Crain's Chicago Business by crainschicago

GIVING GUIDE: A local outpouring of support for Ukraine. PAGE 12

GREG HINZ: Lightfoot should heed Griffin’s crime message. PAGE 2

CHICAGOBUSINESS.COM | MAY 23, 2022 | $3.50

Abbott Labs’ problem child: Baby formula Is the company’s pediatric nutrition business worth the trouble it’s causing?

JOHN R. BOEHM

BY KATHERINE DAVIS

Andrew Volckens of Huntsman Architectural Group

Co-working makes a comeback in an uncertain office market The taint of the WeWork debacle fades as tenants seeking flexibility flock to short-term, shared rentals, offering clues about the post-pandemic workspace landscape I BY DANNY ECKER

fter moving his architecture firm’s office among downtown WeWork locations seven times over the past five years, Andrew Volckens recently went hunting for new, larger workspace to accommodate his growing team, figuring it would be more affordable to sign a traditional lease rather than sticking with co-working. But after polling his staff, he ended up at another WeWork. “Everyone was kind of in the mindset of, ‘We want to get our own space eventually, but we want to stay in WeWork now,’ “ says Volckens, managing director in the Chicago office of San See CO-WORKING on Page 64

“BEING SURROUNDED BY OTHER PEOPLE JUST MAKES IT FEEL LIKE YOU’RE MORE INVESTED IN A COMMUNITY OR PART OF SOMETHING BIGGER. ”

Product recalls, infant deaths, federal investigations and lawsuits are turning Abbott Laboratories’ underperforming baby formula business into a major headache for the North Chicago-based medical products giant. Abbott began recalling several powder baby formulas in February when customers complained that infants fell ill with Salmonella Newport and another bacteria called Cronobacter sakazakii after consuming the products. The U.S. Food & Drug Administration investigated four hospitalizations and two deaths that occurred after infants consumed

Abbott’s products and haven’t released findings to the public yet. Additionally, several lawsuits have been filed against Abbott by affected families. Abbott didn’t respond to requests for comment on the investigation. Abbott says its formulas are not to blame for the illnesses and deaths, but FDA officials say it is too early to tell. In April, a separate collection of lawsuits targeting Abbott and baby formula competitor, Chicago-based Mead Johnson, with allegations that their cow-milk baby formulas are dangerous and sometimes deadly for premature infants were consolidated in front of a judge in Chicago. No recalls have been made over this issue, which spawned more than 80 suits. Attorneys in some of the suits previously told See ABBOTT on Page 66

FAST 50 Here are the companies that have seen the most rapid growth | PAGE 6

Andrew Volckens

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MADELEINE DOUBEK

EMPLOYMENT

Ballot for Cook County sheriff is tilted in favor of the incumbent. PAGE 2

Shortage of airplane mechanics squeezes aviation industry. PAGE 3

5/20/22 3:28 PM

2 MAY 23, 2022 • CRAIN’S CHICAGO BUSINESS

Lightfoot should listen to Griffin

hatever you think of Ken Griffin’s politics—too conservative for my taste— you have to acknowledge his sense of timing. Griffin’s declaration that he’s tired of waiting for the city to get its public safety act together and will move Citadel’s headquarters out of town if the situation doesn’t improve is the right message at the right time about Chicago’s embattled downtown jobs base. Mayor Lori Lightfoot may not want to hear it. Re-election season is the occasion for happy talk and optimism, not warnings. But as the city enters the warm-weather killing season, the message must be heard. And not just for well-off downtown businesses, either. According to data the University of Chicago Crime Lab put together for me, Chicago homicides in 2021 among Black people per 100,000 residents were at the highest level in more than 20 years— and 40 times higher than among non-Latino white people. Yes, 40 times. They don’t need another summer from hell.

Does Lightfoot have a plan to deal with that as June, July and August roll around? Not the long-range moves to reinvest in impoverished neighborhoods that Lightfoot and every other politician within sight support, but actual plans that actually could make a difference right now? Voters can judge for themselves about whether the mayor is or is not delivering. Meanwhile, here’s what other people who are running or who kicked the tires on running for mayor said when I asked them what they would do right now to prevent a summer of carnage. Ald. Rod Sawyer, 6th, said he’d fire Police Superintendent David Brown, who in his view is “a nice guy, but over his head.” Next on Sawyer’s list is hiring people who can talk to aimless, bored youth so that police don’t have to choose between filling the jails with curfew violators and ignoring the law. I heard that same thing—talk to the young adults and teens who are behind much of the problem, and figure out what it will take to fix things—a lot.

Former Chicago Public Schools chief Paul Vallas said he’d open all public schools on weekday evenings and weekends to offer academic support amid the pandemic, serve as a base for work-study programs and most important, “place them in safe-mentoring environments and keep them fully engaged.” He’d also create comprehensive victim and witness protection programs and enact a nuisance ordinance that would “hold flash mobs, looters, rioters, those that damage property and those who incite any of those actions, both criminally and civically responsible.“ State Rep. Kam Buckner, the son of a former cop, said he’d start by convening a high-level talk involving the mayor, Brown, Cook County State’s Attorney Kim Foxx, Chief Cook County Circuit Court Judge Tim Evans and Sheriff Tom Dart to hammer out a highly visible, coordinated approach. He’d consider loosening qualifications for new cops—i.e., allowing people with nonviolent misdemeanor viola-

GREG HINZ ON POLITICS

tions to apply and hopefully fill a 1,000-officer shortfall. And he’d put counselors, anti-violence coordinators and others downtown, now, so that everybody isn’t caught flat-footed next time trouble breaks out. Former U.S. Education Secretary Arne Duncan would fund a “massive” jobs program this summer; a tired kid is probably a kid that just goes home after work. He’d end most centralized police units that pull police from neighborhoods, because the gangs “no longer are citywide.” And he’d place a much greater emphasis on outreach via trained anti-violence units that some research suggests make a real difference in stopping the cycle of retaliation shootings. Ald. Ray Lopez, 15th, said that, given the difficulty of recruiting police as long as Lightfoot is mayor,

the city needs to double down on technology, such as cameras. Summer jobs programs shouldn’t just be for kids, he added. And empty cityowned facilities should be turned into local community centers. Others I talked to, who prefer not to go public, say the jobs program really needs to be targeted at those at highest risk of committing violence. They also assert that, despite a shortage of police, the city can turn the corner in high-crime areas by sensibly deploying them in areas of need, rather than having them stand around downtown imitating scarecrows. As for Lightfoot, here’s what her office said after Griffin spoke: Though some companies go, lots are coming in to Chicago. The business momentum underway is palpable.” Sigh.

Who gets to decide if there’s a new sheriff in town?

s early voting for the June 28 primary is underway, people taking Democratic ballots in Cook County might want to consider whether justice is being served in the sheriff’s race. It hasn’t received much attention, but there are a couple of questions the contest raises that deserve more thought. What qualifies someone to be sheriff? And who should be making that determination? Here’s the backstory summary: The Illinois Sheriffs’ Association urged the addition of a provision to the omnibus criminal justice law enacted in 2021, requiring that sheriff’s candidates be certified law enforcement officers, the Chicago Tribune reported, unless they were incumbents when the law was approved. Sheriff Tom Dart, who succeeded his former boss, Mike Sheahan, in the job in 2006, has been doing the job for years without being a certified law enforcement officer. He was Sheahan’s chief of staff for three years before being elected sheriff. Dart was certified late last year, though he didn’t need to be under the new provision. But despite his own history, Dart’s campaign officially objected to the candidacy of Carmen Navarro Gercone because, he contends, she does not have proper law enforcement certification. Navarro Gercone does, however, have sheriff’s office experience. She rose to first assistant executive director, working for Dart and overseeing 1,300 employees in evictions, operations and courthouse security. Prior to that, she worked as a sheriff’s office sergeant, lieutenant and as an assistant chief, the Tribune reported. So, is she qualified? It seems to me she is, having also gained experience now as a top official in the Cook County circuit court clerk’s office, but she was ruled off the ballot as

