Crain's Chicago Business, May 20, 2024

Mayor Johnson touts his pro-biz bona des

‘Find another administration that has done more for business in their rst year than me’ |

By Justin Lawrence

Chicago Mayor Brandon Johnson traveled to Spring eld in the nal weeks of the spring legislative session with a list of requests emblematic of his rocky rst year in o ce.

Beyond Johnson’s public call for the state to nd

$1 billion to fully fund Chicago Public Schools and $900 million in bond funding for a new stadium for the Chicago Bears, the mayor asked for in-

creased funds to replace lead service lines, an increase in state tax revenue shared with the city and a tweak to a telecommunications tax to provide the city more revenue.

Just as important is what Johnson didn’t demand: signi cant changes to state tax law to allow

Midwestern cities are killing it in home price growth

On a list of areas with the fastest-rising prices, six are located in Illinois or Wisconsin

By Dennis Rodkin

The story is the same, although the details differ, in a half-dozen small Midwestern cities. A house in Fond du Lac, Wis., sold swiftly and closed at $10,000 over its asking price. In Racine, a house went on the market on a Friday, got a fullprice offer, and was under contract to a buyer by Sunday. In Champaign, a seller boosted her asking price by $25,000 just before her house went on the market and still got a full-price offer the first day.

Home prices are rising so fast in those and three other small cities in Illinois and Wisconsin that this swath of the Midwest dominated the National Association of Realtors’ May 8 report on U.S. home price increases during the first quarter of the year.

In a three-month period when the median price of homes sold nationwide was up 5% from a year earlier, prices in Fond du Lac were up 23.7%, the highest in the country, according to the NAR report.

“Yes, that’s really what’s happening here,” said Jenelle Bruno, an agent with First Weber Realtors in Fond du Lac and a director of the Realtors Association of Northeast Wisconsin.

“We’re seeing significant price increases.”

The other five Midwestern cities in the top 10 were No. 2 Kankakee, where prices are up 22%; No. 3 Rockford, 20.1%; No. 4 Champaign-Urbana, 20.0%; No. 6 Racine, 19.0%; and No. 8 Bloomington, 18.5%. Cities in Tennessee, New York, New Jersey and Maryland filled out the rest of the top 10.

The small cities’ affordability is fueling price growth, several agents said.

Prices in those cities are rising at more than twice the speed of Chicago. e median price of Chicago-area homes sold during the quarter was up 8.8%, according to the same report.

The NAR’s quarterly report comes on the heels of a similar one this month from Realtor. com and The Wall Street Journal on the top U.S. metros house hunters should check out. Small Midwestern cities dominated that list, too, with 10 of the 20 slots. Rockford led the list, which also spotlighted Ann

TO STRATEGIC GIVING

HOME PRICES on Page 63

See JOHNSON on Page 62

Brandon Johnson

AP IMAGES

Northbrook leaders have ‘many concerns’ about DuPage Water Commission purchase

Elected of cials in the northern suburb say they were blindsided by the sale of the former Green Acres Country Club

By Danny Ecker

Northbrook officials are wringing their hands over this month’s sale of the shuttered Green Acres Country Club property to the DuPage Water Commission. But the head of the west suburban water agency is hoping to calm their fears.

Speaking at the village’s first board of trustees meeting since the water commission paid $80 million on May 6 for the 127-acre former country club and golf course — a step toward the potential redevelopment of the site with a water treatment facility — Northbrook Village President

had spent several years vying for village approval to build a residential subdivision or a senior housing community on the property. ose plans were either rejected by Northbrook o cials or couldn’t survive village pushback.

Northbrook now faces the prospect of the site being redeveloped by a public agency that likely wouldn’t need zoning approval to move forward with its project and would strip away the local property tax revenue the site generates today.

In response to Ciesla’s comments, DuPage Water Commission Chairman Jim Zay said the agency is “not in the business of

“Had the village known about this land purchase before its closing, the village board would have made the water commission aware of its many concerns.”

Kathryn Ciesla said local elected officials were blindsided by the property sale and remain worried about its implications.

“Had the village known about this land purchase before its closing, the village board would have made the water commission aware of its many concerns,” Ciesla said at the beginning of the village’s meeting last week. “Of course, Northbrook’s local government does not have the authority to review, approve or deny the private sale of property. Moving forward, we look forward to meeting with the DuPage Water Commission to understand its intentions in our community. e village will keep residents updated on this matter as more information becomes available.”

The comments showed the anxiety rankling leaders in the northern suburb over the future of the sprawling property between Dundee Road and the Interstate 94 Edens Spur. One village trustee previously dubbed the Green Acres site the “emerald” of the community.

Treatment plant planned

e water commission, which provides water to more than 30 suburban wholesale customers such as cities and villages in the area, bought the property with the intention to spend billions of dollars over the next 10 to 15 years building a water treatment facility on the site. at would be a key piece of a broader project that would allow DuPage County to build a pipeline to pull its own water directly from Lake Michigan instead of buying it from the city of Chicago, which it does today. e commission’s purchase came after di erent developers

hurting local governments” and is also looking forward to discussing its vision for the site with Northbrook officials.

“We’re not looking to hurt Northbrook at all. We want to be a good member of the community, and we want to work with them,” Zay said in an interview with Crain’s.

Zay said the commission is still in very early planning stages for the property and will only redevelop it if it moves forward with its plan for a pipeline that would bring in water from Lake Michigan in the northern suburbs. It’s still unclear how many acres would be needed for the water treatment facility and where on the Green Acres site it would make sense to put it, but “there will be plenty of room to do other things on that property,” he said.

The property’s previous owner, for example, had a pre-development agreement with Northbrook that would have allowed the village to acquire 10 acres of the site for the construction of a new fire station and administration facility. Such a facility shouldn’t be difficult to accommodate on the site, said Zay, who noted he is scheduled to meet with Northbrook officials this week to discuss their vision for the land.

“We’re going to be an open book to them and let them know what we’re doing,” Zay said.

Zay said that the commission jumped at the opportunity to buy the property because of the rarity for so much land to become available in such a strategic location. The commission looked at sale prices of other north and northwest suburban

properties such as Arlington International Racecourse and the former Allstate corporate campus as comparable transactions to determine its offer.

Big pro t for seller

e $80 million sale price dwarfed the nearly $9.8 million that the seller, a venture led by former Colliers Chicago chief

executive David Kahnweiler, paid for the Green Acres property in 2018. Kahnweiler had recently marketed the land to data center developers, though it’s unclear how much one might have paid for the property.

“Where else can I find a large parcel without trying to get 10 acres here and 20 acres there?”

Zay said of the Green Acres pur-

chase. The proximity to a ComEd substation with excess power capacity that sits adjacent to the land was also a big draw for the commission, which will need such a resource to help run a major pumping station, Zay said.

“We didn’t give $80 million away,” he said. “We made an $80 million investment in real estate.”

“In business, relationships are everything. Wintrust gave us that personal touch.”

ANGELO LOLLINO — PRESIDENT | ALAMODE FOODS

Northbrook Village President Kathryn Ciesla

An aerial view of the 127-acre Green Acres Country Club in Northbrook, which closed in 2016. | COLLIERS INTERNATIONAL

Will mortgage rates approach 10% in 2027?

Consumers told the New York Fed in February that they expect to see interest rates continue climbing in the next few years

If you bought real estate agents’ coy advice to “marry the house and date the rate” in the past couple of years, be prepared for a long courtship.

Two years after the Federal Reserve began jacking up interest rates to slow in ation, Americans expect the cost of borrowing to keep rising for at least the next three years, according to the New York Fed’s latest Survey of Consumer Expectations, released May 6. Lending rates will hit 8.7% in a year and 9.7% in three years, survey

See MORTGAGES on Page 59

|

By Dennis Rodkin

Mortgage interest rates are not set by the Fed but generally move in the same direction as the Fed’s rate.

Walmart heir’s S2G fund seeks $1B with outside investors

After a decade, the Chicago-based venture investment group is spinning off from Lukas Walton’s Builders Vision organization

John Pletz

S2G, the Chicago-based venture fund backed by Walmart heir Lukas Walton, is taking a big step up, adding outside investors for the rst time as it looks to raise a $1 billion fund.

e venture fund, which launched a decade ago, announced recently it was spinning o as a separate entity from Walton’s Builders Vision organization, which includes a philanthropic arm.

S2G also registered as an independent investment adviser with the U.S. Securities & Exchange Commission. e rm disclosed in an SEC ling that it has raised $600 million, but it did not say how much it intends to raise for the fund. e fundraising was rst reported by Forbes. e rm declined to comment on the new fund, but sources familiar with its plans say S2G looks to raise $1 billion, with Walton providing about half the capital.

One impact of raising outside capital is it will raise the fund’s pro le and provide a structure, including earning carried interest on investments and a management fee, that will make it easier to attract talent. Chicago traditionally has lagged the coasts in the amount of venture capital available. If S2G’s new fund is as big as expected, it would join Chicago-based Arch Venture Partners as the only local venture rm raising more than $1 billion for a single fund.

“It’s good having more capital here,” says Steven Kaplan, a pro-

fessor at University of Chicago’s Booth School of Business who teaches entrepreneurship andnance. “S2G is growth equity and venture. at’s where we are short. We’re pretty good on early stage and on the buyout (and) private-equity side.”

S2G is led by Aaron Rudberg, Sanjeev Krishnan and OpenTable founder Chuck Templeton. e rm already was one of the largest venture-capital players in Chicago, raising $300 million for its most recent fund. It has invested in more than 100 companies, including Hazel Technologies, a Chicago-based startup launched by two Northwestern University chemistry graduates. Its products help keep produce from spoiling.

Like Arch Venture Partners, which is focused on biotech, S2G invests wherever it nds opportunity, and tends to deploy less capital locally than other Chicagobased funds.

“Since we started this journey with Lukas Walton 10 years ago, we have been united in our vision of driving change across the food and agriculture, oceans and energy sectors,” Krishnan, managing partner at S2G, said in a written statement. “We believe system-wide change demands innovative solutions that defy conventional approaches. This evolution of S2G unlocks greater potential and expanded capacity to support projects that benefit our planet and human health. At the core of this will remain our close collaboration with Builders Vision.”

City Club of Chicago starts to get its mojo back

The group is beginning to recover its former stature with new leadership, a more diverse board and the lifting of the governor’s freeze-out

Greg Hinz

With a new board, new sta and an end to a boycott from the Pritzker administration, a prominent public a airs discussion group that once was known for hosting the likes of senators, mayors and presidential candidates says it’s on the way to recovering its former stature.

“Game on. We’re ready to go,” says Dan Gibbons, CEO of the City Club of Chicago. “ is is the next big step in our rebirth.”

Gibbons’ reference is to an an-

nouncement that the group has added four new members to an increasingly diverse group. Included are former Chicago Chief Financial O cer Jeannie Huang Bennett, who now holds the same post at the University of Chicago; Obama Presidential Center Senior Vice President Lori Healey, a former mayoral chief of sta ; WVON talk show host Rufus Williams; and real estate executive Trisha Rooney, CEO of R4 Services.

At least as signi cant is that the group nally landed Gov. J.B.

Pritzker for an evening cocktail and interview event on May 17.

Pritzker in 2019 banned state o cials from participating in club events after the group’s then-president, Jay Doherty, was indicted in federal corruption charges as part of the emerging Commonwealth Edison bribery scandal. Doherty resigned and later was convicted, but the boycott had remained.

e Doherty matter hit at roughly the same time as

See CITY CLUB on Page 59

BLOOMBERG

Dan Gibbons, the City Club’s new CEO, says the group’s signature lunchtime sessions at Maggiano’s will remain a staple.

Government watchdog inks big LaSalle Street lease

City agency that investigates misconduct in Chicago government is expanding its downtown of ce space

e city agency that investigates misconduct in Chicago government is expanding its downtown o ce space and moving it to LaSalle Street after bolstering its headcount last year.

Chicago Inspector General Deborah Witzburg con rmed her o ce has signed a lease for nearly 50,000 square feet on the 12th oor of the o ce building at 231 S. LaSalle St., where it will relocate in the months ahead from a cityowned building at 740 N. Sedgwick St. e City of Chicago O ce of Inspector General has been on Sedgwick for roughly 20 years and occupies substantially less space than it has leased on LaSalle Street, though the o ce did not provide details about the size of its current footprint.

e deal is at odds with two prevailing trends that have shaped the vacancy-plagued downtown o ce market over the past few years: While many companies are decamping from older Loop buildings and shrinking their workspace, the inspector general’s o ce is doing the opposite.

Worth celebrating O ce landlords will celebrate the lease not only for what it does to help address an oversupply of o ce space downtown, but also for what it says about the importance of in-person collaboration. e downtown o ce vacancy rate recently topped 25% for the rst time ever, largely a product of the pandemic-fueled remote work movement severely weakening demand.

Witzburg, who became the city’s inspector general just over two years ago, said her o ce hired

close to 40 people in 2023, bringing the o ce’s total headcount to 126. at called for a lot more space than her sta had to work with in a building shared with other city departments.

“ ere is more and more work to do, and we are very fortunate to have lots of extraordinary people doing that work. We needed somewhere for everybody to t,” she said.

While recruiting talent requires adjusting to new norms of workplace exibility for employees, Witzburg said her o ce still needs lots of space for “interdisciplinary work” across various oversight teams that is best done in person.

“We’re trying to align the way we do our work with the kind of work we do — it’s very hard to

McDonald’s to invest

conduct oversight from our living rooms,” she said.

As a watchdog that holds city ofcials accountable, the o ce needed to create separation from other departments, given the sensitive nature of whistleblower complaints and other information held by the inspector general, Witzburg said.

“We need to be in a situation where people can comfortably come talk to us and not run into other city employees in the lobby,” she said.

at prompted a search for space close — but not too close — to City Hall. e inspector general’s o ce landed on a 23-story building at the southern end of the LaSalle Street canyon, in a space

that was pre-built by landlord Beacon Capital Partners to be move-in ready, commonly known as a spec suite.

e building is both easily accessible to sta and close enough to other major city departments, “and we’re also delighted to be part of the revitalization of that part of downtown,” Witzburg said.

e city of Chicago has prioritized LaSalle Street’s revival as a centerpiece of its e ort to bring foot tra c back to the Loop, lining up $151 million in taxpayer subsidies that could help redevelop outmoded o ce space on and near LaSalle into apartments.

e lease is a win for Boston-based Beacon, which bought the building in 2017 for $162 mil-

lion and spent heavily beyond that to add a new lobby restaurant, renovate the building’s tenant lounge and tness center, and add a new rooftop deck. ose improvements recently helped Beacon retain software maker Relativity as one of its largest tenants with a new long-term lease, though the tech company reduced its footprint in the building by about 80,000 square feet.

Vacant Northern Trust space

Prior to the inspector general deal, the building was about 64% leased, according to real estate information company CoStar Group. Much of the vacancy came from the loss of Chicago-based bank Northern Trust, which left behind more than 200,000 square feet in the building as part of a consolidation of several downtown o ces at 333 S. Wabash Ave.

Beacon declined to comment on the O ce of Inspector General lease. e real estate rm owns a number of prominent o ce towers downtown and is nearing a deal to buy the o ce building at 333 W. Wacker Drive, a move that would raise its bet on the market despite strong headwinds. e O ce of Inspector General investigates, audits and reviews a wide array of issues with city government, and has a guaranteed budget oor. By city ordinance, the o ce must receive funding equal to or greater than 0.14% of the city’s total annual budget, according to its website.

CBRE executive vice presidents Mark Cassata and Peter Livaditis negotiated the 231 S. LaSalle lease on behalf of the O ce of Inspector General. Telos Group leasing agents Jack O’Brien and Matt Whipple represented Beacon.

hundreds of millions of dollars in digital marketing

The Chicago-based burger giant’s global digital marketing and ordering tools are slated for an upgrade over the next few years

By Erika Wheless

McDonald’s global digital marketing and ordering tools are slated for an upgrade.

e fast food giant is planning to invest “hundreds of millions of dollars” in its digital marketing over the next few years, including on its app, customer relationship management platform and website. McDonald’s plans to pull dollars away from marketing channels with lower return, but did not specify what channels, according to memos sent to employees and franchisees recently that were viewed by Ad Age. The investment comes as McDonald’s works to keep driving growth through digital sales while boosting its loyalty programs to help it keep reaching consumers who are increasingly watching their spending amid stubborn food inflation. McDonald’s recently reported first-quarter results that missed expecta-

tions, partly due to a pullback by low-income consumers.

McDonald’s spent $648 million on U.S. measured media in 2023, according to Vivvix, including paid social data from Pathmatics. That was up slightly from the $643 million spent in 2022, but far below the $752 million the Golden Arches spent in 2021. In 2023, 50% of McDonald’s measured media spending in the U.S. went to TV, while 33% was spent on digital.

Plans include investing in channels that will allow customers to order online without having to download the McDonald’s app, increasing ways that customers can use loyalty points and enhancing personalized order recommendations, according to a global memo sent by Global Chief Marketing Officer Morgan Flatley, who also oversees new business ventures.

“We have already begun to evolve our marketing approach

in many markets by balancing our traditional mass media spend with investment in digital marketing capabilities that personalize the customer experience,” Flatley stated.

“Our goal is to know our customers better than anyone else, leveraging data to deliver the right message, at the right time, to the right customer — supporting repeat visits,” stated a memo

sent to U.S. partners from Tariq Hassan, senior VP and  U.S. chief marketing and customer experience officer; and Whitney McGinnis, senior VP and chief information officer.

e moves come as McDonald’s nears the end of a global CRM agency review. In a request for information document sent to agencies obtained by Ad Age, McDonald’s described its current CRM system as providing “mostly transactional value to customers across our markets by surfacing communications about o ers and deals.” Going forward, the chain wants a system  “giving customers what they want and need in a non-intrusive and privacy safe manner, and bringing to life our key brand moments in a way that is relevant for each customer,” according to the document.

The news was reported earlier by Restaurant Business.

Erika Wheless writes for Crain’s sister brand Ad Age.

Danny Ecker

231 S. LaSalle St. COSTAR GROUP

McDonald’s wants to improve its rewards program. MCDONALD’S

Carol Moseley Braun’s latest mission: Shining a spotlight on issues in Africa

Late last month, the former senator was quietly sworn in as the new chairman of the United States African Development Foundation, an aid organization now marking its 40th anniversary in Washington, D.C.

By H. Lee Murphy

Every day global media overwhelms Americans with the latest news of war in both Gaza and Ukraine. But drought, famine and internal con ict around Africa have combined to create more casualties recently than the ghting going on in the Middle East and Russian border areas. It just seems nobody is paying attention.

e former Illinois senator and onetime U.S. ambassador Carol Moseley Braun is now paying rapt attention. Late last month, Moseley Braun was quietly sworn in as the new chairman of the United States African Development Foundation, an aid organization now marking its 40th anniversary in Washington, D.C. e new post wasn’t a surprise: Moseley Braun is African American herself, she was nominated by her old Senate ally Joe Biden and her election to the post was promoted by another old Senate colleague, Dick Durbin. She already knows her way around diplomatic channels, having served as ambassador to New Zealand and Samoa after her single U.S. Senate term ended in 1999.

In brief ashes here and there — a 2004 campaign for the presidency, a 2011 run for mayor of Chicago — Moseley Braun has reasserted her name into political headlines. But mostly she has been living quietly in her old Hyde Park neighborhood, within easy walking distance of the Obama family home. She’s been a visiting professor at Northwestern University, headed her own food company, been a vocal booster for various political campaigns (including Biden’s run four years ago) and served on the boards of the DuSable Black History Museum and the World War I National Museum of American History in Washington.

In her new assignment, at the age of 76, Moseley Braun plans to keep her residence in Chicago

while commuting to both Wash ington, where the USADF is head quartered, and various African capitals to meet with both gov ernment and business leaders. One of her rst o cial appear ances in her new role will come at a May 23 state dinner to honor the president of Kenya, William Ruto, and his wife, Rachel.  e new USADF chairman spoke with Crain’s about the challenges she faces in her as signment.

Crain’s: The intractable problems associated with climate change — with extremes veering between drought and torrential oods — along with festering armed con ict spread around the continent of Africa might lead one to ask why you would take on this thankless job.

Moseley Braun: e continent is certainly in chaos, and maybe I am an idiot to take on this assignment. But the fact is that Africa matters. We can’t turn our heads away from what is happening and pretend we don’t notice. Human beings are involved, and for me it’s a matter of ensuring human rights in each of these countries. I will do what I can do to bring democratic ideals and American values to the continent. President Biden had me serving with him on the Judiciary Committee when I was in the Senate, and he knows where my head and heart are. I feel very comfortable with this appointment.

that as a nation we care, and we have to impress African leaders with the soundness of American values. We have to prove we can make a di erence.

It’s hard to make a difference, however, with small grants here and there in a region that cries out for billions in humanitarian aid immediately.

needs can’t be ignored. Deadly war continues with paramilitary forces in nations like Sudan, and it seems America isn’t paying attention. Are Americans too distracted by Gaza and Ukraine at the moment?

