured

A flyer paid for by Cleveland’s Future Fund LLC and sent to households in the city early this month claims that passing a Cleveland school levy on the Nov. 3 ballot will hurt renters and small businesses. | MICHELLE JARBOE/CRAIN’S CLEVELAND BUSINESS

downtown since March.

“It’s like squeezing blood out of a rock,” Price said. “Of course, we care about the kids. Of course, we care about education in the city of Cleveland. We also care about staying in business and providing for our employees and our residents” During a stopover in Cleveland on Tuesday, Oct. 20, American Federation of Teachers president Randi Weingarten chastised nameless opponents of Issue 68. In a fiery speech to a small audience outside Max S. Hayes High School, she urged them to “have the moxie to tell us who you are.”

Another speaker at the gathering, Cleveland Teachers Union president Shari Obrenski, had just filed a complaint against Cleveland’s Future Fund with the Ohio Elections Commission. The complaint claims that the group has violated state law by using a fictitious name, since one mailing said it was paid for by Cleveland’s Future Foundation LLC instead of “Future Fund.” Obrenski also alleged that the opposition is using a fake address, based on information in a Crain’s story published last month.

The commission isn’t expected to weigh in on the case before the election. The complaint won’t impact what happens Nov. 3. But Obrenski, who taught American history and government in Cleveland for 22 years, said she felt compelled to fight back.

“I think it’s really important that individual citizens stand up and say enough is enough,” she said during an interview.

The Ohio Federation of Teachers also has jumped into the fray, launching a pro-levy site — clevelandfuturefund.com — that pops up in searches for the opposition. “Wealthy corporate developers are trying to hold Cleveland voters hostage, spending hundreds of thousands of dollars to defeat the school levy in an effort to avoid paying their fair share,” the website reads.

May be easier to influence

SALT • SALT • SALT

Unless additional backers agree to talk publicly, it’s unlikely that much Water Softener • Industrial • Food • Ice Melt • Sea Salt more information about Cleveland’s Future Fund will be available before the campaign season ends.

The group, which is soliciting doMinimum Delivery: 1 Pallet nations through its website, doesn’t appear in federal or state nonprofit databases. In Ohio, tax-exempt organizations have six months after they form to register with the Attorney General’s office.

Nonprofit companies must file federal tax returns, which are publicly available. But the first such filing for Cleveland’s Future Fund might not be due until late 2021 or early 2022.

Election attorneys and other experts contacted by Crain’s questioned why the group hasn’t registered as a political action committee, since it appears to fit the definition of a PAC under Ohio law. Political acMEDINA, OH tion committees must file income 1-800-547-1538 and spending reports with the state.

Salt Distributors Since 1966 If the company isn’t technically a PAC, it still will be required to submit a www.saltdistributormedinaoh.com spending report to the Cuyahoga County Board of Elections. Ohio requires pre-election filings from entities that spend or receive at least $1,000 to influence a race or ballot issue.

IT’S ALL IN THE DELIVERY! It’s unclear how much money is flowing to and from the anti-levy Grimm Winter mix 2x4.33.indd 1 9/22/2020 Cleveland’s Future Fund. Members of the local teachers’ union have seen eight different glossy mailings with similar language and the same return address, Obrenski said. Facebook’s advertising library shows that the group has spent more than $28,000 on its social media efforts.

Facebook and flyers are effective ways to reach voters without revealing Since www.bonniespeed.com who is behind the message, research1959 ers said. Unlike more traditional advertising platforms, social media companies don’t have uniform disclosure standards for political ads, said Michael Beckel, research director for Issue One, a bipartisan political reform group in Washington, D.C. Television and radio ads are much more costly and, often, easier to track.

Beckel has encountered many of the trappings of the Cleveland’s Future Fund campaign before, from a company’s formation fewer than 60 BUSINESS & RESIDENTIAL days before an election to the use of a virtual address.

“We’ve seen an increasing amount of money from opaque and secretive LLCs at the federal level, and I assume that trickles down to the state and local level to some extent,” he said.

Political messaging can shape voters’ behavior in their own backyards more than it does in state and national contests, said Stephen Brooks, associate director of the Ray C. Bliss Institute of Applied Politics at the University of Akron.

Local issues like school levies don’t get thorough coverage, he said, leaving voters desperate for information, whatever the source.

“I think this kind of dark money can have a much bigger effect in local elections than it ever could in a gubernatorial or senatorial election,” he said.

Still, he found the skirmish underway in Cleveland striking.

“Your description is the first time I’ve heard of dark money coming down to local politics, and local politics is actually my specialty,” Brooks said. “But I’m not surprised.”

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Michelle Jarboe: michelle.jarboe@ crain.com, (216) 771-5437, @mjarboe OCTOBER 26, 2020 | CRAIN’S CLEVELAND BUSINESS | 21

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10/23/2020 1:50:24 PM

1:14:55 PM

AKRON REAL ESTATE

New luxury apartments coming to Akron’s East End

$20 million project is third phase of IRG’s redevelopment of Goodyear’s former headquarters campus BBY DAN SHINGLER

Akron is getting some more luxury apartments on its near east side.

Industrial Realty Group has begun construction of more than 60 new units at its East End development on East Market Street.

The units will cost about $20 million to build out and will lease for more than IRG’s existing East End apartments across the street, where Goodyear Hall was formerly located, IRG senior development manager Michele Kiernan said. The new residences represent the third phase of IRG’s development of the former Goodyear headquarters complex.

“We are building what we’re calling The Lofts at the East End. It’s 66 units.

Fifty-six are one bedroom, and 10 are two bedrooms. They sit on the fifth, sixth and seventh floors” of Goodyear’s former headquarters, Kiernan said.

Construction began in September, and should be done by the end of spring 2021. Tenants are expected to begin moving in beginning in June or July, she added.

Cleveland’s Dimit Architects did the design work, while Medina’s Pride One is the project’s general contractor, Kiernan said.

Kiernan and IRG president and founder Stu Lichter said the units have been planned for some time and the success of the 105 apartments the company already has developed in the East End convinced IRG that now was the time to build further.

“Our apartments have done really well there, so we decided to move forward with The Lofts. They’ll be a little more expensive than the apartments

Industrial Realty Group is starting with its third phase of redevelopment at the former Goodyear headquarters complex. The project calls for 66 luxury apartments. This rendering shows the building’s lobby. | CONTRIBUTED RENDERING

across the street,” Kiernan said.

IRG plans to lease the new apartments for about $1.80 to $1.95 per square foot. That’s more than the roughly $1.50 per square foot that tenants of existing units across the street pay, but in line with the prices for other big new projects, including the Bowery District on South Main Street downtown, Kiernan said.

The Bowery has so far reported it’s had no problems signing residential tenants, and East End’s experience has been the same.

“The apartments across the street at Goodyear Hall have always had 95% occupancy, and we’re currently at 100% occupancy. … We think with the wait list we have, we’ll be able to backfill across the street,” Kiernan said.

With units sized between 700 and 1,300 square feet, rents will be some-

where between $1,260 and $2,535 per month.

Along with those higher prices will come more amenities. Many of the new units will have their own private balconies, and the building will include things like golf simulators and fitness rooms, Kiernan said.

It’s an expensive undertaking.

“Including site improvements, because we’re investing in a parking lot, too, at the end of the day we’re probably at $20 million when we’re all in. It’s a huge number relative to the number of units ... but there’s a lot of demolition, original floors that we’re ripping up and we’re putting in all new mechanical systems,” Kiernan said.

It’s not as if there’s no room for the new units — the entire East End development entails more than 400 acres, and IRG has about 1.4 million square

feet on the south side of the street where the new development is taking shape.

The East End development already has attracted some big companies, such as the engineering and industrial firm Babcock & Wilcox and the accounting giant Ernst and Young, both of which moved in last year and brought hundreds of jobs to the site.

The city couldn’t be more pleased with how the entire site is progressing, said Akron planning director Jason Segedy.

The expansion of the project’s residential component helps build up the East End as a neighborhood by giving it the critical mass it needs to support things like restaurants, coffee shops and retailers. It also fits perfectly with the city’s goal of rebuilding Akron’s population, Segedy said.

“It’s exciting. We were aware of the apartments going in on that side, and I think it’s very healthy,” Segedy said.

“There’s so much space over there, and having residential on both sides of the street will add some real vibrancy to that neighborhood. It’s good for their development to have the apartments keep coming in and having more people there in general works great with our strategy of rebuilding the population.”

But for Segedy at least the project represents even more than new jobs, new residents or even new tax revenue for the city. It’s also preserving historic industrial sites that were once seen as lost causes and had become little more than nuisances.

When Lichter took over the Goodyear site, it was part of a deal he orchestrated that included keeping Goodyear in town and moving it to its

current headquarters just to the south on Innovation Way. Lichter’s finding a use for the company’s old headquarters might be equally important to Segedy and other advocates of a new urbanism that includes repurposing historic buildings.

“That’s something we’re proud of as a city. Even though we lost those industries, with a lot of the buildings, and particularly Goodyear’s and BFGoodrich’s, we’ve been able to keep (the buildings). … Back in the ’80s, a lot of these defunct industrial buildings had kids skateboarding in them, were filled with graffiti and were just sort of waiting for nature to take its course,” Segedy said. “So, it’s been really exciting to see this space evolve and be developed like this.”

Segedy said the city has also been watching the project to see who moves in — and whether Akron is gaining new residents from out of town as a result of the project.

“When they did the apartments on the other side, more than 50% (of the new residents) were from outside of Akron, so they were drawing a lot of people from the suburbs. … That’s something we’re seeing with the Bowery now as well. A lot of their new tenants are from outside of the city,” Segedy said.

Kiernan said East End is benefiting from good jobs in the city, including at some of the companies that have moved into its own development.

“A number of our tenants are executives or employees of B&W, and even more are from SummaCare and their hospital,” she said.

Dan Shingler: dshingler@crain.com, (216) 771-5290, @DanShingler

MANUFACTURING

Goodyear making big tire-production strides with soybean oil BBY ANDREW SCHUNK RUBBER & PLASTICS NEWS

Akron’s Goodyear Tire & Rubber Co. is pioneering new frontiers in both tire and non-tire elastomer technology with the use of one of the most ubiquitous and environmentally friendly materials in the world: soybean oil.

According to Robert Woloszynek, chief engineer of polymer science for Goodyear, use of the vegetable byproduct over the past four years has transitioned from the research and development stage to the commercialized forefront, replacing petroleum-based oils in many of the company’s premium tire brands.

And through compounding and other advancements, the world’s third-largest tiremaker has been able to meet the same performance thresholds — such as rolling resistance, wet and dry performance, and treadwear — found in tires with legacy naphthenic oils.

Woloszynek gave an update on Goodyear’s soybean oil efforts during September’s virtual International Tire Exhibition & Conference, hosted by Rubber & Plastics News, a sister publication of Crain’s Cleveland Business.

“I consider soybean oil to be one of the materials that checks all the boxes,” he said. “We have successfully trans-

ferred soybean oil to our premium products, and the success of those products over the last four years has led to great opportunities. ... This is proving to be a differentiator for Goodyear.”

With fuel efficiency and sustainability at the top of customer demands today, replacing the use of petroleum-based oils in tire and nontire products has become essential, Woloszynek said.

Customers are more educated today and want all-in-one tire performance, something that has not been possible without complex formulations and compounds.

“Customers are looking for wet performance, increased fuel efficiency, snow performance, increased tread life, manufacturing efficiency and sustainability,” Woloszynek said.

Rolling resistance, wet and dry performance (in the snow, sun and rain) and treadwear form the “performance triangle” for tiremakers, and in the past increasing one meant weakening another.

Through compounding and modifications, Goodyear says it has seen success with petroleum-based oils, but there always has been a trade-off in terms of environmental impact or performance.

But through some “tremendous collaboration” with the United Soybean Board, Goodyear has seen its

GOODYEAR

new technology come to fruition.

“The United Soybean Board promotes Goodyear products and provides new opportunities to market this technology to our customers,” the tiremaker’s chief polymer science engineer said. “Farmers invest funds from the board to find new applications for soybean oil.”

Soybean oil is a byproduct of beans grown for protein, he said, and even with food and other industrial applications, there are “still billions of pounds of soybean oil available.”

Goodyear has found soybean oil to be “domestic, abundant and renewable” and to possess some key attributes for tiremaking, such as thermal stability and compatibility with rubber compounds.

“It is a renewable resource, com-

pound adjustments are possible and various grades are available,” he said.

In fact, soybean oil’s properties can mean better manufacturing capacity and a reduction in the energy needed in overall production, he said.

Though, soybean oil is not entirely perfect when it comes to polymers, though, he said. Improvements in one corner of the performance triangle still can come at the expense of another.

“Soybean oil is good for wet traction, compounded with high styrene and high vinyl, but it took a hit in treadwear when we improved the others,” he said. “We can adjust by compounding, and we are able to balance the properties and in many cases see an improvement in performance.”

So how is Goodyear leveraging soybean oil to give the proper performance?

“We have a lot of levers we can pull with soybean oil,” he said. “Soybean oil allows a compound to remain flexible across a broad temperature range, improving the balance of wet and snow traction.”

Such benefits have found their way to the commercial front lines for Goodyear, as soybean oil has replaced petroleum oil entirely in the company’s Assurance WeatherReady tire, introduced in 2017. That move provided a 60% overall reduction in petroleum products in the tire, Woloszynek said.

Soybean oil also is used in the company’s Eagle Enforcer All Weather tire, used on police cruisers “where all-weather traction for police forces are critical,” Woloszynek said. The move reduced overall petroleum products by about 40%.

About the same reduction was seen in Goodyear’s Eagle Exhilarate tire, introduced in 2019 as an ultra-high performance tire that also is able to balance snow/wet performance, according to Woloszynek.

Goodyear is taking the technology beyond tires, as a partnership with Sketchers finds soybean oil being compounded into shoes for enhanced wear and stability.

Goodyear looks to continue the expansion of soybean oil technology.

And OEMs are watching.

“This is providing a ton of flexibility for us,” Woloszynek said, adding that Goodyear is in discussions with municipal fleets such as the New York City police and fire departments, as well as the New York-New Jersey Port Authority.

“They have begun to implement soybean oil-contained tires and they are getting great results. ... Because of these successes and our continued development, we have a long-term goal of fully eliminating petroleum oils by 2040. Soybean oil is delivering for Goodyear.”

22 | CRAIN’S CLEVELAND BUSINESS | October 26, 2020

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CRAIN’S CLEVELAND BUSINESS

From Page 3

After intense pressure from wind farm supporters, the OPSB on Oct. 8 voted to accept a motion by board member and Ohio Department of Natural Resources (ODNR) director Mary Mertz to eliminate the feathering provision.

The move allows the project to go forward, pending an appeal by local opponents, but the delay and continued uncertainty is consequential, Karpinski said.

“You do not just flip the switch and get it back up and running,” he said of the project.

In addition to the ongoing federal court matter, opponents, including two Bratenahl residents who had been represented by attorneys bankrolled by Ohio coal producer Murray Energy Corp., have until the beginning of November to appeal the OPSB ruling. Then, depending on that outcome, those same opponents would have a right to take up the issue directly with the Ohio Supreme Court within 60 days.

Even if everything goes LEEDCo’s way, that translates into a delay of 12 to 18 months before a case would be heard, Karpinski said.

John F. Stock, an attorney who represented the Bratenahl residents and other anti-wind groups, did not respond to questions from Crain’s regarding a possible appeal to the OPSB decision.

“Until we know, we are in a holding pattern,” Karpinski said.

David Wondolowski, executive secretary of the Cleveland Building and Construction Trade Council,

which is supporting the project and plans to be part of the eventual construction, is concerned the constant pushback of the project’s timeline and intense regulation could have a chilling effect on putting together the financing the project needs.

“It makes investors leery about their return on investment,” Wondolowski said.

Even as Icebreaker has high-level support (and funding) from backers that include the city of Cleveland, Cuyahoga County, all the regional port authorities, trade unions, the Cleveland Foundation and Case Western Reserve University, the OPSB supersedes local rule.

“One of the questions is how do you build with a shutdown option possibly pending?” Wondolowski said.

The project, if it moves forward, is estimated to produce 20 megawatts of clean power, create more than 500 jobs and provide $250 million in economic benefits for the region.

Supporters — including William Friedman, Port of Cleveland president and CEO and a LEEDCo board member — are concerned about losing the advantage of being the first project of this type in the region.

“It is a very, very long process,” Friedman said, referring to the regulatory procedure. “What I do worry about is that the market landscape is changing, and the lead we had will start to erode as other states are moving ahead with renewable energy.”

Williams echoed those concerns: “These investors are not going to continue to throw money at this project. They might cut their losses.”

Kim Palmer: kpalmer@crain.com, (216) 771-5384, @kimfouroffive

OECONNECTION

From Page 1

Rotuno had been CEO of OEConnection since its founding in 2000.

Brown has a lot of experience on the sales, go-to-market side of the business, said Rotuno, whose background was in finance. That financial experience certainly worked out for the company so far, but Rotuno said he thinks a fresh point of view will be healthy for the business.

Rotuno also said Brown has more experience in international markets than he did, which will be beneficial as the company continues to grow its reach beyond North America.

OEConnection works with automakers across the world, whether it’s U.S.-based companies doing business overseas or overseas manufacturers working in the states.

“We have to be global,” Brown said. “We can’t just be U.S.-centric.”

Brown came to OEConnection from technology, finance and insurance solution provider Innovative Aftermarket Systems, where he served as president and CEO. He has a background in the financial and insurance technologies markets, as well as in the automotive industry.