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of this writing. She is appealing the ruling in, of all places, Cook County circuit court. Reading about this controversy reminded me of former Lake County Coroner Barbara Richardson, who died earlier this year at age 93. Republican Richardson won election for five consecutive terms. She worked as a deputy in the office prior to that. She was a beloved public official in Lake County. Yet, as coroner, she never performed an autopsy. She wasn’t trained to do so. Pathologists in her office performed the autopsies. Did that make her unqualified? Voters in Lake County repeatedly thought she was more than up to the job. And who should get to decide these questions when challenges are raised? Not the people who did in this case. All of them are Cook County employees whose offices interact and intertwine on an ongoing basis. When Dart objected to his former employee running against him, a county electoral board was convened to hear the case, and it voted 2-1 to boot Navarro Gercone. Who were those three people? Designees of Cook County State’s Attorney Kim Foxx, Cook County Clerk Karen Yarbrough and Cook County Circuit Court Clerk Iris Martinez. Conflict anyone? Dart’s and Foxx’s offices work together daily. Martinez hired Navarrao Gercone and has endorsed her. If this isn’t a conflict of interest, I don’t know what would be. Ironically, Dart’s people objected to Martinez’s office being part of the electoral board, but they saw no conflict with Foxx’s office being involved. Foxx’s designee and Yarbrough’s designee are the ones who voted to remove Dart’s challenger. This sort of situation occurs frequently and repeatedly in down-ballot races in Illinois. Throughout the

suburbs and various local governments, if a trustee’s or mayoral candidate’s qualifications or signatures to run get challenged, it’s most often other local officials who know and work with the incumbents who are making the decisions about who gets to run. Again, it’s a clear conflict and it ought to be changed across the board. More impartial electoral boards, disconnected from the people in office, can and should be created to handle these candidate challenges. Navarro Gercone, by the way, has

MADELEINE DOUBEK ON GOVERNMENT

a certification from the FBI National Academy. Dart got the certification he legally does not need more than a decade into running the office. Who’s qualified? Seems the voters could determine that, but, at the very least, incumbents should not get one set of rules while challengers

are required to meet another set. That seems like a pretty commonsense definition of justice, doesn’t it? Madeleine Doubek is executive director of Change Illinois, a nonpartisan nonprofit that advocates for ethical and efficient government.

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CRAIN’S CHICAGO BUSINESS • MAY 23, 2022 3

JOE CAHILL ON BUSINESS

Get ready for the next invasion, companies

TODD WINTERS

AAR employs 335 people at its aircraft maintenance facility in Rockford. The company plans to hire 100 more this year.

There aren’t enough airplane mechanics, either In Rockford, AAR tackles the other big labor squeeze in aviation, a shortage of maintenance workers that could keep planes from taking off I BY JOHN PLETZ

ot long ago, AAR’s aircraft maintenance facility in Rockford was having a harder time finding work than finding workers. Now the challenge is reversed as airlines return to the skies after virtually shutting down early in the pandemic. AAR, which provides aircraft maintenance and spare parts for airlines, has 335 employees in Rockford, up from a low of 40 in 2019. A contract inked with Chicago-based United Airlines during the depths of COVID for heavy maintenance on Boeing 737s See MECHANICS on Page 65

“THIS IS AN INDUSTRY PROBLEM THAT’S BEEN EXACERBATED BY COVID BUT PREDATES IT.” Christian Klein, vice president of operations, Aeronautical Repair Station Association

Anticipated Roe ruling puts universities under pressure When the decision on the abortion rights case comes, campuses should expect students to mobilize for expanded reproductive health care and other policy changes BY ELYSSA CHERNEY At a time when organizations are increasingly expected to take a stand on contentious sociopolitical issues, institutions of higher education are no exception. And a prime example could line up with students returning from summer break—after the U.S. Supreme Court is likely to issue its final ruling on Roe v. Wade. If a majority of justices decide to overturn the landmark abor-

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tion rights case—as a leaked draft opinion suggests—protests, pressure campaigns and student activism could erupt on campuses. While the case outcome won’t change the status quo in Illinois, where strong abortion rights protections are on the books, it could fuel students to campaign for broader improvements to reproductive health care on campus, especially at Chicago’s Catholic universities, where fewer resources are provided due to

religious ideology. Mass sit-ins and demonstrations—like the ones seen when students called for divestment from South Africa’s apartheid government in the 1980s to more recent rallies supporting Black Lives Matter and the abolition of campus police—are events universities try to avoid. They draw unwanted attention, threaten to disrupt school operations and, See ROE on Page 65

early three months after Russia invaded Ukraine, McDonald’s summoned the moral courage to do the right thing. The Chicago-based burger chain last week agreed to sell its 850 Russian outlets, a deal that would end its presence in the country after 30 years. The buyer will operate the stores under a new name. McDonald’s decision, if a little slow in coming, was a welcome moment of clarity from a corporate sector that has been anything but resolute in responding to one of the most horrifying geopolitical crimes in modern times. Despite daily evidence of Russian atrocities, too many global corporations can’t bring themselves to fully sever ties to the regime of war criminal Vladimir Putin. Locally based packaged-food companies Mondelez and Kraft Heinz are among those attempting an increasingly untenable straddle. Like others, they’ve cut back operations in Russia without fully exiting the country. Their ambiguous responses show how utterly unprepared they were for Putin’s invasion, which upended assumptions and expectations built up over decades of generally amicable relations among most of the countries where they do business. Before Russian forces unleashed a barbaric attack on Ukrainian cities, corporate honchos hadn’t given much thought to such a possibility, much less how their companies should respond to it. The result has been haphazard half-measures. Making it up as they go along, companies issue statements of humanitarian concern, accompanied in many cases by vague talk of “suspending” or “pausing” activities in Russia, while maintaining undefined “essential” operations there.

MIDDLE GROUND

Behind the wishy-washy reactions appears to lurk some search for a middle ground on one of the most clear-cut moral divides of our time. That, in turn, is seen by many as putting profits before human life. Ukraine’s foreign minister said the profits Western companies make in Russia are “stained with Ukrainian blood.” Tempting as it may be to blame soulless corporate profit-seeking—and I’m not discounting it as a factor—corporate cluelessness likely played a bigger role in dissuading companies from breaking quickly and completely with Putin’s Russia. Never having imagined such a scenario, executives and directors hadn’t considered what a brutal invasion targeting civil-

ians might mean for their company. They hadn’t examined it in light of their stated corporate values, or pondered its potential impact on their employees and corporate reputation. Without a playbook to guide them, corporate leaders instinctively groped for a balanced response that would strike the right tone without overcommitting their companies one way or the other. But the two-step led to no-man’s land, where their brands and reputations are now under fire. It turns out that the public expects more than words from companies when it comes to Putin’s barbarities. People want meaningful, unequivocal action against the aggressor. Consumers will punish corporations that continue to make money in Russia and pay taxes that fuel his war machine.

DECISIVENESS

Disastrous dithering over Ukraine underscores the need for corporate policies for dealing with autocrats who attack sovereign states. Corporate websites are replete with high-minded statements about company values and policy positions on issues ranging from climate change to voting rights. But they have less to say about relationships among countries, and the rights of innocent civilians to be free from rocket attacks launched by murderous dictators. Companies might have moved more decisively against Putin’s invasion of Ukraine if they had a set of policies and a plan in place for addressing unprovoked aggression. Corporate boards should get to work on those policies before the next invasion, which is sure to come regardless of the outcome in Ukraine. Putin isn’t the only despot with territorial ambitions and disdain for such niceties as the sovereignty of independent states. In China, for example, Xi Jinping has become more repressive at home and more aggressive abroad. How will companies respond if he attacks Taiwan? Better to start thinking about it now, rather than after missiles start striking Taipei. Of course, corporate policies on international conflicts should be flexible enough to allow the appropriate response in various circumstances. But they should be clear on basic principles, like refusing to do business in countries that invade their neighbors. And they should apply equally to events in obscure developing countries and advanced European democracies. With the right policies in place, companies stand a better chance of making the right call next time.