Africa is recently attracting great interest from superpowers like China that hope to exploit its mining riches.

e fact is that Africa is integral to the future of all of us. It’s historically been known as the breadbasket of the planet for its great mineral wealth. China, Russia and even India are a constant presence around the continent trying to exert their in uence, while the U.S. has been falling

◗ e cap on our grants is limited at $250,000 each, a number that has been the rule since the beginning. at’s not a lot of money. e foundation has done more to help farmers than anybody else, and that’s not bad, but we need to enlist more support from private sector sponsors and broaden our grant giving and encourage innovative practices in industries like mining. At the same time, Africa needs to be viewed as more than a piggy bank for the U.S. to go to when it needs more bauxite and other materials necessary to support industry. With 1.4 billion people, Africa represents nearly one-fourth of the

◗ ere are 54 nations in Africa, and yet too many Americans view it as one big country. Even African Americans in the U.S. don’t seem to know what is really going on there. e reality is that warring forces in Africa are ghting over money, power and control of land. ese are very fundamental issues. We need to make a case for democracy in these countries and demonstrate the strengths of our own government and economy. We also need Western nations to give Africa’s economy more support. At one time I owned an organic foods company, and we imported cocoa in 100-pound bags. e bags said the cocoa was a product of France even though no cocoa grows in France — all

Congo. ey were merely processed in France, but through some old colonial arrangement were considered a product of France. Apparently nobody thought of giving the Congo farmers their own processing equipment so they could call the products their own.

Can the rebels in many of these nations be contained?

e rebel forces are a matter of terrorism, and terrorists are everywhere today. What are you going to do? I have a law degree from the University of Chicago and my father, uncle and brother were all Chicago policemen, so law and order mean a lot to me. If we can get past the rebels, we have a real opportunity to do good in the world. We can take our brand across the continent and have people feel positive about America.  is story appears in the ChicagoGlobal newsletter, a joint project of Crain’s Chicago Business and the Chicago Council on Global A airs.

Seoul Taco to replace Big & Little’s Restaurant in Lakeview

Four months after the Big & Little’s chain abruptly closed its Lakeview location, work is now underway to bring a replacement fast-casual taco spot to the corner of Belmont and Kenmore avenues.

Seoul Taco, a popular Korean-Mexican mini chain with three locations in Chicago and six in Missouri, will ll the space at 1034 W. Belmont Ave. e restaurant expects to open the

new location this summer.

David Choi started the Seoul Taco business as a food truck and opened his rst brick-and-mortar location in the Delmar Loop neighborhood of St. Louis in 2012. He then brought the chain’s Korean-in uenced tacos, quesadillas, burritos and nachos to Chicago in 2016 with a location in River North.

e menu showcases recipes inspired from Choi’s childhood, his mother and grandmother both being avid cooks from South

Korea. “We like to think that we take the idea of Korean tacos to a new level,” Choi told Crain’s when Seoul Taco rst came to Chicago.

A representative for Seoul Taco con rmed the plans to ll the Big & Little’s space. e exterior of the building has already received a makeover, with Choi’s team adding a Guernica-style mural on the east wall of the restaurant.

Seoul Taco joins a growing number of newcomers to the Belmont strip. Last month, Rangoli

Kabob opened kitty-corner to the new Seoul Taco space. Ancient Grounds co ee shop also opened across the street in October.

Big & Little’s had occupied the space since 2014. e Lakeview location was popular among residents for its seafood and meat tacos, cheap burgers, wings and po’boys. e chain had accrued notoriety over the years after appearing on various TV shows, including the Food Network’s “Diners, Drive-ins & Dives” and popular local dining show

“Check, Please!”

Big & Little’s closure in January meant the chain’s only remaining location is now at Midway International Airport. Co-owner Tony D’Alessandro did not rule out the possibility of resurrecting another standalone restaurant in the city down the road. “If I nd a location that is suitable for a Big & Little’s, yeah, I will reopen it up,” he said. “I think it would be good: Let it rest for a while and then, bam, open it up again.”

Jack Grieve

Carol Moseley Braun AP IMAGES

Of ces near O’Hare with little vacancy hit the market

Investors are paying re-sale prices for distressed of ce buildings. What will they pay for one that has been renovated and is almost full?

By Danny Ecker

An office building near O’Hare International Airport that is almost entirely leased has gone up for sale, testing what investors will pay for a top-performing office building in the suburbs despite dark days in the business of owning workspace.

A joint venture of Calgary, Alberta-based MDC Realty Advisors and Vancouver, British Columbia-based Nicola Wealth Management has hired brokerage Cushman & Wakefield to sell the One O’Hare office building at 6250 N. River Road, according to a marketing flyer. The offering comes more than eight years after the pair of investors bought the 12-story building for $83 million.

Amid weak demand for offices and higher interest rates weighing down property values, One O’Hare is almost certainly worth less than that today. There is no asking price listed for the 380,360-square-foot building, but a source familiar with the listing said bids are expected to come in close to $70 million, or $184 per square foot.

While a sale at that price would mean a loss of equity for the building’s owners, it would be a far better outcome than many office landlords have recently experienced. Office owners with maturing debt have been hardpressed to refinance their properties, setting off a historic wave of distress.

Many o ce buildings are worth less than the debt tied to them, pushing some owners to surrender their properties to their lend-

One

out

ers or face foreclosure. e Oak Brook 22 o ce buildings near Oakbrook Center mall and the Triangle Plaza complex just more than a mile from One O’Hare are among the suburban o ce properties recently handed over to lenders.

MDC and Nicola are hoping for a much better outcome, though they also face an imminent mortgage deadline. A $41.5 million loan from Munich-based life insurance giant Allianz tied to the One O’Hare property is slated to mature on Oct. 10, according to Cook County property records.

Long-term tenants

Working in the owners’ favor is that One O’Hare has long-term tenants that will prop up its rent roll for several years. The building is just under 93% leased, according to Cushman — far better than the 79% average for top-tier, or Class A, office buildings in the O’Hare submarket — and has a weighted average lease term of seven years, a measure of tenants’ remaining lease commitments to the property.

Its two largest tenants, beverage distribution company Reyes Holdings and real estate services rm Colliers, have a combined weighted average lease term of 8.3 years, the Cushman yer said. Reyes has been an anchor tenant in the building since 2009 and has also expanded its footprint by 19% over the past two years to nearly 168,000 square feet, according to the yer, belying the broader trend of companies shrinking o ce space.

MDC and Nicola are also hop-

of every 22 Chicago residents is now a millionaire

See how the city compares to others in the U.S.

By Jack Grieve

Chicago may have recently lost its richest resident, but some two dozen billionaires, 290 centimillionaires and 120,500 millionaires still live within the city limits.

e millionaire gure is up 22% from a decade ago and means 4.5% of Chicago's 2.6 million residents are worth seven gures, or about 1 in every 22 locals.

That's according to an analysis published May 7 from international wealth migration firm Henley & Partners.

New York City topped the list with more millionaires than any other city in the world, totaling 349,500. However, on a perresident basis, Chicago outpaces its East Coast counterpart. New York is far more populous than Chicago, and the 349,500 gure

ing their investments in new tenant amenities will help lift up the 38-year-old building’s value, given companies’ increased focus over the past few years on leasing workspace that makes employees want to show up. e owners have spent $5.5 million on capital improvements at One O’Hare since 2017, including on a new tenant lounge with a media wall and tness center upgrades, according to Cushman.

e o ering includes a vestory parking garage that is attached to the building by a walkway and has more than 1,000 spaces, the yer said.

One O’Hare is adjacent to another Class A office building in Pointe O’Hare, which sold for about $147 per square foot in late 2022. That building was roughly one-third vacant at the time, far more empty space than One O’Hare has today. But bor-

rowing costs have also jumped since then, likely pushing down value.

Spokesmen for MDC, Nicola and Allianz did not respond to requests for comment. CoStar News previously reported that One O’Hare was for sale.

Cushman brokers Cody Hundertmark, Tom Sitz and Dan Deuter are marketing One O’Hare on behalf of the MDC-Nicola joint venture.

translates to about 1 in every 24 New York residents cracking the $1 million threshold.

e Bay Area is second overall with about 305,700 millionaires, though the report groups San Francisco and Silicon Valley together. Next up among U.S. regions on the list is the Los Angeles area — including Beverly Hills, Laguna Beach, Newport Beach and Malibu — with 212,100 millionaires. Chicago, for which the report uses "normal city limits," sits at No. 4, followed by Houston. Miami, the new home of Chicago's once-richest resident and a poacher of wealthy individuals from across the country, came in at No. 9 nationwide. The city, which the report couples with neighboring Miami Beach, lays claim to about 35,300 millionaires.

The One O’Hare of ce building at 6250 N. River Road in Rosemont | COSTAR GROUP

Worsening weather is igniting a $25 billion market

And much of the action is centered in Chicago

By

Marty Malinow’s mom never could get her head around what her son did for a living. To friends, she said he was “a stockbroker that does something with the weather.” Malinow couldn’t really object — he knew most people had no clue about nancial contracts based on things like sunshine, rainfall and wind.

at’s beginning to change. Against a backdrop of rising climate volatility and social shifts, demand for weather derivatives is surging. Average trading volumes for listed products jumped more than 260% in 2023, according to the CME Group, with the number of outstanding contracts currently 48% higher than a year ago. And that publicly traded corner could make up as little as 10% of all activity, according to industry estimates; outstanding derivatives may be worth as much as $25 billion based on notional value.

“ ere’s a lot more trajectory to our business right now,” says Malinow, the founder and chief executive o cer of advisory rm Parameter Climate. “ e heightened fragility from direct weather volatility, supply-chain issues, in ation, geopolitics. It means weather can eat up a bigger part of the bottom line now.”

fronting their exposure to the elements. In some cases, it’s because their operations have already been impacted, in others because they’re responding to investor and consumer pressures. In many jurisdictions, regulators are beginning to compel companies to quantify just how much of a threat the weather is to their business.

Most large and listed European companies are now required to disclose what they see as risks and opportunities from environmental factors. In the US, the Securities and Exchange Commission nalized rules in March that would make it mandatory for companies to publish information describing the climate-related risks that may impact their business, as well as any mitigation steps they’ve taken.

“All of these companies have weather risks that they’re not hedging, and now they have to deal with it,” says Nicholas Ernst, managing director of climate derivatives at BGC Group, a market intermediary. “We’re starting to move into this much larger nancial market.”

national producer of seeds and pesticides, has hit on another way to deploy derivatives to enhance its o ering to farmers.

mate change.”

Wall Street’s better-known weather bets, catastrophe bonds, are also riding high following a year of bumper returns. But this boom is playing out in derivatives, which provide a di erent kind of hedge: Protection from less severe but more common meteorological threats. While a cat bond may pay out if a 100-year storm tears through a community, a weather derivative can compensate a tourism business if there are too many rainy days, or a farmer if a hot summer stresses her crops.

e SEC plans remain the subject of intense debate, with the watchdog facing lawsuits not only from groups challenging its authority to introduce such regulation, but also from those who say the rules don’t go far enough. Regardless, the expectations of investors and other stakeholders mean there is increasing pressure on businesses to identify and address their risks.

It has simply gotten much harder for corporations to dismiss the issue in a way they have historically, reckons Arbol’s Klemm. “How many

Most large and listed European companies are now required to disclose what they see as risks and opportunities from environmental factors.

times did we read an earnings report or listen to an earnings call and the o cers of the rm said, ‘You know, it was, it was a really wet, wet spring. It impacted our bottom line.’ Shoulder shrug, move on?” he says.

In response to the soaring demand for its listed derivatives — all based around temperatures — the CME expanded its o erings last year. Now traders and companies can buy options that cover Philadelphia, Houston, Boston, Burbank, Paris and Essen, Germany, in addition to established contracts covering locations like Chicago, New York, London and Tokyo. In their August debut, 5,000 “Heating Degree Day” options (tied to how cold it gets) traded for Essen alone.

“We’re in market version 3.0,” says Scott Klemm, chief revenue o cer at Arbol Inc., which structures products for companies looking to hedge their weather risk. “ e growth trajectory where we are now has way more runway, way more upside.”

Facing the threat

Part of the jump in demand is driven by corporations newly con-

Malinow, who describes himself as the éminence grise of the market, was an early recruit to one of the world’s rst weather-derivatives desk at Enron Corp. In more than a quarter century helping companies hedge their exposure to Mother Nature, he’s created contracts for everything from cold cattle (shivering burns more calories, which can mean less meat) and subsea power cables (they can’t conduct electricity well when their connection points get warm) to turkey mortality (birds die if it’s too hot).

But historically weather derivatives have mostly been used to cushion energy companies from uctuations in demand caused by shifting temperatures. Power suppliers face clear and predictable risks: If a summer is cooler than expected, people won’t use air conditioners as much, and in a mild winter, heating demand might wane. Options based on temperature indexes can help oset any hit to their income.

For example, Star Group LP, a US-based supplier of home heating and air conditioning products and distributor of heating oil, uses hedges to help mitigate the impact of warm weather on cash ows. According to its nancial statements, the contracts meant the company could receive up to $12.5 million if temperatures experienced during the coverage period of November through March crossed certain thresholds. After receiving payouts in recent nancial years — including the full bene t in 2023 — the maximum payment has risen to $15 million for the contracts payable in 2025. e rm declined to comment.

Energy companies are also contributing to the current boom, albeit for fresh reasons. Solar panels, wind farms and hydropower generation are at the mercy of sunlight, wind speed and rainfall, respectively, meaning as producers shift to renewable sources they face new supply-side uctuations on top of more traditional swings in consumption.

“ at intermittency, along with the volatility of the natural gas market, has reinvigorated the weather-derivative space,” says Klemm at Arbol, which recently raised $60 million in a funding round to help fuel its expansion.

Malinow’s rm, Parameter Climate, works with companies keen to insure against these kinds of threats. at includes energy suppliers with their increasingly complex needs, as well as businesses that are considering weather hedges for the rst time.

“ ere are other verticals out there with embedded weather risks that have yet to be unpicked, like onshore and o shore construction, agriculture and transportation,” he says. “ ere are a lot of companies that don’t even know how to begin to address their risk, and this will contribute to future market growth as they learn.”

Advances in meteorological science and technology are giving rise to new and more sophisticated products. A classic weather trade might look like the one used by Star Group, but Syngenta, a multi-

Under its AgriClime program, Syngenta pledges a cash refund for up to 30% of a farmer’s purchase of certain crops if nature fails to provide the right growing conditions. So when heavy rainfalls threaten a barley harvest, for example, growers won’t be wiped out. at happened in the UK’s last planting season, and Syngenta says it made payouts to 99% of its hybrid barley customers.

e program is underpinned by derivatives. e exact structure of such contracts can vary (calls, puts and swaps are common variants), but typically they involve a buyer with weather risk — say, Syngenta — paying a premium to a seller who takes on that risk, promising a payout if certain meteorological measures are met. Insurance companies and sometimes hedge funds or other investment rms usually take the other side of the trades.

Syngenta says its program has proved a wild success. e AgriClime o er now covers a range of crops over more than 50,000 farms in 17 countries, according to Peter Steiner, the rm’s global head of weather and credit risk management.

“In many countries and areas the climate got more volatile, weather risk became more di cult,” he says. “Syngenta AgriClime has proven that derivatives aren’t only e ective for hedging company balance sheets, but that with the right technology and processes, they can protect multiple individual end users.”

Old

doubts

e growth of the weather market risks resurrecting an unanswered question of moral hazard: Does mitigating the nancial impact of weather on corporations reduce their incentive to tackle their own contributions to man-made climate change? As one academic wrote in 2014, that “could increase the negative impact of the actions of those bene ting from these markets, at the expense of the majority and particularly those most vulnerable to cli-

Industry practitioners insist it’s a net positive, pointing to the market’s key role in helping fund renewable power projects, as well as protecting communities from climate challenges. “We’re able to ease the pain of some of these massive global problems,” says Dave Whitehead, co-CEO for Speedwell Climate, which provides the detailed meteorological data underpinning many weather trades. “We’re not solving the problems, but we’re creating situations where governments can fund rebuilding projects in the event of a disaster.”

It’s the more practical concerns that have held back the growth of weather trading thus far. e industry took a big hit during the nancial crisis, with one study recording a 50% drop in the notional value of the weather-derivatives market as risk takers withdrew from more exotic, harder-to-hedge positions.

Weather derivatives are also highly speci c — often a bespoke contract based on localized risks — and  frequently short term. at severely curtails secondary trading activity. ere’s also “basis risk,” which refers to a derivative’s e ectiveness as a hedging tool. In the case of the weather market, basis risk can lie in geography (if the point of measurement deciding a contract isn’t close enough to the location seeking protection), in the timing of when the contract is effective, and in the fact that the payout isn’t tied to the actual economic impact that occurs.

For all the challenges, market players now seem as optimistic as they’ve ever been.

Maria Rapin, the CEO of Nephila Climate, oversees an investment strategy that steers capital to businesses and institutions facing increased nancial exposure to weather volatility. Rapin says that 20 years ago, eyes would glaze over when she talked about her work at a major insurance rm structuring catastrophe bonds and helping transfer weather risk.

“Now people are like, ‘Wow, you’re at the center of everything,’” she says. “ is is mainstream.”

Sam Potter, Bloomberg

Marty Malinow BLOOMBERG

Where you t in your business brand

The founder’s story is central in every business.

Many entrepreneurs merge their identity with their business, linking their personal story to the business’ “why.” But before adopting this approach, it’s important to consider whether this is the right strategy for you and your business.

Many large businesses don’t share their founder story publicly and instead choose to focus on their o erings. However, some consumers want to know who

If you are selling to businesses, particularly in more conservative spaces, personal details may do more harm than good. In those cases, details, opinions and content that could be divisive are better left omitted if your business wants to be accessible to all consumer and client psychographics.

is is not intended to discourage business owners from holding opinions or expressing them, but instead to encourage awareness of the potential impact it may have.

For business owners with huge social media followings and social capital, it absolutely makes sense to leverage those followers as potential customers.

and what they are supporting, looking to more than price when making a decision.

But what should you include, if anything? For the answer, you need to know your customer and what encourages their buying behaviors, and to what extent you want to be the face of your brand.

For those having trouble deciding if they should be the face of the brand, I recommend thinking about where you want to be in ve years. If you want to be running your business with a small team, it might make sense to have your customers associate your identity with the company. If your plan is to sell your business, you may wish to separate yourself so the business has its own brand.

While trust can be built through vulnerability of the founder, it

can also be, arguably better, built by consistent, well-di erentiated product or service delivery — and a show of strength across the leadership team.

But what about . . .

All of the ways that businesses can bene t from alignment with the founders’ brand?

For business owners with huge social media followings and social capital, it absolutely makes sense to leverage those followers as potential customers. If the founder’s story explains the need for the solution that the business sells, it may help to share it. It may be even more e ective to have another individual share their struggle with the same problem.

◗ I AM my brand and my customers know me; shouldn’t I keep the momentum going?

Sure. When business owners live, eat, breathe and sleep their businesses — and like their lives set up this way — there is not necessarily a reason to change. If your model is working, keep going! If I change my brand, my customers might leave. Isn’t this risky?

Maybe. But with good customer research, you might also find

new customer segments that you can convert to repeat customers. A rebrand might open new doors, but of course, do your customer discovery/market research before rolling out any major changes to your business and its brand.

You also may have heard that “people do business with people they know, like and trust.” Maybe. But think back through your last five product purchases: Did you know the person who made the products? As a consumer interested in supporting local brands, I know many of the entrepreneurs I am purchasing from. Still, there are plenty of times that I am making purchasing decisions based on quality and price alone.

Ultimately, your story is yours — and yours to do with as you see fit. You don’t owe your customers a story. You don’t have to trade your personal information for potential sales. Being an entrepreneur is incredibly difficult, and you do not have to add the emotional work that comes with vulnerability about your personal history, traumas or relationships unless you personally want to do so.

Advice for small businesses and entrepreneurs in partnership with the University of Chicago Booth School of Business.

Abigail Ingram is executive director of the Polsky Exchange, a 34,000-square-foot incubator space that leads the Polsky Center for Entrepreneurship & Innovation’s engagement with the South Side community through programs and initiatives that support local business owners and entrepreneurs.

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$483.8Broadview Legacy Apartments; CDOT/CTA Damen Green Line; UChicago Medicine Crown Point Multispecialty Care Center; Illinois Tech at Fulton Labs; Heitman Chicago

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Aspire Center; Boston Consulting Group; Calamos; Brook eld Development

$368.0University of Chicago Medicine Cancer Pavilion; Cboe Global Markets headquarters; Northwestern Medicine; University of Illinois, Altgeld and Illini Halls; Argonne National Laboratory

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Racine Station, 63rd Street maintenance facility)

There’s a big idea behind this little house

By Dennis Rodkin

Lori Weber believes a group of friends might want to live together in retirement, each in their own small house with a big garden and a nice kitchen.

“It’s kind of what I want to do with my best friend when we retire,” says Weber, who moved back home to Rogers Park a few years ago after spending a couple of decades developing a ordable housing in Albuquerque, N.M. People who aren’t retired, such as an extended family or a very close group of friends, might also like the idea, what Weber calls “living in a cluster.”

Weber’s rm, Family Villages, recently completed construction of the rst of seven planned small houses lined up in a horseshoe shape on Sixth Street and Sage Lane in Harvard, a town of 9,400 people about 77 miles northwest of the Loop in McHenry County.

e two-bedroom pitched-roof house, about 1,110 square feet on about a third of an acre, is listed with Amy Dillenburg of Coldwell Banker Real Estate Group. e asking price is $375,000.

Weber acknowledges upfront that the price is considerably higher than the $290,000 that a different builder is asking for a house with twice the square

footage a little way down on Sage Lane.

e di erence, Weber and Dillenburg both say, lies in the package of higher-quality nishes in what they describe as “compact luxury homes.” e nishes include wide-plank wood oors, tile instead of vinyl in the bathrooms, wood siding on the exterior (also instead of vinyl) and a standingseam metal roof instead of asphalt shingles.