Brown said he views himself as a “servant leader,” not taking the lead at the company but instead taking cues from everyone who’s gotten it where it is today. He does bring a fresh perspective, though, and he’s interested in expanding the company to new customers and new markets.

OEConnection’s core business is in technology solutions that help

VOTING

“WE HAVE TO BE GLOBAL. WE CAN’T JUST BE U.S.-CENTRIC.” — Patrick C. Brown, OEConnection CEO

ing the data it’s already collecting in easy-to-understand ways is another way OEConnection can add value.

That focus has been growing in recent years, but is of particular interest to Brown.

“At the end of the day, OEC has such tremendous data on our platform. It’s millions of transactions that occur on our platform,” Brown said.

The company’s core customers are OEMs and dealerships, but Brown also sees expanding support for its collision and repair customers as a “critical path” for the company’s future. And while he plans for the

S E P T E M B E R 3 - 9 , 2 018

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PA G E 2 2

company to grow among its existing customer base, he also sees opportunity to expand into new areas. Already, OEConnection has grown from a focus on automotive to one that includes heavy truck, and Brown sees potential in areas such as power sport vehicles and RVs as well.

“I always say if it’s got two tires and a motor, it’s an opportunity for us,” Brown said.

OEConnection has almost 1,000 employees around the globe, but it calls Northeast Ohio home. Brown said the COVID-19 pandemic and remote work — and the realization that a hybrid model could be possible going forward — has allowed the company to expand its hiring base to a wider radius in the region.

OEConnection is one of “Northeast Ohio’s best-kept secrets,” Rotuno said.

The company has often operated under the radar despite its healthy sales, significant employee base and relationships with major automakers.

People don’t often think of Cleveland as a base for technology companies, Rotuno said, but he’s seeing more local graduates pursuing technology as a degree and companies like OEConnection and Hyland Software thriving in the region.

Though OEConnection has grown its offerings over the years, the “vision and mission” has remained steady, Rotuno said. And he thinks the company will continue to grow and become more of a recognizable brand name in the future.

Rachel Abbey McCafferty: (216) 771-5379, rmccafferty@crain.com

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CLASSIFIEDS

From Page 6

“So much of the dialogue, this important expanding of our thinking, really occurs also in informal ways at the university,” Haridakis said. “Obviously in this environment, in a pandemic, when there are fewer students on campus, we wanted to do it in a virtual way.”

He added, “That is really what a university is about — what occurs inside the classroom, but also what occurs outside the classroom.”

But outside of the classroom right now, things can be messy. Navigating through partisan waters can be overwhelming in a social media world filled with memes and misinformation, especially for those who may be first-time voters.

“They care passionately about ideas,” Smith said. “But that does not necessarily help prepare them to do the rigor that needs to happen before an election.”

She continued, “We’ve been emphasizing down-ballot (races), understanding the entire ballot, and understanding the issues that happen. And the way politics and polarization affects life in general, and then obviously, affects elections.”

Smith also pointed out that in addition to Kent State Votes, the campus has active chapters of College Democrats and College Republicans. But she said some students are working to bolster civic engagement on their own, too.

That includes Izzy Stewart. She said she has helped roughly 480 people register to vote since 2019, mainly other students. She estimated her count based on the people she helped in person prior to the pandemic and the ones she’s since

dealerships and repair shops find the parts they need from manufacturers. Two of the company’s flagship products are parts-procurement platforms Rotuno CollisionLink and RepairLink, and Brown said OEConnection will continue to “innovate around the edges on those.” It also has helped to bring parts catalogs online.

Now, OEConnection is using products like LinkIQ to start to help its customers better understand and analyze how they’re performing compared with their peers. Present-

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The 19-year-old said she’s always been civically minded, but it amplified when she got to Kent State and learned more about the events of May 4, 1970, when four students were killed and nine others were wounded by the Ohio National Guard during a campus demonstration.

With just days until the election, Stewart has turned her nonpartisan efforts to encourage her peers to actually vote.

“Basically, I just go with the thought of, ‘Hey, we’re all humans.

And this is what’s happening. And this is how voting can help you,’ ” she said. “No matter what party you’re for, no matter what beliefs you have, I think that everyone deserves to have a voice.”

Amy Morona: amy.morona@crain. com, (216) 771-5229, @AmyMorona

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OCTOBER 26, 2020 | CRAIN’S CLEVELAND BUSINESS | 23

Crain’s Cleveland Business, 2x5, Oct. 26, Nov. 2

NCAA

From Page 4

Still, more than 125 restaurants remain open downtown, he said, and downtown’s population is much larger than it was a decade ago.

That, Marinucci thinks, will enhance Cleveland’s ability to rebound from the pandemic.

Gilbert said Destination Cleveland is “spending a lot of time and energy” on doing what it can to help the downtown businesses survive.

“We need to make sure that when this over and all of these visitors are coming, that we still have the product that’s there,” Gilbert said. “That we still have an incredible food scene and downtown gets back to its vibrancy.”

The NCAA announcement is the type of thing that “infuses optimism and energy into our conversation,” Marinucci said.

And that can go well past a feelgood story, since having Cleveland attached to so many big events can help when things improve and the events industry starts to rev back up.

“Once that meeting portfolio re-emerges after the pandemic and people start again making decisions on where they want to be, this type of schedule will help us in terms of regaining a lot of the convention business across the country that right now is dormant,” Marinucci said.

‘High-energy event’ Landing March Madness and the D-I Wrestling Championships in the latest round of NCAA bids means Cleveland was selected to host each event twice in

Cleveland set single-session and total attendance records when it hosted the 2018 NCAA Division I Wrestling Championships at Rocket Mortgage FieldHouse. | JAY LAPRETE/NCAA PHOTOS

an eight-year period. (The city lost out on the 2020 D-I men’s hoops tournament because of the pandemic.)

From an NCAA standpoint, the two events, along with the Women’s Final Four, are the biggest on the city’s radar, since Cleveland doesn’t have a domed stadium to host a men’s Final Four and the Division I men’s Frozen Four (the college hockey championships) is traditionally only awarded to cities that have an NHL team.

March Madness, a darling of office pools and those looking for excuses to watch college hoops for 12 hours straight, is a nice get. But it’s wres-

FREE WEBCAST

tling that is the main event when it comes to economic impact.

Cleveland set single-session and total attendance records when it hosted the D-I Wrestling Championships at Rocket Mortgage FieldHouse (then Quicken Loans Arena) in 2018.

At the time, Anthony Holman, the NCAA’s managing director of championships and alliances, told Crain’s that the three-day wrestling tournament would produce about 700 hotel-room bookings and as many as 4,200 room nights. An analysis of the 2015 D-I Wrestling Championships in St. Louis estimated that 91% of the

visitors were outside the state.

Marinucci, whose son is a former club wrestler at Ohio State, attended the 2018 festivities at the FieldHouse.

He called it an “intense, high-energy event” that produced an electric atmosphere downtown.

Gilbert said the wrestling championships lived up to the hype — and then some. Maybe more important than the attendance stats and the hotel estimates, the sports commission CEO said, “is everything we know from talking to the NCAA and the fans and the student-athletes is they had an incredible experience.”

That, he added, was a topic the sports commission continued to bring up to the NCAA during the selection process.

Holman, who is in charge of the D-I Wrestling Championships, said the two-year renovation of Rocket Mortgage FieldHouse, which was in the early stages in March 2018, made things more difficult. The same went for other downtown construction that was going on at the time.

Those issues, however, were overshadowed by the excellent job Cleveland did in hosting the event, Holman said.

Throw in the arena renovations, which the NCAA executive said are “amazing,” and Cleveland proved to be a worthy recipient of another D-I wrestling tournament.

The capacity of the FieldHouse, combined with an expanded collection of gathering spaces, will be helpful as the NCAA, like everyone else, ponders its next steps post-pandemic.

“We can be creative in taking care of our core fan base and avid fans, but also having some inventory to introduce the championships to the next generation of fans and give them a taste of it,” Holman said.

Beyond the crowds (which might take some getting used to once the COVID-19 crisis subsides) and the direct impact they can have on area businesses is all of the free publicity that can come from the city being shown on TV during the major events.

“People see this and they say, ‘We gotta think about Cleveland,’ ” Marinucci said.

Kevin Kleps: kkleps@crain.com, (216) 771-5256, @KevinKleps

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24 | CRAIN’S CLEVELAND BUSINESS | OCTOBER 26, 2020

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ENROLLMENT

broadband internet at home, according to the most recent Census data.

“It wasn’t just ‘I don’t have a laptop, From Page 1 I don’t have WiFi,’ ” Green added. “It “It’s that their families have been was, ‘I’m using WiFi at McDonald’s impacted by health issues related to and I can’t go in there anymore. I’m COVID,” Johnson said. “It’s that their using WiFi at the college and you’re families have been impacted finan- not going to be open.’ ” Successful online learning goes cially, and have had to take on additional work to help support the fami- even further than providing a comly, and manage their situation with puter and internet access, according to Laura Barnard, Lakeland Commutheir kids in a remote environment.”

The college doesn’t know precisely nity College’s executive vice presiwhat’s causing the decline, but the situ- dent and provost.

“There’s much more to it than that,” ation mirrors what’s happening at other public, two-year institutions. Research- Barnard said. “There’s understanding ers at the think tank New America re- how to communicate in a virtual world cently outlined a few reasons why com- with classmates and the instructor.”

The school saw a 16% drop in its munity college students may have been hesitant to enroll this semester, includ- first fall session this year. The school ing uncertainty over how the labor mar- created five short learning modules ket may pan out or waiting for a lost job for those who did enroll, billing it as a to return post-pandemic. Some also 30-minute crash course in digital might be dealing with the challenges of learning, to help better prepare students for their their children’s K-12 new remote reremote learning “IT WASN’T JUST ‘I DON’T ality. A staffer plans, leaving them HAVE A LAPTOP, I DON’T also acts as to put their own eduwhat adminiscation on hold in the HAVE WIFI.’ IT WAS, ‘I’M interim.

USING WIFI AT MCDONALD’S trators call a “remote conPlus, many comcierge” to reach munity college stu- AND I CAN’T GO IN THERE dents are juggling a ANYMORE. I’M USING WIFI AT out to students who may need lot outside of the assistance with classroom. The av- THE COLLEGE AND YOU’RE a device or erage community NOT GOING TO BE OPEN.’ ” some tips on college student is 28 — Tracy Green, vice president how to manage years old, according of strategic and institutional their time. to the American As- development at LCCC But changes sociation of Community Colleges. Nearly one-third are also bring added costs. These enrollfirst-generation college students. Six- ment hits are happening as public highty-four percent attend part time, and er education institutions nationwide, more than half are women, including including community colleges, stare down potential pandemic-related budTri-C student Kathy Hanna.

The mother of two’s priorities this get cuts at the state level. Ohio Gov. semester include parenthood, a job Mike Dewine already reduced public at University Hospitals and her cur- campuses’ initial appropriations by rent slate of online nursing courses. 3.8% over the summer to balance the It’s not quite the same as in-person budget of the previous fiscal year.

“Money has always been tight in a offerings, Hanna said.

“Taking care of a computer is defi- community college,” Barnard said. nitely very different than taking care “We’re not Ohio State, unfortunately. of a real-life person,” the 40-year-old We don’t have a football team to help support all of our other operations Cleveland resident said.

Some students aren’t as interested here. But we don’t want to be Ohio in online classes. Elyria resident Zarai State, either. We like who we are.”

Boosting the bottom line can be done Aquino calls herself a visual and tactile learner who loves getting real-time by enrolling, retaining and graduating engagement with her fellow students more students. National early findings and professors. She said the pivot to reported a 22.7% drop in first-time stuonline learning earlier this year made dents at public, two-year institutions.

But several local campuses are althe graphic design classes she was taking at Lorain County Community ready reporting some growth for later or shorter fall sessions. Schools are College pretty tough.

“Within a month I told my profes- reaching out to students who have sor, ‘Either you give me the F or I’m left in an attempt to re-engage with doing an incomplete because the them. And as the country’s economy work is not getting done,’ ” said Aqui- continues to reel from the pandemic, no, who is 20. “And the work that was officials say there’s increased interest getting done wasn’t the same quality.” in evening and weekend courses, LCCC saw its overall fall numbers along with certificate programs.

“Just as much as you’re hearing that clock in at a loss of 2.3% as of late people are getting laid off, we’re hearSeptember.

“We’re not surprised that enroll- ing that jobs are being left unfilled,” ment is down overall,” said Tracy said Marisa Rohn, vice president of Green, vice president of strategic and advancement, marketing and strateinstitutional development at LCCC. gic partnerships at Stark State College.

“And that’s really because of the chal- Roughly 839 fewer students returned to the Stark County campus this fall lenges that our students face.”

Green said administrators made two compared with the previous year.

Rohn said they’re working to further promises to students this semester.

“No students would go without strengthen relationships with local intechnology, and no student would go dustry leaders and are seeing more career opportunities in fields such as adhungry,” she said.

So they kept the campus’ food pan- vanced manufacturing, information try open, stocked with items like technology and health care.

“Our challenge is to help our students canned goods and flash-frozen meals.

Green said it saw close to a 40% in- figure out where their skills and abilities crease in use as students navigated lie and how they align with those in-dethe pandemic. The campus also pro- mand careers and how we can help get vided more technology support, them into those positions if that’s where which can be a necessity to take re- their aptitudes and interests are,” she mote classes in areas of Northeast said. “Because the jobs are there.”

Ohio where the digital divide is already wide. Roughly one-quarter of Amy Morona: amy.morona@crain. residents in Elyria don’t have access to com, (216) 771-5229, @AmyMorona

26 | CRAIN’S CLEVELAND BUSINESS | OCTOBER 26, 2020

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CRAIN’S CLEVELAND LOOK BACK | FOREST CITY ENTERPRISES INC.

Forest City’s reach grew across the nation

crainscleveland.com

For recent generations, the name Forest City seldom suggested Cleveland’s old nickname as “The Forest City.” Instead, many in Northeast Ohio would think of Forest City Enterprises Inc., later Forest City Realty Trust. From roots as a lumber company and operator of DIY stores, it became a real estate developer that shaped the region’s physical development after World War II. It went from building garages to apartments, malls and skyscrapers. For a long time, downtown Cleveland’s largest office building owner, its presence here dimmed as it grew to national prominence. Over nearly a century, its leaders, particularly the Ratner family, exerted growing force on the region’s direction, its politics and its philanthropy. — Stan Bullard

Forest City shed its 18 home improvement stores in 1987 to concentrate on its real estate business. This is the store in Brooklyn in 1960. The company kept the attached office building as its headquarters until 1997. | CONTRIBUTED PHOTOS

``THE HISTORY By 1980, Forest City had been publicly traded for 20 years. With holdings throughout Northeast Ohio, it was regarded as the area’s largest real estate developer, though a regional one.

However, Albert Ratner, then Forest City’s president, had a bigger goal.

In typical Albert Ratner fashion, the word came not from him, but from a securities analyst, who told The Plain Dealer that he “has his head and heart set on turning Forest City into one of the top real estate developers in the country.”

That same year, Forest City bought the city’s Terminal Tower with plans of

transforming the old rail terminal complex into an urban mixed-use center.

By 1984, Ratner said its focus would be on such “very large urban projects.”

A spotlight in annual meetings in following years became comments by the late Sam Miller, the company’s high-profile co-chairman, on new developments in another big, new city. Its staff and holdings spread from New York City throughout the East Coast to Denver, and eventually apartments near San Francisco’s Golden Gate Bridge.

However, the housing collapse and financial crisis in 2008 caught the company with many big projects underway.

Overnight, its heavy loan use became a

liability. Then-CEO Charles Ratner said the company would de-emphasize building to become “an operating company with a development capacity.”

The remaining years went to regaining its footing. David LaRue, its last CEO, tried to streamline operations, from dropping its core land development business to selling units focused on military and affordable housing.

Wall Street favor and better stock prices never came.

Following Albert Ratner’s public dissent, the company’s founding families and stockholders sold the company in 2018 to Brookfield Asset Management Inc. of Toronto for $11.4 billion, including the assumption of debt.

The 52-story skyskcraper that Forest City built in cooperation with the New York Times reflects the scale of buildings it completed in New York City.

portfolio from Key Tower are cogs in a global empire captained from Toronto. Cleveland companies gobbled up by others over the decades. On some levels, it demonstrates the risks of becoming a public company, which must, to some degree, respond to the whims and dictates of Wall Street. At the same time, it is unlikely Forest City would have scaled the heights it did without the resources of a public company. In a potent symbol, as part of Tower City Center, the company constructed two mid-rise office buildings, one partially the Ritz-Carlton Hotel, atop parking lots that were untapped for decades after the original Van Sweringen development of the Terminal Tower and train depot.

``WHY IT MATTERS TODAY The wealth produced by Forest City’s rise will shape the region’s philanthropy for decades. Its executives, many recruited from afar, and staffers will ply skills in the real estate business here and across the nation. Local properties, now under a variety of owners, will provide the environment for future generations to experience, from home subdivisions as disparate as Twinsburg and Beachwood to apartments from Parma to Willoughby.

As a company, its footprint is harder to measure. In the end, rather than captaining an empire, the holdovers who manage parts of the massive

Sam Miller

REPORTERS

Albert Ratner

``IN THEIR OWN WORDS

Akron’s RVshare connects RV owners with clients who want to rent trailers or motorhomes. The company says 2020 has been a banner year. | RVSHARE

BIG COMMITMENT: Huntington Bank said it is committing at least $25 million to fund an initiative geared toward minority-, women- and veter-

an-owned small business lending.