5/20/22 3:33 PM

4 MAY 23, 2022 • CRAIN’S CHICAGO BUSINESS

McDonald’s Russian exit could get messy BY ALLY MAROTTI

For months, McDonald’s executives anguished over what to do in Russia, where it has operated for 32 years and employs tens of thousands of people. The Chicago-based fast-food giant told the world its plans May 16: It will quit doing business in the country completely. “The Golden Arches will shine no more in Russia,” CEO Chris Kempczinski wrote in an email to employees. He explained that leaving a market, especially one as big and symbolic as Russia, is not something the 67-year-old company has done before. McDonald’s began laying the groundwork for its entry into Russia 14 years before it opened its first restaurant in Pushkin Square in 1990, just as the Iron Curtain was falling. Thousands of people lined up for hours on that opening January day for their first taste not just of a Big Mac, but of Western culture. Now comes a likely messy and complicated exit from Russia that could be mired in trademark disputes and infractions, experts say. McDonald’s is rarely the first to do anything, given its size, but experts say that, in this case, U.S. brands are expected to follow McDonald’s lead. “There’s no future for American consumer brands in Russia,” said Erik Gordon, a professor at the University of Michigan’s Ross School of Business. “You might as well have your going-out-of-business sale and be done with it.”

SALE AGREEMENT

McDonald’s agreed to sell its Russian business to Alexander Govor, an existing licensee who has operated 25 restaurants in Siberia. Govor will retain McDonald’s employees at least two years as part of the deal and pay corporate salaries, suppliers, landlords and utilities until the deal closes, which is expected in the coming weeks. Terms were not disclosed. McDonald’s will strip its branding—including those Golden

Arches—from the stores, and Govor will operate the restaurants under a new name. But in wartime, nothing is that clean and tidy, said trademark lawyer Josh Gerben. The Russian government already threatened to lift restrictions on trademarks for companies that halted business in the country. The government could cancel the registrations for McDonald’s entirely, now that it plans to exit the country. That means people unaffiliated with the company could open stores branded as McDonald’s, and there’s not much the company could do to fight it. Additionally, most countries have requirements that trademarks be used continually to maintain registration. McDonald’s said it plans to keep its trademarks in Russia, but Gerben wished any company luck that tries to go up against the Russian government in a trademark battle. “Now that McDonald’s has said they’re done with Russia, there would be very little incentive for the Russian government not to go as far as it possibly can to inflict whatever pain it decides it wants to inflict on McDonald’s,” he said. Since McDonald’s closed its Russian locations, applications were filed with the Russian government to trademark logos that riffed off the fast-food brand. There was an application for McDuck, which is Russian slang for McDonald’s, and one for a logo that turned the Golden Arches brand on its side and used the words “Uncle Vanya.” There has been no evidence of a closed McDonald’s store reopening under a McDuck or Uncle Vanya moniker, Gerben said. At least not yet. But the Financial Times reports some regions have seen riffs on McDonald’s popping up. Two former McDonald’s locations in the Moscow-backed separatist territory of the Donetsk People’s Republic in Eastern Ukraine operate as DonMac, with a similar menu and brand. If the Russian government allows for an orderly transition, it would be a good signal to other companies concerned

BLOOMBERG

‘There’s no future for American consumer brands in Russia. You might as well have your going-out-of-business sale and be done with it.’

McDonald’s agreed to sell its Russian business to Alexander Govor, an existing licensee who has operated 25 restaurants in Siberia. about the seizure of their intellectual property rights, Gerben said. With almost 850 stores and 62,000 employees, plus hundreds of local suppliers, Kempczinski was reluctant to pull the plug on Russia. McDonald’s stores in Russia and Ukraine—where 108 company-owned stores remain closed—amounted to about 2% of systemwide sales last year and generated 9% of total corporate revenue. The closures of its Russian stores, 84% of which are company owned, were considered temporary until now. The company had been hemorrhaging money maintaining payrolls and paying landlords and suppliers. It spent about $125 million in the first quarter, executives recently said. But with no end to the war in sight, McDonald’s decided to call it. “I do think McDonald’s is probably the canary in the coal mine for other restaurant brands in Russia, at least for its company-owned stores,” Sean Dunlop, equity analyst at Morningstar, said in an email. McDonald’s decision reflects building pressure from consum-

ers and a renewed orientation to values that has emerged under Kempczinski, as McDonald’s tries to win over younger, value-driven customers, Dunlop said.

BATTLEGROUNDS

The move also speaks volumes about a war that from the start was fought both on the ground and in economic territory. The fast-food arena has also been a battleground. After Russia invaded Ukraine in late February, Western companies and brands halted sales in Russia. McDonald’s was slow to shutter its stores in the country, and did so after immense pressure from investors and consumers. Kempczinski said in his email to employees last week that maintaining operations there would go against the company’s values. “It is impossible to ignore the humanitarian crisis caused by the war in Ukraine,” Kempczinski said. “And it is impossible to imagine the Golden Arches representing the same hope and promise that led us to enter the Russian market 32 years ago.” McDonald’s expects to record a $1.2 billion to $1.4 billion write-

off of its investment in the market, and recognize foreign currency translation losses. Though that money is gone, investors likely won’t “make a huge deal out of it,” said James Schrager, a clinical professor at the University of Chicago’s Booth School of Business. McDonald’s stock price closed less than 1% lower on May 16. Schrager also is not worried about McDonald’s ability to keep growing, despite the loss of an entire market. “One of the most perceptive questions you can ask about a company is, ‘When they’ve had their back against the wall, have they found a way to continue to grow?’ ” he said. “This company has worked themselves out in an amazingly consistent fashion.” There’s also a possibility that one day, if the regime changes, McDonald’s could re-enter Russia, Schrager said. Kempczinski did not rule that out in his note to employees. “Let us not end by saying, ‘goodbye,’ ” he wrote. “Instead, let us say as they do in Russian . . . ‘Until we meet again.’ ”

Chicago’s home prices decline while other cities’ rise BY DENNIS RODKIN Home prices in Chicago dipped slightly in April, the latest sign the city’s housing market has lost its pandemic-era strength to keep topping itself—a strength the suburban and national housing markets still have. The median price of homes sold in Chicago in April was $370,000, down 1% from a year earlier, according to data released May 19 by Illinois Realtors. The dip is small, but it follows three monthly reports when prices were flat compared with the year-earlier periods.

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In nine of the past 12 months, Chicago home prices have been flat or slightly down. This is, to be clear, mostly a sign that prices in recent months haven’t been able to rise on top of the big increases that characterized the first year of the pandemic housing boom. There were nine months when prices were up by more than 10% each month. In contrast, the median price of homes sold in the nine-county metropolitan area, including the city, was up 4.8% from a year earlier. It’s the smallest increase since the pandemic housing boom kicked in during the sum-

mer of 2020, but is considerably stronger than the city figure. Nationwide, the median price of homes was up 14.8% from a year ago, in the 122nd month of increases.

CONDO WEAKNESS

The prime culprit in weak home price growth in the city is the condo and townhouse market, as has been clear for several months now. The median price of single-family homes sold in the city the first four months of the year was up 1.5% from the same time in 2021, according to data

released by the Chicago Association of Realtors on May 14. Meanwhile, the median price of condos and townhouses sold in that period dipped 1.9%. Attached-home sales are about two-thirds of all home sales in the city, so the direction their prices are moving exerts a lot of influence over the citywide figure. Measured not by prices but by the number of homes sold, the boom is still raging in both the city and the larger metro area. In Chicago, 3,181 homes sold in April. That’s a decrease of 5.3% from a year earlier, at the height

of the boom. But compared to the five-year average of homes sales in April in the years before the pandemic, it’s an increase of 21.5%. In the nine-county metro area, 10,892 homes sold in April, down nearly 12% from a year earlier. Yet compared to the pre-pandemic five-year average for April, it’s up 6.8%. Nationwide, home sales were down 2.4% in April from a year earlier. The source of this data, the National Association of Realtors, does not post figures that make a comparison to the years prior to the pandemic feasible.