For “empty nesters who are downsizing from a house they spent a long time in,” Weber says, “they’re used to some nice, higherend nishes, and they can feel good about moving to a small place that doesn’t have the entry-level materials.”

Popular with builders

Smaller houses are big with builders these days. According to the National Association of Home Builders, 38% of builders said they built smaller houses in 2023 and 26% said they plan to build even smaller this year. Much of it is driven by the need to keep prices down.

Weber’s selection of a metal roof is not only the choice for a longer-lasting material, it also has a bene t for trees and other plants. “If you want to direct the water runo from your roof into

your garden, it’s cleaner water,” she says.

She’s planting 15 trees on the lot in the next several days, six of them fruit-bearing varieties — apple, pear and cherry — and Dillenburg says the large lots will encourage food gardening, possibly in collaboration with the other homeowners in the cluster.

ere’s a detached garage, its roof tilted like the house’s and with wiring to power an electric-vehicle charger. In the single-story house are two full bathrooms and a lighted, 1,000-square-foot crawl space for accessible storage beneath the house.

A smaller house “keeps energy costs down,” Weber says. Dillenburg adds that for snowbirds, the cost of keeping a large empty house heated against winter damage can be surprisingly high.

“Every inch of this house is ecient,” Dillenburg says. “It’s not a cheaply built house, it’s a small house. You don’t have the big living room that nobody steps foot in. With a big house, you’re paying taxes on unused space.”

From Harvard’s Metra Union Paci c Northwest station, a mile from the house, the train ride to Chicago is about an hour and 40 minutes during commuter hours and 2 hours at other times. Dillenburg notes that Lake Geneva, lled

with restaurants and boutiques, is half an hour north by car.

With nature areas, an art scene and a semi-rural lifestyle, “Harvard is an attractive place for folks to be,” Weber says. Among the sights in the little downtown is Harmilda the Cow, a statue that has been the mascot of the former dairy town’s Harvard Milk Day for six decades.

A former village planner for Woodstock, another McHenry County town, Weber spent about 25 years in Albuquerque as an affordable housing developer. The

firm she ran, Family Housing Development, built more than 400 units, she says, most of them single-family homes. One project was the retrofit of an old jewelry factory on Route 66 into 18 condos.

After returning to Chicago a few years ago to be near aged family members, Weber set out to build her vision of a “family village.” She says she is funding the development herself. e rst completed house came on the market April 27. Construction on the other homes is not yet scheduled.

This recently completed small house is the rst of a planned seven-home development in Harvard. | LORI WEBER

Spring eld should stand up to CTU pressure on school choice

Hundreds of Chicago Teachers Union members descended on Spring eld on May 15, ostensibly to follow up on Chicago Mayor Brandon Johnson’s call for $1.1 billion in state funding for Chicago Public Schools. But make no mistake: e teachers were also taking direct aim at House Bill 303, a measure that would protect selective enrollment schools in Chicago from closure, admissions changes or disproportionate state cuts.

CTU President Stacy Davis Gates has termed this measure “cynical” and “racist,” and her union has vowed to ght its passage into law. Which made it all the more noteworthy that the bill advanced through the Senate Executive Committee on May 8 while Johnson was in the Statehouse on a late-session trip aimed at drumming up more state nancing for Chicago Public Schools. To advance this bill at that moment, while the mayor was present, sent an unmistakable message — and it’s one lawmakers should remember in the wake of the union’s jaunt to the Capitol.

Selective enrollment schools have been up for debate since December, when the Chicago Board of Education announced its desire to move away from the district’s

system of school choice as part of a veyear strategic plan. Never mind that Chicago’s school choice system, awed though it may be, has helped to create some of the best high schools in the coun-

try within Chicago city limits. Never mind that the availability of high-quality schools on par with any found in the suburbs or beyond is one of Chicago’s best selling points for families of all income levels.

Gaming has morphed into gambling

As the founder and CEO of Imagination Pilots, a Chicago-based CD-ROM computer game developer, I spent many years writing, designing and building games in the industry’s infancy. One of the most critical design objectives in creating these products — which were intended to become immersive, entertaining and addictive — was to make sure that the games delivered a recurring series of dopamine jolts and emotional triggers, elevating levels and acknowledged accomplishments, growing rewards and measurable incentives. In short, compelling reasons to continue playing. In the same way that movies and TV shows are built on multiple storylines, beats and clihangers to heighten and extend attention and interest levels, games were also designed to pull the players into new engaging and imaginary worlds and prolong their participation. Games are all about manufacturing the need for next.

Howard Tullman, general managing partner of investment rm G2T3V, is the former CEO of 1871 in Chicago and former executive director of the Kaplan Institute at Illinois Tech.

If this all sounds sadly familiar in terms of today’s world of mobile-enabled social media addiction, destructive and manipulative disinformation and enragement driven by continued exposure to lies and garbage, that’s partly on me, because we built some of the earliest programs and algorithms that were foundational elements to this debacle. An entire generation has grown up with the continued need for speed and stimulation, and there’s very little we can do to slow the pace or the momentum. Adrenaline and virality are everything.

Worse yet, in our college students and, even more critically, in the waves of new employees joining our businesses, we are seeing the e ects and debilitating symptoms of a generation raised and educated in a world where nearly every waking hour is spent glued to and interacting with their phones. If you don’t think this impacts the e ectiveness and productivity of your kids and

e CTU wants to dismantle this system — and if that means families pull up stakes and move elsewhere, so be it.

If anything, Chicago’s selective enrollment schools should be celebrated for creating opportunity — and be recognized as civic assets.

Spring eld lawmakers should stand up to the CTU’s pressure. Undoing the legacy of outstanding high schools such as Payton, Jones, Lindblom or Lane Tech would be a wrongheaded move that would have dire consequences well beyond the classroom. ese schools and others like them have enhanced the quality of life in Chicago for countless students and families and have become a hub of community in neighborhoods around the city. If anything, Chicago’s selective enrollment schools should be celebrated for creating opportunity — and be recognized as civic assets that should be expanded upon rather than attacked.

for millions who can’t a ord it

your team members at work, you haven’t walked around your semi-empty o ces lately.

I never imagined that the engagement tools and strategies we built would lead to anything as disturbing and harmful as we see today. And I fear that we’re about to see things become even worse, especially for Gen Z continuing to enter the workforce, as the desires, addictions and dopamine-driven emotional demands embedded over years of Xbox-, Nintendo- and PlayStation-based gaming are now beginning to quickly morph into mobile device-enabled gambling. At least the early computers and video-game consoles were place-based; today, 24/7 smartphone connectivity means that the problems are growing exponentially and will quickly spread across the workplace. With the same obliviousness that we applied to the risks and painful ills of indiscriminate and unregulated social media, we’re now casually inviting several immature and uninformed generations into the two biggest virtual casinos in history: the stock market and sports betting. And, once again, we’re kidding ourselves in thinking that everything will work out well.

e craziness started in earnest a couple of years before the pandemic, courtesy of rms such as Robinhood, which added millions of untrained and unsophisticated players to the markets and precipitated the rise and insane gyrations of meme stocks like GameStop. And, of course, the cult-like trading insanity surrounding the Trump Media & Technology Group, with revenues for 2023 of around $4 million and losses approaching $60 million, has simply turned everything into a nihilistic game where MAGAs think they’re teaching a lesson to “the man” and rooting for their guy at the same time.

Encouraging young men who can’t afford and don’t remotely appreciate the complexity and risks of the stocks they trade on their phone — rewarded by confetti, sound e ects and other dopamine drivers similar to games — isn’t likely to move the needle forward on nancial literacy anytime soon. We’re already seeing the workplace results in our younger employees: lost focus, indi erence and a world of “whatever,” less interest in connection and peers, and a basic angry belief that life’s not fair and there’s no longer any prospect that they will have a

e city of Chicago faces a three-part humanitarian crisis

Since the YMCA of Metropolitan Chicago was founded nearly 166 years ago, workforce development and economic equity have been twin pillars in our mission to strengthen the community by connecting all people to their purpose, potential and each other.

At the historic Wabash YMCA in Bronzeville, local Y leaders welcomed and worked to empower Chicago migrants from the Jim Crow South through housing and job training for the newly arrived African American individuals and families. And no matter the country of origin, each wave of immigrants to the region since 1858 has been met with connection, resources and support from the Y.

We are proud to continue that legacy through our partnership with the city of Chicago, assisting with sheltering our newest migrant arrivals since they began arriving in the summer of 2022. We have provided shelter to more than 1,500 individuals through this partnership, along with resources and referrals for many more. We are committed to doing so until a long-term solution is enacted.

In working toward that long-term solution, we must acknowledge that Chicagoland is facing a threepart humanitarian crisis. As business, civic, and government leaders we have a calling and a duty to gure out a just and equitable way to support not only the newest arrivals to the region, but also our longterm undocumented neighbors and members of the African Ameri-

chance to get theirs.

e returning crypto frenzy with new Bitcoin highs and the FOMO e ect in an expanding tech-driven stock market, with equities reaching new heights, are making things even worse. Investing has become a game, with high pleasure and reward levels and little or no e ort, study or analysis required. I’m reluctant to call these crypto, NFT and meme idiots “investors” or their actions “investments” for obvious reasons. When the Trump meme scam nally does collapse, all those victims will also be blaming everyone but themselves.

If the stock and crypto issues aren’t bad enough, we’ve now upped the frantic ante by adding digital sports betting to the mix. Just try to pry your folks away from their phones and screens during March Madness, when the o ce betting pools represent a mere pittance compared with the bucks they’ve bet with their online bookies on the big games. Or take a gander at Wrigley Field, where a gigantic new DraftKings Sportsbook (which looks like some ugly cancerous growth attached to the glorious ivy) has opened.

ere’s a storm coming. ere are no easy answers. e success of your business and the futures of your kids could hang in the balance, and you’ve been warned.

can community, which has suffered the greatest level of economic disenfranchisement. is is not a zero-sum game. We can and must work toward a solution that works for everyone.

Because the Y views this crisis through an economic-equity lens, we see the following as tenets of a long-term solution:

As Mayor Brandon Johnson, his fellow mayors and local leaders continue to emphasize, we must work to expedite the receipt of work permits for those who are

entitled to them under the law so that those individuals can begin the path to self-su ciency.

Equally important, we must acknowledge the thousands of local residents who have operated for decades in the shadows of our economy — working hard, establishing roots, building businesses and sustaining communities despite not being legally permitted to work here. We must press for a pathway to work authorization and permanent legal residency for them.

Finally, we must commit to sup-

port speci c programs that focus on creating meaningful opportunities for residents of the predominantly African American communities that have the highest unemployment and poverty rates.

Mayor Johnson often speaks about the “soul of Chicago,” and Chicago historian Dilla says that “everything dope about America comes from Chicago.” So let us, as Chicagoans, demonstrate to the rest of the country that we can work together to lift up all of these communities — new arrivals, un-

documented immigrants and descendants of slaves — to solve this multipronged crisis.

Let us not pit these groups against one another but instead provide all of them with meaningful pathways to economic mobility and security.

Dorri McWhorter is president and CEO of the YMCA of Metropolitan Chicago. Tina Hone is executive director of the Y’s Economic Equity Institute.

PEOPLE ON THE MOVE

ARCHITECTURE / DESIGN

HLB Lighting Design, Chicago

BANKING / FINANCE

U.S. Bank Private Wealth Management, Chicago

EDUCATION

Loyola University, Chicago

INSURANCE

Oncourse Home Solutions, Naperville

LEGAL

Benesch, Chicago

Ann Reo has joined HLB Lighting Design as a Director, signaling the rm’s commitment to expanding its presence in Chicago. Founded in 1968, HLB is the largest women-owned independent architectural lighting design rm in the world. Ann brings a wealth of experience across various market sectors, including notable projects such as the Museum of Contemporary Art and Millennium Park. Her distinguished career has spanned architectural lighting design, control system design, and luminaire design.

ARCHITECTURE / DESIGN

Wright Heerema Architects, Chicago

Wright Heerema Architects announces Kimberlyn de Buhr as the rm’s new Director of Business Development. With a background in tenant rep brokerage and marketing, she brings dynamic experience to the architectural and interior design rm. Kimberlyn’s arrival marks an exciting chapter for WHA as the rm expands its market reach, including the cannabis and pharmaceutical sector. She will strengthen existing client relationships while leading initiatives to broaden the rm’s portfolio.

ARTS / ENTERTAINMENT

ve two one lms, Chicago ve two one lms is pleased to announce that partner Brittani Ward recently received the ‘New Vision Award’ at the renowned Cinequest Film & Creativity Festival in Silicon Valley following the world premiere of Single Car Crashes, a feature lm that she wrote and directed. Brittani was also a producer on the hybrid feature, Desire Lines, which world premiered at the Sundance Film Festival ‘24 and won the NEXT Jury Award. She graduated cum laude from DePaul with a screenwriting degree in 2010.

To order frames or plaques of profiles contact Lauren Melesio at lmelesio@crain.com

David Boni eld has joined U.S. Bank Private Wealth Management bringing over 20 years’ experience in nancial services. In his role as Private Wealth Advisor, David is responsible for providing comprehensive wealth management strategies tailored to his clients’ speci c needs. These strategies encompass Investment Management, Private Banking, Trust and Estate Services, and Wealth Planning. David takes the time to understand his clients’ unique needs and directs teams of experts to provide services that help his clients achieve their goals.

CONSTRUCTION

McHugh Construction, Chicago

Thomas N. Hund has been elected to the Board of Trustees. Hund served as executive vice president and chief nancial of cer of Burlington Northern Santa Fe Railway (BNSF) from 1999 until his retirement in 2014–culminating more than three decades with the company. Prior to working for the railroad industry, Hund worked for seven years at Peat Marwick (KPMG) in various management positions. He earned his BBA from Loyola and a MBA from the University of Chicago.

EDUCATION

Loyola University, Chicago

McHugh Construction, one of the Midwest’s largest commercial contractors, has named 24-year industry veteran Kinjal Patel as its new president. Patel most recently led the Chicago construction business for Lendlease and will now lead McHugh in delivering commercial projects locally and nationally. He intends to grow McHugh’s presence, focusing on developments of all sizes, while expanding its pipeline with a clientcentric approach at the forefront.

EDUCATION

Loyola University, Chicago

Michael J. Graham, S.J. has been elected to the Board of Trustees. Father Graham is senior advisor for formation programs for the Association of Jesuit Colleges and Universities. Prior to this role, he retired in 2021 from Xavier University in Cincinnati as its longest-serving president, with a tenure of two decades. He holds a BS from Cornell College, MA and PhD degrees from the University of Michigan, and a MDiv from the Boston College Clough School of Theology and Ministry.

EDUCATION

Loyola University, Chicago

Jackie Taylor Holsten has been appointed a Life Trustee. Holsten is senior vice president and general counsel with Holsten Real Estate Development Corporation, spearheading its property management and administration divisions. She is also Board Chair and Executive Director of Holsten Human Capital Development, NFP. Holsten served on the Board of Trustees from 2011 to 2022. She holds a BA from Northwestern University and a JD from Loyola’s School of Law.

LaKeisha C. Marsh has been elected to the Board of Trustees. Marsh is the chair of Akerman LLP’s Government Affairs and Public Policy Practice Group and chair of the Higher Education and Collegiate Athletics Practice. She represents institutions on federal and state regulatory compliance, accreditation, state licensure, institutional governance, and collegiate sports and NCAA compliance-related matters. Marsh earned a BA from Clark Atlanta University and a JD from Loyola’s School of Law.

EDUCATION

Loyola University, Chicago

Jeffrey P. von Arx, S.J. has been elected to the Board of Trustees. Father von Arx currently serves as visiting professor of the history of Christianity in the Boston College Clough School of Theology and Ministry. Prior to this role, he was professor of history and president of Fair eld University from 2004 to 2017. Fr. von Arx holds an AB from Princeton University, MDiv degree from Boston College, and MA, MPhil, and PhD degrees from Yale University.

EDUCATION

Loyola University, Chicago

Pete DeFrancesco, Oncourse Home Solutions’ CMO, spearheads initiatives to aid 1.5M+ US customers in navigating homeownership challenges, reducing costs, and enhancing enjoyment. With partnerships spanning across cities & utilities and through direct consumer channels, Oncourse safeguards customers’ homes through various home protection products. Pete’s leadership expertise in companies like John Hancock, Chubb Group, Bankrate, & Orbitz extends to customer acquisition, retention, crossselling, branding, communications, & leveraging partnerships for effective go-to-market strategies. A graduate of Emory University and Northwestern University’s Kellogg School of Management, Pete brings a wealth of knowledge & experience to his role.

LAW FIRM

Hahn Loeser & Parks, Chicago Hahn Loeser welcomed Partner Andrew S. May to its Business Practice. May brings over 25 years of experience in all aspects of securities and commodities. He focuses on commodity futures regulation, broker-dealer regulation, and investment management. A two-time recipient of AVVO’s “Clients’ Choice Award” for Financial Services, May is a member of the Chicago and Illinois State Bar Associations. He earned his J.D. from DePaul University College of Law and his B.A from the University of Illinois.

LAW FIRM

Much, Chicago

Melissa R. Grim has joined Benesch as a Partner in the rm’s Corporate & Securities Practice Group. Melissa focuses her practice on employee bene ts and executive compensation-related matters. She has extensive experience counseling private equity funds and other public and private companies on bene ts, ERISA, and executive compensation issues. Richard Bernet has joined Benesch as Of Counsel in the rm’s Litigation Practice Group. Richard is a seasoned regulatory litigator with deep knowledge of the utility industry, including leading billion-dollar efforts on behalf of the largest utility in Illinois that resulted in some of the most signi cant results in state history.

PRIVATE EQUITY

Kinzie Capital Partners, Chicago

Kinzie Capital Partners, a Chicago-based private equity rm, welcomes Brent Nichols as Director of Portfolio Operations. In this role, Brent will be responsible for driving growth and value creation across Kinzie’s portfolio of companies. Leveraging 20 years of leadership experience in product development, supply chain, operations and mergers and acquisitions, Brent will support the operational ef ciency of Kinzie portfolio companies.

ML Realty Partners, Itasca

Dane Lehr joined ML Realty Partners as Senior Accountant. Mr. Lehr comes from Revantage, a Blackstone Portfolio Company. He is a CPA and holds a Bachelor of Science and a Master of Professional Accountancy from Illinois State University.

Mary Ann Zollmann, BVM has been appointed a Life Trustee. Sister Zollmann served for 12 years as vice president and president of the Sisters of Charity of the Blessed Virgin Mary. Prior to that, she taught religious studies for nearly 40 years. Sr. Zollmann served on the Board of Trustees from 2009 to 2018, including three years as Vice Chair. She holds a BA from Mundelein College, MAs from Purdue University, University of San Francisco, and Duquesne University–where she also earned a PhD.

Principal Sean Wagner and associate Abby Peabody have joined Much’s Chicago of ce. Wagner, an attorney on the rm’s Chambersranked Construction team, brings experience in all facets of construction litigation and transactions. He helps engineers, architects, contractors, subcontractors, and other commercial entities navigate complex construction and design projects. Peabody, an attorney on the rm’s Chambers-ranked Commercial Litigation team, guides clients through all phases of litigation, from directing discovery to conducting depositions to drafting motions. While her practice covers myriad industries, she has particular experience in the construction eld.

Parts Town Unlimited, Addison

Sam Brewer joins Parts Town Unlimited’s innovation-focused Red Lightning division as “Building the Field of Dreams” (aka Vice President of Field Innovation) to advance eld innovations that support service technicians. He has a background in innovation across leadership roles at Chick- l-A and Miso Robotics, including leveraging AI tools. He will lead the team as they continue to build on investments in new eld innovation tools for technicians, dispatchers, and parts procurement specialists.

Wagner

Peabody

Grim Bernet

GIVING GUIDE

Getty Images

2024 GIVING GUIDE

Philanthropic Opportunities

The annual Crain’s Chicago Business Giving Guide, produced by Crain’s Content Studio, tells the stories of 29 nonpro t organizations and two nancial institutions that are making a positive impact on the community.

PARTICIPANTS

P16 Bank of America

P18 Catholic Charities of the Archdiocese of Chicago

P20 Chicago Children’s Museum

P22 Communities Partnering 4 Peace/Metropolitan Peace Initiatives

P24 Cradles to Crayons

P26 Greater Chicago Food Depository

P28 Illinois Action for Children

P30 Mercy Home for Boys & Girls

P32 Preservation Chicago

P34 Special Olympics Illinois

P36 Union League Boys & Girls Clubs

P38 United Way of Metro Chicago

P40 First Women’s Bank

P41 Above and Beyond Family Recovery Center

P42 Ann & Robert H. Lurie Children’s Hospital of Chicago

P43 Brushwood Center

P44 The Chicago Community Trust

P45 DuPage Senior Citizens Council / Kane Senior Council

P46 Episcopal Charities

P47 Gateway Foundation

P48 Genesys Works

P49 Haymarket Center

P50 Hippocratic Cancer Research Foundation

P51 I AM A GENTLEMAN, INC.

P52 Les Turner ALS Foundation

P53 Maryville

P54 Perspectives

P55 The Salvation Army

P56 Start Early

P57 Thresholds

P58 Women’s Business Development Center (WBDC)

e participants featured here sponsored this Giving Guide. e organizations had the opportunity to explain their mission and vision, outline new initiatives, and describe fundraising plans for the year ahead. Connect with Crain’s Content Studio to learn more.