The program, dubbed Huntington Lift Local Business, focuses on Small Business Administration-backed

“In the 1980s, executives at Forest City were like gods in Cleveland’s office market.”

——Robert Redmond, a longtime local office broker

“We couldn’t have done this if Forest City had not had the foresight to redo Terminal Tower’s entire exterior, including roofs and windows. It would have been too expensive.”

——Doug Price, CEO, K&D Group, on the $110 million conversion of part of the office building to apartments in 2019. Forest City finished a five-year project costing $20 million in 2009 to repair the tower’s weather-worn surface.

“In the next little bit, two department stores should be added” to Tower City.

——The late Ruth Miller, president of Tower City Center, in January 1995. A Neiman Marcus surfaced but never landed.

“This is just a cost of putting the development together.”

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——Charles Ratner, Forest City CEO, told stock analysts during a 2005 conference call when asked about a $6 million loss it took on the NBA’s Brooklyn Nets. The company bought the team to play in a new Brooklyn arena that would be the centerpiece of Forest City’s Atlantic Yards.

origination fees; SBA fees paid by Huntington; lower credit score requirements; financial education courses; and flexible repayment options.

loans. Huntington will offer loans through the program as high as $150,000 and as low as $1,000. Features of those loans include zero

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.

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GET MASTHEAD FROM LIBRARY

THE WEEK CRUISING RIGHT ALONG: Akron's RVshare, which rents recreational trailers and motor homes to travel-hungry clients, got a large capital infusion to support further growth. Investment firm KKR and RVshare's existing Tritium Partners investors are putting more than $100 million into the company.

RVshare declined to discuss further details or whether the investment would affect who has a controlling stake in the business. The capital represents the largest investment in RVshare since early 2018, when Tritium invested $50 million. RVshare has an inventory of more than 100,000 vehicles available for rent.

Publisher Mike Schoenbrun (216) 771-5174 or mike.schoenbrun@crain.com Executive 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

FEELING AT HOME: Home improvement retailer Menards recently put the finishing touches on its plans for a distribution and manufacturing hub in Ravenna, on 62 acres just off state Route 88. Family-owned Menard Inc. acquired the property in transactions with three sellers that totaled $1.63 million. City officials announced on Oct. 19 that the roughly $50 million project is a go.

They expect Menards to start construction on the 260,000-squarefoot facility during the third quarter of next year, with a likely completion date in late 2022.

Crain’s Cleveland Business is published by Crain Communications Inc. Chairman Keith E. Crain Vice chairman Mary Kay Crain President KC Crain Senior executive VP Chris Crain Secretary Lexie Crain Armstrong Chief Financial Officer Robert Recchia G.D. Crain Jr., Founder (1885-1973) Mrs. G.D. Crain Jr., Chairman (1911-1996) Editorial & Business Offices 700 W. St. Clair Ave., Suite 310, Cleveland, OH 44113-1230 (216) 522-1383 Volume 41, Number 39 Crain’s Cleveland Business (ISSN 0197-2375) is published weekly, except for the first issue in January, July and September, the last issue in May and the fourth issue in November, at 700 West St. Clair Ave., Suite 310, Cleveland, OH 44113-1230.

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October 26, 2020 | CRAIN’S CLEVELAND BUSINESS | 27

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Connecting to Northeast Ohio's nonprofits

This advertising-supported section is produced by Crain's Content Studio - Cleveland, the marketing storytelling arm of Crain's Cleveland Business. Crain's Cleveland Business is not involved in creating Crain's Content Studio - Cleveland content.

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EVERY PERSON, COMPANY EVERY PERSON, COMPANY AND AND BRAND HAS A STORY. BRAND HAS A STORY. From thought leadership columns state-of-the-art video packages, From thought leadership columns to to state-of-the-art video packages, Crain’s Content Studio specializes in telling your story through integrated Crain’s Content Studio specializes in telling your story through integrated marketing strategies and impactful creative design. marketing strategies and impactful creative design.

VIEW OUR PORTFOLIO BY VISITING crainscleveland.com/studio VIEW OUR PORTFOLIO BY VISITING crainscleveland.com/studio

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CONTENTS A CUSTOM SUPPLEMENT OF

SOCIAL RESPONSIBILITY CHAMPION, BLOSSOM HILL (02-03)

SOCIAL RESPONSIBILITY CHAMPION,

CRAIN'S CONTENT STUDIO

CLEVELAND CLINIC (04-05) 700 West St. Clair Ave., Suite 310 Cleveland, OH 44113 Phone: 216-522-1383 Fax: 216-694-4264 crainscleveland.com

Akron Children's Hospital Foundation American Heart Association American Red Cross Benjamin Rose Institute on Aging Care Alliance Health Center Catholic Community Foundation Cleveland Metroparks Cleveland Orchestra Cleveland Zoological Society College Now Greater Cleveland Crossroads First Year Cleveland Great Lakes Science Center ideastream Julie Billiart Schools JumpStart Inc. New Directions, Inc. OhioGuidestone Stella Maris, Inc. United Way of Greater Cleveland VA Northeast Ohio Healthcare System Wish List

06-07 08-09 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 36-37 38-39 40-41 42-43 44-45 46-47 48

Managing editor, custom and special projects: Amy Ann Stoessel astoessel@crain.com Project editor: Chris Lewis Reporters: Barry Goodrich Vince Guerrieri Graphic designer: Joanna Metzger Production manager: Craig Mackey Produced by Crain's Content Studio - Cleveland, the Giving Guide is a collection of information submitted directly by the nonprofits as a way to familiarize readers with their organizations. All participating nonprofits purchased advertising space.

The supplement can also be found at www.CrainsCleveland.com/ GivingGuide20.

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SOCIAL RESPONSIBILITY CHAMPION: BLOSSOM HILL

RICH HISTORY, BRIGHT FUTURE

By BARRY GOODRICH Crain’s Content Studio-Cleveland

L

isa Kristosik was sold on Blossom Hill before she even completed the interview process for the role of CEO of the Northeast Ohio nonprofit.

“I was sitting in the lobby waiting for my interview, and I kept noticing how everyone was being cared for,” says Kristosik, the former president of Visiting Nurse Association of Ohio. “I was so impressed with the care I saw. I knew this was more than just social services. It was a holistic approach that matched my personal mission completely.”

With an extensive background in home care and hospice programming, Kristosik was a perfect fit for Blossom Hill, which provides family-style group living and care for adults with developmental disabilities.

Blossom Hill’s staff is found at four facilities – Blossom Hill and Haven House in North Royalton; Center Ridge House in Westlake; and Parma House in Parma, which Blossom Hill acquired in January 2019.

Blossom Hill carries on the legacy of the founders of what originally was called the Children Forever Haven, created in 1968 by a group of parents seeking better lives for their disabled children. By 1983, the organization’s first group home opened in Brecksville, the first facility of its kind in Cuyahoga County.

“The whole organization is personal for me and my family,” says Ralph Zuponcic, chairman of the board for the Blossom Hill Foundation. “Our sister was one of the first residents at Brecksville.”

With over 160 employees providing care for just 37 individuals on a 24/7 basis, Blossom Hill cuts no corners. “The intensity of care for our individuals requires incredible, committed care workers,” says Zuponcic. “It’s intense work, but so many of our caregivers create deep, personal bonds

Lisa Kristosik chief executive officer Blossom Hill

02

Lynne Urbanski chief operating officer Blossom Hill

with our individuals. They truly love them and that’s the difference.”

Steve Zuponcic, Ralph’s brother and chairman of the board for Blossom Hill Inc., says Blossom Hill has become a tight-knit community over the years. “Our parents started with the organizational structure back in the 1970s,” he says. “A lot of dedicated families helped to start this, and many have stayed with us.

“Our slogan typifies the way we do things: Where Love is the Quality of Care.”

While Blossom Hill is well known within its own industry, it is currently looking for ways to bring its unique story to more individuals and firms in the region. Working alongside chief operating officer Lynne Urbanski, Kristosik has been charged with spreading the word about one of Northeast Ohio’s most heartfelt stories.

“This is my passion,” says Urbanski, who has over 40 years in the field of longterm care and 15 years at Blossom Hill.

“When I was a sophomore at Magnificat (High School), I volunteered at a residential home for the disabled and I saw what it was like and how grueling it was to run an operation 24/7. It didn’t frighten me away.”

Urbanski’s dedication and work ethic are not lost on Steve Zuponcic. “Lynne is a force of her own,” he says. “She’s completely

Ralph Zuponcic chairman of the board Blossom Hill Foundation

irreplaceable. I give her a lot of credit for the organization we are.”

With Urbanski handling the day-to-day operations at Blossom Hill, Kristosik has been updating the nonprofit’s social profile and seeking new avenues for funding. While Medicaid provides the great majority of the funding for the nonprofit, those dollars are becoming more and more difficult to come by.

“We really don’t tell our story to a lot of people,” says Kristosik. “We’re now using social media and marketing to leverage more resources. We need to widen our community outreach. One of the biggest challenges for us is the implementation of new technology.

There’s some really cool technology out there we could use for our individuals to lead better lives.”

Steve Zuponcic feels his organization will continue to expand in the coming years but never at the sake of the individuals it serves.

“We have an eye on growth,” he says. “We know there is a big need for short-term respite care. But we will never compromise on the care we’re giving people.”

Ultimately, Blossom Hill’s future growth will be the direct result of an empathetic staff of caregivers, many of whom have been with the organization for well over 20 years.

“We look for people who have a heart, have tremendous patience and kindness and a desire to work hard,” says Ralph Zuponcic.

“Compassion is the biggest thing. Most of us couldn’t do their jobs.”

Steve Zuponcic chairman of the board Blossom Hill Inc.

2020 GIVING GUIDE - CRAIN'S CONTENT STUDIO

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SOCIAL RESPONSIBILITY CHAMPION: CLEVELAND CLINIC

T

FROM CARE TO CURE:

CLEVELAND CLINIC TAKES LEAD IN ADDRESSING CANCER At the heart of cancer treatment are T cells, a type of white blood cell present in most people. Stem cells are produced in bone marrow, and then ultimately become T cells — which is why some cancer treatment includes stem cell or bone marrow transplants. But recent research has led to the ability to engineer chimeric antigen receptor T-cells to target a specific cancerous cell and implant them in patients.

CHANGING CANCER’S OUTCOME Part and parcel with that, says Dr. Brian Bolwell, chair of the Taussig Cancer Institute, is a new drug treatment, checkpoint inhibitors. Cancer cells, Bolwell says, can hide within the body, using immune

By VINCE GUERRIERI checkpoint pathways inappropriately to Crain’s Content Studio-Cleveland grow. Checkpoint inhibitors unmask cancer and allow anti-cancer immune responses. he discoveries in cancer treatment in As a result, Chan says, treatment has the past decade have been nothing shy advanced significantly for types of cancers of dramatic. that could have been regarded as a virtual “It’s a bona fide revolution,” says Dr. death sentence just a decade ago.

Timothy Chan, hired earlier this year by “Advanced melanomas were universally the Cleveland Clinic to serve as director deadly,” Chan says. “If you were diagnosed of its new Center for Immunotherapy and with metastatic melanoma a decade ago, Precision Immuno-Oncology. “We’re at the you were probably dead within six months. point where something new gets approved Your five-year survival now is about 50%, every month. It’s probably the fastest and there’s a 70% chance of having some moving field in medicine these days.” response to immunotherapy.”

Chan, hired away from Memorial SloanChan cited as an example former Kettering in New York City, regarded as President Jimmy Carter, who in 2015 one of the pre-eminent cancer treatment was diagnosed with melanoma that had centers in America, is not just a doctor. He metastasized to his brain and liver. Carter, also holds a Ph.D. — which, like his medical 91 at the time, was treated with radiation degree, is from Johns Hopkins in Maryland and immunotherapy, specifically checkpoint — in genetics. inhibitors. Not only is he now cancer Previously, cancer treatment usually free, but at 96, he’s the longest-lived U.S. involved one or more of three options: president in history. surgery, radiation therapy and/or Chan said the new Center for chemotherapy. But innovations in genetic Immunotherapy and Precision Immunoresearch have led to discoveries of advanced Oncology will include an immunomonitoring immunotherapies, using a patient’s own facility to analyze patients undertaking drug immune system to help fight cancer. or treatment trials. One important part of the center will be data gathering and analysis.

The immune research won’t just benefit cancer treatment, but other maladies that involve the immune system in general too. Chan says that the Clinic recently received a National Institutes of Health grant to research immunological damage by COVID-19 to the heart.

Dr. Brian Bolwell Dr. Timothy Chan “Cancer and infectious diseases have a lot chair of the Taussig director of Immunotherapy and of the same mechanistic language,” he says.

Cancer Institute Precision Immuno-Oncology Bolwell noted that genetic advances Cleveland Clinic Cleveland Clinic

T

04

have improved not just cancer treatment, but prevention as well. In addition to typical preventive screenings like mammograms or colonoscopies, there are more refined genetic screenings that can be done with blood tests.

The advances in genetics have become such a part of routine medicine now that the U.S. Food and Drug Administration is increasingly approving genetic testing and treatments — and insurance companies that once regarded them as experimental are now covering them.

CARE REMAINS AT THE CORE But even with insurance coverage, treatment for cancer can still be expensive and stressful.

“When you receive a cancer diagnosis, the primary emotion is fear,” Bolwell says.

“That’s something we need to be aware of and address in as many ways as we can.”

The Clinic uses a multidisciplinary treatment plan. Patients may consult with a surgeon, a radiologist, an oncologist and other doctors. But they can also consult with a support network, which includes social workers and financial navigators.

Patients may manage stress with art, music or massage therapy, and get help with transportation or even wigs for the hair loss associated with cancer treatment.

“This is a tough journey,” he says. “We need to have an ability to help people in any way they need help.”

THE ROLE OF PHILANTHROPY IN FINDING A CURE: Philanthropy often is the seed funding for research and new ideas, serving as a catalyst for obtaining national or federal grants.

IN PROVIDING CARE: All of the critical wraparound care provided through Patient and Family Support Services is funded through donations. This can include transportation and utility assistance, wigs, massage therapy and other support during treatment.

2020 GIVING GUIDE - CRAIN'S CONTENT STUDIO

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The Power of Every

Legacy

Our donors’ generosity puts big ideas to work on discoveries and innovations, so even the smallest, most treasured moments in life are possible.

That’s the legacy that donors leave here.

Learn about the powerful ways charitable giving to Cleveland Clinic can impact patients and communities.

Visit PowerOfEveryOne.org, call 216.444.1245 or email giftplanning@ccf.org

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Akron Children’s Hospital Foundation WHAT WE DO: Akron Children’s Hospital is ranked among the best pediatric hospitals by U.S. News & World Report, and it’s our compassionate approach to treatment that makes us exceptional.

Employees from Signet Jewelers transformed Akron Children’s Hospital’s Emily Cooper Welty Expressive Therapy Center into a “Mystic Adventure,” a carnival the company hosts for patients and their families. Signet Jewelers employees, photographed left to right: Steve Lovejoy, chief supply chain officer, Gina Drosos, chief executive officer, and Mary Liz Finn, chief people officer.

The Akron Children’s Hospital Foundation secures funding from generous donors to support the health care needs of infants, children, adolescents and burn victims of all ages, regardless of their ability to pay.

We have two campuses in northern Ohio, and donor support has helped expand our regional health centers and 50+ primary and specialty locations.

We were founded on the principle of serving the needs of children. This means that our employees and volunteers uphold our promises to treat every child as we would our own, to treat others as they want to be treated and to turn no child away for any reason. With over 1.1 million patient visits in 2019, we have been leading the way to healthier futures for children since 1890. Learn more at akronchildrens.org.

COVID RESPONSE/IMPACT: Akron Children’s Hospital responded to the COVID-19 pandemic with unprecedented speed and services to serve children and families from the region, while ensuring their health and safety. Our services were directed to those essential services that helped our region’s children. We also implemented guidelines and clinical procedures to reduce the spread of the coronavirus. Our donors and supporters were instrumental in providing resources to help us meet the community’s needs. Akron Children’s is now providing our wide range of medical services, and we remain committed to providing medical services in a way that’s both safe and responsible.

FUNDRAISING EVENTS: Dancing for the Kids features local “celebrities” dancing to raise money for Akron Children’s Hospital’s Showers Family Center for Childhood Cancer and Blood Disorders.

Since 2012, this event has raised over $870,000.

The Holiday Tree Festival fills the John S. Knight Center with hundreds of holiday decorations, including trees, wreaths and holiday gifts to benefit Akron Children’s. Since 1982, volunteers have raised more than $6.3 million, including $320,000 in 2019.

In conjunction with Children’s Miracle Network, retail partners host campaigns for Akron Children’s, raising over $2.6 million in 2019. Some retail partners include Walmart, Speedway, Ace Hardware and Circle K. To learn more, visit akronchildrens.org/giving.

HOW TO HELP: Give: The Akron Children’s Hospital Foundation supports the life-changing work of Akron Children’s Hospital by connecting donors with causes they’re passionate about. Our donors help meet the needs of the hospital by raising money for programs, services, equipment and items that support the healing process and help save lives. Your giving makes a difference in the lives of our patients, ensuring every child and family who walks through our doors will receive the best possible care. Give today at akronchildrens.org/donate.