5/20/22 1:49 PM

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Here are the companies that have seen the most rapid growth | BY SOPHIE RODGERS Business has been booming for Chicago-area companies, despite facing turbulence in the wake of COVID-19. This year, nearly 150 companies applied for Crain’s annual Fast 50 award—the most applications we have received in at least 10 years. Working with accounting firm Plante Moran, we had these ground rules for choosing the finalists: ◗ We only considered companies headquartered in the seven-county Chicago area, founded on or before Dec. 31, 2015. ◗ We excluded franchisees, regulated banks, utilities, real estate developers, real estate investment trusts and some holding companies (such as those that primarily buy or sell other companies/large assets). ◗ Small companies (those reporting less than $15 million in 2021 revenue) were likewise not considered. ◗ Lastly, we disqualified companies that had more than one drop in revenue from 2016 to 2021. Plante Moran examined financial documents provided by the applicants for the years 2016 and 2021. The 50 companies are listed in alphabetical order. To find out which grew fastest, look for a ranked list of the Crain's Fast 50 (online June 16 and in print June 20). AGB Innovative Security Solutions, Chicago

LRS, Rosemont

AIT Worldwide Logistics, Itasca

The Mather Group, Chicago

Ardmore Roderick, Chicago

Millennium Trust, Oak Brook

Arete Wealth, Chicago

Morgan Li, Chicago Heights

Avionos, Chicago

Neighborhood Loans, Downers Grove

Ballyhoo Hospitality, Chicago

NLI, Franklin Park

Bounteous, Chicago

OppFi, Chicago

Business IT Source, Buffalo Grove

PerkSpot, Chicago

CapGrow Partners, Chicago

PharmaCann, Chicago

CoinFlip, Chicago

Redmond Construction, Chicago

Cresco Labs, Chicago

RedShelf, Chicago

DeSpir Logistics, Lisle

Redwood Logistics, Chicago

Edge Logistics, Chicago

RHM Staffing Solutions, Oak Brook

Endurance Warranty Services, Northbrook

Richard Group, Glenview

Fast Radius, Chicago

Right at School, Evanston

Fulton Grace Realty, Chicago

ShipBob, Chicago

GoHealth, Chicago

Simplify Healthcare, Aurora

Green Thumb Industries, Chicago

Sprout Social, Chicago

Guaranteed Rate, Chicago

Supernova Technology, Chicago

HBR Consulting, Chicago

Tegus, Chicago

Hightower Advisors, Chicago

Transportation One, Chicago

Hireology, Chicago

Verano, Chicago

Hyde Park Hospitality, Chicago

Walker Sands, Chicago

Interra Global, Park Ridge

Wavicle Data Solutions, Chicago

The Lactation Network, Chicago

Wynndalco Enterprises, Addison

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Be the first to find out which companies ranked highest in our Fast 50 at a luncheon event featuring Gov. J.B. Pritzker. As a former venture capitalist, Pritzker has vast experience building high-growth firms. To reserve tickets, go to ChicagoBusiness.com/events.

5/20/22 1:18 PM

CRAIN’S CHICAGO BUSINESS • MAY 23, 2022 7

New Rush CEO outlines his post-pandemic agenda Dr. Omar Lateef’s tasks include growing the organization’s revenue and filling nearly 1,000 open positions BY KATHERINE DAVIS Like other health care systems, Rush University System for Health is recovering from financial and staffing challenges caused by the COVID-19 pandemic. As the newly appointed president and CEO, Dr. Omar Lateef is now tasked with everything from filling nearly 1,000 open roles to growing the system’s revenue and taking on ambitious goals like closing health equity gaps in Chicago. Lateef, who in addition to overseeing the entire Rush system is also president and CEO of Rush University Medical Center, was appointed to the top role last week. He succeeds Dr. Ranga Krishnan, who is now serving as a senior adviser to Lateef. Lateef says one of his first tasks is to help the 900-bed system grow revenue and recover from financial losses during the pandemic. Rush reported $122.8 million in operating income on nearly $3 billion of operating revenue in 2021, up from a loss of $76 million in operating income on $2.6 billion in operating revenue in 2020.

“While the pandemic was financially devastating for health care in the entire country, and Rush lost money like many other health care institutions, we believe we’re roaring back,” Lateef said. However, rising inflation for medical supplies and other equipment is adding financial pressure to the system, Lateef said. Ways to cut costs include increasing the use of telehealth appointments and other technology, he says. Part of growing the system also means addressing a labor shortage at Rush, which employs about 13,000 people. Rush University Medical Center on the West Side alone currently has about 980 open roles, and Lateef says nurses and medical assistants are most in demand, as the pandemic pushed many out of the workforce. “Labor is the new pandemic,” he said. Before the pandemic hit the U.S. in March 2020, hospitals across Illinois had about 240,000 employees, according to data from the U.S. Bureau of Labor Statistics. That dropped by about 3% to 233,600 a month later in April 2020 and remained

steady up until the end of last year, data shows. In March 2022, the bureau reported that Illinois hospital employees dropped to about 230,800 workers. Unlike some other hospital chains struggling to find talent, Rush is able to somewhat cultivate its own talent pool through Rush University, where it offers medical and nursing degrees. It enrolled 2,889 students in fall 2021. “That’s created a bit of a system for us to hire from within,” Lateef adds.

BETTER CARE

Another task for Lateef in his new role is to improve care at Rush’s locations. The system sees patients at its main hospital on the West Side, Rush University Medical Center, but also at Rush Oak Park Hospital and Rush Copley Medical Center in Aurora. Lateef said he’ll be focused on finding ways for physicians to better collaborate on providing patient care, whether that means transferring knowledge and techniques, or physically having providers travel to different centers to see patients. “Our goal is to get care to

Dr. Omar Lateef patients where they are and to have this phenomenal medical center in downtown Chicago, but to have the same level of care spread throughout the greater Chicagoland area,” Lateef said. Rush, like other health care providers, is working closely with local health departments, including the Chicago Department of Public Health, to address COVID and also more broadly reduce the life expectancy gaps among racial groups

in Chicago. CDPH last month released data showing that life expectancy dropped almost two years on average, to 75 years, for all Chicagoans during the first year of the pandemic. There were even steeper declines for Black and Latino residents. “Our mission now is to improve the death gap,” Lateef said. “Equity is not a health care problem any one hospital can solve. It’s one where all of health care has to work with the government to solve.”

Sponsored content

KPMG pledges an additional 1 million books to Chicago readers A

s students wrap up the school year and look forward to summer adventures, the Chicago office of KPMG LLP wants books to be part of those adventures. KPMG LLP, a U.S. audit, tax and advisory firm, is teaming with the Chicago Public Library for the 2022 Summer Learning Challenge. KPMG Chicago, through the KPMG Family for Literacy (KFFL) program, has been steadfast in its commitment to literacy, donating its millionth book last summer. The office is reaffirming its pledge to literacy by committing yet another 1 million books to Chicago’s young readers by 2025. “Literacy serves as the foundation for building lifelong learners, having a profound effect on a child’s success by enhancing cognitive development and tapping into knowledge and creativity,” said Linda Imonti, managing principal of KPMG’s Chicago office. “Education and

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lifelong learning are central to building strong communities, and seeing the smiles on children’s faces inspires us to continue increasing our book donations and supporting this critical mission.” KPMG Chicago volunteers will work at Bernie’s Book Bank’s state-of-the-art book processing facility to prepare more than 12,000 books for the community’s aspiring readers. For the 2022 Summer Learning Challenge’s launch, the books will be distributed to the Chicago Public Library’s 81 branches. This summer’s theme will focus on programming designed not only to support social-emotional learning for students but also to engage Chicagoans of all ages as they tell their stories, while also listening to — and learning from — others’ stories.

KPMG’s passion for sharing the love of books with children across Chicago,” said Chicago Public Library commissioner Chris Brown. The mission of KFFL is to eradicate childhood illiteracy by putting new books and educational resources into the hands of children in need and developing the next generation of young leaders through reading. Since its inception in 2008, KFFL, in collaboration with First Book, a nonprofit social enterprise, has provided over 6 million new books to students in underserved communities across the country. “We’re so proud of the impact we’ve had to date and look forward to continuing on our journey to combat childhood illiteracy in Chicago,” Imonti concluded.