WHAT WE DO

As the region’s largest human service provider, Catholic Charities partners with mission-driven people and organizations across Cook and Lake counties to improve lives, nourish spirits, and strengthen and empower people, families and communities.

We are called to accompany anyone in need, regardless of their faith, gender, race or ethnicity. Our sta of nearly 1,000 employees work within our region’s most underserved communities to o er programs that address immediate access and basic needs; support mothers and families; and help seniors and veterans live with dignity.

In scal year 2023, we served over 375,000 individuals through our programs including:

•Welcoming over 25,000 asylum seekers from Central and South America, connecting 5,439 with loved ones in other states, and providing housing case management for 15,234 (in scal 2023).

•Senior care and service coordination helped 82,200 seniors live independently while getting the vital care and community they need.

•WIC grocery centers provided 59,200 moms, infants and young children with healthy food, fresh fruits and vegetables, formula and nutrition education.

•Parenting and pregnancy support programs empowered 2,175 new and expectant parents to advocate for themselves and their children.

•Post-adoption services for 662 parents who expanded their families.

•Domestic violence shelters, support and counseling helped 480 mothers and children nd safety, healing and hope.

HOW YOU CAN HELP

EXPLORE: We host numerous annual events to bene t our programs. With new committees and learning opportunities being developed each year, everyone is welcomed to get involved. Check out our upcoming events for details on how you can connect with Catholic Charities. Visit catholiccharities.net/attend-an-event.

HELP OTHERS: Our employees partner with dedicated volunteers to serve anyone in need in neighborhoods across the region. Volunteer opportunities for groups, companies and faith communities are available to address leading concerns throughout the region. Visit catholiccharities.net/ volunteer.

DONATE: Your gi supports mothers and their children seeking food and counseling, youth in need of support, women escaping domestic abuse, seniors and so much more throughout Cook and Lake counties. To make a donation, visit catholiccharities.net/donate.

SHARE: Follow us on Facebook, Instagram, LinkedIn, and X (formerly known as Twitter) for the latest news from Catholic Charities.

LEADERSHIP

EVENTS & FUNDRAISING

Sally Blount President and CEO

Michael Monticello Chair

Mark Hoppe Vice Chair

M.Therese Krieger

Charles W. Mulaney, Jr.

Spirit of St. Nicholas Ball – Dec. 6. For more than 30 years, generations of families have attended this black-tie dinner dance as part of their Christmas tradition. Make your plan to join us for this inspiring event at the Hilton Chicago.

Charities Golf Classic – July 15. Hosted at both Shoreacres and Knollwood Club, join us for a day of golf to bene t Catholic Charities programs throughout Cook and Lake counties. In addition to hitting the links, guests will enjoy lunch, skill contests, an auction and dinner.

MICHAEL MONTICELLO Chair of the Board of Directors

SALLY BLOUNT, PH.D. President and CEO

Show single moms in need they are not alone

As the largest human services provider in the Midwest, we partner with donors who represent a broad range of faith traditions and beliefs. Together, we share a commitment to help mothers and their children of any faith, race, or ethnicity. When you support and empower a mother, you multiply hope over generations. Give today!

WHAT WE DO

Chicago Children’s Museum (CCM) provides a safe and nurturing environment for children and caregivers to engage in learning activities across 13 permanent exhibits in its home on Navy Pier. ese exhibits include the “Art Studio Experience,” created in partnership with artist Hebru Brantley, and “Tinkering Lab,” a premier space for young children to engage in inquiry-based science learning through the tinkering process. In addition to our permanent exhibits, CCM puts learning into action through special rotating exhibits and regularly changing programming.

With a commitment to serve all children, CCM participates in a number of access programs providing admission to families and children for free or at a steeply reduced rate. As an example, “Museums for All” (MFA) provides access to families experiencing food insecurity, with discounted admission by simply showing a SNAP or WIC card, so they can con dently and a ordably enjoy all CCM has to o er. About 4,000 visitors make use of MFA each month.

In communities, CCM pilots a number of programs, including “Curiosity Classrooms,” which are handson, multi-sensory STEAM classrooms installed in 10 Chicago public schools. e museum also provides professional development for pre-K through secondgrade CPS teachers through “Playing with Numbers,” where teachers are provided with instructional strategies to introduce, reinforce and deepen the understanding of grade-level math concepts through innovative classroom activities, at no cost to teacher or school.

CCM is a national leader in developing original, play-based experiences designed to give children opportunities to grow in cognitive, physical, socialemotional and language development.

HOW YOU CAN HELP

EXPLORE: Learn more about Chicago Children’s Museum by visiting chicagochildrensmuseum.org.

GET INVOLVED: Join the museum’s Associates Board, a volunteer board committed to carrying out the mission of CCM. Comprised largely of young professionals, members serve as ambassadors of the museum while also enjoying the company of other young professionals from across Chicagoland. Each year, the Associates Board hosts a spring “adults’ night out” fund and friend raiser. For more information, please contact Molly Todd Madison at MollyTM@chicagochildrensmuseum.org.

DONATE: When you make a donation, you provide a child with more than just a ticket to our museum; you unlock a world of possibilities. All donations are tax-deductible to the fullest extent of the law. Visit Make a Gi — Chicago Children’s Museum at chicagochildrensmuseum.org/give.

SHARE: Find Chicago Children’s Museum on Facebook at facebook.com/ChicagoChildrensMuseum, YouTube at @ ChiChildrensMuseum and Instagram @chicagochildrensmuseum and share the mission and impact of our work.

LEADERSHIP

EVENTS & FUNDRAISING

700 E. Grand Avenue

Chicago, IL 60611

PHONE

312-527-1000 ADDRESS

WEBSITE

chicagochildrensmuseum.org

Karen Lewis Alexander Vice President of Development

Natalie Bortoli Vice President of Educational Programming & Experience Development

Susie Park Chief Financial Of cer

Catherine Patyk Vice President of People and Culture

Amy Spar Vice President of Strategic Initiatives

Angie Velez Vice President of Guest Experience Operations

Peter Williams Vice President of Exhibits and Building Operations, ADA Coordinator

WILLIAM KELLEY Chair, Chicago Children’s Museum Board of Directors, Global CFO, Tropicana Brands Group

JENNIFER FARRINGTON President and CEO

WHAT WE DO

Communities Partnering 4 Peace (CP4P) is a coalition of local community-based and citywide hyperlocal organizations focused on reducing gun violence in some of Chicago’s highest-risk neighborhoods. Convened by the Metropolitan Peace Initiatives (MPI), together CP4P and MPI deliver a comprehensive set of trauma-informed services in community violence intervention (CVI): street outreach, case management, victim services, behavioral health services, workforce readiness, legal assistance, professional training through the Metropolitan Peace Academy and the creation of safe spaces for community events known as Light in the Night.

Northwestern University’s Center for Neighborhood Engaged Research & Science (CORNERS) has found that from July 2017 through December 2021, CP4P’s CVI e orts potentially prevented at least 383 fatal and non-fatal shootings in the city of Chicago. Researchers estimate the coalition’s e orts also prevented 605 violent crime arrests during the same time period. CP4P & MPI help make Chicago communities safer.

HOW YOU CAN HELP

DONATE: While much-needed public dollars enable Communities Partnering 4 Peace (CP4P) and the Metropolitan Peace Initiatives (MPI) to provide vital, trauma-informed services, government statutes regulate these funds to speci c areas. Your nancial support would not only enable CP4P/MPI to provide the above services, but it would also in addition provide us the greatest exibility in meeting the ever-increasing need for community violence intervention in Chicago’s highest-risk neighborhoods. Donate at metropolitanpeaceinitiatives.org.

. JOIN US: Join CP4P/MPI e orts to reduce gun violence in Chicago through partnership, sponsorship, employment opportunities and more. For more ways on how your corporation can help, visit MetropolitanPeaceInitiatives.org/ CorporateSocialImpact.

EXPLORE: Learn more about the ways in which CP4P/MPI are making a di erence in community violence intervention by visiting metropolitanpeaceinitiatives.org.

SHARE: Follow us on Facebook, Instagram, LinkedIn, X and reads at @CommunitiesPartnering4Peace and @ MetropolitanPeaceInitiatives.

LEADERSHIP

EVENTS & FUNDRAISING

ADDRESS

2100 S Morgan St., 2nd oor Chicago, IL 60608

PHONE 312-986-4301

WEBSITE metropolitanpeaceinitiatives.org

FOUNDED IN 2017

Muna Walker Chief of Staff

Vanessa Perry DeReef, PhD. Chief Training Of cer

Domonique McCord Chief Program Of cer

Sonny Thatch Managing Attorney, Legal Aid Society

Kanu Iheukumere Chief Policy Of cer

LaToya EgwuekweSmith Chief Communications Of cer

Leticia Reyes Assistant Budget Director

RICARDO ESTRADA President & CEO, Metropolitan Family Services

VAUGHN BRYANT Executive Director, Metropolitan Peace Initiatives

WHAT WE DO

1 in 2 children in Chicago is at risk of experiencing Clothing Insecurity—the lack of access to a ordable, adequate and appropriate clothing. And no government programs are dedicated to ensuring that children have the basics they need—such as clothing, diapers or hygiene products. Since 2016, Cradles to Crayons® (C2C®) has stepped up to ll this need in Chicago. Cradles to Crayons believes that all children deserve the essentials they need to feel safe, warm, ready to learn and valued. Founded in 2002, Cradles to Crayons provides children living in homeless or low-income situations with the essential items they need to thrive—at home, at school and at play—for free. Cradles to Crayons collects and distributes new and high-quality used children’s goods by engaging and connecting communities—and supplies essential resources free of charge through a network of more than 60 local Service Partners. C2C sets a gold standard of individual, family and corporate volunteer engagement, and through its “Giving Factories®” provides unique, hands-on opportunities to directly help local families. Headquartered in Boston, MA, C2C opened in Philadelphia in 2007, Chicago in 2016 and New York City via an innovative online platform, Giving Factory Direct (GFD), in 2020. For more information, please visit cradlestocrayons.org.

HOW YOU CAN HELP

EXPLORE: Learn more about the ways Cradles to Crayons Chicago is making a di erence for children in our community by visiting cradlestocrayons.org/chicago/crains/

JOIN: Get involved as a volunteer at the Giving Factory. Volunteers sort and inspect donated items and package them for delivery to the children who need them. Volunteers are critical to Cradles to Crayons Chicago’s work. cradlestocrayons.org/chicago/crains/

HELP OTHERS: Donate new or gently used clothing in sizes newborn to adult at one of Cradles to Crayons Chicago’s 43 drop-o locations in Chicagoland. A list of drop-o locations can be found at cradlestocrayons.org/ chicago/crains/

DONATE: Invest in Cradles to Crayons’ mission to End Clothing Insecurity through our corporate sponsorship opportunities. As an Annual Corporate Partner, you have the opportunity to customize a plan that maximizes the e ect of your philanthropy — while providing meaningful volunteer and engagement opportunities for your employees.

SHARE: Find Cradles to Crayons on Twitter, Facebook, LinkedIn, and Instagram to share the mission and impact of the organization.

LEADERSHIP

Gear Up for Winter Un-Gala ® Cradles to Crayons Chicago’s signature Un-Gala event brings families together to have fun and give back. Each winter, volunteers of all ages gather to sort and pack everyday essentials like hats, gloves, scarves, and more that bring warmth to thousands of Chicagoland children in need. Un-Gala takes place on Nov. 9.

Backpack-A-Thon® Unlike their peers, kids from low-income or homeless families may lack basic school supplies. Cradles to Crayons signature Ready for Learning event, Backpack-A-Thon brings together 700+ volunteers to stuff 90,000 backpacks and to enable kids to arrive at school ready and excited to learn.

Backpack-A-Thon is a high-energy corporate event fueled by great spirit and friendly competition and takes place on July 31.

DAWN MELCHIORRE Executive Director, Cradles to Crayons Chicago

LYNN MARGHERIO Founder and CEO Cradles to Crayons

Cradles to Crayons® – Chicago is on a mission to #EndClothingInsecurity for all children in Chicagoland and beyond. Clothing Insecurity is the lack of access to affordable, adequate, and appropriate clothing. Currently, 1 in 2 children across Chicagoland are at risk for experiencing this hidden crisis daily.

Take action now to join our movement to #EndClothingInsecurity!

WHAT WE DO

e Greater Chicago Food Depository’s mission is to end hunger. As Chicago’s food bank, we partner with a network of more than 800 food pantries, soup kitchens and other programs working to bring food and support to our neighbors across the city and Cook County.

e Food Depository addresses the root causes of hunger — poverty, systemic inequity and structural racism — through job training, bene ts outreach, advocacy and strategies that generate economic impact and access to living wages.

is year, the Food Depository is expanding prepared meal programs. From our onsite kitchen, we prepare and distribute thousands of meals per day to populations at increased risk of hunger — older adults, people with disabilities, neighbors on medically tailored diets and more. Meals produced in our kitchen are supplemented by meals we purchase from local small businesses to serve priority populations.

Right now, the Food Depository is responding to elevated demand for food assistance. Households across our community are challenged by the continued impact of in ation, elevated food prices and a shrinking federal safety net. is prolonged period of challenges has pushed many of our neighbors to turn to food pantries for the rst time. Households, especially those with children and those in communities of color, continue to experience higher rates of food insecurity.

e Food Depository is a proud member of Feeding America, the national network of food banks.

More than ever, we need you to join the movement to end hunger. Learn more at chicagosfoodbank.org.

HOW YOU CAN HELP

DONATE: Financial donations enable us to distribute healthy food to people in need and invest in programs to address the root causes of hunger. Financial support gives us the greatest exibility to respond — and adjust — to rising food costs. Every dollar donated can help us provide the equivalent of three meals for our neighbors in need. Donate at chicagosfoodbank.org/donate.

VOLUNTEER: Volunteers play a critical role in ending hunger and are needed to repack food in our warehouse, deliver summer meals to children, support mobile food distributions and more. Join the movement by signing up at chicagosfoodbank.org/volunteer.

MOBILIZE OTHERS: Start a virtual food drive with your family, friends or coworkers to help us purchase our most needed foods. Get started today at chicagosfoodbank.org/ fooddrive.

ADVOCATE: Raise your voice to support legislation that creates and funds vital safety net programs for neighbors experiencing food insecurity. Sign up for alerts and easily send letters to your legislators at chicagosfoodbank.org/ advocacy.

CONNECT: Raise awareness. Share our stories on Facebook, X, LinkedIn and Instagram. Find us @ fooddepository.

LEADERSHIP

Sheila Creghin VP - Operations

Joni Duncan VP - People & Culture

Amy Laboy VP - Programs & Community Partnerships

Sophie Milam VP - Policy, Advocacy & Engagement

Mary Pelican VP - Finance

Volunteers are essential to our work to end hunger. They help repack food to distribute to our partners throughout Cook County. Join the movement to create a hunger-free community. Sign up to volunteer at chicagosfoodbank.org/volunteer.

Due to in ation and elevated food prices, many families are turning to pantries for the rst time. The Food Depository and our community partners are prepared to meet the increased need. Help make a difference at chicagosfoodbank.org/getinvolved.

chicagosfoodbank.org and bancodealimentoschicago.org

Jill Rahman Chief Operating Of cer

Joe Rodriguez VP - Transportation, Warehousing and Facilities Management

Andy Seikel Head of Technology & Transformation

Jill Zimmerman Chief Philanthropy Of cer

KATE R. MAEHR Executive Director & CEO

chicagosfoodbank.org/crains Please give now.

WHAT WE DO

Every child in Illinois deserves to receive a strong foundation early in life. is is key to building resilient families and vibrant communities.

When children succeed, everyone bene ts. at’s why Illinois Action for Children (IAFC) advances the highest quality early learning programs for all children. And it’s why we are thrilled to celebrate 55 years of championing children and changing lives.

Research shows the human brain reaches 90% of its full growth within the rst ve years. As a result, children’s experiences during this crucial time lay the groundwork for all subsequent learning and development.

Since its founding in 1969, IAFC has evolved from a small advocacy organization to a nonpro t leader with an expansive range of 26 vital programs, along with advocacy and research that are laser-focused on ensuring children receive the support they need to grow and thrive.

In addition to increasing access to early care and education, IAFC strengthens communities facing barriers to essential resources — promoting the learning and well-being of children and serving parents as they work toward family stability. We also invest in professional development for early childhood educators to help them become excellent teachers and leaders for the next generation. And we advocate for equitable, supportive early education policies at state and local levels.

e future prosperity of our society depends on the healthy development of our children. Partner with us today.

HOW YOU CAN HELP

Access, a ordability and quality are top of mind for families seeking early learning programs. However, due to issues like soaring annual costs and limited program availability, the state’s economy loses millions of dollars each year in revenue, lost earnings and productivity when parents do not have adequate early childhood programming.

SPONSOR OR ATTEND AN EVENT: Sponsor or attend our 55th anniversary event, A Time to Shine, on Oct. 10. Connect with hundreds of corporate, community, civic and philanthropic leaders to advance access to equitable, highquality early education programs throughout Illinois. Crain’s readers — access exclusive sponsorship opportunities at bit.ly/4btvWF2

GIVE: When you give a gi to IAFC, your generosity cultivates thriving children, families and communities, and bene ts all Illinoisians. Scan the QR code to give now.

JOIN US:

•Join Partners in Action, our corporate partnership program. Collaborate with our team to design mutually bene cial opportunities that align with your goals, and that strategically support IAFC’s mission. Visit actforchildren. org/donorsgiving/partners/partners-in-action/.

•Sign up for our email list to learn about IAFC’s work, including how you can partner with us to prioritize equitable, quality early childhood programs. Visit bit.ly/3UTBbbT

LEADERSHIP

APRIL JANNEY CEO

PETER KIM

Chair, Board of Directors

ADDRESS

4753 N. Broadway St. Chicago, IL 60640

PHONE 773-769-8004

WEBSITE actforchildren.org

486 EMPLOYEES

2023 REVENUE

$58,130,200

FOUNDED IN 1969

Sandy Matthews Senior Vice President, Organizational Development

Shauna Ejeh Senior Vice President, Programs

Tito Guerrero Senior Vice President, Operations

Jacqueline Zanders CFO

EVENTS & FUNDRAISING

IAFC’s 2023 annual bene t, A Time to Shine, featured Actor Dulé Hill and Emcee Tanja Babich, ABC 7 Chicago News anchor, in a dynamic and inspirational conversation about parenthood.

Corporate Citizen Recognition was presented to Lakeshore Learning Materials’ Regional VP, Arti Vaghasiya, by IAFC’s CEO April Janney and Board Chair Peter Kim, Esq. at 2023’s A Time to Shine.

WHAT WE DO

Since 1887, Chicago’s Mercy Home for Boys & Girls has transformed the lives of abused and at-risk young people by giving them a safe place to live, healing from emotional trauma, life skills, education, career exploration and encouragement from dedicated youthcare professionals.

rough its support of children and families, Mercy Home helps hundreds of people annually.

Young people come to Mercy Home from environments marked by challenges that include abuse, neglect, abandonment, housing instability, poverty, community violence and more. With the help of donors throughout the United States, the organization gives these children a loving home and round-the-clock care. Mercy Home’s expert sta provides kids with therapeutic, academic and vocational resources so that they may heal from the wounds of their pasts and build success for their futures.

e Home continues to nurture these young people’s growth and success—even a er they leave its full-time care—through its Community Care program, which o ers a lifelong connection to an extended Mercy Home family and coordinates any continued support services needed.

Additionally, Mercy Home’s Friends First mentoring program brings together adult volunteers who act as role models for at-risk youth living in the community beyond the Home. Mercy Home is 99.1% privately funded and operates at two locations: a home for boys in the West Loop and a home for girls in the Beverly/Morgan Park community.

HOW YOU CAN HELP

EXPLORE: Learn more about our work with kids in crisis on our website, mercyhome.org. By visiting our site, you’ll also read stories about our young people’s triumphs and nd information and resources about topics like trauma, abuse, mental health and more.

JOIN: Our programs are supported by several volunteer boards who bring their business and professional experiences to the work of advancing our mission to help kids. Learn more at mercyhome.org/leadership.

HELP OTHERS: We o er a variety of opportunities for involvement, whether as volunteers, mentors, tutors or as businesses that provide support or experience to help our young people learn, grow and succeed.

DONATE: Mercy Home is 99.1% privately funded and relies on the generosity of individuals and organizations to give kids full-time care, healing and opportunity. To donate, please visit mercyhome.org/givingguide.

SHARE: Help us get the word out to others who can get involved. Visit us on Facebook at facebook.com/mercyhome, on Twitter @mercyhome and on Instagram @mercyhome.

LEADERSHIP

Mercy Homes’ Leader Council, a group of preeminent women in the business and civic arenas, celebrates the academic achievements of Mercy Home’s graduates at the annual Graduates’ Luncheon. Visit MercyHome.org/GradLunch for details about this year’s event, which will be held on June 5.

Join Mercy Home Nov. 16 for our second annual Lux Gala. This upscale, black-tie optional event is a one-of-a-kind feast for the senses. Enjoy immersive and electrifying experiences as you and your guests journey through the exquisitely restored Art Deco interior of Chicago’s Old Post Of ce. Learn more at MercyHome.org/LuxGala.

Cheryl Murphy CFO, VP Finance, Human Resources & Facilities

Joe Wronka COO/VP – Advancement

Daniel Nelson VP – Community Care

Steve Snyder CIO, VP – Information Technology

Emily Neal VP – Organizational Development & Clinical Operations

Liz Kuhn Tomka VP – Education & Career Resources

Alban Fisher VP – Youth Programs

REV. L. SCOTT DONAHUE President & CEO

Tamika loves design and wants to be an architect.