One Perkins Square Akron 44308 330-543-8340 akronchildrens.org

EMPLOYEES: 32 2019 REVENUE: $38.6 million YEAR ESTABLISHED: 1967 SOURCES OF REVENUE: Contributions: 65% Grants: 20% Events: 10% Other: 5%

TOP EXECUTIVES & BOARD MEMBERS

Grace Shelly Brown Wakulchik executive director, president and chief Akron Children’s executive officer, Hospital Akron Children’s Foundation Hospital

John Orr, chairman, Akron Children’s Hospital Board of Directors Brian Wagner, chairman, Akron Children’s Hospital Foundation Board of Directors

Volunteer: From hosting or participating in a special fundraising event, to volunteering at one of our locations, you can lend a helping hand to children in need.

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More moments like this.

That’s what a donor can do.

More steps. More joy. More birthdays.

Your gift of 100% kid-dedicated care provides the therapies, treatments and breakthroughs that make more childhood possible.

Make a moment like this possible. Give today at

akronchildrens.org/donate.

More childhood, please.

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American Heart Association WHAT WE DO: The mission of the American Heart Association (AHA) is to be a relentless force for a world of healthier, longer lives. Health equity is at the core of all that we do. The AHA is the nation’s oldest and largest voluntary organization dedicated to fighting cardiovascular diseases. Through education, quality Northeast Ohioans walked where they were for the 2020 Cleveland systems improvement, Heart Walk Digital Experience. Walker generosity, fundraising and advocacy, CPR training, corporate sponsorships help advance heart and brain research funded by the American Heart Association. research and programs for companies, students and the community alike, the Association engages Greater Cleveland in opportunities to create a culture of health.

One Cleveland Center 1375 East 9th St., Suite 600 Cleveland 44114 216-791-7500 heart.org/cleveland EMPLOYEES: 19 2019 REVENUE: $2 million

Th a wo

YEAR ESTABLISHED: 1924 SOURCES OF REVENUE: Corporate sponsorships/ foundations: 60% Individual giving/fundraising: 35% Workplace giving: 5%

TOP EXECUTIVES & BOARD MEMBERS

The urgency for discovery is great. We lose 17 million lives to cardiovascular disease each year. The Association has invested over $4 billion in research across the nation since 1949, second only to the federal government. Cleveland is the 5th highest-funded city for research in the nation with $19.5 million in current grants.

COVID RESPONSE/IMPACT: Even during the pandemic, heart disease and stroke remain the nation's #1 and #5 causes of death, respectively. In addition to education, resources and training, the Association has created hospital patient data registries, and funded accelerated research grants around the connections between COVID-19 and cardiovascular diseases. A staggering 40% of those hospitalized, due to COVID-19, are stroke survivors or people with heart disease — these are the patients the Association has always been fighting for.

FUNDRAISING EVENTS: • Heart Walks: Engaging walkers in physical activity through unique digital experiences • Go Red For Women Luncheon: Empowers women to improve their cardiovascular health • Heart & Stroke Ball: Elegant evening celebrating advancements in research and health equity for all • STEM Goes Red For Girls: Connects seventh- through ninth-grade females to Science/ Technology/Engineering/Mathematics (STEM) opportunities • CycleNation: Interactive cycling experiences to raise awareness for stroke • Power of Laughter Comedy Luncheon and Health Workshop: Multicultural heart and brain health awareness and outreach • Workplace Wellbeing Symposium: Assists companies in developing a culture of health and wellness • Kids Heart Challenge: Programming in schools focused on physical activity, nutrition and mindfulness

Margaret Larkins- Catherine O’Malley Pettigrew, MD, Kearney board president board chair Valerie Hillow Gates, executive director Guilherme Oliveira, MD, immediate past president

Fred DeGrandis, immediate past chair Tom Hablitzel, leadership development chair Michael Dill, Cleveland Heart Walk chair Lorraine Dodero, Go Red for Women chair Rob Durham, Heart & Stroke Ball chair Paul Wellener, CycleNation chair Rob Schimmelpfennig, Ashtabula Heart Walk chair

Morris Beverage, Jr., Ph.D, Lake/Geauga Heart Walk chair

Caitlin Nowlin, STEM Goes Red for Girls chair Sam Prewitt, Young Professionals chair

HOW TO HELP: Volunteers are the key to extending the reach of the American Heart Association in the community. There are opportunities to become involved in advancing the mission of the Association through education, advocacy, speaking opportunities and support of event logistics, as well as through service as a campaign leader.

To make a financial gift, volunteer or support our community outreach efforts, please call 216-791-7500 or e-mail executive director Valerie Hillow Gates at valerie.gates@heart.org.

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American Heart Association®

Heart Challenge

TM

THANK YOU

Thank you to our 2020 Greater Cleveland Executives with Heart Members. Executives with Heart Campaign is a relentless group of professionals committed to saving lives by creating a happier, healthier, more engaged workforce. These leaders collectively rallied around the health of Northeast Ohio and raised more than $160K for the American Heart Association’s mission this year.

Michael Dill

Edmund Sabanegh, Jr. MD

Managing Director, Accenture Health and Public Service

President, Main Campus & Regional Hospitals, Cleveland Clinic

2020 Cleveland Heart Walk Chairman

Immediate Past Cleveland Heart Walk Chairman

John Slagter Partner & Chair of Business Department, Tucker Ellis LLP 2020 Cleveland Executives with Heart Chairman

Tom Hablitzel

George Sullivan

Nick Liberatore

Senior Vice President, Enterprise Strategic Accounts, The Sherwin-Williams Company

Chief Executive Officer, Equity Trust

Vice President Controller, Fluid Connectors Group, Parker Hannifin Corporation

#2 Executives with Heart Fundraiser, raising over $15K for the AHA’s mission

#1 Executives with Heart Fundraiser, raising over $28K for the AHA’s mission

#3 Executives with Heart Fundraiser, raising over $12K for the AHA’s mission

Executives with Heart Benico Barzilai, MD, Cleveland Clinic

Mark Jones, Cleveland Illuminating Company

Suzanne Beatrice, Individual Donor/Fundraiser

Rebecca Koluder, Applied Industrial Technologies

Joe Castillo, Giant Eagle

Lora Lewis, Kinetico

Becky Cunningham, Cleveland Clinic

Nick Liberatore, Parker Hannifin

Fred DeGrandis, NorthCoast Healthcare

Deb Lyons, Giant Eagle

Dante DePiero, Giant Eagle

Denise McGee, Bellwether Enterprise

Lorena Deyman, Cleveland Clinic

Richard Morrison, Molded Fiber Glass

Michael Dill, Accenture

Edmund Sabanegh, Jr. MD, Cleveland Clinic

Justin Eddy, Tucker Ellis LLP

Rob Schimmelpfennig, HAVE, INC.

Mike Fedler, Edwards Jones

Kristi Sink, University Hospitals Elyria Medical Center

Mike Gilligan, Aetna

John Slagter, Tucker Ellis LLP

Nancy Guthrie, KeyBank

Kevin Sloan, KeyBank

Tom Hablitzel, The Sherwin-Williams Company

George Sullivan, Equity Trust

Carrie Jankowski, Bon Secours Mercy Health

Paul Wellener, Deloitte LLP

Healthy for Good Cause Sponsors

© Copyright 2020 American Heart Association, Inc., a 501(c)(3) not-for-profit. All rights reserved. Heart Walk is a registered trademark of the AHA. Unauthorized use prohibited.

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American Red Cross of Northern Ohio EMPLOYEES: 475 2019 REVENUE: $8 million YEAR ESTABLISHED: 1881 SOURCES OF REVENUE: Corporations: 40% Grants/foundations: 30% Individual donors: 30%

WHAT WE DO: The American Red Cross prevents and alleviates human suffering in the face of emergencies by mobilizing the power of volunteers and the generosity of donors. We shelter, feed and provide emotional support to victims of disasters; supply about 40% of the nation's blood; teach skills that save lives; provide international humanitarian aid; and support military members and their families.

The Red Cross is a nonprofit organization that depends on volunteers and the generosity of the American public to perform its mission. For more information, please visit www.redcross.org or www.cruzrojaamericana.org, or visit us on Twitter at @RedCross.

The American Red Cross of Northern Ohio serves 31 counties and their 5.3 million residents by preventing, preparing for and responding to emergencies 24 hours per day, seven days a week. Subscribe to our blog at nohredcross.org, find us at www.facebook.com/NOHRedCross, www.instagram.com/nohredcross and www.linkedIn.com/in/nohredcross, and follow us @RedCrossNOH on Twitter.

COVID RESPONSE/IMPACT: The Red Cross continues to provide the same types of support as we always have, despite the pandemic. We are doing everything we can to keep people safe and healthy during this relentless disaster season. In particular, we’re following guidance from the CDC and public health authorities — and have put in place additional precautions, like social distancing protocols, face coverings, health screenings and enhanced cleaning procedures.

FUNDRAISING EVENTS: Hero events, meant to recognize ordinary individuals who do extraordinary things to help save or sustain the life of another, are held at various times throughout Northern Ohio, including Cleveland and Akron. In 2021, the events will be held virtually.

The Red Cross Cup is held annually at Canterbury Golf Club in Beachwood. Fundraising at all of our events help the Red Cross respond to disasters large and small, near and far.

Dates to be determined; for more information, please reach out to Mary or Michelle at 330-203-5084 or 216-233-9645.

HOW TO HELP: Volunteer: The Red Cross relies on volunteers to help fulfill its mission. Visit www.redcross.org/volunteertoday for more information about crucial volunteer opportunities, and to apply.

Give: The need for blood is constant. Visit www.redcrossblood.org or call 800-RED CROSS to make an appointment to donate.

A Red Cross volunteer comforts an Oregon resident who lost her home during a wildfire in September 2020.

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The Red Cross is not a government agency.

We are grateful for our financial donors who give at www.redcross.org, call 800-RED CROSS or text REDCROSS to 90999 to make a $10 donation. Every dollar makes a difference.

3747 Euclid Ave. Cleveland 44115 216-431-3010 redcross.org/noh

TOP EXECUTIVES & BOARD MEMBERS

Mike Parks regional chief executive officer

Bonnie Meridieth regional blood donor services executive

Jorge Martinez, regional chief operating officer Michelle Polinko, regional chief development officer Tim O’Toole, regional disaster officer Jessica Tischler, regional program manager, Service to the Armed Forces and International Services Gail Wernick, regional volunteer services officer Jim McIntyre, regional communications and marketing manager Chris Mapes, chair, Northeast Ohio Board of Directors (Lincoln Electric) Rachel Hepner-Zawodny, executive director, Northwest Ohio Chapter Charlie Heid, chair, Northwest Ohio Board of Directors (Gilmore, Jason & Mahrer, Ltd.) Todd James, executive director, North Central Ohio Chapter Roger Barton, chair, North Central Ohio Board of Directors (Reineke Family Dealerships) Kim Kroh, executive director, Heartland, Stark and Muskingum Lakes Chapter Kim Hall, chair, Heartland, Stark and Muskingum Lakes Board of Directors (Critchfield, Critchfield & Johnson) Rachel Telegdy, executive director, Greater Akron and the Mahoning Valley Chapter Rick Burke, chair, Greater Akron and the Mahoning Valley (Brennan, Manna and Diamond)

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American Red Cross of Northern Ohio Donor Honor Roll

2020 has been a year of unprecedented disasters.

Many stepped up to help.

Special thanks to our Northern Ohio-based financial supporters for their generosity.

The following companies committed $1,000,000+ to the American Red Cross last year.

The following companies committed $100,000+ to the American Red Cross last year.

The following companies committed $25,000+ to the American Red Cross last year.

Westfield Insurance Foundation Dominion Energy Ohio Lubrizol Corporation Timken Foundation Hyster-Yale Materials Handling, Inc.

The Lincoln Electric Company Nordson Corporation Cleveland-Cliffs Inc. Home Savings Charitable Foundation FirstEnergy Corporation

316301-01 9/20

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Benjamin Rose Institute on Aging FULL-TIME EMPLOYEES: 140 2019 REVENUE: $13,576,000 YEAR ESTABLISHED: 1908 SOURCES OF REVENUE: Income from trusts: 36% Contributions: 24% Program revenue: 21%

WHAT WE DO: Benjamin Rose Institute on Aging’s mission is to advance support for older adults and caregivers. Our work is accomplished by deepening the understanding of evolving needs in a changing society; developing and delivering innovative, high-quality solutions; and promoting effective public policies.

That work was put to the test in 2020 with COVID-19. Throughout the country, businesses closed and people were encouraged to take precautions to limit the spread of the disease.

Older adults are particularly vulnerable to the virus, so Benjamin Rose suspended programs to protect our clients. Our senior centers, workshops, meal sites, adult day programs and group therapy sessions were all put on hold.

Grants: 12%

Service delivery, meanwhile, changed in a matter of days. For an organization committed to homeand community-based services, the challenge was extraordinary. How do we serve clients when face-to-face programs are not possible?

Other: 7%

Our pivots during the pandemic required creativity and flexibility on the part of our staff and participants. They required the support of our donors and volunteers. Generous people and organizations stepped up with additional financial support. Others provided flexibility in how we used their gifts, allowing us to convert in-person meals at our senior centers to home delivery, to offer counseling and therapy using telehealth, and to adapt educational sessions to webinars and virtual workshops.

Our donors, volunteers and community partners help fulfill our mission. They helped expand our community and reminded us that apart does not mean alone.

HOW TO HELP: Make a gift: Gifts and contributions provide support for urgent and ongoing needs.

Volunteer: Current opportunities include wellness phone calls, delivery of groceries and other essentials, and assistance with homedelivery of meals.

Participate in an event: Educational and fundraising events are scheduled throughout the year. Visit benrose.org for current listings.

11890 Fairhill Road Cleveland 44120 216-791-8000 benrose.org

TOP EXECUTIVES & BOARD MEMBERS

Orion H. Bell, IV Cynthia H. Dunn president and chief chairperson, board executive officer of directors David M. Bass, Ph.D., senior vice president, Research & Education Janice Brennan, CPA, senior vice president, Finance and Support Services, and chief financial officer Mary S. Marita, MHSA, LNHA, senior vice president and chief operating officer Mike Billnitzer, SHRM-SCP, vice president and executive director, ESOP Anne-Marie E. Connors, MAEd, vice president, Institutional Advancement Dabney K. Conwell, MSSA, LSW, vice president and executive director, Rose Centers for Aging Well Susan L. Eagan, Ph.D., vice president, Strategic Development Janet Schneider, vice president, Human Resources BOARD MEMBERS: Cynthia H. Dunn, chairperson (retired) Nancy A. Adams, JD, vice chairperson and secretary (retired) Emily A. Drake, past chairperson (Fairport Asset Management) Sarah M. Dimling, treasurer (Bernstein Global Wealth Management)

w

A home-delivered meal driver prepares for the day's deliveries.

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what’s

Loading the truck for homedelivered meals

next?

Virtual programs for homebound older adults

Our programs and services are diverse, but they share the common theme of supporting people as they age, helping them face transitions in life and answer the question: What’s Next?

we invite you to engage with us TO LEARN MORE OR MAKE A GIFT P L E A S E V I S I T B E N R O S E . O R G / D O N AT E

Benjamin Rose Institute on Aging is a 501(c)3 nonprofit corporation. The tax identification number is 34-0714482.

benrose.org

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Care Alliance Health Center EMPLOYEES: 105 2019 REVENUE: $12,751,144 YEAR ESTABLISHED: 1985 SOURCES OF REVENUE: Patient services: 50% Grants, federal and private: 42% Other (investment, quality incentives): 8%

WHAT WE DO: Care Alliance Health Center is a nonprofit, federally qualified community health center providing comprehensive primary and preventive medical, dental and behavioral health care, patient advocacy and wrap-around services to families and individuals, regardless of the ability to pay.

In 2019, Care Alliance served more than 16,000 Clevelanders at two downtown health center facilities, as well as through a mobile health center and outreach programming. Recognized as a Patient Centered Medical Home, Care Alliance provides our patient population with critical services to address their unique health care needs. In addition, Care Alliance prioritizes building trusting relationships to provide inclusive, meaningful and supportive services for all.

COVID RESPONSE/IMPACT: The Centers for Disease Control and Prevention (CDC) data shows that there is an inordinate burden of illness and death among racial and ethnic minority groups, as a result of socioeconomic factors. Care Alliance is located in Cleveland neighborhoods that are at the highest risk for exposure and spread of COVID-19.

Care Alliance’s COVID-19 Testing Site was developed in June 2020 to test and educate the surrounding community and beyond. The initiative has since grown to include community partnerships and mobile testing sites throughout the Greater Cleveland area.

Care Alliance’s testing model, which includes drive-through and walk-up services, regardless of symptoms or ability to pay, has allowed Care Alliance to identify asymptomatic carriers of COVID-19 who may not have had access to testing otherwise. The program allows for faster quarantine and/or treatment, as well as more efficient follow up and contact tracing to reduce the spread of the virus. By making COVID-19 tests available and accessible and by educating the community on how to protect themselves and others in the fight against COVID-19, Care Alliance is providing critical resources during this challenging time.

HOW TO HELP: Give: Donations to Care Alliance provide vital resources directly to the Cleveland community and help support improved health care for all patients. Philanthropic support enables Care Alliance to provide medical and wrap-around services to those experiencing homelessness and living in shelters throughout Cleveland.