“We are incredibly thankful to KPMG for their commitment to the library and the community’s literacy work. We appreciate

5/20/22 2:02 PM

8 MAY 23, 2022 • CRAIN’S CHICAGO BUSINESS

This deal is among highest office rents in city history BY DANNY ECKER A private-equity firm that backs companies in the health care sector has leased the top floor of the newest skyscraper on Wacker Drive, a deal that shows the premium companies will pay for high-end workspace and the growing rent disparity between the highest- and lowest-quality office buildings downtown. Linden Capital Partners has signed a deal for the 55th floor at the 1.5 million-square-foot tower at 110 N. Wacker Drive, Linden President and Managing Partner Tony Davis confirmed. The firm will relocate next year to the more than 28,000-square-foot penthouse from the 51st floor at 150 N. Riverside Plaza across the river, where it leases about 13,000 square feet today. Terms of the new lease were not disclosed, but sources familiar with deal negotiations said Linden will be paying more than $50 per square foot per year before including taxes and operating expenses, which landlords typically pass along to tenants. Commercial real estate brokers say that would be among the

highest rents ever paid for an office in Chicago. Typical net rents today in some of the top-tier buildings downtown are between $40 and $45 per square foot per month.

VIEWS

The 55th floor includes floorto-ceiling windows stretching the height of roughly two floors and a private, north-facing outdoor terrace. Linden’s deal for the ultrahigh-end workspace comes while downtown is awash in available offices amid a run of companies slashing their footprints to adjust to the rise of remote work. Office vacancy is at a record high, giving companies plenty of leverage with landlords that are scrambling to shore up their tenant rosters. Yet owners of the highest-quality office properties aren’t dealing with the same problems. In some cases, companies are competing for space in newly built or recently revamped buildings as they seek offices that will help encourage employees to show up rather than work from home. That’s in stark contrast to old-

er buildings—particularly in the central Loop—that are having trouble finding any takers for their vacant space. Linden Capital is leaving behind one of the newest and highest-quality office buildings in the city for an even newer one, driven out by a need for more space that couldn’t be accommodated in its current building. “We very much loved being at (150 N. Riverside) and found it to be a fantastic space, but are equally excited to be at the top of the Bank of America Building.” Davis said. “We continue to expand rapidly and need more space, which is why we’re moving to a full floor.” Linden Capital has about 50 employees today but expects to add another 25 people to its team in the next 12 months, according to Davis. The firm plans to sublease its existing space, which it leases through 2028, Davis said. The new lease notches an early win for a joint venture of Chicago-based Callahan Capital Partners and New York-based Oak Hill Advisors, which recently paid $210 million to acquire the controlling equity stake in the

DANNY ECKER

The lease for the penthouse of the Bank of America tower on Wacker Drive illustrates the premium companies are paying for high-quality office space

The view from the top floor of 110 N. Wacker Drive. skyscraper. The deal valued the building at more than $1 billion, the second-highest valuation for a Chicago office building, behind only Willis Tower’s $1.3 billion sale in 2015.

TENANTS

The tower, which is named for 500,000-square-foot anchor tenant Bank of America, was more than 82% leased as of early last month. Law firms highlight its list of long-term tenants, including Jones Day, Morgan Lewis & Bockius, Perkins Coie, King & Spaulding and Cooley. A joint venture of Chicago-based Riverside Investment & Development and Houston-based Howard Hughes had previously lined up a deal with a luxury co-working provider to

occupy the 53rd and 54th floor in the tower, but that agreement fell apart, sources said. Those floors remain available, according to real estate information company CoStar Group. Linden was founded in 2004 by former First Chicago private-equity investors and is one of the largest dedicated health care private-equity firms in the country. The firm has invested in more than 40 health care companies and recently raised more than $3 billion for its fifth buyout fund. Brad Serot and Justin Hucek of CBRE represented Linden Capital in negotiating the lease. Christy Domin and Drew Nieman of Riverside negotiated on behalf of building ownership prior to the property sale.

Le Colonial to open Lake Forest location in July This is the first suburban move for the Gold Coast French Vietnamese spot BY ALLY MAROTTI Well-known Gold Coast restaurant Le Colonial is heading to the North Shore, with plans to open a new location in Lake Forest in July. The new location, at 655 Forest Ave., is part of a broader expansion of the French Vietnamese spot. Co-owners Rick Wahlstedt and Joe King plan to open five new locations by the end of 2023. Lake Forest will be the first. The restaurant is set to occupy a historic, free-standing building in the center of the city’s Market Square that was once Lake Forest’s fire and police station. Le Colonial Lake Forest will be 12,500 square feet, with an outdoor lounge and dining space, plus event space. It will fill the space where Market House on the Square used to operate. “The North Shore was really calling for and I think really needs some more restaurants that are upscale,” King said. “People are, in some regard, moving from the urban centers into more suburban.” Le Colonial is joining a steady

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flow of Chicago restaurants to open outposts in the suburbs. It started in the pandemic’s early days, when restaurants such as Alinea, Ever, The Publican and some Lettuce Entertain You outfits started offering suburban pickup because consumers were no longer coming downtown to work. As the hybrid work environment has proven sticky, more and more restaurants are making moves outside the city limits.

ATMOSPHERE

The suburban location is a first for Le Colonial. Its Chicago location operated out of 937 N. Rush St. for 22 years, aiming to transport guests via its cuisine and atmosphere to 1920s French colonial Southeast Asia. It moved to a new location—just around the corner at 57 E. Oak St.—in March 2019. The new location on Oak has been “an enormous success,” King said. The space is 20% larger than the Rush Street spot, but the restaurant does nearly double the sales now. King said a lot of Le Colonial’s downtown clients live in the suburbs, especially Lake Forest and its surrounding areas. “We chose to do something a little different than what we’ve

ever done before, because most of our markets that we’re in are surrounded with luxury five-star hotels and luxury retail,” King said. “This is more of a suburban community, and we haven’t done that in the Le Colonial realm as yet.” The Lake Forest location will also evoke that old Saigon vibe. The building it will occupy has been renovated—architect and designer Mark Knauer lives in Lake Forest, and knew the former

owner of the building—with the main dining room’s ceilings raised and the second floor reconfigured for events and private dining. The garden can seat 80, and there are two tonnelles, which are like pergolas, that provide covered seating as well. Wahlstedt and King plan to open a new Le Colonial location every six months or so after Lake Forest. Up next is a location in Delray Beach, Fla., that is set to

open in December; then Naples, Fla., in May or June 2023; Denver in the fourth quarter of 2023; then Scottsdale, Ariz. There are also Le Colonial locations in Houston and Atlanta. Private event reservations are open now for Le Colonial Lake Forest, but dining reservations are not yet open. The restaurant will be open for dinner only its first two weeks of operation, then add lunch.