But her mom's drug abuse kept her family homeless and hungry. Tamika had no time for dreams—she had to focus on survival. Then Tamika came to Mercy Home, where she found the stability and encouragement she needed to pursue her personal blueprint for success. Today, she's a college student, working toward an architecture degree.

Help more kids like Tamika build a brighter future.

WHAT WE DO

Preservation Chicago works to leverage the power of historic preservation to create and foster healthy, vibrant, diverse and sustainable communities.

Everything we do is pro-bono. We engage directly to protect historic buildings at their most vulnerable stages and deliver wins at critical times.

Our work leads to change. Preservation Chicago is the catalyst behind Chicago’s unprecedented surge in highpro le e orts to recognize, protect and transform longneglected historic assets into dynamic neighborhood anchors.

We seek constructive and collaborative win-win solutions. We are known for our erce advocacy and our partnership with stakeholders.

e revitalization of historic buildings is a proven and powerful economic engine that anchors reinvestment and catalyzes communities through job creation, heritage tourism and community wealth building. By focusing attention on the signi cance of historic places, we promote the successes and sacri ces of past generations and inspire Chicagoans to push towards a more just and equitable future.

We focus on creating the stability necessary to secure signi cant public and private investment. We follow an innovative “Leveraged Impact” model of Ampli cation, Protection and Investment which helps foster transformational change. Our approach seeks to deploy Chicago Landmark protections against demolition and mobilize public sentiment and goodwill.

We work directly with stakeholders, supporting them every step of the journey until they achieve success. We serve as a partner, advocate, protector and strategist in o en complex preservation e orts. We listen, o er advice, make connections, seed media stories, facilitate Adopt-a-Landmark and other funding, and testify as consistent advocates at public hearings or community meetings.

EVENTS & FUNDRAISING

HOW YOU CAN HELP

INVEST: Invest your charitable dollars in a nonpro t that delivers. With your support, we will continue to make Chicago a better city.

LEVERAGE: Preservation Chicago is the rare nonpro t that leverages philanthropic support into tangible community investment. In 2023, with our $0.5 million budget, we catalyzed over $10 million in public funding, which in turn generated over $100 million in private funding in community investment.

CHALLENGE: Ask us the hard questions and give us the opportunity to prove our organizational impact and earn your support.

AMPLIFY: Share the wins, losses and ongoing e orts that interest you by connecting with us on social media and signing up for our month-in-review newsletter.

PARTICIPATE: Host a parlor meeting to hear the dramatic backstories of our advocacy e orts and share in the profound satisfaction of catalyzing lasting change.

DONATE: ere are many ways to donate to Preservation Chicago. You can donate annually, donate monthly or donate stock. For larger donations or legacy donations, please contact Ward Miller directly at 312-443-1000. Donate at PreservationChicago.org. Or mail donations to Preservation Chicago, 205 W. Monroe St., #400, Chicago, IL 60606.

2023 METRICS:

•603 news stories about historic buildings we advocated for •273 of these stories included quotes or direct mentions

•14,283 signatures received by our Warehouse petition

•23,918 signatures received by our Century & Consumers petition

•90 testimonies at Commission on Chicago Landmarks hearings

•16 newly Designated Chicago Landmarks

Ward Miller Executive Director

Adam Natenshon Director of Operations

Patrick Grossi Director of Development and Policy

From Impossible... to Inevitable Preservation Chicago Catalyzes Change

Leveraging the power of preservation and economic development to create healthy and vibrant communities.

After we staunchly defended Chicago’s against demolition renovated in 2019 for $800 million. At over 2.5 million square feet, it is the largest historic redevelopment in the United States and has become a magnet for Fortune 500 HQs with an occupancy rate over 95%.

WHAT WE DO

Special Olympics is a global organization that unleashes the human spirit through the transformative power and joy of sport, every day around the world. Special Olympics Illinois is a nonpro t organization o ering year-round training and competition in 18 sports to a community of more than 55,000 traditional athletes, young athletes, uni ed partners, coaches, volunteers and more.

Special Olympics transforms the lives of people with intellectual disabilities, allowing them to realize their full potential in sports and life. Special Olympics programs enhance physical tness, motor skills, self-con dence and social skills and encourage family and community support.

Special Olympics began in Illinois with the rst games at Soldier Field in July 1968, thanks to the e orts by Eunice Kennedy Shriver and her peers. ere are now more than 6 million athletes and uni ed partners in 170 countries. Special Olympics is nancially sound with diverse revenue streams, a thorough annual budget process and increasing organizational revenue streams. Special Olympics Illinois does not charge athletes or their families to participate in the program.

HOW YOU CAN HELP

EXPLORE: Learn more about our programming and how to get involved by visiting soill.org.

JOIN: Attend a Special Olympics Illinois event and experience rsthand the impact of our programming.

HELP OTHERS: Make a direct impact in your community by signing up to volunteer at an upcoming event.

SHARE: Follow us on social media to see the joy and power of sport come to life. Facebook: facebook.com/ SpecialOlympicsIllinois, Instagram: @specialolympicsillinois, X: @so_illinois, and TikTok: @specialolympicsillinois.

DONATE: https://www.soill.org/support/

LEADERSHIP

Kristin Achterhof

Special Olympics Illinois Board of Directors and Partner & Co-Chair – Intellectual Property Litigation Practice, Katten Muchin Roseman LLP

Wheeler Coleman

Special Olympics Illinois Board of Directors and CEO, Executive Consultants United LLC

Rob Johnson

Special Olympics Illinois Board of Directors and President, Rob Johnson Communications

Michelle Mayer

Senior Director, Marketing & Communications, Special Olympics Illinois

Robert G. Reiter Jr.

Special Olympics Illinois Board of Directors and President, Chicago Federation of Labor

Kim Riddering

Chief Operating Of cer, Special Olympics Illinois

Amanda Spies

Senior Director, Development, Special Olympics Illinois

Cindy Villafuerte

Chief Financial and Diversity Of cer, Special Olympics Illinois

Champions Ball. Attendees bid on auction items, enjoy world-class entertainment, celebrate accomplishments from the year and honor our athletes’ competitive spirit at this black tie and sneakers gala.

Chicago Ducky Derby. Adopt a duck and watch it splash down into the Chicago River and race to the nish. Winning ducks can receive awesome prizes all while supporting our athletes with intellectual disabilities.

BROOK KLAWITTER Chair, Special Olympics Illinois Board of Directors and Director – Finance Shared Services, USG Corporation

PETE BEALE-DELVECCHIO President & CEO, Special Olympics Illinois

It takes courage to turn “I wanted to” into “I did.”

Allowing athletes of all ages and abilities to realize their full potential both on and o the field, Special Olympics Illinois shows us what’s possible when we unleash the human spirit—and show bravery in the attempt of victory.

That ’s what it means to become a champion.

2024 STATEWIDE PARTNERS

WHAT WE DO

Since 1919, Union League Boys & Girls Clubs have been opening doors of opportunity and preparing young people for a great future. We see in nite possibilities in every young person and are committed to being a voice for all youth in Chicago, no matter what. Union League Boys & Girls Clubs is at the forefront of youth development and has a vast and diverse footprint.

Our 21 sites provide a physical space that’s safe, welcoming and fun for more than 13,000 Chicago youth. Union League Boys & Girls Clubs’ sites include a collaborative program for justice-involved youth with the Cook County Juvenile Detention Center and a 247acre residential summer camp in Wisconsin. No matter why they enter our Clubs, young people are immersed with the knowledge that the club experience provides an encouraging environment where they can be who they are — and who they are meant to be.

Studies show that for the rst time in history, the next generation of youth will be le with fewer opportunities than the previous generation. We provide an environment where youth can pursue programs in our three core areas: Academic Success, Good Character & Citizenship, and Healthy Lifestyles, all while under the guidance of caring, trained and trustworthy youth development professionals.

Chicago’s youth deserve nothing less than our constant focus on their safety and our rm commitment to protect every child entrusted to our care. Union League Boys & Girls Clubs is a place for kids to laugh. A place to learn. A place to grow. A place to belong.

HOW YOU CAN HELP

INVEST: Join us in opening doors of opportunity and creating in nite possibilities for Chicago youth. When you contribute to Union League Boys & Girls Clubs, you invest in the future by supporting a wide range of youth issues, from education and skills development to social equity, poverty and safety. Corporate Partners can customize engagement to maximize the e ect of your generosity. By participating in corporate giving, corporate involvement and company matching gi s, you raise awareness of our mission and its importance. Sponsor the next success story.

ENGAGE: See and Experience How You and Your Company Can Make an Impact. Union League Boys & Girls Clubs invite Employee Engagement & Employee Research Groups to engage with our mission, helping make possibilities a reality for the next generation. Together, we can move the needle and create real social change.

ADVOCATE: Our mission runs deep. More than just a helping hand, we’re a ecting policy change and providing a voice for all Chicago youth on the local, state and national levels. Join us in opening doors of opportunity and creating in nite possibilities.

SHARE: Instagram @ulbgc_chicago, Facebook: Union League Boys & Girls Clubs, LinkedIn: Union League Boys & Girls Clubs and X: @ulbgc65

DONATE: ulbgc.org/In nitePossibilities

LEADERSHIP

EVENTS & FUNDRAISING

TIMOTHY J. CUNNINGHAM President of The Board of Trustees

MARY ANN MAHON HUELS President & CEO

Back to School. Union League Boys & Girls Clubs - Back to School Block Parties welcome Club kids, their families, small and large corporate partners and all communities within the Humboldt Park and Pilsen neighborhoods to celebrate education.

WHAT WE DO

At United Way of Metro Chicago, our goal is not to create pathways out of our neighborhoods, but to support and fund collective e orts — neighborhoodled coalitions—that bring together resources, ideas and energy so neighborhoods and our region become stronger and more equitable. We do this work through a dual-approach strategy: meeting basic needs and transforming neighborhoods from the inside out.

United Way impact grants support local nonpro ts that deliver high-quality programs addressing the basic needs of our neighbors, such as food, shelter and access to health care. With the launch of 211 Metro Chicago in January 2023, all Cook County residents have a 24/7 resource to get the health and social service support they need, when they need it.

rough the Neighborhood Network Initiative, United Way works with hundreds of agency and community partners in 18 neighborhoods across the region who live, work and intimately know their communities’ biggest challenges and greatest opportunities. We bring together the people, ideas and resources to build thriving neighborhoods through community-based and residentled programs.

United Way brings together business, government, philanthropic, individual and community leaders to deliver funding and resources while amplifying the expertise of nonpro t organizations across greater Chicago. We connect donors and organizations that want to invest in the Chicago region with opportunities to make an impact.

HOW YOU CAN HELP

GIVE: Now is the time to think big and drive change. Join United Way and invest in continued progress as we LIVE UNITED to build a stronger, more equitable Chicago region where every person’s basic needs are met, neighborhoods can thrive and our region prospers. Give today at LIVEUNITEDchicago.org/Donate.

ADVOCATE: Learn more about our work and how you can help by subscribing to our newsletter. Visit LIVEUNITEDchicago.org to sign up.

VOLUNTEER: United Way of Metro Chicago o ers a variety of ways to volunteer and give back. Get connected with meaningful volunteer opportunities for individuals and organizations that create impact across the Chicago region. Visit LIVEUNITEDchicago.org/Volunteers to learn more.

SHARE: Connect with us on Facebook @unitedwaychicago, Instagram @unitedwaychi and LinkedIn @United Way of Metro Chicago.

READ OUR STORIES: Read about the impact of our work together across the region. Check out our blog at LIVEUNITEDchicago.org/Stories.

LEADERSHIP

Chris Preston Chief Development Of cer

Ronald DeNard Chief Financial Of cer

Kimberlee Guenther, Ph.D. Chief Impact Of cer

Tamiya Aurel Chief People & Equity Of cer

Jackie Grimes VP – Marketing & Communications

Anna Lee VP – Initiatives & Public Programming

Andrew Vail General Counsel

Torrence L. Hinton Board of Directors, Vice Chair

Manuel Flores Board of Directors, Treasurer

David C. Blowers Campaign Chair

Edward W. McGrogan North-Northwest Suburban Regional Board Chair

Hannah Hayes South-Southwest Suburban Regional Board Chair

Mark Skerjan West Suburban Regional Board Chair

SEAN GARRETT President & CEO

LINDA T. COBERLY Board of Directors Chair

The diversity of the people and neighborhoods is the heartbeat of the Chicago region. United Way works to ensure every person has equitable access to oppor tunities and neighborhoods can thrive. With your support, we can invest in continued progress and create a Chicago region where every child has better access to quality education, communities are safer, our neighbors are healthier, incomes increase, and our region prospers.

Now is the time to LIVE UNITED and build a stronger, more equitable Chicago region. Join us

First Women’s Bank celebrates Chicagoland nonpro t mission partners

Founded, owned, and led by women, First Women’s Bank is the only bank in the country with a strategic focus on empowering women business leaders and innovators. We understand the unique needs of the women’s economy because we are a part of it. When you bank with First Women’s Bank, you are joining a community that understands and is committed to our mission

to grow the economy and elevate the role of women within it.

Our mission is integrated into everything we do. First Women’s Bank o ers an opportunity for mission-aligned individuals, organizations and corporations to support the women’s economy simply by keeping deposits at the Bank. With the support of our

clients and partners, we provide funding to small businesses with a strategic focus on the women’s economy.

Today, we celebrate the nonpro ts, foundations, and universities in Chicagoland who made the commitment to help close the gender lending gap. It takes a village – and we are so proud of ours.

Thank you to these incredible First Women’s Bank partners for your support and commitment to the women’s economy.

Members of the First Women’s Bank team at e Wise Woman’s Guide to a Full Life event hosted by the Bank in November, 2023. (L to R) - Melissa Widen, Christal Lee, Maria Tabrizi, Emily Mattes, Marianne Markowitz, Araceli Patlan and Kirstin Jones.

LEARN MORE

WHAT WE DO

Our Vision: To foster hope and healing for communities and families on the West Side of Chicago who have been most impacted by substance use disorder and trauma.

How We Do It: Since 2015, Above and Beyond Family Recovery Center has helped transform the lives of thousands of individuals struggling with substance use disorder. Patients in need of behavioral recovery services receive the most comprehensive and innovative care available, all at no cost to them.

Located in East Gar eld Park, where the opioid overdose mortality rate is over three times higher than the city’s average, Above and Beyond o ers trauma-informed, holistic treatment that prioritizes compassion in a world that isolates and shames those struggling with addiction.

Alongside individualized treatment planning and counseling, Above and Beyond builds community, o ering evidence-based group therapies and supports that nurture all domains of a human life, such as Acupuncture, Art erapy, Rational Emotive Behavior erapy, Rage Reduction, Learning to Love Yourself, Recovery Dharma, Family Trauma, e Spirituality of Imperfection, Unconditional Self Acceptance and many more.

Patients also receive wraparound housing and employment assistance, peer mentorship from Certi ed Recovery Support Specialists and nutritious food at our sister organization, e Above and Beyond Free Food Pantry. e number of patients who recover and reintegrate with lives of purpose and meaning at Above and Beyond is three to ve times higher than those enrolled in traditional treatment programs.

HOW YOU CAN HELP

LEARN: Become part of the movement to destigmatize addiction by learning about the connection between substance abuse and trauma and how we help people get on a path toward post-traumatic growth. If you work in health and human services in Chicagoland, or you or your organization is interested in community-driven research, let’s meet. We want to collaborate with others doing important work for our community.

SEE RESULTS IN ACTION: We hold graduations on the rst Wednesday morning of each month to celebrate the hard work of our patients and alumni. Immediately a erward, we host resource fairs to connect visitors with community supports.

INVEST: We rely heavily on private contributions. You can help heal those with substance use disorder, the most vulnerable and invisible on the West Side, by making a tax-deductible donation. Follow us on Instagram for the most up to date information for the Above and Beyond Community.

PARTNER WITH US: If your organization is thinking about developing its grantmaking, or your priorities align with the behavioral and mental health crisis facing the Chicago metropolitan area, reach out to our director of grants at lshrayfer@anb.today, our CEO Dan Hostetler or President Phil Warren at dhostetler@anb.today or pwarren@anb.today to learn about our programming development goals.

EXPLORE: Learn about our work’s impact by tuning in to our CAN TV Special, “Speak Your Peace,” hosted by Memory Pines. Segments air on the rst ursday of every month from 5 p.m. to 5:30 p.m. If you would like to speak your peace, you can also call into the show at 312-738-1060.

CELEBRATE: Come to our annual gala Nov. 1 at e Drake Hotel in Chicago. Visit our website for details. Proceeds from our fundraiser support the programs and sta that deliver the most innovative treatment for recovery in Chicago.

DONATE: anb.today/donate/

anb.today

PHIL WARREN President

2023 Gala at The Drake. Director of Sober Support Herman Russell inspires participants at our 2023 Gala with his own personal story of transformation, from living on the streets as an addict to becoming a mentor to those struggling today.

Annual Thanksgiving Coat Drive. Volunteers gather outside Above and Beyond Family Recovery Center to distribute hundreds of coats to help those less fortunate brave Chicago’s harsh winter.

WHAT WE DO

Ann & Robert H. Lurie Children’s Hospital of Chicago provides superior pediatric care in a setting that o ers the latest bene ts and innovations in medical technology, research and family-friendly design.

Lurie Children’s was founded in 1882 with a simple vision: to care for sick children irrespective of race, creed and ability to pay. is is the foundation of our current mission, which includes ensuring every single child has access to groundbreaking research and leading-edge care and serving as relentless advocates for our kids and communities.

Lurie Children’s is the top local children’s hospital, providing exceptional care for every child in Chicago and beyond. But we don’t do it alone. As a nonpro t medical center, we depend on donations from our generous supporters to deliver exceptional, kid-friendly care to every child who needs it and to build safer spaces across Chicago where children can grow and thrive.

HOW YOU CAN HELP

EXPLORE: We depend on your generosity to deliver the very best care to patients and their families. Explore all the ways to get involved—including volunteering or hosting a fundraiser—at luriechildrens.org/getinvolved.

JOIN: Lurie Children’s hosts extraordinary events in Chicago and our suburbs! From charity fundraising walks to stair climbs to family-friendly activities, we o er events for all ages, interests and abilities. Join us at luriechildrens.org/events.

HELP OTHERS: You can leave a lasting legacy for others and shape the future of pediatric health care by making a planned gi . Contact Kevin Longstreth at klongstreth@luriechildrens.org to discuss including Lurie Children’s in your estate plans.

DONATE: ere are many ways to donate to Lurie Children’s. You can make a one-time nancial gi , become a monthly giver, make gi s of stock or donate toys for patients. Learn more at luriechildrens.org/ getinvolved.

SHARE: Share your experience or share in the magic of Lurie Children’s by connecting with us on social media. You can nd us on Facebook, Instagram, LinkedIn, Twitter and TikTok at @LurieChildrens.

LEADERSHIP

Thomas Shanley, M.D. President & CEO

Roxanne Martino Chair, Medical Center, Lurie Children’s Board of Directors

Eric S. Smith Chair, Lurie Children’s Foundation Board of Directors

Estella M. Alonzo, MD Interim Chair, Department of Pediatrics

Thomas H. Inge M.D., Ph.D. Surgeon-in-Chief

Patrick C. Seed M.D., Ph.D., FIDSA President and Chief Research Of cer, Stanley Manne Children’s Research Institute

ADDRESS

225 E. Chicago Ave. Chicago, IL 60611

PHONE 312-227-4000

WEBSITE luriechildrens.org

6,200 EMPLOYEES

2023 REVENUE $87M

FOUNDED IN 1882

Grant Stirling Ph.D. President & Chief Development Of cer, Lurie Children’s Foundation

John Walkup M.D. Chair, Pritzker Department of Psychiatry and Behavioral Health

EVENTS & FUNDRAISING

FUNDING SOURCES

Lurie Children’s Corporate Cup. Teams representing local companies face off in a variety of eld day events while raising funds for Lurie Children’s. Join us on Sept. 19 at Montrose Harbor.

WHAT WE DO

Brushwood Center works toward a future of resilient and connected communities, both human and ecological, where all lead healthy and thriving lives. Brushwood works collaboratively with community partners, artists, health care providers and scientists to improve health equity and access to nature in Lake County, Illinois, and the Chicago region.

We engage people with the outdoors through the arts, environmental education and community action. Brushwood Center’s programs focus on youth, families, military veterans and those facing racial and economic injustices. Brushwood Center collaborates closely with community partners, improving the well-being of our community through the healing power of nature and the arts.

Data demonstrates that access to a healthy outdoor environment is not equitably available across our communities. Our recently released report, Health, Equity, and Nature: A Changing Climate in Lake County, Illinois, illuminates the opportunity for addressing these inequities through community-centered solutions, innovation and cross-sector collaboration.

Brushwood Center serves approximately 10,000 people each year and collaborates with more than 90 community partners and 300 artists. We operate on the ancestral land of Algonquian-speaking peoples, now known as the Edward L. Ryerson Conservation Area, as well as our new o ce location in Waukegan, Illinois. More than 50% of our programs take place o site through strategic community partnerships throughout Lake County and the greater Chicago region.

Brushwood Center works alongside our partners to generate program-based solutions, challenge the systems driving these barriers, and create a just and healthy future for all.

EVENTS & FUNDRAISING

HOW YOU CAN HELP

EXPLORE: Learn more about the ways in which Brushwood is advancing environmental justice and health equity through community and the arts at brushwoodcenter.org.