1530 St. Clair Ave. NE Cleveland 44114 2916 Central Ave. Cleveland 44115 216-535-9100 carealliance.org

TOP EXECUTIVES & BOARD MEMBERS

Dr. Claude L. Jones, Kate Hickner DO, MPH, MSc, chair (Brennan, president and chief Manna & Diamond, executive officer LLC)

Shannon Fogarty Jerse, vice chair (St. Vincent Charity Hospital) Jennifer Demmerle, treasurer (Cuyahoga Community College) Lolita M. McDavid, MD, MPA, FAAP, secretary (University Hospitals) Bruce Johns Linda Brown Michael G. Evans, CPA LiAyn Okress, RN Jill Marie Paulsen Aarti Vakharia Arthur James, MD Lisa Wheeler-Cooper Renee Tramble Richard Chris Mundorf Leah D. Hudnall Milda Chmieliauskaite, DMD, MPH

Your generosity will assist Care Alliance in providing critical items, such as waterproof tents, sleeping bags, blankets and boots, to those who need them the most. Please consider making a donation today and help Care Alliance continue to provide vital health care to patients, regardless of their ability to pay. Visit www.carealliance.org/ donate.

Care Alliance staff conduct drive-through and walk-up mobile COVID-19 testing with community partners.

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Volunteer: Care Alliance welcomes volunteers to join us in serving the community. Whatever your passion, you can make a meaningful impact by volunteering with Care Alliance.

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Join us in caring for those who need it most.

For 35 years, Care Alliance has been providing comprehensive medical, dental and behavioral health care to Cleveland families and individuals, regardless of their ability to pay. Your support ensures no Clevelander—especially those experiencing homelessness or poverty— goes without critical services to meet their unique health care needs.

Celebrating 35 Years

Learn more and donate now at

carealliance.org/donate 216-535-9100 Care for you. Care for me. Care for all.

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Catholic Community Foundation EMPLOYEES: 25 2019 REVENUE: $21,763,148 YEAR ESTABLISHED: 2000 SOURCES OF REVENUE: Fundraising/contributions: 68.7% Investment income: 27.6% Events: 3.7%

WHAT WE DO: The Catholic Community Foundation helps donors connect their support to ministries and services that lift the Church in Northeast Ohio. In addition to supporting our 185 local parishes, we support: Catholic Charities: One of the largest comprehensive health and human services organizations in the region, Catholic Charities serves more than 400,000 people annually — regardless of race or religion. In 2019, the Foundation raised $14 million through the Catholic Charities Annual Appeal.

Catholic education: The Diocese of Cleveland is the largest private or public school system in Ohio. In 2020, the Foundation distributed $3.2 million in tuition assistance to 4,041 students in Catholic schools.

Catholic worship and formation: Two men were ordained to the priesthood for the Diocese of Cleveland in August 2020. Eighty men are currently studying for the priesthood at Borromeo and Saint Mary Seminaries, which also provide formation for deacons and laymen and laywomen.

COVID RESPONSE/IMPACT: The generosity of the donors in Northeast Ohio has allowed the Catholic Community Foundation to respond to the COVID-19 pandemic by 1.) heightening awareness, programs and funds for those most vulnerable and served by Catholic Charities, 2.) establishing a $500,000 Emergency Relief Fund, which has been distributed locally by parishes, and 3.) other parish-based initiatives aimed at fortifying the 185 parishes throughout the eight-county diocese.

FUNDRAISING EVENTS: Alleluia Ball: Since 2000, this signature gala has raised more than $8 million to support tuition assistance. #weGiveCatholic: Northeast Ohio’s Online Day of Catholic Giving is Dec. 1, 2020. In 2019, #weGiveCatholic raised $1.8 million for 229 participating Catholic organizations through its website, www.weGiveCatholic.org.

HOW TO HELP: Give now: Secure online donations can be made to Catholic Charities Annual Appeal and other Diocesan ministries at www.catholiccommunity.org/donate.

Planned gifts: Visit www. catholiccommunity.org/legacy to find out how you can create your Catholic legacy by setting up a Donor Advised Fund, a Permanent Named Fund or a Charitable Gift Annuity, or by making a gift from your will.

Bishop Edward C. Malesic was recently installed as the 12th bishop of the Catholic Diocese of Cleveland, the spiritual home of nearly 700,000 Catholics in the eight counties of Northeast Ohio.

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1404 East Ninth St. Cleveland 44114 216-696-6525 CatholicCommunity.org

TOP EXECUTIVES & BOARD MEMBERS

Robert J. Rogers Patrick Grace board chair executive director (Findley) (Catholic Community Foundation) Andrew J. Schuler, board vice-chair (PNC Bank) Andrew J. Rebholz, board treasurer (TravelCenters of America, retired) Maria O’Neil Ruddock, board secretary (Cleveland Hearing & Speech Center) J. Kevin Berner (ABS Materials, Inc.) Dennis J. Bodziony (Ernst & Young) The Rev. Steven K. Brunovsky (St. Hilary Parish) Diane Colegrove (Brookfield Properties) Joseph Corrigan (Intertek-PSI) Fred M. DeGrandis (NorthShore Healthcare) Diane Roman Fusco (public relations counselor, retired) Philip S. Kaufmann (Stark & Knoll Co., LPA) Christopher M. Kelly (Jones Day) John J. Leonbruno (DELL EMC) Joseph J. Mahovlic (The Providence Group) James L. Mason (Eaton Corporation, retired) Kurt B. McMaken (Eaton Corporation) Janice G. Murphy (Sisters of Charity Health System) Raymond M. Murphy (JTM Company) Timothy I. Panzica (IQ Advisors, LLC) Kurt R. Packer (WBC Group, LLC) James. C. Redinger (UBS Financial Services, Inc., retired) *** A full list of board members is available online at www.crainscleveland.com/ GIVING20.

For information about making a major gift, contact Bob Hickey at 216-696-6525 x3310 or bhickey@ catholiccommunity.org.

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d

Engaging all of Northeast Ohio in

growing faithful philanthropy “As each one has received a gift, use it to serve one another as good stewards of God’s varied grace.”

1 Peter 4:10 Your gift will carry out the mission of Jesus and enrich lives throughout Northeast Ohio.

Join us in supporting the spiritual, educational and charitable needs of all people.

donate

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To discover ways you can make an impact in Northeast Ohio, visit www.catholiccommunity.org or contact Bob Hickey at 216-696-6525 x3310.

Catholic Charities CATHOLIC EDUCATION

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WORSHIP & FORMATION

CATHOLIC CHARITIES

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Cleveland Metroparks WHAT WE DO: Cleveland Metroparks is a nationally recognized and accredited park system, spanning 24,000 acres across Northeast Ohio. It is inclusive of 18 park reservations, more than 300 miles of trails, eight golf courses, eight lakefront parks, dining and retail venues, and the nationally acclaimed Cleveland Metroparks Zoo. The Park District serves 48 diverse communities, connecting guests to nature and promoting conservation and sustainability.

Founded in 1917, Cleveland Metroparks draws approximately 18.5 million recreational visitors each year, and Cleveland Metroparks Zoo annually ranks as one of the most popular year-round attractions in Northeast Ohio. Cleveland Metroparks has also been recognized as one of the top park districts in the United States, having won the National Gold Medal Award for Excellence in Park and Recreation Management four times in its 103-year history.

COVID RESPONSE/IMPACT: Cleveland Metroparks continues to serve as a resource for everyone in our community to find peace and comfort, as well as strength and restoration.

The pandemic resulted in record park usage. In addition to ensuring guests can enjoy the parks safely, Cleveland Metroparks implemented creative ways to keep our community engaged. Facebook Lives and virtual learning opportunities keep guests and students connected to nature when they aren't in the parks.

FUNDRAISING EVENTS: Charitable gifts make a significant impact on all aspects of Cleveland Metroparks. Through a wide range of opportunities, people may directly support special places and programs that are closest to their hearts, as well as district-wide initiatives like the Trails Fund, which was created to expand trail connections throughout our community.

Private donations are also a critical component to securing matching funds for many federal and state grants. An enduring priority of Cleveland Metroparks is land protection, and donors can support the land preservation fund through donating property, as well as monetary gifts. Donors may also choose to support The Emerald Necklace Endowment Fund of The Cleveland Foundation, which helps preserve and protect Cleveland Metroparks for future generations.

HOW TO HELP: During every season, you can embrace the outdoors, secure a future for wildlife and celebrate and protect the gift of nature by making a donation today and planning your charitable support for tomorrow. Your gift can steward the “Emerald Necklace” to ensure healthy forests and streams for the next century. Or, you can also directly impact what matters most to you, from projects like new hiking trails, to youth fishing programs. And, of course, you can also support Cleveland Metroparks Zoo, or a specific park reservation, to sustain the park system's 24,000 acres for another 100 years. Additional giving information is available at www. clevelandmetroparks.com/donate.

Walkers enjoy the scenic beauty of Euclid Creek Reservation. In 2020, Cleveland Metroparks has seen unprecedented visitation across the park district, including an 81% increase in the usage of the all purpose trail.

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4101 Fulton Parkway Cleveland 44144 216-635-3200 clevelandmetroparks.com

EMPLOYEES: 639 2019 REVENUE: $132,927,547 YEAR ESTABLISHED: 1917 SOURCES OF REVENUE: Local property taxes: 58% Charges for services: 24% Grants and contributions: 11% Other: 6% Investment income: 1%

TOP EXECUTIVES & BOARD MEMBERS

Brian M. Zimmerman chief executive officer

Bruce G. Rinker board president

Dan T. Moore, board vice president Debra K. Berry, board vice president William Chorba III, chief financial officer Natalie A. Ronayne, chief development officer

Cleveland Metroparks also offers fun, educational and diverse volunteer opportunities for adults, youth (16 years old and older), community organizations, student projects and corporate groups. Please visit www.clevelandmetroparks. com/volunteer.

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Discover over 300 miles of trails to hike, bike or run.

Play Manakiki or Sleepy Hollow, two of Golfweek’s top-ranked courses.

Visit the nationally acclaimed Cleveland Metroparks Zoo.

Preserve the Gift of Nature.

To learn more about how you can get involved, visit clevelandmetroparks.com/donate ŠRegistered trademark of Cleveland Metroparks.

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The Cleveland Orchestra WHAT WE DO: Under the leadership of music director Franz WelserMöst, The Cleveland Orchestra has become one of the most sought-after performing ensembles in the world, setting standards of extraordinary artistic excellence, creative music-making and community A string quartet of Cleveland Orchestra musicians performs at programming. The Cleveland Clinic in tribute to our Healthcare Heroes. (L to R) Stephen New York Times has Tavani, violin; Analisé Denise Kukelhan, violin; Dane Johansen, cello; declared it “America's and Stanley Konopka, viola. Photo by Roger Mastroianni, courtesy of finest, still," due to the The Cleveland Orchestra. group’s virtuosity, selfconfidence, elegance of sound, variety of color and chamber-like musical cohesion.

Strong community support from across the ensemble’s home region is driving the Orchestra forward with renewed energy, increasing the number of young people attending concerts and bringing fresh attention to the Orchestra’s legendary sound and committed programming. The Cleveland Orchestra owns and operates two stunning venues they call home — Severance Hall and Blossom Music Center.

11001 Euclid Blvd.

Cleveland 44106 216-456-8400 clevelandorchestra.com EMPLOYEES: More than 140 administrative staff, and over 100 full-time musicians 2019 REVENUE: $56,781,169 YEAR ESTABLISHED: 1918 SOURCES OF REVENUE: Earned income: 38% Annual fundraising, excluding special fundraising and campaign operating: 31% Endowment draw: 17% Special fundraising and campaign operating: 14% Note that this breakdown only includes operating revenues. Non-cash revenues include pension, endowment and capital items.

COVID RESPONSE/IMPACT: Since March, dozens of concert cancellations have resulted in significant financial losses, and expenses have increased in order to stay connected with our global community of music lovers through online offerings and the digital series, The Cleveland Orchestra: IN FOCUS, on our new streaming platform, Adella (www.adella.live).

Other new programs include daily radio broadcasts, a podcast of musician stories and archival recordings for limited release. Orchestra musicians have shared music from their living rooms and visited hospitals around the region in tribute to Healthcare Heroes. Free education resources are also available to keep our youngest listeners engaged. For more information, please visit clevelandorchestra.com/athome.

Richard K. Smucker board chair

André Gremillet president and chief executive officer

FUNDRAISING EVENTS: Due to the pandemic, fundraising events have been postponed for 2020. However, the Orchestra has hosted over 15 virtual salon events to keep supporters engaged during these difficult times. In 2021, we hope to resume a full schedule of special events, including the Blossom Summer Soirée and our annual Gala Evening.

HOW TO HELP: The coronavirus pandemic is, without question, the most significant challenge this orchestra has faced in its storied history. Today, we ask you to consider making a donation to the Orchestra Preservation Fund to keep music alive in our community.

Since March, music lovers around the world have stood behind us as we were forced to close our doors. Many difficult months lie ahead, but we are hopeful we can weather this crisis together.

Jane Hargraft chief development officer

Every gift makes a difference. To make your donation to the Preservation Fund, visit clevelandorchestra.com/donate or call 216-456-8400.

Thank you for standing behind us during this extraordinary time.

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Cleveland Zoological Society WHAT WE DO: The Cleveland Zoological Society is Cleveland Metroparks Zoo’s nonprofit advancement partner that raises philanthropic support for the Zoo. The Zoo Society is governed by a board of directors and is an independent 501(c)(3).

Since 1998, Zoo Society donors have contributed $87 million toward Zoo operations, conservation projects and capital improvements, including this year’s Daniel Maltz Rhino Reserve, a new $2.5 million habitat for rhinos that was fully funded by Zoo Society donors.

The Zoo Society’s philanthropic priorities include campus renewal, as well as supporting the Zoo’s national leadership role in science education programming, research and positive animal health and welfare standards.

3900 Wildlife Way Cleveland 44109 216-635-3329 clevelandzoosociety.org

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EMPLOYEES: 18 2019 REVENUE: $8,395,700 YEAR ESTABLISHED: 1957 SOURCES OF REVENUE: Individual: 70% Organizational: 30%

In addition to funding that catalyzes animal care and educational programming in Cleveland, the Zoo Society contributes $500,000 annually to support the Zoo’s international conservation program, working to secure a future for wildlife around the world.

The Zoo Society maintains the largest membership program in Northeast Ohio (more than 40,000 households) and regularly achieves a 95% customer satisfaction rating. Several membership levels exist, from individual and family, to young professional.

TOP EXECUTIVES & BOARD MEMBERS

COVID RESPONSE/IMPACT: Statewide lockdown forced the Zoo to close from March 17-June 17, deeply affecting the peak membership and visitation season. In addition, all Zoo Society in-person programming and fundraising programs were cancelled to best accommodate the limited capacity and safety protocols in place once the Zoo reopened.

Despite a reduction in operational and staffing expenses, the Zoo Society has lost $1.5 million in revenue, mostly due to lagging membership and the closure. The Zoo is suffering an even greater revenue loss — $4.5 million to date. Many of this year’s Zoo’s Society fundraising efforts have been refocused to help mitigate operational cuts and support essential, daily animal care and veterinary work.

FUNDRAISING EVENTS: During a typical year, the Zoo Society hosts more than 12 donor and partner events, as well as ticketed fundraising events that raise more than $1 million.

This year, however, events went digital. Invitation-only ZooZooms — video chats with animal care and conservation specialists — helped keep donors engaged with the Zoo when they could not visit. Meanwhile, a virtual ribbon cutting of the opening of the Daniel Maltz Rhino Reserve on June 9 was shown on Facebook and included a private Zoom link, with more than 40 donors and friends tuning in from home for special content.

The Daniel Maltz Rhino Reserve, a $2.5 million expansion, was fully funded by Zoo Society donors and opened in June.

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HOW TO HELP: The Zoo Society prides itself on managing donor contributions efficiently and transparently. We are committed to engaging donors in Zoo programs and initiatives of the greatest impact for our community and for our Zoo. Individuals, foundations and corporations can support our work in many ways. Visit www.clevelandzoosociety. org/donate or contact Leta Obertacz, director of advancement, at 216-635-3346.

Sarah Crupi Zoo Society executive director

Michael Vaughn board of directors president (Lubrizol)

Leta Obertacz, Zoo Society director of advancement Thomas Fistek, board of directors vice president (Parker Hannifin) Mary Kay Schneider, board of directors vice president (PNC) Ki Mixon, board of directors vice president (Resilience Capital Partners) Lisa Hunt, board of directors treasurer (Ernst & Young) Tom Leiden, board of directors secretary (Leiden Conservation Foundation)

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Cleveland Zoological Society CLEVELAND METROPARKS ZOO

GIVE TODAY The ZooFund

For more than 60 years, Cleveland Zoological Society donors have helped Cleveland Metroparks Zoo thrive, grow and evolve. As the nonprofit partner to one of the top Zoos in the nation, the Zoo Society is proud to provide more than $2 million in operating support to the Zoo each year, and your gifts make that possible.

ANNUALLY, THE ZOO SOCIETY PROVIDES THE FOLLOWING SUPPORT TO THE ZOO:

ANIMAL CARE PROGRAMS

EDUCATIONAL PROGRAMMING AND PLANS

CONSERVATION PROGRAMS

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College Now Greater Cleveland EMPLOYEES: 197 2019 REVENUE: $13,693,672

WHAT WE DO: College Now Greater Cleveland is the nation’s first college access organization. Its mission is to increase postsecondary educational attainment in greater Cleveland through college and career access advising, financial aid counseling, and scholarship and retention services.