5/20/22 1:48 PM

CRAIN’S CHICAGO BUSINESS • MAY 23, 2022 9

Commercial property values among world’s best ary, the Preserve at Woodfield apartments, a 662-unit housing Who says real estate investors complex in Rolling Meadows, don’t like Chicago? A new report sold for $111 million, up 54% suggests they’re smitten with the from its price in a 2017 sale. With a 19.4% annual gain, Chiplace. An index of local commer- cago trailed only Sydney, Auscial property values compiled tralia, and Seoul, South Korea— by Real Capital Analytics rose both with a 20.1% increase—in 19.4% to a new high in the 12 a ranking of 20 global cities, months ended March 31. It was according to the Real Capital the third-biggest increase among report. A composite index for 20 global cities in the report, and all 20 cities rose 8.6% over the the greatest among U.S. metro- 12-month period. Chicago led U.S. urban markets, followed by politan areas. The index doesn’t tell the Los Angeles, with a 15.3% rise, whole story about the Chicago- and San Francisco, 14.9%. The price index, computed by area commercial real estate market—some sectors are flour- comparing repeat sales of the ishing while others are strug- same properties, includes office, gling—but it’s another sign the industrial, retail, and hotel propmarket is generally in good erties in the city and suburbs but health after being disrupted by omits apartments. Chicago also the pandemic. It also belies the registered a hefty gain—24.2%— narrative percolating in real es- over the most recent two-year tate circles that investors are period, the sixth-biggest gain avoiding Chicago over concerns among the 20 global cities about rising assessments, prop- tracked by Real Capital. The Chicago index actually erty taxes and crime. Still, what lies ahead matters started slipping before the more to investors. The war in COVID-19 pandemic, in 2019, Ukraine, high inflation, rising moving back up in the final interest rates and fears of a re- months of 2020. By third-quarter cession have already spooked in- 2021, the index eclipsed its prior vestors in the financial markets. peak, hit way back in 2007. The story of Chicago’s real esThe real estate market doesn’t react as quickly, but its outlook tate market is a bit more comhas dimmed over the past sev- plicated, however. While wareeral weeks, too. Green Street, a house and apartment rents and property values are rising, the office mar“THERE’S MORE DEAL VOLUME IN ket remains a question mark as many profesTHE INDUSTRIAL SECTOR, AND THE sionals work remotely or on hybrid schedINDUSTRIAL SECTOR IS WAY UP.” ules. Many companies Jim Costello, chief economist of real estate at are cutting back on MSCI office space, pushing downtown and subCalifornia-based real estate re- urban vacancy rates up to record search firm, predicts U.S. com- highs. Some downtown office landmercial real estate prices could lords already have defaulted on fall as much as 10% this year. The Real Capital price index mortgages. Others have just defor Chicago rose so much over cided to hand their properties the most recent four quarters over to their lenders. Buying a for two main reasons: a rebound downtown office building is riskeffect and booming industrial ier than it used to be. “There’s a lot of uncertainty market, said Jim Costello, chief economist of real estate at MSCI, around that,” Costello said. “It’s a New York-based research firm going to take a while to see how that acquired Real Capital last that plays out.” Retail real estate, meanwhile, year. Prices recovered after stagnating in the early months of the is a mixed bag. Investor demand pandemic, pushed up by a flurry for well-leased shopping centers of investment activity last year. with grocery stores and other The market for industrial prop- necessity-oriented retailers is erty was—and still is—especial- strong, but e-commerce remains ly hot, lifting the overall price a threat to many big malls, inindex, which is weighted by the cluding Water Tower Place and volume of transactions within a the Shops of North Bridge on North Michigan Avenue, which period. “There’s more deal volume in are both struggling. Hotels have the industrial sector, and the in- started to come back from the dustrial sector is way up,” Costel- pandemic, but their future depends heavily on a recovery in lo said. business travel and large group business. STRONG MARKET It’s also unclear how much In late March, for instance, a unit of Blackstone paid nearly longer the animal spirits will $150 million for a portfolio of of- keep driving prices up. Jitters fice buildings in Waukegan and about inflation, interest rates Zion. The suburban apartment and a potential recession won’t market is strong, too. In Febru- help. One warning sign: Com-

BY ALBY GALLUN

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mercial mortgage rates recently moved higher than capitalization rates, or first-year returns on income-producing properties. The last time borrowing rates exceeded cap rates was before the global financial crisis, according to the Green Street report. Two more signals could mean prices are headed lower. Prices of corporate bonds and shares of real estate investment trusts, often reliable predictors of commercial real estate values, have fallen and “are flashing red,” Green Street writes in a recent report. A decline in prices in the 0 to 10% range “is the most likely, but not necessarily odds-on, scenario over the balance of the year,” the report says.

LONG-TERM TREND

Another sign of weakness: More buyers have been demanding price cuts to account for higher borrowing costs due to rising interest rates, Green Street writes. Whether investors are facing a broad and painful drop in property values or merely a plateauing, making good money

COSTAR

A price index compiled by Real Capital Analytics rose 19.4% to a new high in the 12 months ended March 31. It was the third-biggest increase among 20 global cities.

Preserve at Woodfield apartments in Rolling Meadows in real estate is only going to get harder. “The era of juicy returns is clearly over,” Green Street writes. While the past year or so has been good for the Chicago market from a price standpoint, the long-term trend doesn’t look as favorable. Many other big global cities have posted much larger gains: Chicago’s price index is up just 16% since the end of 2006, versus 72% for Los Angeles, 64%

for New York and 133% for San Francisco, according to Real Capital. The Chicago metro area also lacks one thing that attracts real estate investors: a fast-growing population. It just can’t compete with places like Austin, Texas, Phoenix, Ariz., and Tampa, Fla., on that measure. “It doesn’t have as easily identifiable of a growth story as other markets,” Costello said.

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10 MAY 23, 2022 • CRAIN’S CHICAGO BUSINESS

EDITORIAL

o slightly misquote 1990s truth-teller Teen Talk Barbie, math is hard. So perhaps we shouldn’t have been surprised when the U.S. Census Bureau announced May 19 that it had rather dramatically undercounted Illinois’ population in the 2020 census. The bureau, it seems, now estimates the state actually gained about a quarter of a million people in the past decade, rather than losing 18,000. As the Chicago Sun-Times pointed out the next day, an undercount of roughly 250,000 people is more or less equivalent to overlooking the entire population of Aurora—Illinois’ second-largest city—with Decatur stricken from the books for good measure. So here’s the new bottom line: Illinois was undercounted by 2%, meaning that instead of being one of just three states to lose people in the decade of the 2010s, our population actually rose a bit to over 13 million from the reported 12,815,508. In fact, Illinois was one of more than a dozen states where the headcount was significantly off in the 2020 census. News of the Census Bureau’s blunder did much to cheer Illinois boosters who have openly worried that a steady drumbeat of negative headlines is harming the state’s reputation. Gov. J.B. Pritzker, for one, cheered the news, saying he’s looking forward “to celebrating this development with all Illinoisans, including those who routinely badmouth our state.”

this state the kind of place where people want to live and businesses want to invest. Illinois’ tax climate is still uncompetitive compared to other states. The city’s crime situation—a nightly cavalcade of mayhem stretching from the outlying neighborhoods all the way down to the Loop—is rattling the nerves of even the most diehard Chicago-lovers. And while economic devel-

IT’S TIME TO GET BACK TO WORK ON FIXING ILLINOIS’ MYRIAD PROBLEMS.

ALAMY

Put the census celebration on hold, Illinois

To be sure, the revised data will likely restore federal funding to a variety of programs within Illinois—as much as $100 million worth, according to a preliminary estimate by budget watchdog group the Civic Federation. That’s good news. And while the new count is unlikely to change much on the political map—congressional reapportionments have already been made—it is indeed heartening to know

the numbers do not necessarily support doomsayers’ anecdotal accounts of a stampede away from Illinois. That said, the newly rectified census numbers should not give policymakers in this state too much comfort. Other states are growing faster, for one thing, and Illinois as well as the jewel in its crown, the city of Chicago, still have considerable work to do to make this city and

opment officials like to emphasize the city and state’s wins when it comes to corporate investment, there’s no way to paper over the reputational hit that comes from Fortune 500 players like Boeing leaving town or homegrown manufacturers like Rivian opting to invest in Georgia rather than here. The census snafu should have given our elected officials and the economic teams who work for them cause to take no more than a five-minute victory lap and perhaps enjoy one round of “I told you so’s.” Now that they’ve gotten that out of their system, it’s time to get back to work on fixing Illinois’ myriad problems. The best place to start is by creating policies that attract businesses, and the jobs they create, rather than repelling them. The solutions to many of this region’s most complex problems would flow from there.

Don’t conflate crypto with financial inclusion

product from the company? If FTX products are required, which should raise alarm bells, what remedies do participants have if these products are hacked? Finally, how will the city guarantee this is not a gimmick to draw low-income people into a risky market? FTX US President Brett Harrison tweeted that “FTX and the FTX Foundation aim to make long-term investments in the communities we’re a part of, and to use crypto and our financial technology stack to provide new means of equitable access to financial services to historically underserved populations.” Harrison is right to recognize the communities that have historically been denied access to traditional financial services—an especially acute problem in Chicago. Yet, while “equitable access” is a noble goal, are volatile, risky cryptocurrencies the solution? Indeed, the concept of “predatory inclusion” has been studied extensively by scholars such as Keeanga-Yamahtta Taylor, Louise Seamster, Raphaël Charron-Chénier and Tressie McMillan Cottom. The concept refers to marginalized groups gaining access to goods, services or opportunities that they previously were

Write us: Crain’s welcomes responses from readers. Letters should be as brief as possible and may be edited. Send letters to Crain’s Chicago Business, 130 E. Randolph St., Suite 3200, Chicago, IL 60601, or email us at letters@chicagobusiness.com. Please include your full name, the city from which you’re writing and a phone number for fact-checking purposes.