JOIN: Attend an upcoming exhibition, concert or workshop. Sponsor a program or event, become a program partner, or volunteer.

HELP OTHERS: Become a Nature Explorer Backpack Project Sponsor! When you support Nature Explorer Backpacks / Mochilas de Explorador, you empower the next generation through nature exploration in Lake County, Illinois.

SHARE: Follow and share our work @brushwoodcenter on LinkedIn, Facebook, Instagram and YouTube.

DONATE: brushwoodcenter.org/donate 11

LEADERSHIP

A.Gail

Michelle Cronin Treasurer

Suzanne Malec-McKenna Governance Chair

Rob Heinrich Development Co-chair Jacalyn Ramdin-Johnson Development Co-chair

Jean Meilinger Special Project Advisor

Smith Nature Symposium. From left, Donna LaPietra (Producer), Bill Kurtis (Wait Wait...Don’t Tell Me!) with 2022

Smith Honorees Paul Nicklen and Cristina Mittermeier during the 2022 Smith Nature Symposium Awards Dinner.

MIRJA SPOONER HAFFNER Director of Development

CATHERINE GAME Executive Director

WHAT WE DO

As the community foundation for the Chicago region, e Chicago Community Trust is where generosity meets impact, where people come to bring their philanthropic visions to life.

We unite donors, nonpro ts, residents, and business and civic leaders to address our region’s most pressing needs — from the Great Depression to the Great Recession to the pandemic to now — while also looking to our future. Additionally, we partner to strengthen the cultural institutions that enhance our city’s vitality and worldclass status.

e Trust is committed to realizing a stronger and more prosperous Chicago region where access to opportunities transcends race, ethnicity or zip code.

HOW YOU CAN HELP

EXPLORE: Visit cct.org to learn how e Chicago Community Trust unites generous donors, committed nonpro ts, and caring residents to e ect lasting change that moves our entire region forward.

JOIN: e Trust o ers many opportunities to explore the most pressing issues facing our communities, partner with like-minded donors, and support Trust initiatives that bene t the Chicago region and all who call it home.

HELP OTHERS: In FY2023, the Trust and our donors made $330 million in grants to nonpro ts serving the Chicago region, including nearly $70 million to support economic growth in disinvested communities.

GIVE: e Chicago Community Trust works with individuals, families, businesses, foundations, and trusted nancial advisors to build charitable giving plans and transform your generosity into powerful, meaningful impact.

PHONE 312-616-8000 ADDRESS 33 S. State St., Suite 750 Chicago, IL 60603 WEBSITE cct.org

EMPLOYEES

LEADERSHIP

Clothilde Ewing Vice President of Strategic Communications

Sylvia Garcia Chief Operating Of cer

Lisa Jericho Vice President of Innovation & Technology

Marisa Novara Vice President of Community Impact

Amy J. Peña General Counsel

Jessica Strausbaugh Chief Financial Of cer

Wendell Williams Senior Director for Talent & Administration

SHEILA CAWLEY Chief Philanthropy Of cer

ANDREA SÁENZ President and CEO

WHAT WE DO

DuPage Senior Citizens Council (DSCC) dba Kane Senior Council (KSC) is a 501(c)(3) not-for-pro t, community-based volunteer-driven organization that provides basic needs/non-clinical services, such as meals, wellness checks, socialization and much more to DuPage and Kane County seniors.

Since 1975, DSCC has been a pillar of support for seniors in DuPage County and, since 2018, in Kane County. As the designated Meals on Wheels and Community Dining provider in DuPage and Kane counties, DSCC/ KSC ensures that no senior goes hungry. Our wellbeing checks, pet food & assistance, social connections, health and wellness education, minor home repairs, yard clean-ups, contractor referrals and intergenerational activities are all designed to enhance the quality of life for our seniors. ese services are made possible by more than1,800 dedicated volunteers, many of whom are seniors themselves.

While the Meals on Wheels and Community Dining programs are partially funded through federal and state grants, these funds only cover a portion of the funds needed to implement them. Additionally, DSCC’s addedvalue programs, such as well-being checks, minor home repairs, contractor referrals, health & wellness education, yard clean-ups, and pet food & assistance are not federally/state funded. DSCC relies on donations from foundations, corporations, municipalities, townships, service organizations and individuals to support these much-needed programs.

HOW YOU CAN HELP

LEARN MORE: Visit DuPageSeniorCouncil.org to learn more about DuPage Senior Citizens Council’s services and the organization’s history.

VOLUNTEER: Join DSCC’s team of dedicated volunteers by visiting dupageseniorcouncil.org/ volunteering/. Volunteer opportunities include delivering meals to homebound seniors, calling seniors for a friendly phone call, helping out at special events and more.

DONATE: When donating to DSCC, 85% of every dollar donated goes directly to the services that support seniors. Recurring donations of any value are always greatly appreciated and easy to set up through the DSCC website. People can also donate pet food and supplies towards DSCC’s Pet Food and Assistance program to help support senior pet owners and their companions. DuPageSeniorCouncil.org/donations-gi /

SHARE:

Facebook: DuPage Senior Citizens Council

Instagram: dupageseniorcitizenscouncil

Twitter/X: @DuPageSeniors

LinkedIn: linkedin.com/company/dupage-seniorcitizens-council

LEADERSHIP

EVENTS & FUNDRAISING

Tracy Halunka Nutrition Services

Courtney Bronec Volunteer Services

Ralph King Home/Yard Services

TASHA SAMUELS Development/Fundraising

MARYLIN KROLAK Executive Director

DSCC holds monthly Senior Dance Parties from March through September, where local seniors gather to enjoy a meal and get active through dancing.

DuPage Senior Citizens Council held their rst Champions for Charity Golf Classic Fundraiser in 2023 at Cantigny Golf Club.

WHAT WE DO

Since our founding in 1960, the work of Episcopal Charities has transformed thousands of lives across northern Illinois. As the social outreach arm of the Episcopal Diocese of Chicago, Episcopal Charities accomplishes its mission through the support of an outstanding network of partner agencies. In addition to annual operating grants, Episcopal Charities walks alongside our partners by providing regular training opportunities for organizational leaders through the inner capacity building program.

e organizations we support o er urgent assistance to the most vulnerable in our communities through post-incarceration rehabilitation, secondary school private education for marginalized young people, care for older adults and shut-ins, mentoring and support for underprivileged young people, spiritual care and chaplaincy in area hospitals, foster care with wraparound services for young people, temporary supportive housing for women, children and families, and many others.

For more than 60 years, Episcopal Charities has given so many people of goodwill the opportunity to contribute toward the well-being of their neighbor whom God has called us to love. Connected to the Episcopal Church (USA) but governed by a stand-alone board of trustees, Episcopal Charities is guided by progressive Christian values and seeks to advance its mission using values of love, justice and compassion in all of its work.

HOW YOU CAN HELP

CONTRIBUTE: Episcopal Charities’ life-changing work relies on voluntary charitable contributions from individuals, congregations, businesses and foundations who share our vision for bringing a message of transforming hope to thousands of people across the Diocese of Chicago who, until now, thought abundant life perhaps was not meant for them.

100% of every gi to Episcopal Charities is used to support the work of our partner agencies as well as EC’s own programs and initiatives (e.g. Capacity Building and training).

We fund partner organizations and projects throughout the region and support the development of leaders.

•Nonpro t partners: We provide 3-year unrestricted grant commitments to 17 organizations across Northern Illinois

•Parish partners: As of 2021, we award one-year grants to Episcopal churches that wish to begin or enhance an outward-facing project for the most vulnerable in their communities.

•Strategic partners: As of 2022, we award grants to organizations to support faith-based work in anti-racism and racial equity.

•Inner capacity building: We provide opportunities for leaders in our partner organizations to develop their spiritual and emotional capacity as leaders for the bene t of the organizations they serve.

Investment income, in addition to helping fund the development and implementation of EC programs, is used to pay for modest administrative and fundraising costs.

Please consider including Episcopal Charities in your philanthropic plans for this year and beyond.

CELEBRATE: e Episcopal Charities Gala has been the primary fundraising vehicle for more than 60 years. In recent years, we made some changes to prioritize inclusion and improve fundraising outcomes. In 2023, we had the rst Episcopal Charities’ Autumn Soiree. As the picture below demonstrates, friends and stakeholders celebrated the social outreach work of the organization.

EVENTS & FUNDRAISING

LEADERSHIP

Matthew Berryman Executive Director

Autumn Soiree. We gathered on Oct. 27 at The Epiphany Center for the Arts (formerly Chicago’s Church of the Epiphany) with a few hundred of our closest friends to celebrate the work of our partner organizations.

Cohort Gathering. Episcopal Charities offers opportunities to support the leaders of our partner organizations through the Inner Capacity Building Program. To deepen the impact of our nancial grants, we bring together parish partners, CEO leaders, senior staff and board members of our partner agencies two to three times per year for day-long Leadership Cohort Gatherings.

WHAT WE DO

Gateway Foundation provides evidence-based substance use disorder and mental health disorder treatment services in Florida, Georgia, Illinois, Michigan, Missouri, New Jersey, Texas and Wyoming. We also provide nonpro t support services in California. For more than 55 years, Gateway clinicians have helped more than 1 million patients achieve a life of recovery, or reduced substance use, while also treating co-occurring mental health disorders. Gateway Foundation also supports people post-treatment to help them pursue healthier lives. More than 40,000 people a year utilize our services and supports, impacting more than 100,000 family and friends annually.

Over 22 million Americans su er from some type of substance use disorder, but only 11% ever access treatment. In 2021, the CDC reported more than 107,000 deaths. Why are more people dying and so few accessing treatment? Reasons include lack of information, fear and stigma. However, a large factor is limited quality treatment options, especially for those who are uninsured and underinsured. Addressing this last barrier to help is where Gateway’s nonpro t work is so critically important and why we need your support.

HOW YOU CAN HELP

EXPLORE: Learn more about Gateway Foundation, a national, nonpro t organization helping people build healthier lives by reducing substance use, other addictions and improving mental health by visiting gatewayfoundation.org

HELP OTHERS: When you give to Gateway Charitable Foundation, your contribution is an investment and a celebration of patients working toward and maintaining recovery. eir health in turn impacts that of families, communities and our larger society. We invite you to give back and engage with Gateway Charitable Foundation to help us achieve our vision to be the nation’s leader in reducing substance use, other addictive disorders and improving mental health and overall well-being by creating access to a ordable, e cient and high-quality services. You can be a part of the solution.

SHARE: Find Gateway Foundation on Facebook, LinkedIn and Instagram to share the mission and impact of the organization.

DONATE: gatewayfoundation.org/give-to-gateway 1,355 (FULL-TIME); 91 (PART-TIME) EMPLOYEES

LEADERSHIP

Gregg Dockins Corrections Division President

Patricia Aitken Chief Human Resources Of cer

Tomas Del Rio Chief Financial Of cer

Robert K. Miller Chief Marketing Of cer

Roueen Rafeyan, MD Chief Medical Of cer

Deborah G. Solmor General Counsel

Jim Scarpace Chief Clinical Of cer Ave Costa Director of Development

ARLA LACH Board Chair

JEREMY KLEMANSKI President and CEO

Last year, Gateway Foundation along with Peter Kuchan, Senior Project Manager at Executive Construction Inc., led dozens of volunteers for a two-day beauti cation project at our Chicago Independence site.

Gateway Foundation held their Illuminating Wellness Annual Bene t 2023 bene t, introducing Jeremy Klemanski as the new President and CEO. Illinois Chief Behavioral Health Of cer

David T. Jones was honored and spoke to the group.

WHAT WE DO

Genesys Works provides pathways to career success for high school seniors from the south and west sides of Chicago through skills training, meaningful work experiences and impactful relationships. We accomplish this in partnership with Chicago employers who share our vision and understand the importance of opening doors to young people facing barriers to professional careers.

Students start their journey with a seven-week summer program. ey receive rigorous training in technology, nance, accounting, data analytics and project management. ey also receive a Google IT Fundamentals and excel certi cation, along with so skills training to instill con dence, accountability and professionalism. en we match them with 10-month paid internships. roughout senior year, they “earn and learn” in a hybrid program that combines college and career coaching and a 20-hour workweek.

Young professionals arrive on the job ready to deliver real value in the workplace. Students serve in roles including IT support analyst, hardware and help desk technician, data analysis assistant and project accountant. Chicago employers provide the internship opportunities, and Genesys Works provides guidance, counseling and coaching to help ambitious young people succeed on the job.

Our students earn valuable experience, gain exposure to career possibilities and begin building a professional network. Our employer partners bene t from the talents of young professionals who are eager to step up and demonstrate their abilities. Together, we are creating career pathways and a more economically inclusive community.

HOW YOU CAN HELP

HOST AN INTERN: Our employer partners are the backbone of this e ort. Our ability to impact lives is limited only by the number of meaningful work opportunities provided by corporate partners both large and small. Partners include law and consulting rms, ntech companies, healthcare organizations and nonpro ts. Contact Ominara Caldwell at ocaldwell@ genesysworks.org to learn more.

GOLF: Help support this life-changing program by sponsoring or participating in our annual charity golf outing on Aug. 26 at Olympia Fields Country Club. Visit rebrand.ly/GWCGOLF2024

SUPPORT: Your philanthropic gi helps us train and place more high school seniors into meaningful corporate internships and change the trajectory for aspiring young professionals. Contact Will Ra wra @ genesysworks.org or scan the QR code.

DONATE: rebrand.ly/GWCGG2024

SHARE: Find Genesys Works Chicago on Twitter, Facebook, LinkedIn and Instagram to share the organization’s mission and impact.

17 EMPLOYEES

2023 REVENUE

$4,792,000 FOUNDED IN 2010 PHONE 312-525-9995 ADDRESS 180 N. Wabash, Suite 600 Chicago, IL 60601 WEBSITE genesysworks.org/chicago

LEADERSHIP

EVENTS & FUNDRAISING

Genesys Works Chicago’s Breaking Through Ceremony serves as a testament to the transformative impact of opportunity, dedication and hard work, as exempli ed by our Young Professionals.

DARRYL HENRY Board Chair

KIM NICHOLAS Executive Director

By joining Genesys Works Chicago Aug. 26 on the fairways, you are not only indulging your passion for golf but also making a positive impact on the community.

WHAT WE DO

Haymarket Center is the greater Chicago area’s most comprehensive nonpro t provider of substance use and mental health disorder treatment. Co-founded by Monsignor Ignatius McDermott and Dr. James West in 1975, Haymarket Center o ers services that integrate substance use treatment, mental health care and primary health care. We provide every level of substance-use care to adults age 18 and over, including withdrawal management (detoxi cation); residential and outpatient treatment; and recovery homes—and a vast array of supportive services.

We help more than 12,000 patients annually access quality treatment. No one is denied services due to inability to pay and a sliding fee schedule is available. Our doors are always open and access is possible 24/7/365 with no wait for assessment.

HOW YOU CAN HELP

EXPLORE: Learn more about our services, impact and ways to give by visiting our website at haymarketcenter.org.

JOIN: Sign up for our mailing list to receive news, updates and invitations to events.

HELP OTHERS: Support our mission by attending one of our annual fundraising events, joining a committee or lending your time as a volunteer. Contact Sarah English, vice president of development, at 312226-7984 ext. 485.

DONATE: Contributions can be made online at haymarketcenter.org/donate or by mail. Donations support access to treatment and support services for Chicago’s most vulnerable.

SHARE: Amplify our message by sharing our impact on social media. Look for us on Facebook, Twitter, Instagram and LinkedIn.

LEADERSHIP

Dan Lustig, PsyD, CAADC, COPD II President & CEO

The Honorable Lee A. Daniels Board Chair

Robert Edstrom CFO

Kenyatta Cathey Chief Clinical Of cer

Jeffrey Collord VP - Operations

Sarah English VP - Development

Jesse Taylor VP - Facility & Business Services

Michael Baldinger M.D. Medical Director

Hosted by the Associate Board, the West Loop Bavarian Block Party brought together our community on Sept. 16 and 17 for a two-day street fest that featured an amazing lineup of Oompah music, kids’ activities, brats, bretzels and beverages that everyone could enjoy.

Haymarket Gala. Haymarket Center’s 2023 Gala was held April 22 at the Sheraton Grand Chicago Riverwalk and featured Elizabeth Vargas, celebrity keynote speaker. The special evening shined a light on the success of our innovative services and our vision for the future, while honoring those who have partnered with us on our mission.

WHAT WE DO

Inspired by Hippocrates himself, a revolutionary in the practice of medicine, e Hippocratic Cancer Research Foundation seeks to eliminate cancer and save lives by funding the discovery, development and implementation of e ective new therapies for cancer patients through advanced groundbreaking research conducted at the Robert H. Lurie Comprehensive Cancer Center of Northwestern University, led by Dr. Leonidas Platanias.

e Lurie Cancer Center, with the support of the Hippocratic Cancer Research Foundation, strives to advance toward a cure and provide the best clinical treatments for patients ghting against all types of cancers. We are committed and unite to ght and eradicate cancer once and for all.

With nearly half of all men and one-third of all women in the U.S. statistically likely to develop cancer during their lifetime, we all have had or will have a loved one irreversibly impacted by this disease. We believe in our mission — to conquer cancer and save lives.

HOW YOU CAN HELP

JOIN US: Join us at our next fundraising event. We are honored to be at the forefront of the vital mission to save lives through groundbreaking cancer research. Each event we host serves as a beacon of hope, rallying support from our dedicated community to fund promising clinical trials and innovative treatments. rough the generous contributions and unwavering commitment of our supporters, we have been able to drive forward the development of life-saving cancer therapies at the Lurie Cancer Center of Northwestern Hospital.

EXPLORE: Stay connected and join us for Cancer Talks with Dr. Platanias as he breaks down and answers questions about the latest in cancer research. All Cancer Talks’ dates, times and links will be posted on our website, social media accounts and in our newsletters.

SHARE: Visit us on Instagram @wingstocure, on Facebook at facebook.com/wingstocure/ and on Youtube at @hippocraticcancerresearchf1506.

DONATE: Find HCRF on Facebook, Instagram and YouTube to share the impact and mission of our organization.

LEADERSHIP

EVENTS & FUNDRAISING

Join us for a spectacular fashion show June 20 at the iconic Maggie Daley Park Cancer Survivors’ Garden. Experience the profound signi cance and serene beauty of Chicago’s beloved Cancer Survivors’ Garden and a captivating display of one-ofa-kind pieces for both summer and fall fashion trends. Join us for an evening of beauty that aims to honor all cancer patients and showcase a journey of hope, allowing all survivors and all cancer patients to believe in the power of feeling strong, beautiful and con dent. Chairs: Janell Adames Pamella Capitanini and Jacquelyn Petrovich. MCs: Candace Jordan and Kelley Flanagan.

ADDRESS

676 N. St. Clair St., Suite 1200 Chicago, IL 60611

PHONE

312-503-8306

WEBSITE hcrfwingstocure.org

FOUNDED IN 2014

LEONIDAS PLATANIAS, M.D., PH.D Chair / Director of the Robert H.Lurie Cancer Center of Northwestern University

ELENI BOUSIS Chair/ Founder of The Hippocratic Cancer Research Foundation

Save the date for the 10th anniversary Wings To Cure Gala! Join us on Nov. 2 at the iconic Navy Pier as we celebrate a decade of the Wings To Cure Gala. This unforgettable evening is dedicated to honoring the courage of cancer patients, the resilience of survivors and the memory of those who bravely battled cancer. By supporting groundbreaking research at the Robert H. Lurie Comprehensive Cancer Research Center of Northwestern Hospital, HCRF is igniting a beacon of hope that extends far beyond the gala, bringing us closer to a cancerfree world. Chairs: Shaina Hurley Lardakis and Chris Lardakis. MCs: Dawn Hasbrouck,  Jane Monzures Clauss and Lou Canellis.

WHAT WE DO

At I Am A Gentleman, Inc., we are driven by a singular mission: to empower young men to thrive and succeed in every aspect of their lives. Founded on the principles of leadership, integrity and service, we are more than just an organization, we are a movement dedicated to reshaping the narrative for young men of color.

We envision a world where every young man has the opportunity to realize his full potential and contribute positively to society. rough our holistic approach to youth development, we strive to cultivate a generation of leaders who are equipped with the skills, knowledge and con dence to overcome obstacles and make meaningful contributions to their communities.

At the heart of our work are our core values: respect, responsibility, resilience and reciprocity. ese values serve as the foundation upon which we build our programs and engage with our participants, guiding them on their journey to self-discovery and personal growth.

Our award-winning Male Mentoring Academy is an immersive experience designed to equip young men with the tools and resources they need to succeed in school, work and life. rough a combination of workshops, mentorship sessions and hands-on activities, participants develop essential life skills, explore their interests and build meaningful connections with peers and mentors.

In addition, service is at the core of our identity, and we believe in the power of giving back to our communities. From serving meals to the homeless to volunteering at local shelters and schools, our young men learn the importance of empathy, compassion and social responsibility through hands-on service projects that make a tangible di erence in the lives of others.

Join us in our mission to inspire excellence, service and integrity in young men everywhere.

EVENTS & FUNDRAISING

HOW YOU CAN HELP

DONATE: Invest in our mission of empowering young men with the tools and skills they need to thrive in all aspects of their lives. As a Friend of I AM A GENTLEMAN, INC., your donation helps provide life-changing male mentorship, cultural exposure and recreational outings to black and brown boys from under resourced communities across the Chicagoland area.