1500 West 3rd St., Suite 125 Cleveland 44113 216-241-5587 collegenowgc.org

TOP EXECUTIVES & BOARD MEMBERS

YEAR ESTABLISHED:

College Now serves over 31,000 students and adult learners each year in 185 schools, businesses and community locations across northeast Ohio — as well as virtually! In addition SOURCES OF REVENUE: to providing advising support services on topics Government grants: 36% such as financial aid or college applications, Foundations: 31% College Now also awards over $4 million in needbased, renewable scholarships and matches each Corporations: 16% of its traditional scholarship recipients with a Fee-for-service: 10% mentor from the community. College Now also Special events: 4% manages the Say Yes Cleveland scholarship and pairs each Say Yes Cleveland scholarship Individuals/organizations: 3% recipient with a mentor as well. Nearly 2,000 community members, representing over 500 local employers, serve as mentors to College Now and Say Yes scholarship recipients.

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College Now also works with adults across the community to help them return to college and earn their degrees, thereby increasing their abilities to find sustainable careers.

Learn more at www.collegenowgc.org.

COVID RESPONSE/IMPACT: Education has become increasingly important during the COVID-19 pandemic. College Now has turned its in-person programming into virtual services, ensuring students of all ages have been able to continue receiving College Now support through their advisor or from the Resource Center remotely. Additionally, College Now worked with scholarship recipients to ensure they have access to technology, as well as housing and food, during campus closures or moves to remote learning.

FUNDRAISING EVENTS: Invest in Success is a biennial event that provides College Now with the opportunity to recognize and acknowledge the impact an individual has had on our organization and the community. Proceeds support College Now’s college and career access advising work.

Lee Friedman chief executive officer

Mark Ross chairman of the board

Brian Barren, secretary (Cleveland Indians) Gabe Bruno, treasurer (Lincoln Electric) Alan Kopit, immediate past chair (MediLogix LLC) EXECUTIVE COMMITTEE Kristen Baird Adams (PNC) Stephanie Antunez (California Closets) Michael Cogan (Northern Trust) Lauren Rich Fine (Gries Financial Corporation) Eddie Taylor (Taylor Oswald) EXECUTIVE STAFF Robert Durham, senior director of scholarship services and financial aid Mark Magyar, chief financial officer Maggie McGrath, director of the Higher Education Compact of Greater Cleveland Jeff McKissick, chief information officer Julie Szeltner, senior director of adult programs and services Dr. Michele Scott Taylor, chief program officer Kittie Warshawsky, chief external affairs officer Laurel Wilder, director of marketing and communications Alenka Winslett, chief operating officer

Bag Lady is a biennial fundraising event that supports College Now’s Mentoring Program.

Last held in September 2019, the event netted over $400,000 for the program.

HOW TO HELP: Volunteer: Community members can volunteer with College Now as mentors in the College Now Mentoring Program. Mentors are college graduates who are paired with College Now and Say Yes scholarship recipients throughout their college journeys and provide advice, guidance and support.

Give: Monetary donations can be made to College Now to support any of the organization’s programs or areas of operation. Any donation amount can have an impact. For example, a donation of $46 covers the cost of an ACT waiver for a high school student, and a donation of $1,000 buys books for a scholarship recipient for an entire year of school. Learn more about what your donation can provide at www.collegenowgc.org/donors.

For more information on how to help, please contact Kittie Warshawsky, chief external affairs officer, at kwarshawsky@collegenowgc.org.

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The College Now Mentoring Program serves community members with a College Now or Say Yes scholarship recipient to provide support.

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"This scholarship has helped me understand that hard work does pay off in the long run, and allowed me to follow my dreams because I know I will always have support and mentors there beside me."

-Blanca O. Garrett Morgan High School, Class of 2019 Cuyahoga Community College

Learn how you can make a difference by visiting www.collegenowgc.org/donate.

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Crossroads Health EMPLOYEES: 270 2019 REVENUE: $14,269,003 YEAR ESTABLISHED: 1971 SOURCES OF REVENUE:

8445 Munson Road Mentor 44060 440-255-1700 crossroadshealth.org

WHAT WE DO: We offer integrated services for recovery and mental health.

Crossroads Health is a 501(c)(3) nonprofit behavioral health provider serving the Northeast Ohio area, with facilities located in Mentor, Painesville and Willoughby, including a strategic affiliation with New Directions — an adolescent and young adult-based residential, recovery housing and outpatient treatment facility for substance use and mental health disorders, located on Cleveland’s east side.

TOP EXECUTIVES & BOARD MEMBERS

Medicaid/Medicare: 36%

Crossroads Health is an innovative leader for trauma-informed, mental health personalized Grants: 26% care and recovery support. We provide a continuum of integrated health services for all Other: 10% people, at all ages and stages of life — no matter an individual’s ability to pay. We are committed to providing trauma-informed, evidence-based services that change lives and impact communities.

OH/County/Local: 28%

Crossroads Health’s individualized services are based on each person’s unique strengths, abilities, needs and preferences. Service areas include: Psychiatry and Medication Management, Substance Use Disorders and Dual Diagnosis, School-Based and Consultation Training and Education (CTE), Early Childhood Services, Outpatient Services, Intensive Services, Specialized Services and Criminal Justice Services.

Mike Matoney, MBA, LICDC-CS, chief executive officer

Mike Crislip chairperson, board of directors (Onyx Creative)

Dianne Vogt, vice-chairperson, board of directors (HUGS Foundation) Harold Abraham, treasurer, board of directors (Easton Corporation, retired) Melissa Cole, secretary, board of directors (University Hospitals)

COVID RESPONSE/IMPACT: Following the Governor's stay-at-home order, Crossroads Health moved quickly to provide uninterrupted mental health and recovery services, via telehealth, to 8,000 clients and families.

Transitions back to on-site services continue with a primary focus on the health and wellbeing of our clients, families, staff and community. We rigorously take preventative health measures to minimize the spread of COVID-19 and continue to offer safe, secure telehealth services, via telephone, video-conference and virtual support groups, as well as in-person services.

In partnership with Lake County ADAMHS Board, we implemented the Crossroads Health Coronavirus Warmline at 440-754-3340 for help with COVID-related stress, anxiety or uncertainty.

FUNDRAISING EVENTS: Crossroads Health’s Annual Appeal for the Annual Fund is the single most important event and source for annual philanthropic giving to the nonprofit.

Annual Fund giving supports services and programs to make our communities healthier, happier and safer — no matter an individual’s ability to pay. For every dollar spent on scaling-up treatment for common mental health disorders, a four-dollar return is realized in improved health and productivity. Charitable contributions can be made directly at crossroadshealth.org.

HOW TO HELP: We welcome contributions in cash, in-kind donations and planned gifts, including stocks, bonds and real estate. Your gifts help Crossroads Health provide individuals and families — at all stages of life — the treatment, education, crisis intervention, and support services and programs they need, regardless of their abilities to pay.

Crossroads Health is a 501(c)(3) nonprofit organization. Contributions are tax-deductible to the fullest extent allowed by the law. Your tax-deductible gift to Crossroads Health positively impacts our community in measurable ways and, most importantly, helps save lives.

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Crossroads Health is restoring hope, healing lives and preserving futures.

For more information on how to help, please contact James Wyman, chief development officer, at 216-360-4445.

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We offer integrated services for recovery and mental health.

Crossroads Health serves all people at all ages and stages of life. We provide individualized services based on each person’s own unique strengths, abilities, needs, and preferences.

We’ve provided life-changing behavioral health and recovery services to thousands of people every year for fifty years, and now offer online and virtual services as well.

We are respectful and trauma-informed, recognizing and appreciating differences.

440.225.1700 crossroadshealth.org Mentor . Painesville . Willoughby An affiliate of New Directions.

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First Year Cleveland EMPLOYEES: 4 2019 REVENUE: $2,954,250 YEAR ESTABLISHED: 2015 SOURCES OF REVENUE: Grants: 100%

WHAT WE DO: First Year Cleveland (FYC) is a collective impact organization with a community-wide network of more than 500 partners, all committed to reducing infant deaths throughout Cuyahoga County. FYC has a strong focus on the Black community, as Black babies in Cuyahoga County die at a rate four times higher than white babies. In Cleveland, the rate is seven times higher.

TOP EXECUTIVES & BOARD MEMBERS

FYC's 11 community-wide Action Teams are tackling priority areas proven to reduce infant deaths: decreasing extreme prematurity, eliminating sleep-related deaths and addressing racial inequities. FYC knows that, by dismantling systemic racism, the health outcomes of our Black babies will significantly improve.

FYC is on the right track but still has a long way to go. From 2015 to 2019, the overall number of infant deaths decreased by 23%, and the number of Black infant deaths declined by nearly 17%. But we still lost 120 precious infants — and 73% were Black.* It is imperative that this work continues and expands. Please give today to help ensure that every baby born in Cuyahoga County celebrates a first birthday. *2019 data are preliminary and unaudited.

COVID RESPONSE: At the onset of the COVID-19 pandemic, FYC immediately partnered with area organizations to meet the increased and urgent needs of new and expectant parents. They tackled issues like the digital divide to allow increased access for telehealth visits in low-income neighborhoods. In addition, they developed a program to allow proxies, like home health workers, to pick up and deliver food from area food pantries for those who had no transportation. And, as the disparities in health outcomes became even more evident during the pandemic, FYC worked to call out racism as a public health crisis.

All this, and more, continues today.

HOW TO HELP: Donate: FYC is funded primarily through grants and welcomes individual donations and corporate support. Your gift will help us continue and expand our critical work. Please donate securely online today at FirstYearCleveland.org/give.

Become a Safe Sleep Hero: Ask your organization’s HR team to offer FYC’s Safe Sleep Heroes training to all employees. This short training explains the why and how behind the ABCDs of Safe Sleep: Alone, on their Back, in an empty Crib and Don’t smoke. You can also take the training online at FirstYearCleveland.org/ safesleep.

First Year Cleveland is a community movement committed to ensuring that every baby born in Cuyahoga County celebrates his or her first birthday. Please give today and help advance this important work.

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Case Western Reserve University School of Medicine BioEnterprise Building 11000 Cedar Ave., Suite 410 Cleveland 44106 216-368-4837 FirstYearCleveland.org

Help reverse bias in the workplace: FYC can help integrate bias training in your workplace to help staff recognize bias in their behavior and ideas. The training will help your company’s board members, leadership and employees recognize how to view the world through a different lens. Learn more and get involved at FirstYearCleveland.org.

Patti DePompei, Akram Boutros, RN, MSN, MD, FACHE, Executive Committee Executive co-chair Committee co-chair (University (The MetroHealth Hospitals) System) Terry Allan, RS, MPH (Cuyahoga County Board of Health) Jennifer Bailit, MD (The MetroHealth System) Mitchell Balk (The Mt. Sinai Care Foundation) Matt Carroll (Office of the County Executive) Celina Cunanan, CNM (University Hospitals) Marcia Egbert (The George Gund Foundation) Jazmin Long (Birthing Beautiful Communities) Merle Gordon (The City of Cleveland) Kevin Kelley (Cleveland City Council) Michael Konstan, MD (CWRU School of Medicine) Stanley Miller (Rust United Church of Christ) Jean Polster, RN, MS (Neighborhood Family Practice) Rebecca Starck, MD, FACOG (The Cleveland Clinic) Natoya Walker Minor (The City of Cleveland) Bernadette Kerrigan, executive director (First Year Cleveland) Elizabeth “Bede” Littman (CWRU School of Medicine)

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EVERY BABY DESERVES TO CELEBRATE A FIRST BIRTHDAY.

LEARN MORE & SUPPORT OUR CRITICAL WORK FIRSTYEARCLEVELAND.ORG For more than 50 years, Greater Cleveland has been ranked among the worst communities for prematurity and infant deaths. It had seemed like an almost unsolvable problem.

But First Year Cleveland accepted the challenge and is tackling this issue head-on. Through our collaboration with more than 500 community members and organizations, we now have the data-informed answers to solve this problem.

We’re taking action and moving the needle in high-priority areas: reducing racial inequities, addressing extreme prematurity and eliminating sleep-related infant deaths.

Please join us as we work to ensure all our babies celebrate their first birthday.

First Year Cleveland

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Great Lakes Science Center FULL-TIME EMPLOYEES: 45 2019 REVENUE: $6,909,585 YEAR ESTABLISHED: 1996 SOURCES OF REVENUE: Operating revenue: 66%

WHAT WE DO: Great Lakes Science Center, a 501(c)(3) nonprofit, is home to the NASA Glenn Visitor Center and makes science, technology, engineering and math (STEM) come alive for more than 300,000 visitors a year through hands-on exhibits, temporary exhibitions, the Cleveland Clinic DOME Theater, historic Steamship William G. Mather, daily science demonstrations, seasonal camps and more.

We cultivate critical thinkers in an experiential, fully immersive, multi-sensory learning and play environment where guests can become builders, scientists, engineers and explorers.

Our vision is of a community where all people value STEM to inform decision-making and enrich Endowment: 6% lives. Through free admission, programming and scholarships, we provide access to those underrepresented in STEM to boost their confidence and transform their future. In addition, we inspire the future STEM workforce by partnering with local companies and entrepreneurs to allow students to explore STEM professions and develop the skills industry leaders will look for in the leaders of tomorrow.

Contributed revenue: 28%

COVID RESPONSE/IMPACT: The Science Center was already adapting programs and shifting resources to work-from-home, when the building closed on March 12. Curiosity Corner Live launched on March 13 on YouTube and an updated summer camp program opened on June 1 with onsite and at-home options. The museum fully reopened on July 1 with HVAC updates, UV-treatment of exhibits with aerosol components, hand-washing stations, new sanitizing procedures and reduced touch interfaces. After safely serving more than 1,100 youth in the summer camp program, this August, the Science Center created Learning Lab, an educational space for children doing school virtually.

FUNDRAISING EVENTS: Our annual Design & Build competition connects corporations and middle schools for a team-based design challenge. The competition is fun and creative, and you never know who will design, build and then test the most successful solution to the challenge. Additionally, Fusion of Food & Science provides guests an exclusive culinary experience, featuring a five-course tasting menu. Each tantalizing course highlights the creative ways that science can transform food.

HOW TO HELP: Give: Individual, corporate and foundation donations are especially important during the pandemic as the Science Center continues to develop innovative ways to deliver STEM programming to the community and students of Northeast Ohio.

Sponsor: Help the Science Center provide exciting STEM programming by sponsoring our programs, events or special STEM-themed programming months.

Great Lakes Science Center is located in downtown Cleveland on North Coast Harbor.

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601 Erieside Ave. Cleveland 44114 216-694-2000 greatscience.com

TOP EXECUTIVES & BOARD MEMBERS

Steven A. Kirsten M. Karklin Ellenbogen, Ph.D., board chair president and chief (CDK Enterprises executive officer Investment Holdings)

Executive Staff Ken Sinchak, chief financial officer Amy Pausche, VP of development Val Davillier, VP of exhibits Amanda Taunt, VP of operations Scott Vollmer, VP of STEM education Executive Committee Mark Barker (The Interlake Steamship Company) Katinka Domotorffy Susan Flaherty (Ernst & Young) Robert T. Graf, Ph.D. (The Lubrizol Corporation) Mary Beth Holdford (Holdford Communications LLC) Kenneth R. Morgan (Hawthorn, PNC Family Wealth) David Mustin (Marcum Technology) David Peace (Resilience Capital Partners) Linda Rae (GE Digital) David M. Reynolds (Key Private Bank) Doug Smith (The Timken Company) Bud Thomas (PwC)

Volunteer: The Science Center has meaningful volunteer opportunities for individuals and corporate groups that are designed to benefit both the volunteer and organization.

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TODAY’S CURIOUS CHILDREN ARE TOMORROW’S LEADERS

All it takes is a spark to ignite an interest in science.

Great Lakes Science Center programs engage learners of all ages, boost the confidence of those underrepresented in the STEM fields, and create the next generation of science leaders.

Your gift will inspire the critical thinkers, dreamers and innovators of tomorrow.

GreatScience.com/donate

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ideastream WHAT WE DO: ideastream serves Northeast Ohioans by listening, understanding and fostering dialogues across the region. As Northeast Ohio’s largest independent, publicly supported media organization, it provides free, trusted and credible programs and services to 2.8 million people in a typical month. It is recognized locally and nationally as an innovative model for public media, distinguishing itself from other media entities through a deep and abiding dedication to community partnerships, civic engagement and innovative use of media. ideastream owns and operates WVIZ/PBS, with five channels of public television service; 90.3 WCPN, Northeast Ohio’s NPR news radio station; and WCLV 104.9, Northeast Ohio’s classical music radio station. Through multimedia experiences, ideastream engages with the community and tells local stories focused on arts and culture, community affairs, education, health and science, and the State of Ohio.

In addition, on behalf of Ohio’s public broadcasting stations, ideastream manages the Ohio Public Radio and Television Statehouse News Bureau and Ohio Government Television in Columbus. ideastream also produces the award-winning children’s series NewsDepth and provides enhanced learning opportunities to thousands of local students and educators each year.

COVID RESPONSE/IMPACT: ideastream is producing several content series and initiatives to keep the community in-the-know. Across its broadcast and digital channels, ideastream provides Governor Mike DeWine’s COVID-19 briefings and reports on local impacts of the pandemic. ideastream also shares educational resources to assist children, families and educators adapting to at-home learning.

With in-person events canceled and many of Northeast Ohio’s iconic arts institutions closed, ideastream connects our community with beautiful music and entertainment — offering a new, daily classical music radio program, on-demand concert recordings by The Cleveland Orchestra and live digital performances that allow audiences to engage with local art and music.