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YOUR VIEW

What could be better than free n the same week that bitcash, products and services in a coin’s value plummeted and cash-strapped city? However, a the rest of the crypto market closer examination raises serious appeared to collapse, FTX US concerns about the risks posed opened its new headquarters to low-income Chicagoans. in Chicago. The timing was not The mayor and her team auspicious for the cryptocurshould not promote cryptocurrency exchange. Nevertheless, rencies for their “financial inin partnership with Mayor Lori clusion” benefits, when these Lightfoot and the nonprofit claims lack evidence and the Equity & Transformation, FTX US also announced the launch Tonantzin Carmona is crypto space remains unregof a one-year pilot program a David M. Ruben- ulated and without consumer protections. For instance, crypto give 100 Chicagoans $500 stein Fellow at tocurrencies do not presently per month, financial literacy Brookings Metro. address the needs of the untraining, “a zero-fee bank account with access to investment products” banked, underbanked or low-income Chicagoans who lack access to simple, quick and FTX’s zero-fee debit card. As the Chicago Sun-Times reported, and affordable financial services. CrypLightfoot praised the efforts, saying, “This is tocurrencies are also notoriously volatile, a mechanism and a tool to bring tradition- and crypto products and platforms are rife ally underrepresented and ignored popu- with scams, fraud and hacks. Furthermore, the products and services lations into the world of crypto so they can take ownership and control of their own fi- offered in the pilot prompt important quesnancial destiny.” Meanwhile, Deputy May- tions. For example, will participants receive or Samir Mayekar touted the company’s the monthly $500 in cash or must they accept cryptocurrencies? Will they be required commitment to “financial inclusion.” In theory, this pilot sounds promising. to use a crypto wallet or other investment

want poin ous t ture staff finan W corre trans Capi that is ea of th Stree

excluded from—yet the conditions accompanying this access undermine or eliminate the long-term benefits, while others profit from this inclusion. An example of predatory inclusion can be for-profit colleges, which are meant to expand access to higher education, but come at a higher cost and with student loans that are difficult to repay. There are also payday loans. Making Chicago a hub of an emerging industry and attracting new firms makes sense, especially if this is achieved through partnerships, cross-sector collaborations and community involvement. Furthermore, the goal of making the FTX US pilot a complement to the city’s two other guaranteed basic-income initiatives may have been well intentioned. At this stage of the technology’s development, promoting crypto as a form of financial inclusion is irresponsible. It might be wiser for city officials to wait and see whether crypto technology progresses or collapses first. In the meantime, Chicagoans would be better served by public officials who work to resolve the root causes of discriminatory financial services in the first place.

Sound off: Send a column for the Opinion page to editor@ chicagobusiness.com. Please include a phone number for verification purposes, and limit submissions to 425 words or fewer.

5/20/22 2:56 PM

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CRAIN’S CHICAGO BUSINESS • MAY 23, 2022 11

LETTER TO THE EDITOR

River North residents will be paying to help Bally’s casino

s one of the many River North residents opposed to siting Bally’s casino at the Tribune Freedom Center, I wanted to share my feedback on a particular point that city staff have articulated numerous times—that Bally’s will pay for infrastructure upgrades in the surrounding area. City staff are quoted as stating no tax-increment financing district will be created for Bally’s. While this statement may be technically correct, it is disingenuous and far less than transparent, as the city’s 2021-25 five-year Capital Improvement Program book shows that $72.4 million of tax-increment financing is earmarked for the design and construction of the Chicago Avenue bridge and Halsted Street viaduct infrastructure. At the April 25

virtual community meeting, a Bally’s representative indicated these improvements are needed for the casino development. The Tribune site is adjacent to two TIF districts, including the Chicago/Kingsbury district on the east and the River West district on the west. TIF revenues generated by these two districts will fund almost 96% of the $72.4 million cost of the bridge/viaduct capital improvement. Of this amount, about 36% will come from the Chicago/Kingsbury TIF, and almost 60% will come from the River West TIF. As a resident in the neighborhood of the Chicago/Kingsbury TIF, I question why the city would continue to commit to using TIF funds—directly generated by the many residential property owners located adjacent

to the Tribune casino site—when these infrastructure improvements will no longer address the existing traffic conditions for which these funds were intended. Rather, the residents within the Chicago/Kingsbury TIF will be footing the bill for infrastructure improvements that will benefit the casino, a development that will negatively impact our own property values and quality of life. As proof in point, the traffic study shared by the city for the Bally’s casino site shows that, even with mitigation efforts, the level of service for the streets and intersections around the casino site are projected to receive poor grades (A is good flow; F is gridlock): Halsted/Chicago—mostly D-F Larrabee/Chicago—mostly D-F

Orleans/Ontario (90/94 on-ramp)— mostly D-F Orleans/Ohio (90/94 off-ramp)—mostly D-E (weekdays) Halsted/Milwaukee/Grand—mostly D-F The report concluded that delays will increase at most intersections, even with mitigation efforts. I hope thoughtful urban planning and reasonable public policy will prevail. A $1.7 billion casino development project in a residential neighborhood that is majority-owned by an out-of-state hedge fund company that has never built a casino in such a setting does not qualify as such.

DAVID SCHABES Chicago

CRAIN’S CHICAGO BUSINESS

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12 MAY 23, 2022 • CRAIN’S CHICAGO BUSINESS

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Tony Priolo prepares a pork dish in a paella pan while cooking for World Central Kitchen.

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CRAIN’S CHICAGO BUSINESS • MAY 23, 2022 13

From high-profile chefs to area churches and corporations, Chicagoans are donating money and time to Ukrainians displaced and under attack by Russian aggression BY JUDITH CROWN

t’s a long way from caprese salad and prosciutto pizza in Chicago to cooking borscht and goulash at the PolishUkrainian border. But Chef Tony Priolo of Italian restaurant Piccolo Sogno last month returned from a weeklong volunteer assignment with fellow high-profile chefs Paul Kahan and Giuseppe Tentori cooking for World Central Kitchen. The nonprofit has been feeding refugees crossing the border and delivering food to stricken areas of Ukraine. “To think one day you have everything and the next day you’re traveling for weeks with a single bag to get out of your country,” Priolo says. “Food helps; it provides some comfort.” The chefs are part of a local outpouring of support for Ukraine, which has been under Russian attack since Feb. 24. With Chicago having the secondlargest concentration of Ukrainians in the U.S., some in the city have been able to send funds directly to friends and contacts on the ground. Those targeted contributions complement a broad wave of individual and company donations to Chefs Paul Kahan, top, and Giuseppe Tentori were global relief organizations such as among the World Central UNICEF and the Kitchen volunteers. International Committee of the Red Cross. The Ukrainian Baptist Church of Berwyn, for example, sent $100,000 to missionaries who support sister churches. The Selfreliance Federal Credit Union, which is rooted in the Ukrainian community, had raised more than $500,000 as of mid-April and waived transfer and wire fees for money bound to Poland and Ukraine. Real estate entrepreneur Daniil Cherkasskiy started a chain of trusted contacts who could take care of hard-tofill needs such as baby formula and pet food. Small businesses have stepped up. The Onion Roll Delicatessen in Oak Park baked blue and yellow bagels to honor the colors of the Ukrainian flag and donated proceeds to a fund established by St. Joseph’s Ukrainian Catholic Church. At the other end of the spectrum, corporate Chicago responded with direct contributions to relief organizations and matching programs. Kraft Heinz

A LOCAL OUTPOURING OF

ERIC KLEINBERG

SUPPORT FOR UKRAINE

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14 MAY 23, 2022 • CRAIN’S CHICAGO BUSINESS

For Ukraine, an outpouring of support from Chicago UKRAINE from Page 13 donated $1 million to the Red Cross, implemented a company match for employees wishing to donate to relief organization and has stopped shipping Kraft Heinz products to Russia. The Motorola Solutions Foundation donated to Direct Relief, a nonprofit organization with a long history of providing aid to the region, and is matching employee donations to organizations providing humanitarian aid. One of the area’s largest foundations—the Jewish Federation of Chicago—had raised $7.5 million as of early April, combining its funds with the contributions of other U.S. Jewish federations for a bigger impact. It channels dollars to organizations that were operating in Ukraine before the invasion and other nongovernmental organizations that are stepping up to provide relief. “When you pool resources and have trusted partners on the ground, you can have an impact that wouldn’t otherwise be possible,” says JUF Chicago board member Wendy Abrams. Meanwhile local agencies are readying for an influx of Ukrainian refugees and asylum seekers. President Joe Biden pledged to allow permanent refugee status for up to 100,000 Ukrainians in a process that requires them to apply to the State Department while they are still outside the U.S. Separately, Ukrainians are beginning to enter the U.S. and Chicago with a goal of humanitarian parole, which, if granted, gives them a year to apply for asylum, says Melineh Kano, executive director of RefugeeOne, the city’s largest resettlement agency. Many traveling to Chicago have family here, but those relatives don’t always have a lot of resources to help, she says, adding, “We are gearing up to welcome and serve them.” The agency has one Ukrainian speaker and is looking to hire another. It provides assistance with housing, jobs and learning English.