JOIN: Become a male mentor and share your life experiences with the youth that we serve. Male mentors and Life Coaches serve during our Award-Winning Male Mentoring Academy and are asked to serve with our organization for a minimum of one year.

HELP OTHERS: Your donation of gi cards, personal hygiene products and new apparel meet the basic needs of those who shop in our Image & Grooming Studio.

EXPLORE: Learn more about the impact I AM A GENTLEMAN, INC. is making by visiting us online at iamagentleman.org.

SHARE: Follow us on our social media channels and share our student success stories with your networks! Visit Instagram (@iaaginc), Facebook (@iaaginc) for more information.

DONATE: iamagentleman.org/donate

LEADERSHIP

ADDRESS 540 West 35th St. Chicago, IL 60616

PHONE

312-471-5590

WEBSITE iamagentleman.org

1 EMPLOYEE

2023 REVENUE

$285,847

FOUNDED IN 2016

Corey D. Carr Vice President

Shawn Spearman Treasurer

Chynna Hampton Secretary

Cutina R. Anderson Board Member

JIM ROSE Senior Advisor

JERMAINE LAWRENCE ANDERSON Executive Director

iAAG Next Generation students take a moment to pose after completing the 14-week Male Mentoring Academy where they engaged in thoughtful conversation about higher education and their role in society.

WHAT WE DO

Amyotrophic lateral sclerosis (ALS) is a disease that weakens the muscles we use to move, swallow and breathe. It can, in some cases, also cause changes in behavior and thinking. e e ects of ALS grow more severe over time and eventually become fatal, with an average survival of two to ve years. ere is no cure yet.

It’s o en called a rare disease, but the e ects of ALS aren’t rare at all. If you haven’t lost someone you love to ALS, then you know someone who has. It ripples through the lives of everyone who cares for that person, and their friends and families will feel that loss for decades to come.

Founded in 1977, the Les Turner ALS Foundation is Chicago’s leader in comprehensive ALS care. We support people living with ALS, caregivers and families every step of the way through personalized support visits, grant programs and equipment loans, support groups, webinars, online resources, access to clinical trials and more. Our Les Turner ALS Center at Northwestern Medicine is led by the most renowned researchers and clinicians in their elds, advancing vital care and research into the causes, treatments and cures for the disease.

Because nobody ghts ALS alone. Not in our community.

HOW YOU CAN HELP

EXPLORE: Our ALS information guides and monthly ALS Learning Series webinars provide answers and encouragement, and our My ALS Decision Tool modules on breathing, nutrition and genetic testing empower people to make informed decisions about their care.

JOIN: Events like the ALS Walk for Life welcome volunteers, and we support people hosting their own fundraisers like golf outings. Our Young ProfessionALS Group is a great way to meet people with a shared interest.

HELP OTHERS: e progression of ALS can mean tomorrow is o en worse than today. Our Lois Insolia ALS Clinic at Northwestern Medicine provides access to clinical trials and comprehensive multidisciplinary care that improves quality of life.

DONATE: Your donations fund essential support services including multidisciplinary care at the Lois Insolia ALS Clinic that extends survival and improves quality of life, as well as research into causes, treatments and cures for ALS. Donate at lesturnerals.org.

SHARE: We’re on Instagram (lesturnerals), Facebook (LesTurnerALS), and LinkedIn (les-turner-alsfoundation). Our online support groups are open to everyone who has been a ected by ALS. Find the schedule at lesturnerals.org.

LEADERSHIP

EVENTS & FUNDRAISING

Mark Heiden Chief Communications Of cer

Malia Huff Chief Development Of cer

Constance Paesel Chief Operations Of cer

Lauren Webb Chief Advocacy and Outreach Of cer

Les Turner ALS Walk for Life — Sept. 14. Join us for the Midwest’s largest ALS gathering! This event includes a two-mile stroll along the lakefront in Chicago and festivities outside Soldier Field. Proceeds support ALS care and research. Photo by Joel Wintermantle

ERIN REARDON COHN Board Chair

LAURA FREVELETTI Chief Executive Of cer

All in for ALS Casino Night — Nov. 23. Our Young ProfessionALS Group hosts exciting games like blackjack, roulette and craps at the East Bank Club in Chicago. Every hand’s a winner for ALS care and research! Photo by Joel Wintermantle

WHAT WE DO

Maryville is a child care organization rooted in Catholic social teaching and dedicated to the preservation of the dignity of children at every age. Our mission is to protect children and strengthen families while helping them reach their fullest potential by empowering their intellectual, spiritual, moral and emotional growth.

Maryville’s growth and impact have touched thousands of lives. From its humble beginnings as St. Mary’s Training School in 1883, Maryville today serves the community in four service areas in Des Plaines and the Chicago suburbs.

Family Services

•Athletics for Youth

•Early Childhood Services

•Homes for Teen Moms

•Homes for Recovering Moms and their Children

Residential Services

•Homes for Youth

Healthcare Services

•Children’s Healthcare Center (CHC)

•Family Behavioral Health Clinic (FBHC)

Educational Services

•Charles H. Walsh Sr. Academy & Career Tech High School

EVENTS & FUNDRAISING

FUNDING SOURCES

HOW YOU CAN HELP

EXPLORE: Maryville dedicates its time and resources to protecting and caring for children and strengthening families through 18 programs in four service areas. To learn more about the programs and the ways that you can make a di erence in the lives of the children and their families, please visit our website at maryvilleacademy.org.

JOIN: When you donate your time to Maryville, you are given the opportunity and gi of inspiring children and families to break through personal barriers to reach their fullest potential.

HELP OTHERS: You can help our children and families by making an online donation. Individuals and businesses can also make in-kind donations, sponsor Maryville’s fundraising events or donate services. Please visit our website at maryvilleacademy.org for more information.

SHARE: Connect with us on Facebook: facebook.com/ MaryvilleAcademy/, Instagram @maryvilleacademy, LinkedIn @Maryville Academy and X @MaryvilleAcadem.

DONATE: maryvilleacademy.org/donations/

LEADERSHIP

SISTER

CATHERINE M. RYAN, O.S.F. Executive Director

Nina Aliprandi

Associate Executive Director

Evelyn Smith

Associate Executive Director

PHONE 847-294-1999

ADDRESS 1150 N. River Road Des Plaines, IL 60016 WEBSITE maryvilleacademy.org

494 EMPLOYEES

2023 REVENUE N/A

FOUNDED IN 1883

Teresa A. Maganzini

Chief Administrative Of cer and Director of Employee Relations

Amy Kitzmiller Chief Financial Of cer

Megan Biasco Chief Development Of cer

The 3rd Annual Light Up a Child’s Life will bene t the Maryville Crisis Nursery, a program that provides free child care services from four to 72 hours to help decrease parental stress, improve parenting skills and keep children, ages birth to 6, safe.

WHAT WE DO

Perspectives Charter Schools’ holistic educational model fosters ethical leadership and cultivates agency, guiding its almost 2,000 sixth to 12th-grade students to live productive and meaningful lives.

Perspectives must fundraise roughly $1,000 per student annually to deliver on its commitment to provide its students with this unique, holistic educational model called A Disciplined Life*, which includes a combination of 26 principles rooted in academic rigor, socialemotional learning and experiential opportunities.

e 26 principles guide actions and build a community of trust, curiosity and achievement that develop positive self-perception, healthy relationships and the tools needed for productivity. Students at Perspectives receive 180 minutes of focused social-emotional learning in weekly classes, helping them successfully navigate challenges in school and at home.

Perspectives Charter Schools is a network of ve public charter schools operating on the South Side of Chicago. Its schools are tuition-free, non-selective and located in Bronzeville, the South Loop and Auburn-Gresham/ Chatham.

HOW YOU CAN HELP

JOIN: We are seeking to partner with Chicago-area businesses and individuals that are seeking a mutually bene cial partnership.

DONATE: Perspectives needs to fundraise $1,000 per student to deliver on its promise to educate the whole child, addressing all of their needs, not just academic. pcsedu.org. More than 92% of our organizational revenue is put to work in direct support of our mission.

SHARE: Follow us on our social channels and see what di erentiates us! Visit Instagram: @pcsedu, Twitter: @ pcsedu, Facebook: facebook.com/perspectivescs and LinkedIn: @Perspectives Charter Schools for more information.

LEADERSHIP

EVENTS & FUNDRAISING

$1,000 IS NEEDED PER STUDENT ANNUALLY TO PROVIDE HOLISTIC, WRAP-AROUND SUPPORT

Perspectives must fundraise roughly $1,000 per student annually to deliver on its commitment to provide its students with unique, holistic education.

GOV FUNDING IS NOT ENOUGH

PHONE

312-604-2200 ADDRESS

1530 S. State St. Chicago, Il 60605 WEBSITE pcsedu.org

287 EMPLOYEES

2023 REVENUE

$36,429,294

FOUNDED IN 1997

Stephen Todd VP, Perspectives Joslin Campus

TyNeisha Banks VP, Perspectives IIT/ Math & Science Academy Campus

Eron Powell VP, Perspectives Leadership & Tech Academy Campus (10-12 grade)

Amore Porter VP, Perspectives Leadership & Tech Academy Campus (9th grade) & Perspectives Middle Academy

Tracy Fletcher VP, Students Recruitment & Retention

FUNDING SOURCES

HOLLY COPELAND EVP of External Affairs

DEBORAH STEVENS CEO

WHAT WE DO

As the largest direct provider of social services across Chicagoland, the Salvation Army plays a pivotal role for those in need. In 2023, our services reached over a million people across Chicago and Northern Illinois.

e Salvation Army’s mission is deeply rooted in the belief that everyone deserves to be treated with dignity and respect regardless of their challenges or circumstances. Our unwavering commitment is to extend love and assistance to anyone hungry, homeless or hurting, fostering a community of inclusivity and compassion.

ousands of o cers, soldiers, sta , volunteers, donors and partners work together to meet the needs of our most vulnerable neighbors, addressing their physical, emotional and spiritual well-being. Our programs are designed to combat homelessness and hunger, provide safe spaces for children, achieve and maintain sobriety, and give hope to the hopeless.

e Salvation Army North and Central Illinois Division provides these services to people in need throughout greater Chicagoland and Northern Illinois — all with the goal of Doing the Most Good.

HOW YOU CAN HELP

EXPLORE: You can visit any of our community centers to access services, make donations or volunteer. Find a list of locations throughout Northern Illinois at salarmychicago.org.

JOIN: Our advisory board, junior board and special event committees are always looking for new members. We also have openings in our program advisory committees (communications, social services, nance, etc.).

HELP OTHERS: Visit our website to learn more about volunteer opportunities and to start the registration process. We especially seek volunteers who can help with job skills mentoring, emergency disaster services, event support, and Red Kettle bell ringers.

DONATE: Financial gi s can be made on our website, with all donations staying local. To donate clothing, food, school supplies and other items, call 773-205-3502.

SHARE: Find us on Twitter, Facebook and Instagram @salarmynci

LEADERSHIP

Lt. Colonel Jonathan Rich Divisional Commander

Lt. Colonel Barbara Rich Divisional Leader for Of cer Development

Major Caleb Senn Chicago Area Commander

Major Stephanie Senn Divisional Secretary for Program

Major K. Kendall Mathews Associate Chicago Area Commander

Major Jaqueline Palmer Community Care Ministries Secretary; Veterans’ Admin Representative; Older Adult Ministries Program Director

Major Joanna L. Rose Divisional Women’s Ministries Secretary

Captain Jessica Martinez Divisional Secretary

Captain Anthony Bowers Divisional Youth Secretary

Captain Brianne Bowers Divisional Candidates’ Secretary

& FUNDRAISING FUNDING SOURCES

WHAT WE DO

e rst ve years of a child’s life are the most important for healthy development and long-term well-being. e experiences and relationships formed during this period of rapid brain development build a foundation for future learning and success. Yet, this critical development is in jeopardy for many children whose families lack access to quality early learning and care, especially those living in communities le under-resourced.

Start Early, formally the Ounce of Prevention Fund, is a national nonpro t founded by businessman and philanthropist Irving B. Harris. For more than 40 years, Start Early has delivered best-in-class doula, home visiting and Early Head Start and Head Start programs. Start Early’s expertise in program excellence and innovation, applied research, and policy and advocacy drives direct impact — positive outcomes for the more than 3,500 children and families we serve in our programs; widespread impact — quality improvements and adoption of innovative practices that reach over a million children nationwide; and systemic impact — ensuring that public funds are spent e ectively and e ciently, and increase to meet the extensive needs of all families with young children in the United States.

As a public-private partnership, Start Early collaborates closely with local, state and federal leaders, communitybased and national organizations, researchers and policymakers to create transformational change where early learning is a full part of our public education system. Just as important, we partner with parents and caregivers to center their voice, unique needs and lived experiences to build a future where millions more children, families and educators can thrive and reach their full potential. Learn more at StartEarly.org.

HOW YOU CAN HELP

EXPLORE: Start Early relies on the generosity of individuals, foundations and corporations to deliver quality early learning and care that can transform the lives of young children and families. Make a donation today at StartEarly.org/Dreams.

JOIN: e Start Early A liates Board brings together young professionals who are champions of early learning and committed to inspiring others to support the success of our youngest learners. Learn more about membership at StartEarly.org/Get-Involved/A liates-Board.

TAKE ACTION: Start Early’s grassroots advocacy aims to improve the lives of young children and families by educating legislators and policymakers and urging them to prioritize early learning. Make your voice heard by visiting our Action Center at StartEarly.org/Get-Involved/Action-Center.

INVEST: e Irving B. Harris Legacy Community at Start Early can help align your values with long-term legacy. Legacy gi s enable us to evolve in response to changing priority needs and to invest in solutions for transformational change. Learn more by emailing Giving@StartEarly.org.

LEADERSHIP

StartEarly.org

428 EMPLOYEES 2023 REVENUE $101,118,605 FOUNDED IN 1982

Kristin Bernhard Chief Policy and Research Of cer

Barbara Cooper Senior Vice President, Professional Learning

Cynthia Jackson Executive Director, Educare Learning Network

Clarissa Love Senior Vice President, People & Culture and DEIB

Yvette Sanchez Fuentes Senior Vice President, National Policy

Sheetal Singh Executive Director, The Early Learning Lab

Mike Hoffman Chief Operating Of cer

Johanna Vetter Chief Marketing Of cer

Donna Iwanski Chief Financial Of cer

AISHA GAYLE TURNER Chief Development Of cer

DIANA RAUNER President

WHAT WE DO

Founded in 1959, resholds is one of Illinois’ largest providers of community mental health and substance use services. resholds provides innovative behavioral and primary health care that promotes empowerment, wellbeing and full participation in community life. rough unwavering, community-based engagement, support and advocacy, resholds provides home, health and hope to more than 8,500 youth and adults with mental health and substance use conditions every year. With locations in ve counties and 97 unique sites, the agency provides sizable coverage throughout Illinois with housing, employment, education, physical and mental health care, peer support, and a state-of-the-art research and training center.

HOW YOU CAN HELP

EXPLORE: Keep up with resholds through our social media (@thresholdschi)

JOIN: Join our team! thresholds.org/careers

HELP OTHERS: Help keep our clients safe and healthy with donations of personal hygiene items and warm clothing, which can be dropped o at any of our Chicago-area locations.

DONATE: Make a gi to support resholds’ programs and services on our website, at thresholds.org/donate.

PHONE

773-572-5500 ADDRESS 4101 N. Ravenswood Ave Chicago, IL 60613 WEBSITE thresholds.org

EMPLOYEES

2023 REVENUE $113M FOUNDED IN 1959

LEADERSHIP

Al Shoreibah Chief Financial Of cer

Furlong Chief Operating Of cer Dayo Popoola Chief Information Of cer Debbie Pavick Chief Clinical Of cer Dee Atkins

Community Engagement & Equity Of cer Brent Peterson Chief Development Of cer Chris Noone

Talent Of cer Emily Moen

Communications Of cer Mike Faley General Counsel

Thresholds’ 2023 Gala: The Power of Peers gathered more than 600 people together in celebration and raised nearly $1.3 million for our programs and services.

Thresholds staff snap a sel e at the 2023 Bud Billiken Parade in Chicago.

CYNTHIA JONES Board Chair

MARK ISHAUG President & CEO

WHAT WE DO

e mission of the Women’s Business Development Center (WBDC) is to support and accelerate business development and growth, targeting women and serving all diverse business owners, in order to strengthen their participation in—and impact on—the economy.

We envision a world where all business owners have an equitable opportunity to compete and succeed in the marketplace. In pursuit of that, we deliver programs and services designed to remove barriers that maintain an uneven playing eld and prevent full participation of diverse entrepreneurs in the economy.

Since 1986, our o erings have helped more than 111,000 entrepreneurs gain economic self-su ciency through business ownership and expansion, and our advocacy e orts have helped change public policy nationally and locally.

HOW YOU CAN HELP

EXPLORE: Discover the many opportunities we o er to fuel business development and economic growth.

JOIN: Participate in our business cohorts, workshops and events.

HELP OTHERS: O er your knowledge and subject matter expertise to our clients.

DONATE: Make donations to fund our programs, services and events. You may also sponsor women business owners seeking to become certi ed as a Women’s Business Enterprise (WBE) by the WBDC, on behalf of the Women’s Business Enterprise National Council (WBENC).

secure.qgiv.com/for/nedon

SHARE: Connect with us on social media to help spread awareness about our programs, services and events.

PHONE 312-853-3477 ADDRESS 8 S. Michigan Ave., Suite 400 Chicago, IL 60603 WEBSITE wbdc.org

45 EMPLOYEES

2023 REVENUE $14,918,741

FOUNDED IN 1986

LEADERSHIP

Emilia DiMenco President and Chief Executive Of cer

Oak Brook of ce landlord hit with $25 million foreclosure lawsuit

The owner of the building at 2001 York Road bought itself more time last year to pay off its maturing debt, which ultimately didn’t make a difference

By Danny Ecker

After getting more time to pay o a $25 million loan tied to its Oak Brook o ce building, a Pennsylvania-based real estate rm has joined the hordes of ofce landlords facing foreclosure. A venture of Bryn Mawr, Pa.based Pembroke IV defaulted on its mortgage backed by the six-story o ce building at 2001 York Road in the western suburb by failing to pay it o when it matured at the end of March, according to a complaint led last month in DuPage County Circuit Court. e foreclosure lawsuit was led by an entity representing bondholders in the loan, which was packaged with other loans and sold o to commercial mortgage-backed securities investors.

e complaint is part of a historic wave of distress infecting the o ce sector, which has endured a double-whammy over the past couple of years of remote work weakening demand and higher interest rates driving down property values. e combination has left landlords with few options when it comes to paying o maturing debt, since many buildings are worth less today than the balance of the loans owners borrowed against them.

Chicago had more than $6.2 billion worth of distressed commercial real estate at the end of the rst quarter, more than any other U.S. market outside of Manhattan, according to research rm MSCI Real Assets.

In another recent case, the owners of the four-building Oak Brook 22 complex next to Oak-

brook Center mall surrendered the property to their lender rather than face a likely foreclosure battle.

e 184,017-square-foot building at 2001 York added to the pool of distress in January 2023, when its lender led a foreclosure lawsuit alleging Pembroke hadn’t paid o its loan by its December 2022 maturity date. But the two sides resolved the matter a few months later, modifying the mortgage to push the maturity date back to March 31, 2024, according to the more recent complaint. As part of the deal, Pembroke said it wouldn’t oppose a foreclosure if it couldn’t pay o the debt by the new maturity date, the complaint said.

Tall order

e agreement bought Pembroke more time to re nance or nd new capital to pay o its debt. It was a tall order: e building was only 58% leased during most of last year, and its net cash ow hadn’t been enough to cover Pembroke’s debt service for the previous two years, according to Bloomberg loan data. at extra time ultimately didn’t make a di erence. In November, Pembroke said in a letter to the lender that it “would no longer carry the property absent a modi cation,” according to a Bloomberg report tied to the loan, eventually leading to the foreclosure ling last month.

A Pembroke spokesman did not respond to a request for comment. A spokeswoman for Atlanta-based Trimont, a special servicer overseeing the CMBS loan on behalf of bondholders, de-

CITY CLUB

From Page 3

COVID-19. The combination was “a near-death experience,” says Gibbons, with the group’s traditional luncheons impossible to conduct, its reputation tarnished and money in the bank dropping to as low as $1,000.

But that was then. “ ere’s new leadership there, says Pritzker’s spokeswoman, Jordan Abudayyeh, con rming the ban has been lifted.

Gibbons, who came on full time as CEO earlier this year, said the board expansion was not without some internal con-

troversy, but the organization needed to reposition itself for a new era.

Among other changes is that the group will hold sessions not just at lunchtime at Maggiano’s, but also evening events at other, larger venues, Gibbons said. It’s even considering releasing its own podcast in the future.

Those lunch meetings are the staple, though. Gibbons said the group now is up to holding about a dozen events a month, and could well expand that.  Paid membership in the organization has been slower to recover. Pre-COVID, it was about 2,000. After dropping to 600, it since has climbed back to 1,000, Gibbons said.

clined to comment.

Pembroke pulled in years of operating income at the property since buying it in 2013 for $34 million. e building, which is just more than a mile east of Oakbrook Center, was almost fully leased at the time of that purchase, with Comcast as its anchor tenant.

Pembroke re nanced the property in 2019 with its current loan, even though Comcast’s lease was due to expire in 2020. e media and telecommunications giant later moved out of the building, delivering a major blow to its bottom line.

e 2001 York building was in foreclosure when Pembroke bought it. e previous owner, Chicago-based developer John Buck, didn’t ght a $27.6 million foreclosure complaint led against it in 2011. e building would eventually be sold to Pembroke for more than the balance of the loan after Comcast signed a signi cant lease expansion while the property was being overseen by a court-appointed receiver.