Idea Center 1375 Euclid Ave. Cleveland 44115 216-916-6100 ideastream.org EMPLOYEES: 132 2019 REVENUE: $22,942,729 YEAR ESTABLISHED: 2001 SOURCES OF REVENUE: Membership Support (Individuals): 30% Grants and Sponsorships (Foundations and Corporations): 27% Broadcast Educational Media Commission (State): 12% Corporation for Public Broadcasting: (Federal): 11% Cuyahoga Arts & Culture (County): 3% Other Support and Earned Revenue: 17%

TOP EXECUTIVES & BOARD MEMBERS

VISION & MISSION: Vision: ideastream is indispensable and highly valued for its unique ability to strengthen our community.

Mission: ideastream is a trusted and dynamic multimedia source for illuminating the world around us.

HOW TO HELP: Become a member today! ideastream is a nonprofit and funded primarily by individuals like you. Join these individuals if you believe that investing in local journalism is vitally important to you and the community. ideastream’s thoughtful, trusted local news and engaging community conversations only get stronger with your support. Your generous contributions allow ideastream to continue to share important local programs and services that inform, inspire, educate and entertain Northeast Ohioans. We’re here for you, and because of you.

For information about becoming a member, contact Sara Adamo Hunter at 216-916-6116, or visit ideastream.org/donate.

For information about planned giving or making a major gift, contact Ella Fong at 216-916-6154 or ella.fong@ideastream.org.

Through The Sound of Ideas Community Tour event series, ideastream travels into neighborhoods across Northeast Ohio to talk directly with residents about issues that are important to them.

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For information about corporate and foundation philanthropic support, sponsorships and underwriting, contact Lori Marks at 216-916-6284 or lori.marks@ideastream.org.

Julie Adler Raskind board of trustees chair

Kevin E. Martin president and chief executive officer

Kevin M. McMullen, board of trustees immediate past chair Sandra Kiely Kolb, board of trustees vice chair David D. Legeay, board of trustees secretary Daniel P. Walsh, Jr., board of trustees treasurer Todd Mesek, chief marketing officer Faith N. Noble, chief financial officer Jenny Northern, general manager Mark A. Rosenberger, chief content officer Mike Shafarenko, chief experience officer

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We’re here for you, and because of you...

BECOME A MEMBER: ideastream.org/donate

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Julie Billiart Schools EMPLOYEES: 64 2019 REVENUE: $5,841,888 YEAR ESTABLISHED: 1954 SOURCES OF REVENUE: Tuition and state scholarships: 81% Individuals: 12% Net event: 4% Foundations: 2%

WHAT WE DO: Julie Billiart Schools, a private, Catholic network of K-8 schools in Akron, Lyndhurst and Westlake, educate and empower children with learning differences. We strive to build selfconfidence, inspire Christian values and empower students with the skills, knowledge and enthusiasm for lifelong learning.

In addition, our therapists, Board Certified Behavior Analysts and staff of certified intervention specialists work together to bring a whole-child approach to children who need a unique educational experience. Surrounded by strategically designed classrooms, state-of-the-art assistive technology and onsite therapies and activities, Julie Billiart Schools' students learn with the tools to succeed in the classroom, with their peers and at home.

Julie Billiart School Akron: 380 Mineola Ave. Akron 44320 Julie Billiart School Lyndhurst: 4982 Clubside Road Lyndhurst 44124 Julie Billiart School Westlake: 3600 Crocker Road Westlake 44145 216-691-8916 juliebilliartschool.org

TOP EXECUTIVES & BOARD MEMBERS

Investment income: 1%

COVID RESPONSE/IMPACT: As Northeast Ohio’s premier schools for children with learning *Fiscal 2020 differences, Julie Billiart Schools are setting the (7/1/2019 - 6/30/2020) pace for how distance learning and sociallydistanced learning are delivered, consumed and measured among kids who learn differently. We are currently offering an in-person format, as well as a virtual format for families who need it. Our COVID-19 Response Team meets daily to enact policies and communications that will keep our community safe and uphold our mission of educating and empowering kids with learning differences.

FUNDRAISING EVENTS: Julie Billiart Schools’ Celebrate Gala: The annual Celebrate Gala is Julie Billiart Schools’ largest fundraising event of the year. Proceeds are used to support tuition assistance for students, ongoing professional development for faculty and staff, and learning environments that help our students succeed. To learn more, visit www.juliebilliartschool.org/gala.

JB Westlake Challenge: In this fiscal year (July 1, 2020-June 30, 2021), JB Westlake has a unique fundraising opportunity to help make your gifts go even further, as the Westlake Challenge will match your gifts 2:1. To learn more, visit www.juliebilliartschool.org/ westlakechallenge.

HOW TO HELP: Give: Support our incredible kids. For more than 60 years, Julie Billiart Schools’ incredible students have overcome obstacles and charted their own individual paths to success. This is due, in large part, to generous individuals and community partners whose support lays the building blocks for our kids’ growth and resilience. Your gift immediately and directly supports the academic, social and emotional growth of our kids and sets a foundation for a lifetime of success.

Share: If you’re not able to make a financial gift, we ask that you share our mission with your friends, family and network. Every child deserves the attention and support that Julie Billiart Schools provides. Because of the specialized nature of our education, many do not know about the work we do unless they’re directly affected by a learning difference. Please give us a call to discuss how you can help our kids by sharing their stories.

Lannie DavisFrecker president and chief executive officer Jodi Johnston, principal, Julie Billiart School, Lyndhurst Jason Wojnicz, principal, Julie Billiart School, Akron Samantha Evers, principal, Julie Billiart School, Westlake Tricia Gerak, board chair (Precision Component Industries) Betsy Dellinger (Park Place Technologies) Victor Alexander (Key Bank) Dave Roush, vice chair (Staff Trak) George Reider (Fifth Third Securities) Steve Wilt (CAPTRUST) Pat Peters, secretary (Jackson Lewis, P.C.) Sr. Lisa Novak, SND (Sisters of Notre Dame) Patty Dyer, treasurer (Dyer, Roche & Company Inc.) Jason Sutton (Wells Fargo)

Julie Billiart Schools' students are all in for their education.

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Westlake Challenge Julie Billiart School Westlake is JB’s newest campus and will offer families on the West Side of Cleveland a muchneeded educational option for kids with learning differences.

In this fiscal year (July 1, 2020-June 30, 2021) JB Westlake has a unique fundraising opportunity to help make your gifts go even further. We have been offered a challenge grant by a very generous donor who passionately believes in the good work that we are doing at JB. The Westlake Challenge will match your gifts 2:1 this year.

JULIEBILLIARTSCHOOL.ORG

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JumpStart Inc. EMPLOYEES: 72 2019 REVENUE: $19,570,962 YEAR ESTABLISHED: 2004 SOURCES OF REVENUE: Grants: 47% Contributions: 43%

WHAT WE DO: As a nonprofit venture development organization, JumpStart’s mission is to unlock the full potential of diverse and ambitious entrepreneurs to economically transform entire communities.

TOP EXECUTIVES & BOARD MEMBERS

Private, public and philanthropic support allows us to focus our work on three core areas: Making investments: We invest capital into hightech startup businesses. To date, we have invested more than $62 million into 125 Ohio startups.

44% of these investments have been provided to companies led by women and people of color.

Events: 7%

Delivering services: We provide technical Investment income: 3% assistance to help high-potential businesses solve problems, drive growth and create jobs. Last year, we worked with more than 1,350 companies. 52% of these companies were women-led and 45% were led by people of color.

Acting as a value-added intermediary: We work on behalf of private, public and philanthropic funders who want to assist entrepreneurs — making grants and convening networks to turn their vision and resources into impact. In 2019, companies served by JumpStart and our partners directly and indirectly supported an estimated $1.3 billion of economic output, $713 million of labor income and 7,174 households.

COVID RESPONSE/IMPACT: JumpStart immediately launched a COVID-19 Resource & Assistance guide, began working directly with entrepreneurs to help them navigate this new environment and developed a webinar series around negotiating COVID-related disruptions, which has reached over 1,500 community members. JumpStart also committed more than $3 million in emergency funding to its clients and into community stabilization funds, helping catalyze commitments totaling more than $12 million from community partners.

FUNDRAISING EVENTS: JumpStart offers free educational workshops on a wide variety of topics, from capital readiness and go-to-market strategy, to financial projections, growth planning and more. A schedule of upcoming, virtual workshops can be found at www.jumpstartinc.org/for-entrepreneurs/workshops.

JumpStart is also creating opportunities for the entrepreneurial community to learn from subject matter experts on a wide variety of topics. Our regularly updated Events Calendar (www.jumpstartinc.org/events) includes up-to-date information on these events, along with others being held across the ecosystem. For sponsorship opportunities, please contact Haley Burk at haley.burk@jumpstartinc.org.

HOW TO HELP: We are eager to work with all who want to participate in our entrepreneurial community.

Panelists at JumpStart’s annual Startup Scaleup event, pictured from left to right: Adam Kaufman, Andrea Walker, David Moss, Denise Czack and Rebecca Maurer.

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6701 Carnegie Ave., Suite 100 Cleveland 44103 216-363-3400 www.jumpstartinc.org

There are many ways to make an impact. Visit www. jumpstartinc.org/supporters or call Kara Carter at 216-4562646 to explore ways you can make an impact. Together, we can build an inclusive economy of innovation and growth, as well as a vibrant community in which to live and work.

Ray Leach chief executive officer EXECUTIVES Jerry Frantz, chief investing and services officer Lamont Mackley, chief inclusion and outreach officer Karen Adame, chief financial officer Kendra Gardiner, chief performance officer BOARD OF DIRECTORS Gary Shamis, board chair (Winding River Consulting) Jeanne Coughlin, vice-chair (The Coughlin Group, Inc.) Patrick Pastore, vice-chair (PNC) Bill Seelbach, chair emeritus (The Riverside Company) Joe Jankowski, Governance Committee chair (CWRU) Steve Fry, Evergreen Committee chair (SRF Consulting) Kate Asbeck, Finance and Audit Committee chair (The Cleveland Foundation, retired) Tom Hopkins, HR and Compensation Committee chair (Sherwin Williams, retired) Barb Paynter, Advancement Committee chair (Paynter Communications) Karim Botros, Revenue Committee chair (Echo Health Ventures) Jose Vasquez, Inclusion Committee co-chair (Quez Media Marketing, Inc.) Carol Caruso, Inclusion Committee co-chair (Caruso Public Affairs)

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New Directions, Inc.

30800 Chagrin Blvd.

Cleveland 44124 216-591-0324 newdirections.co

T R

WHAT WE DO: We offer integrated services for recovery and mental health.

When drugs and alcohol lead adolescents and young adults down a dangerous path, New Directions can help guide them on a new course toward recovery.

An independent 501(c)(3) nonprofit organization, New Directions is the only residential, recovery housing and outpatient treatment program of its kind in Northeast Ohio, providing treatment for more than 50,000 adolescents and their families since 1981. We are committed to offering trauma-informed, evidence-based services that change lives and positively impact families and communities.

Substance using adolescents and young adults, including those with co-occurring mental health needs, receive intensive, 24-hour treatment from a dedicated staff, including therapists, a medical director, a psychiatrist, treatment specialists and a registered dietician. The therapeutic day includes the John F. Stafford Educational Program staffed with full-time teachers and teaching assistants from Orange City School District.

Meanwhile, the clinical program includes group therapy, individual therapy, art therapy, family therapy, trauma counseling, life skills training, physical recreation and 12-step recovery meetings.

EMPLOYEES: 65 2019 REVENUE: $2,930,782 YEAR ESTABLISHED: 1981 SOURCES OF REVENUE: Other: 41% Medicaid/Medicare: 29.6% Grants: 17.3% Ohio/County/Local: 12.1%

COVID RESPONSE/IMPACT: The impact of the COVID-19 pandemic on New Directions' evidence-based, trauma-informed delivery of services is significant. New Directions' staffing profile includes an array of full- and part-time employees and specialists to provide 24/7 services for our young people in residential treatment and recovery housing.

We quickly implemented COVID-19 response measures — including telehealth and video-conferencing — to ensure all residential and recovery housing services, intensive outpatient and recovery services, and assessment and intake meet ongoing needs in our community. This has required an enormous team effort across the entire organization, from facilities maintenance, counselors, clinicians and educators, to all operations and administrative areas.

FUNDRAISING EVENTS: New Directions’ Annual Appeal for the Annual Fund is the single most important event and source for annual philanthropic giving to New Directions.

Annual Fund giving supports recovery and education services and programs to make our communities healthier, happier and safer. Just $1 of support saves our larger community $12 in reduced emergency room visits, hospitalizations, school drop-outs, family disruptions and legal charges.

Another important statistic: 68% of New Directions clients report an improvement in school performance 12 months after discharge. This greatly exceeds national averages. Charitable contributions can be made directly at newdirections.co/give.

HOW TO HELP: We welcome contributions in cash, in-kind donations and planned gifts, including stocks, bonds and real estate.

New Directions is a 501(c)(3) nonprofit organization.

Contributions are tax deductible to the fullest extent allowed by law.

TOP EXECUTIVES & BOARD MEMBERS

W

W Mike Matoney, MBA, LICDC-CS, chief executive officer

Mike Crislip chairperson, board of directors (Onyx Creative)

Dianne Vogt, vice-chairperson, board of directors (HUGS Foundation) Harold Abraham, treasurer, board of directors (Easton Corporation, retired) Melissa Cole, secretary, board of directors (University Hospitals)

The campus grounds of New Directions.

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For more information on how to help, please contact James Wyman, chief development officer, at 216-360-4445.

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TREATMENT MAKES A DIFFERENCE. RECOVERY MAKES A LIFE.

OUR MISSION We offer integrated services for recovery and mental health.

When drugs and alcohol lead adolescents and young adults down a dangerous path, New Directions can help guide them on a new course toward recovery.

New Directions is the only residential, recovery housing and outpatient treatment program of its kind in Northeast Ohio, providing treatment for more than 50,000 adolescents and their families since 1981.

We are committed to providing trauma-informed, evidence-based services that change lives and positively impact families and communities.

216.591.0324 newdirections.co 30800 Chagrin Bvld. Cleveland, Ohio 44124 An affiliate of Crossroads Health.

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OhioGuidestone WHAT WE DO: Recovery is possible with OhioGuidestone.

A leader in the field of behavioral health with a history of more than 155 years, we address the needs of the whole person, helping them reset their paths, reclaim their autonomy and restore their purpose.

OhioGuidestone connects individuals of all ages with the resources needed to achieve lifelong success, providing community counseling, substance use disorder treatment, early childhood mental health services, psychiatric care, workforce development training and more. We are Where New Paths Begin.

COVID RESPONSE/IMPACT: Throughout our history, OhioGuidestone has seen many a crisis. Yet, one thing has remained consistent: we have always adapted to best help those we serve. The COVID-19 pandemic is no different. As the coronavirus crisis unfolded, many of the individuals and families we serve were abruptly isolated at home, cut off from existing support systems and behavioral health services, and forced to face increased financial strain and uncertainty.

Understanding the impact of these circumstances on both our staff and those we serve, within five days, we equipped all of our therapists and case managers across the state to see clients virtually. This allowed us to remain open without any disruption to the critical services we provide, while keeping our staff and clients safe. We have expanded our telehealth services — as a complement to in-person counseling and treatment — to stay connected to the people who need us most. Mental health matters, now more than ever before.

FUNDRAISING EVENTS: Holiday Giving, November-December: Help us provide memorable holidays for those we serve. When shopping for presents for your loved ones or for your own special holiday meal, consider purchasing a retail or grocery store gift card for our families in need.

Contact Jessica Kanelos at Jessica.Kanelos@OhioGuidestone.org or 440-260-8362.

Evolution Gala, Presented by Fifth Third Bank, September 25, 2021: OhioGuidestone celebrates our donors, clients and achievements with silent and live auctions, dinner, exhibits, music and dancing at the Rock and Roll Hall of Fame. Contact Arian May at Arian.

May@OhioGuidestone.org or 440-260-8212.

HOW TO HELP: OhioGuidestone is changing the lives of individuals in our community through our programming, services and compassionate employees. We need your help to continue making a positive impact. Support OhioGuidestone with a tax-deductible charitable gift by visiting OhioGuidestone.org. Make an investment in the lifelong success of the people we serve.

434 Eastland Road Berea 44017 440-234-2006 OhioGuidestone.org EMPLOYEES: 1,289 2019 REVENUE: $77,409,776 YEAR ESTABLISHED: 1864 SOURCES OF REVENUE: Other: 39% Corporations/organizations: 30% Foundations: 20% Individuals: 11%

TOP EXECUTIVES & BOARD MEMBERS

Richard R. Frank president and chief executive officer

Peter J. Ippolito chairperson, board of directors

Mary K. Greulich, executive vice president; chief financial officer Ben Kearney, Ph.D., executive vice president; chief clinical officer Donna Keegan, executive vice president; chief operating officer Cindy Naegele, vice president of advancement and communications Mary Stiles, vice president and general counsel Patricia Stumpp, vice president of human resources

ADVOCATE: Are you a young professional looking to gain experience and make a difference? Join OhioGuidestone’s Junior Board. Through your membership, you will collaborate with our board members, plan an annual fundraiser and share your talents to help the individuals served by OhioGuidestone. Contact Jessica Kanelos at Jessica.Kanelos@OhioGuidestone.org or 440-260-8362 to learn more.

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Providing pathways for growth, achievement and lifelong success.

Your charitable donation will help the children, adolescents and adults we serve reset their paths, reclaim their autonomy and restore their purpose. Help OhioGuidestone connect individuals with the resources needed to achieve lifelong success.

Make a gift today.