Buck formed a joint venture with Travelers Insurance in the late 1990s to develop the building, which was completed in 1999.

Pembroke specializes in owning suburban o ce buildings and owns 11 properties totaling more than 2.2 million square feet, according to its website. e company, which was founded by former Lexington Realty Trust executive John Vander Zwaag, also owns o ce buildings at 100 and 150 N. Field Drive in north suburban Lake Forest.

MORTGAGES

From Page 3

respondents told the New York Fed, on average. e survey, taken in February, suggests re nancing to lower rates is a thing of the past.  e pessimistic outlook is understandable. Pushing interest rates up slowed home sales but had the mostly unexpected consequence of pushing home prices even higher. at’s because people with low-interest loans were hesitant to put their homes up for sale, which forced buyers to pay more in the low-supply market.

Rising home prices have contributed to prolonging the battle against in ation, Jerome Powell, chair of the Federal Reserve, said May 1. “ ere are a number of places in the economy where there are just lag structures built into the in ation process,” Powell said, “and housing is one of them.”

Not a certainty

Rising rates aren’t a certainty yet. ree Fed o cials, the presidents of the Minneapolis, New York and Richmond branches, have all said so in recent days. A likely scenario, Neel Kashkari of the Minneapolis Fed said on May 7, is that the Fed’s rate would go unchanged, not up or down, for a while. “We would just sit here for longer than we expect or the public expects right now,” Kashkari said at a Milken Institute conference in Los Angeles, “until we see what e ect our monetary policy is having.”

Mortgage interest rates are not set by the Fed but generally move in the same direction as the Fed’s rate.

Higher-rising interest rates will further strain buyers’ ability to get the home they want. A rule of thumb is that for every 1 percentage point increase in mortgage rates, buyers pay 10% more per month for the same loan amount.

A ordability will shrink sharply if interest rates go up the roughly 2.5 percentage points the survey predicts they will in the next three years.

If the rate on a 30-year mortgage hits 9.7% in 2027, it will be the rst time borrowing cost that much since January 1991. Rates were last at 8.7% four years later, in early 1995.

For most of the 21st century, mortgage rates approaching 10% weren’t in anyone’s sights. e highest interest rates have been in the 21st century is about 8.5%, as the century was dawning in June 2000. ey dropped below 5% in spring 2010 and didn’t rise back above that level until April 2022, at the start of the Fed’s in ation- ghting increases.

While the expectations of 8.7% mortgages a year from now and 9.7% in three years are the highest in the 10 years the Fed has been surveying on this question, a historical note is in order. Between December 1978 and November 1986, lending rates were consistently above 10%, and spent a year above 15%.

Interest rates peaked at a now-unthinkable 18.63% in early October 1981. And people kept buying houses.

2001 York Road in Oak Brook | COSTAR GROUP

To place your listing, contact Suzanne Janik at (313) 446-0455 or email sjanik@crain.com .www.chicagobusiness.com/classi eds

Lawsuits begin as Ascension navigates cyberattack

By Caroline Hudson, Modern Healthcare

Ascension is facing the rst class-action complaints related to a ransomware attack it reported this month that shut down systems and continues to disrupt operations.

e two complaints — one led May 12 by patient Katherine Negron in the U.S. District Court for the Northern District of Illinois and another led May 13 by patient Ana Marie Turner in the U.S. District Court for the Western District of Texas — allege Ascension failed to properly safeguard patients’ private information and put them at risk of fraud or identity theft.

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e complaints, both brought by the Chicago-based Law O ces of T.J. Jesky, are seeking damages and injunctive and declaratory relief. e Illinois suit requests a jury trial. “ e data breach was a direct result of [Ascension’s] failure to implement adequate and reasonable cybersecurity procedures and protocols,” the Illinois complaint states. “[Ascension] knew or should have known of the inherent risks in collecting and storing the private information of [patients], the critical importance of providing adequate security of that private information, and the necessity for encrypting private information stored on [Ascension’s] systems.”

An Ascension spokesperson said May 15 the nonpro t health system is conducting “a thorough

investigation,” and will notify and support a ected individuals if it determines sensitive data was accessed.

St. Louis-based Ascension said May 8 it had detected “unusual activity” on its technology network and contacted authorities, conrming it as a ransomware attack a couple days later. System outages have forced Ascension to cancel some elective procedures and divert emergency cases to other facilities. Clinicians are manually updating health records, ordering tests and dispensing medications.

Ascension operates 140 hospitals across 19 states and the District of Columbia. A webpage giving general updates on the cyberattack is also providing in-

formation relevant for individual states.

Ascension is one of many health care organizations that have fallen victim to cyberattacks as the industry’s growing reliance on technology has made it more vulnerable. Kaiser Foundation Health Plan reported a breach in April affecting 13.4 million people. UnitedHealth Group-owned Change Healthcare is still working to restore its systems almost three months after a widespread attack on its operations. is month, the Biden administration said it intends to set minimum cybersecurity requirements for hospitals.

Caroline Hudson writes for Crain’s sister site Modern Healthcare.

Blue Cross Illinois parent expands corporate presence in Texas

By Katherine Davis

Health Care Service Corp., the Chicago-based parent company of ve Blue Cross & Blue Shield plans, is expanding its corporate presence in Texas with a new ofce building in southwest Houston.

also disclosed plans to open a “neighborhood center” in Albuquerque, N.M., later this year.

$49.3 billion.

Within the last year, HCSC has made moves to grow the business by focusing on the Medicare Advantage market despite nancial and regulatory challenges.

Connect with Suzanne Janik at sjanik@crain.com for more information.

e 132,000-square-foot o ce will open as soon as January 2025, according to a statement announcing the expansion. HCSC already has a corporate o ce in Richardson, Texas.

Expansion in the Southwestern region of the country comes after several o ce openings in the Chicago area. HCSC opened a 300person service center in Chicago’s Pilsen neighborhood last year and a combined o ce and neighborhood center in Chicago’s Morgan Park neighborhood in 2020, which created more than 330 jobs.

“As we grow our business, we are making intentional investments to create job opportunities in areas that can bene t when local residents are hired and cycle dollars through the communities in which they live,” HCSC spokesman Bryan Campen said in a statement.

Campen declined to disclose how many people will be hired to work at the o ce building and what types of corporate roles they will hold. He also declined to say how many members HCSC has in Texas.

But the organization on May 15

Since 2019, the insurance giant has also opened neighborhood centers in Chicago’s Pullman and South Lawndale neighborhoods.

As one of the nation’s largest insurance companies, HCSC covers nearly 23 million people across the U.S. Aside from Illinois, Texas and New Mexico, HCSC owns and operates Blues plans in Montana and Oklahoma.

HCSC classi es itself as a “mutual legal reserve company,” which means it is customer-owned and operates like a nonpro t. e organization hasn’t yet disclosed 2023 revenue, but it reported 2022 net income climbing 20% to nearly $1.5 billion as revenue reached

Medicare Advantage plans, which many private insurers now o er, are an alternative to the government’s standard Medicare plan. With Medicare Advantage, members often pay to receive Medicare health coverage as well as additional bene ts, like dental and vision care.

In its biggest acquisition in recent memory, HCSC agreed to pay $3.3 billion for the Medicare Advantage, Medicare Supplemental Bene ts, Medicare Part D and CareAllies businesses of Cigna Group. e Justice Department completed its review of the deal and it’s expected to close in the rst quarter of 2025, Cigna CEO David Cordani told investors earlier this month.

Last August, HCSC also announced it would expand Medicare Advantage plans in nearly 100 more counties across its ve states.

The two complaints, one led in Illinois, allege Ascension failed to properly safeguard patients’ private information. | GETTY IMAGES

the mayor to make good on a campaign promise to raise the hundreds of millions in revenue he argues is necessary to reshape the city.

The visit landed with a resounding thud. Beyond the feasibility and timing of the requests, just weeks before the spring session concluded, Johnson was criticized for not spending enough time building relationships with state leaders before demanding what he says the city is “owed.”

Backed by powerful unions and an army of volunteers, Johnson’s ascent to the fifth floor of City Hall was the result of a decadelong project by progressive organizers to take control through confrontation of Chicago’s traditional power structure.

As he marks the one-year anniversary of his inauguration, it’s worth asking whether this onetime union organizer has fully made the transition from advocate for a cause to political leader for an entire city. At the one-year mark, one thing is clear: He’s had to build relationships with those skeptical of his leadership, particularly in the business community, an endeavor that has its own political perils among the progressive base that helped vault him into office.

Johnson rolls past his first anniversary with more control of city government, now owning the city’s budget and appointing his own people to key posts. But his ability to deliver on promises to remake the city will depend on winning over the skeptics and repairing frayed relationships with Gov. J.B. Pritzker as well as members of the City Council.

Once in office, Johnson quickly racked up legislative victories, even while struggling to stay ahead of a growing migrant crisis as thousands of asylumseekers were bused to Chicago, primarily by Republican Texas Gov. Greg Abbott, who is likely to ramp up the effort ahead of the Democratic National Convention in August.

Despite passing laws that improved worker benefits through policy changes, Johnson’s longterm agenda won’t take off unless he’s able to find significant new streams of tax revenue or he reverses course on a central campaign promise to not raise property taxes.

Beyond a protracted effort to increase the one-time tax on property sales over $1 million that ultimately failed at the ballot box, Johnson all but dropped pushing for new taxes amid early opposition from Pritzker and members of the City Council.

To the business community’s relief, Johnson in his first budget did not seek significant new or increased taxes, including hold-

ing the line on property taxes, but he now says he’s not given up on his pledge to find $800 million in new revenue to pay for his progressive vision for the city.

In a weekend interview looking back on his first year in office, Johnson disputed the idea that he needs to reset his relationship with the business community, argued the Bears’ plan for a new lakefront stadium fits neatly into his progressive agenda and continued to pin his hopes for new revenue on a City Council subcommittee that was created to put forward proposals, but which has yet to meet publicly.

Business priorities

Johnson ticked off a list of accomplishments he said helped the business community — a reworked deal to jump-start long-delayed expansion at O’Hare International Airport, Chase and Google investing in Loop offices, stumping for the Bears proposal and his focus on speeding up city developments — as the foundation for a bold claim.

“Find another administration that has done more for business in their first year than me,” he said.

Johnson’s initial legislative agenda included the gradual elimination of the sub-minimum wage for tipped workers and creating the most extensive paid time off policy in the country, both approved over the objection of business groups, although the initial proposals

were watered down during negotiations.

“Businesses are not upset with workers being taken care of. Thousands of workers will get raises, which is going to grow the hospitality industry,” Johnson said.

Illinois Restaurant Association President Sam Toia, who worked with Johnson when the new administration made permanent the city’s outdoor dining program, was on the opposite side of the negotiating table on tipped wages and paid leave.

Toia said individual companies Johnson cited may be happy with him, but “I’m not sure that’s helping businesses in Portage Park or Chatham or Little Village.”

Toia’s group and a bevy of other business associations fought the paid leave policy but, despite tweaks to the initial proposal, the ordinance kept in place 10 days off for workers.

“We understood he ran on a very progressive agenda. We always thought seven or eight days would be good. We never said there should be no paid leave — we just thought 10 was a little rough on your small operators in our 77 communities,” Toia said Jack Lavin, president and CEO of the Chicagoland Chamber of Commerce, said Johnson had an “extended learning curve” when building relationships with business leaders, but he believes the mayor has begun to turn a corner.

After “a series of anti-business policies” Johnson passed last fall, Lavin said, he’s seen a pivot

Johnson has not advocated for specific taxes he pushed during the campaign, including a financial transactions tax, a corporate head tax or increasing the city’s hotel tax.

Since the fall, when asked about new revenue ideas he’ll pursue the rest of his term, Johnson has pointed to a new City Council subcommittee, chaired by freshman ally Ald. William Hall, 6th.

“We’re collaborating with the City Council, talking to business leaders and other stakeholders about ideas that they have,” Johnson said.

Unlike his first week in office, when a progressive organization with ties to his transition team floated the idea of a Chicago income tax on high earners, Johnson did not distance himself from the idea when pressed.

“All ideas that are presented will be discussed and debated, and we’ll move forward with the ideas that best serve the people of Chicago,” he said. But he has not advocated for an income tax, and did not raise the issue during a Springfield visit this month.

By deferring the burden to come up with revenue ideas to the council, Johnson can also potentially distance himself from any trial balloons that burst as soon as they’re released.

to a “pro-growth, economic development, jobs agenda” on the fifth floor.

“He’s spending more time sitting with the business community and working out what might be issues and how we can work with you as a city to overcome them,” Lavin said.

Revenue hunt

The current period of peace may not last if Johnson makes a push for new taxes — a potential expansion of the city’s tax on professional services appears to be the most popular with the administration and the City Council — or legislation that’s been on the back burner moves to the front.

An ordinance that would effectively ban natural gas in most new buildings has been stuck in the mud due to a lack of support, but is unlikely to go away. Ald. Michael Rodriguez, 22nd, plans to push an ordinance regulating the ride-hailing industry, and new zoning rules for industrial businesses are expected to be introduced later this year.

Lavin argued the failed “Bring Chicago Home” referendum “showed that if citizens don’t trust what’s going on, then they’re not going to be for it.”

“It’s the private business community that creates jobs that then create revenue to invest in critical city services like education and public safety,” he said.

“I would be very concerned if we continue to only look at new taxes.”

Despite saying he hasn’t given up on finding new revenue,

Hall doesn’t believe that to be the case, instead arguing Johnson is “looking for governing partners.” He says his subcommittee will hold its first public meeting in June to begin an open discussion of the city’s current revenues and potential new taxes.

Ald. Carlos Ramirez-Rosa, 35th, said in the absence of new revenue, and with the defeat of the real estate transfer tax referendum, the administration has been creative in finding ways to still support its goals, pointing to Johnson’s initiative to issue $1.25 billion in new bonds, in order to spend $250 million annually over five years on affordable housing and economic development.

“We were able to grow the pie without any new form of taxation,” he said. “However, we still need more funds to address the housing crisis that exists in our city, and so I think that it’s an ongoing conversation in terms of how we grow that pie.”

Bears proposal

Johnson defended his support for the Bears’ new stadium proposal despite resistance at the state level and questions of how it would impact Chicago taxpayers.

“A 100-year-old building that has hundreds of millions of dollars of debt, that’s not probusiness, that’s anti-business,” the mayor said. “So we put up a solution where billionaires and visitors pay for a stadium that we own, and we expand green space and create infrastructure that ac-

Johnson’s ability to deliver on promises to remake the city will depend on winning over the skeptics and repairing frayed relationships with Gov. J.B. Pritzker as well as members of the City Council.

Chicago Mayor Brandon Johnson welcomed 4,700 union activists to the city for the 2024 Labor Notes conference on May 15. NEWSCOM

HOME PRICES

Arbor and Lansing in Michigan and Fort Wayne, Ind., among others.

Bruno said the ingredients in Fond du Lac’s fast-rising prices are “probably what they’ve got in these other small cities.” House prices are affordable relative to larger cities on the horizon — which in the case of Fond du Lac would be Milwaukee, 68 miles away. The inventory of homes for sale is tight, as it is nationwide. And the job market is growing.

She’s right about job growth. Racine has a big Microsoft facility coming in; ground was broken this month on candy giant Ferrero’s rst North American chocolate processing factory, in Bloomington; and Kankakee is likely to be home for many of the 2,600 workers at Gotion’s battery plant in nearby Manteno when it opens.

The small cities’ affordability is fueling price growth, several agents said. “We’ve been undervalued for a long time,” said Dustin Kooy, an agent with Keller Williams Preferred in Kankakee. Even if they have to stretch because of rising prices and high interest rates, he said, “they know they’re still paying less than they would in Chicago.” ‘More for your dollar’

Another Kankakee resident, Tina Franklin, said, “You know what, it’s an hour’s drive to Chicago and you can get so much more for your dollar.” Franklin is the CEO of the Kankakee Iroquois Ford Association of Realtors. “You have all the services

tually provides more access to the No. 1 tourist location in the entire state of Illinois.”

Johnson was referring to the 2% tax on hotel stays in Chicago that is used to provide annual revenue to the Illinois Sports Facilities Authority, or ISFA, to meet its debt obligations.

The ISFA was created to issue tax-exempt bonds to build what is now called Guaranteed Rate Field and later paid for the renovations of Soldier Field. While its sole purpose is to pay for stadiums, the agency is set to sunset in 2033 when its current debt is expired.

Currently, if no new stadium deal is approved, revenue from the 2% hotel tax would be used to repay Chicago for the years where it covered shortfalls in the ISFA’s annual debt service before being ported over to help exhaust the debt issued by the Metropolitan Pier & Exposition Authority.

Johnson appeared resigned to the government providing some level of stadium subsidies in perpetuity.

“If somebody wants to pass a law to change the purpose of ISFA, I’m all for it,” he said. “If you say we’re going to change ISFA so that it builds schools, then this debate is over, I’m going to build schools. You can’t be mad at a proposal that is going

you need in Kankakee, but you can get to downtown Chicago to see the plays and have fancy dinners.”

As Mike Rudan sees it, Racine is the meat in an affordability sandwich, with high home prices in Chicago to the south and Milwaukee to the north. “Racine looks good if you’re looking for an inexpensive home,” he said. With remote work or only having to go to the office a few days a week, the longer commute may be tolerable.

Sellers in these cities, Rudan said, have spotted an opportunity to “move their prices higher”

after (ISFA) dollars when it’s designed to do just that.”

Beyond the $900 million in bonds for the stadium itself, the Bears say they need $325 million in upfront, taxpayer-funded infrastructure improvements, with another $1.2 billion to follow, in order to tear Soldier Field down to its historic colonnades to provide new park space and to better connect the Museum Campus to the city. Johnson wants the state or federal government to pay for those infrastructure needs.

Johnson did not commit that the Chicago Park District would not lose annual revenue as part of a potential lease agreement at a new stadium. Currently, the district is projecting $54 million in revenue from Soldier Field in 2024, offset by $35 million in operating costs. But the Bears are seeking the bulk of revenue from a new stadium, including from non-team events like concerts and other sporting events.  Johnson has been alone, even among progressives, in pushing for the stadium. Pritzker and other state leaders have said it’s all but dead, and Johnson’s support hasn’t been buoyed by council allies.

Ald. Andre Vasquez, 40th, who considers himself a Democratic Socialist, said “there’s nothing progressive about using taxpay-

without knocking out the affordability advantage.

Max Mitchell, a ReMax Realty Associates agent in Champaign, concurs. “You can get a price now you couldn’t get in December,” he said. In April, as he was about to put a client’s fivebedroom house on Brighton Court on the market, she said to raise the asking price by $25,000, to $650,000. The first day it was on the market, a full-price offer came in.

The transaction hasn’t closed yet, so Mitchell could not disclose the sale price. At the pace it sold, it seems likely to be going

er dollars to subsidize a billionaire corporation that can pay for its own stadium.”

What’s ahead

As Johnson passes his rst anniversary in o ce, he’ll immediately be confronted with two challenges: sealing a new contract with the Chicago Teachers Union and avoiding the annual summer peak in city shootings.

Johnson wouldn’t delve into the details of negotiations with the CTU, including whether union President Stacy Davis Gates’ demand of a 9% raise for teachers is feasible when the district faces a looming $391 million shortfall when federal COVID relief funds dry up.

“Every single labor union in this town has presented nancial desires that they believe will bene t their workforce,” he said. “We’re going to go through that process and where there are areas where we agree, we’re going to lean into those areas, and where there are points of contention, we’ll continue to work through them.”

When asked about his e orts to reduce crime, Johnson cites statistics that both shootings and homicides are already down since he took o ce, but he acknowledges his e orts to pump money into violence prevention groups and youth employment will take

for the full price or more.

Short inventory is plaguing real estate markets all over the country, but Bruno said she believes it’s extra tight in small cities like hers, Fond du Lac. A conservative outlook, she says, limits “new construction of the diverse types of housing we need.” Single-family homes on big lots are de rigueur, regardless of the demand she sees for “denser housing, smaller yards.”

A result is buyers who might like something smaller have to join the bidding pool for those existing homes if they feel it’s time to become homeowners.

time to have a lasting e ect.

“I know people want to see transformation overnight. I know they do. But when you have had neglect as long as we’ve had. . . .I know it’s my responsibility now, but we can’t dismiss the fact that we closed mental health clinics, shut down schools, we’ve eliminated jobs. It’s hard for people to live in this city.”

Johnson often says he plans to be mayor for at least 24 years, a ri on the late Mayor Harold Washington’s contention he needed 20 years to x the city.

Nearly a quarter-century in ofce would also eclipse the terms of both Mayors Daley, who relied on a machine they built to stay in o ce. Even Johnson concedes his progressive movement hasn’t built a similar infrastructure.

“If you’re comparing a labor union with Richard J. Daley, I mean, that’s a book that’s worth writing,” he said. “I hardly compare the CTU and the labor unions to that machine. ey controlled the police, re, buildings, the airports.”

Since he didn’t come from that machine, Johnson chalks up the criticism he’s received to his status as an outsider now in charge.

“It’s a unique situation. It doesn’t make me special. It just means that people are going to have a tough time adjusting to my leadership,” he said.

This house in Champaign got a full-price offer and went under contract on its rst day on the market. | RE/MAX REALTY ASSOCIATES

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