There are many ways to give • Corporate Giving

• Matching Gifts

• Honor/Memorial Gifts

• Planned Giving

• In-Kind Giving

• Stock Options

For more information about giving to OhioGuidestone, visit www.ohioguidestone.org or call Cindy Naegele at 440.260.8341.

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Stella Maris, Inc. WHAT WE DO: Stella Maris strives to make services available to all those seeking treatment, based on presenting need and available treatment capacity. It also recognizes that it cannot meet the total needs of its community alone. As a result, Stella Maris works with other community resources to improve the availability of appropriate services for the treatment of alcoholism and other addictions.

1320 Washington Ave. Cleveland 44113 216-727-2066 stellamariscleveland.com

EMPLOYEES: 98 2019 REVENUE: $5,807,902 YEAR ESTABLISHED: 1948 SOURCES OF REVENUE: Program services: 59% Grants and contributions: 39% The founders of Stella Maris are photographed.

COVID RESPONSE/IMPACT: In response to the need for social distancing, due to COVID-19, Stella Maris quickly made the decision to significantly reduce traffic on its campus by temporarily suspending all community-based programs, including 12-step meetings, group support sessions and family therapy. All of Stella Maris’s treatment programs, including detoxification, partial hospitalization, intensive outpatient treatment and supportive housing, remain available and continue to enroll clients. However, in order to keep staff and clients safe, many of the service delivery components within these programs have shifted to video conferencing platforms, including all outpatient levels of care.

Other income: 1.99% Investment income: .01%

FUNDRAISING EVENTS: Building Dedication: October 15th Open House HOW TO HELP: Contributions of any size are appreciated.

CONNECT: Follow us on Facebook (@stellamariscleveland), Instagram (@stellamariscleveland) and LinkedIn (@stella-maris-cleveland).

TOP EXECUTIVES & BOARD MEMBERS

Susan Gragel president (Goldstein Gragel, LLC)

Robert Brandon vice president (CBRE)

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Daniel Lettenberger-Klein executive director Aaron Marks treasurer (American Express) Daniela Paez secretary (Ulmer and Associates) Richard Bialosky (King Group at CCIM) The Honorable Ellen Connally William Denihan Rich Doody (Bravo Development Inc.) Thomas Gerson (TEG Management Corp) Earle Horton (Horton & Horton)

Annie Hubbard Jeff Knight (Complete Real Estate Services) George Latcheran (The Huntington National Bank) Kenneth Lurie (The Orlean Company) Theresa Manley (Graphco Company) Tim McErlean (United Agencies, Inc.) John O'Brien (McDonald and Company Investments) Patrick Quinn (Quinn Legal Associates, Inc.)

Susan Scheutzow (attorney) Albert Schneider III (Schneider and Company) Tom Wasson (Wasson Company, Inc.) Phyllis Webb (Dise & Company) Michael Wise (McDonald Hopkins) Oliver Zeltner (Jones Day) *** A full list of board members is available online at www. crainscleveland.com/GIVING20.

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United Way of Greater Cleveland EMPLOYEES: 113 2019 REVENUE: Fiscal Total: $42,600,000 YEAR ESTABLISHED: 1913 SOURCES OF REVENUE: Workplace campaign: 68% Direct services to the community: 19% Corporate and foundation gifts: 8%

WHAT WE DO: While we work to address the root causes of poverty, United Way of Greater Cleveland realizes that many of our neighbors need our support right now. This is why we have activated our Community Hub for Basic Needs, which meets the “here-and-now” needs of Greater Clevelanders through a unique network of health and human services organizations and United Way’s 2-1-1 HelpLink.

1331 Euclid Ave. Cleveland 44115 216-436-2100 unitedwaycleveland.org

TOP EXECUTIVES & BOARD MEMBERS

Our focus is to ensure that all Greater Clevelanders have their basic needs met so they are able to strive toward a better life.

COVID RESPONSE/IMPACT: United Way of Greater Cleveland is committed to helping our community recover from the COVID-19 pandemic:

August A. Napoli president and chief executive officer

Paul J. Dolan board chair

Principal gifts: 5%

• Our response began through our 2-1-1 HelpLink.

In March, call volume doubled to 6,000 calls per week, as callers needed help with food, income support, housing and more.

• We were proud to serve as a partner in the Cleveland Foundation’s Rapid Response Fund.

• We were also proud of the power of partnership when we convened with six organizations to provide more than 100,000 KN95 face masks to nonprofits in Greater Cleveland.

• With an eviction crisis looming, due to COVID-19, we continued our work with the Legal Aid Society of Cleveland to launch Right to Counsel-Cleveland on July 1, providing Cleveland tenants with children access to an attorney when facing an eviction.

• Most recently, we are working to safely connect academically vulnerable students with small group, in-person support for virtual learning and tutoring through our Academic Learning Pods initiative.

FUNDRAISING EVENTS: United Way of Greater Cleveland hosted our 2020 Virtual Annual Meeting and Report to the Community on September 10, convening prominent local and national leaders to discuss poverty, systemic racism and the coronavirus pandemic's ongoing effects on Greater Clevelanders. An executive summary, along with the full report, are available at unitedwaycleveland.org/community.

To learn about upcoming virtual events and community conversations, follow us on Facebook @UnitedWayCLE, Twitter @UnitedWayCLE and Instagram @UnitedWayCLE.

BOARD LEADERSHIP Ira C. Kaplan, vice chair Gregory L. Stefani, treasurer and chair, Finance Committee Victor Ruiz, secretary William F. Lacey, assistant secretary Keith J. Libman, chair, Audit Committee Felton Thomas Jr., chair, Community Impact Committee James A. Ratner, chair, Governance and Nominating Committee George A. Sample, chair, Human Resources Committee Dee Bagwell Haslam, chair, Marketing & Brand Strategy Committee Sonali B. Wilson, Esq., chair, Public Policy Committee Patrick M. Pastore, chair, Resource Development Committee Delos M. “Toby” Cosgrove, MD, distinguished chair of the Impact Institute

HOW TO HELP: Donate: Your generosity funds work that makes an immediate impact to break the cycle of poverty. To donate, please visit unitedwaycleveland.org.

United Way of Greater Cleveland's 2-1-1 HelpLink is a free and confidential 24/7 service that connects people in need with resources such as utility, food and shelter assistance.

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Advocate: We provide a nonpartisan platform for people to take meaningful action regarding the problems that impact our region.

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IN CLEVELAND . . .

51% OF CHILDREN 30% OF WORKING AGE ADULTS 22% OF SENIORS ARE LIVING IN POVERTY

TEDDY

Cleveland, OH United Way 211 Client

OUR NEI GH BORS N E E D OU R H EL P N OW

It doesn’t matter how big or small, each donation makes a difference in someone’s life.

When our community thrives, we all thrive. unitedwaycleveland.org

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VA Northeast Ohio Healthcare System WHAT WE DO: VA Northeast Ohio Healthcare System delivers high-quality, timely, compassionate and Veteran-centric health care to more than 112,000 Veterans throughout Northeast Ohio.

10701 East Blvd.

Cleveland 44106 216-791-3800, ext. 65081 cleveland.va.gov

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EMPLOYEES: 5,389

2019 REVENUE: N/A

Veterans who choose VA can expect the very best care at any one of our 18 locations, as we consistently surpass VA and private sector quality and satisfaction standards.

YEAR ESTABLISHED: 1940

We offer a full range of primary, mental health, specialty and emergent care, with state-ofthe-art technology, medical education and research.

SOURCES OF REVENUE:

Our Veterans are as diverse as the Northeast Ohio community. Depending on a Veteran’s period of service, character of discharge, service-connected rating and income, he or she may be eligible for health care from VA.

essential services and programs not

VA health care can also be used in combination with private insurance. Veterans are encouraged to explore their eligibility by calling 216-791-3800, ext. 65610 or 66837.

COVID RESPONSE/IMPACT: The pandemic has created the additional need to support our nation's heroes with enhanced virtual visitation and activity options. Additionally, we've seen an increased risk for food insecurity with our Veteran population. We've relied heavily on our volunteers and donors to increase our ability to provide food for those in need and to develop and maintain new virtual visitation and activity options.

FUNDRAISING EVENTS: The goodwill of benefactors and volunteers enhances the quality of life for Veterans by providing essential services and programs that aren’t directly related to our Veterans’ health care. VA is prohibited from fundraising, but can accept gifts for the general benefit of the health care system and the Veterans we serve.

Services and programs funded through donations and supported by volunteers include transportation, social service assistance, rehabilitation support, recreation activities, homeless Veteran support, holiday gifts and Veteran outings.

Donors and volunteers can impact Veterans at the Cleveland VA Medical Center, our 13 VA outpatient clinics and the Cleveland VA Fisher House. Donations are 100% tax deductible and go directly toward supporting Veterans.

HOW TO HELP: Volunteer: By giving of your time, you can provide an immeasurable impact on Veterans’ lives. Adult volunteers must be 18 years old. Youth volunteers must be at least 14 years old, and can apply for several scholarships through their VA service. We also support unregistered group volunteers for special projects and events.

Donate: Monetary and non-monetary donations provide essential services and programs not otherwise available, such as transportation, social service assistance, rehabilitation equipment, recreation programs, activities, homeless Veteran services, holiday gifts, phone cards and much more.

Organizations and individuals can also provide tickets for outings and sponsor events and activities for Veterans.

Volunteers make donations of toiletry items for inpatient Veterans during COVID-19.

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Get started: Contact the Voluntary Service Department in person, by phone at 216-7913800, ext. 65081, or by email at vhaclevoluntary@va.gov.

All donations are used to provide

directly related to patient care. They

come from individuals, organizations

and businesses. One hundred percent of donations go toward helping local Veterans.

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TOP EXECUTIVES

& BOARD MEMBERS

Jill K. Dietrich, Brian Cmolik, MD, FACS, JD, MBA, FACHE, chief of staff and director and chief executive officer chief medical officer Innette Sarduy, DNP, MPH, RN, NEA-BC, nurse executive and chief nursing officer Andrew D. Pacyna, FACHE, deputy director and chief operating officer Beth A. Lumia, LMSW, associate director and chief operating officer Gerardo Navarro, voluntary service officer

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M p Ve b m d co o o

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Tr h ca Th th Ve O n ty n Ve

VA Serving Those Who Served You Can Make A Difference

Help enhance the quality of life for our nation’s heroes at a VA near you today.

Dinners & Entertainment

Adaptive Sporting Events

Transportation, Housing & Emergency Assistance

Community Outings

Many Veterans come to the VA for treatment that prevents them from leaving the facility. These Veterans and others benefit greatly when our benefactors are able to bring the event to the medical center. Whether it’s hosting a special dinner or show, Veterans love when groups come to visit and interact with them. Additional opportunities are available to host events at outpatient clinics for the wider Veteran population.

Transportation to and from their appointments, help with housewares, and emergency assistance can be a very meaningful gift for some Veterans.

There are many local, state and federal programs that can help Veterans in need, but sometimes Veterans do not meet the program qualifications.

Other times, the programs provide for some but not all of the Veteran’s needs. Donations of these type go a long-way in providing for the unmet needs that sometimes make all the difference for Veterans needing just a little extra help.

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Athletic endeavors after physical and emotional injuries can provide healing and recovery for Veterans. Whether it’s through the National Veterans Wheelchair Games, The Golden Age Games, The Winter Sports Clinic, the TEE Tournament, or other local programs, Veterans who participate in these events are able to overcome their disabilities and make meaningful, lasting connections with each other.

Whether part of a re-integration program after limb loss, blindness or PTSD, or simply for recreation, community outings provide inpatient Veterans with the opportunity to relax and enjoy the community around them. While many museums and attractions provide free attendance for Veterans, many do not. Sponsorship of these activities helps to keep our Veterans connected to the local community and often can be used to help them re-engage after injury.

U.S. Department of Veterans Affairs Veterans Health Administration VA Northeast Ohio Healthcare System

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AKRON CHILDREN’S HOSPITAL FOUNDATION CONTACT: Samantha Sullivan, 330-543-8340; ssullivan2@akronchildrens.org AMERICAN HEART ASSOCIATION • Event participation • Sponsorships • Strategic partnerships • Board membership • Committee membership AMERICAN RED CROSS OF NORTHERN OHIO • Volunteers: Shelter workers; health and mental health professionals; blood donor ambassadors; and virtual volunteers • Blood donors • Financial supporters CONTACT: Michelle Polinko, michelle.polinko@redcross.org BENJAMIN ROSE INSTITUTE ON AGING • Electronic devices for telehealth • Cleaning supplies for older adults: Disinfecting wipes, cleaners and paper towels CONTACT: Jen Salkin, jsalkin@benrose.org CARE ALLIANCE HEALTH CENTER • Works of art: Tasteful works of art to adorn the walls of Care Alliance Health Center and create a warm and welcoming space • Durable medical equipment: Wheelchairs, crutches, canes, walkers, blood pressure cuffs, glucose monitors/strips • Maternal health equipment: Strollers and car seats CONTACT: Leora Lanzola, llanzola@carealliance.org CATHOLIC COMMUNITY FOUNDATION • Cash/check/credit card gift • Sponsorships • Planned giving • Event participation CONTACT: Bob Hickey, 216-696-6525, ext. 3310 CLEVELAND METROPARKS • Planned giving/endowments • Strategic partnerships • Fundraising CONTACT: Natalie Ronayne, chief development officer, nar@clevelandmetroparks.com CLEVELAND ORCHESTRA • Cash/check/credit card gifts to Orchestra Preservation Fund • Estate/endowment gifts

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• Underwriting/sponsorships for new digital offerings with global reach CONTACT: Jane Hargraft, chief development officer, 216-231-7520; jhargraft@clevelandorchestra.com CLEVELAND ZOOLOGICAL SOCIETY • Fundraising • Planned giving • Board membership CONTACT: Leta Obertacz, director of advancement, 216-635-3346 or obertacz@clevelandzoosociety.org COLLEGE NOW GREATER CLEVELAND • Mentors • Monetary donation • Gift cards for students: College Now often uses gift cards as student incentives. Gift cards for places like Amazon are great, so students can use them on what they need the most CONTACT: Kittie Warshawsky, KWarshawsky@collegenowgc.org CROSSROADS HEALTH • Donations of items to support families in need CONTACT: Angie Rachuba, arachuba@crossroadshealth.org FIRST YEAR CLEVELAND • Donations are greatly needed. Donate securely online at FirstYearCleveland.org/give.

• Take steps to identify and address your personal biases.

• Attend our quarterly Community Action Council meetings to learn more about us and join in our work to save the lives of babies.

GREAT LAKES SCIENCE CENTER • Annual fund • Corporate sponsorships • Endowment CONTACT: Amy Pausche, pauschea@glsc.org IDEASTREAM • Fundraising • Planned giving/endowments • Sponsorships CONTACT: ideastream.org/donate JULIE BILLIART SCHOOLS • Tuition assistance: Student tuition assistance is our greatest overall need and gives children access to a JB education • Technology: Our technology needs include iPads, 3D printers and early coding and STEM

tools like Makey Makey. These are used in our classrooms and Makerspace.

• Professional development: Ongoing professional development for our teachers is critical for providing the best education for children with learning and social differences.

Since we're able to send teachers to conferences and workshops, our intervention specialists have the most effective and widest range of tools to help children learn and find their paths to success.

CONTACT: Anne Jarrad, ajarrad@jbschool.org JUMPSTART INC. • Fundraising • Sponsorships • Cash/check/credit card gift CONTACT: Kara Carter, kara.carter@jumpstartinc.org NEW DIRECTIONS, INC. • Donations for annual fundraisers, raffles and auctions CONTACT: James Wyman, jwyman@newdirect.org OHIOGUIDESTONE • Cash/check/credit card gift • Planned giving/endowments • Fundraising CONTACT: Jessica Kanelos, Jessica.Kanelos@OhioGuidestone.org or 440-260-8362 STELLA MARIS, INC. • Cash/check/credit card gift • Planned giving/endowment • In-kind gifts • Men and women's clothes (all sizes) CONTACT: Allison Brandon, allison.brandon@stellamariscleveland.com; 216-727-2066 UNITED WAY OF GREATER CLEVELAND • Monetary contributions • Major gifts • Planned giving CONTACT: Aaron Petersal, vice president, Resource Development Operations, at 216-436-2186.

VA NORTHEAST OHIO HEALTHCARE SYSTEM • Cash/check/gift cards • Household goods • Seasonal clothing CONTACT: Gerardo Navarro, Gerardo.Navarro@va.gov; 216-791-3800, ext. 65110

2020 GIVING GUIDE - CRAIN'S CONTENT STUDIO

10/19/20 12:17 PM

Join us!

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CARE DELIVERY DURING COVID-19 AND BEYOND WEDNESDAY, OCTOBER 28

With the support of rapid adjustments to payment models and regulations, health care providers have been able to connect with patients virtually more than ever before. What does the future hold for virtual care?

RESIDENTIAL REAL ESTATE OUTLOOK TUESDAY, NOVEMBER 10

We will explore how residential real estate professionals have reacted to the crisis, what future opportunities may be ahead, and how COVID-19 may change how we think about and develop residential real estate.

20 IN THEIR 20S & 40 UNDER 40 MONDAY, NOVEMBER 23

A celebration of Crain’s 40 under 40 and 20 in their 20s is one of the largest gatherings of Cleveland’s rising leaders.

CrainsCleveland.com/webcasts | CrainsCleveland.com/crains-events Interested in sponsoring a webcast?

Contact Mike Schoenbrun today at mike.schoenbrun@crain.com.

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10/19/20 11:59 AM

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10/19/20 11:59 AM