Chef Tony Priolo at his restaurant Piccolo Sogno.

Ukrainians began arriving in Chicago during the 1870s, the first of four waves of mass immigrations. The first arrivals were mostly poor peasants seeking a better life, according to the Ukrainian National Museum of Chicago. Subsequent waves date to the end of World War I, when Ukraine declared itself an independent nation, and World War II, when professionals and intellectuals fled Stalin’s oppression. The dissolution of the Soviet Union spurred the most recent wave in the 1990s. Many settled in the Near West Side neighborhood known as

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ERIC KLEINBERG

WAVES OF UKRAINIAN IMMIGRANTS

Tony Priolo and Paul Kahan prepare food at the Polish-Ukrainian border.

Ukrainian Village, bounded by Division Street and Chicago, Western and Damen avenues. It’s the center of Ukrainian cultural life, with churches, schools and restaurants, although the population has dispersed over the years. Chicago has the second-largest U.S. population of Ukrainians, after New York, according to data from the Census Bureau and New York-based Ukrainian scientific nonprofit Shevchenko Scientific Society, with estimates ranging between 54,000 and 64,000. Kyiv is among Chicago’s 20 sister cities, according to World Business Chicago Among the third wave of refugees was Oleh Karawan, whose family fled Lviv when he was 6 and arrived in the U.S. in 1949. His family was at risk of being deported to Siberia because they opposed the Soviets in supporting an independent Ukraine, says Karawan, chair of the Chicago-based Selfreliance Federal Credit Union, which was established in 1951 by a group of Ukrainian immigrants.

As of last month, the credit union had raised more than $500,000 that was distributed to three Ukrainian relief organizations, including Chicago-based Ukrainian Medical Association of North America Foundation, which has been shipping medicine and medical supplies. The credit union foundation’s waiver of wire fees has helped other local organizations such as the Ukrainian Baptist Church of Berwyn, says deacon Igor Kalinin, who was born in Kyiv and whose father is the recently retired pastor of the Berwyn church. Missionaries at sister churches have been purchasing food and medicine in Poland and distributing the supplies to different regions in Ukraine, he says. The church also is supporting a bakery in Kyiv that is run by a congregant’s family. “We’re sending money to keep the lights on and provide supplies,” Kalinin says. “They are providing bread for the community 24/7.” Ukrainian Baptist also teamed with Berwyn restaurant Autre Monde in

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Cherkasskiy wired the funds on a Tuesday, and the driver secured a bus the same day and drove the orphans to the Polish border. The next day Kherson fell to Russian forces. Cherkasskiy said he recently was funding seven teams that had evacuated 17,000 Ukrainians. Cherkasskiy works as a director at a real estate data company that was acquired by Zillow and says he is “balancing priorities.” He named his volunteer operation Ukraine TrustChain because it relies on a network of trusted personal relationships. TrustChain has raised $500,000, and Cherkasskiy hopes to reach potential donors beyond the immediate Ukrainian community. He’s applying for federal nonprofit status as a 501(c)(3) organization.

JOHN R. BOEHM

FOOD AND CARE AT THE BORDER

a March fundraiser that generated $3,500—part of the $100,000 raised by the church. The efforts of Ukrainian immigrant Cherkasskiy started when a childhood friend who had just delivered premature twins posted a plea for infant formula at the small natal facility in Kyiv. A Kyiv real estate agent responded to Cherkasskiy’s Facebook post and started driving to pharmacies in town in search of the needed product. While others ended up securing the formula, Cherkasskiy asked the agent how he could help. Could she use money for food and fuel? “Within a week she had a team of 70,” he says. The group focused attention on seniors who were isolated at home, bringing them food, medicine and supplies. “At one point elderly people in Kyiv couldn’t find food for their pets,” he says. In another instance, Cherkasskiy found himself in conversation with a group looking for a bus to evacuate an orphanage in Kherson. They could rescue 100 children at a cost of $5,000.

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traveled to one of the border crossings. “It was organized chaos, but in a good way,” Brown recalls. There are tents set up providing the refugees with food, water, medical care and a place to sleep. “It’s humanity taking care of humanity,” he says. But the difficulty, he adds, is that when you speak to the refugees, you realize they’re in trauma. “Two weeks before they were their homes with their families,” he says. “Overnight, that is thrown up in the air. Families are broken up. Husbands and sons are fighting a war they didn’t want.” Chef Priolo’s humanitarian journey began the morning after the Russian invasion while he was exercising and watching the news. He fired off an email to some fellow chefs: “We need to do something for the people of Ukraine.” Sarah Stegner, the chef at Prairie Grass Cafe in Northbrook, called Priolo. “I’m in; what kind of help do you need?” she recalls asking. The pair built a team that organized a mid-March fundraiser at Navy Pier featuring dishes from 72 chefs. The event quickly sold out and raised $500,000. It wasn’t just borscht and cabbage rolls. Priolo’s Piccolo Sogno offered a seafood salad, and Stegner featured a blue cheese terrine with candied pecans and grapes. The chefs agreed to send the funds to World Central Kitchen, the nonprofit founded by celebrity chef José Andrés after the 2010 earthquake in Haiti. The organization’s #ChefsForUkraine last month was nearing 300,000 daily meals—sending food to 30 cities and towns in Ukraine as well as feeding refugees at border crossings in Poland, Romania and Moldova. World Central Kitchen recently delivered hot food and supplies to besieged residents of the Kyiv suburbs of Irpin and Bucha, the sites of atrocities by Russian troops. Priolo joined chefs Kahan of The Publican and Tentori of GT Fish & Oyster to cook at World Central Kitchen for a week in April. They worked out of a converted open-air warehouse in Poland near the border and cooked from 9 a.m. to 8 p.m. Priolo acknowledges that he had never cooked at such huge volumes.

Cherkasskiy’s initiative represents one person making a difference, but it’s more common for organizations to leverage their numbers. That’s the case with the Jewish Federation of Chicago, which has distributed its $7.5 million raised in relief funds through its umbrella organization, Jewish Federations of North America, which have collectively have raised $50 million. Chicago’s funds are allocated to three primary partners well established in Ukraine—the American Jewish Joint Distribution Committee, the Jewish Agency for Israel and World ORT—as well as 13 nongovernmental organizations that are stepping up. For example, the Israel Trauma Coalition trains people to help those suffering from psychological traumas, and the Hadassah Medical Organization provides medical equipment to the Ukraine health system. These groups extend aid beyond the Ukrainian Jewish community to Ukrainians caught in the crossfire as well as the millions of refugees crossing into neighboring countries. Abrams and another JUF Chicago board member, David Brown, traveled to the Polish and Ukrainian border in mid-March to observe the situation firsthand and see how funds were being deployed. They were part of a group of 30 Jewish leaders who spent a quick 48 hours on the ground. They collected stories to convey back to Chicago com- “WHEN YOU POOL RESOURCES AND HAVE munities to rally TRUSTED PARTNERS ON THE GROUND, further support. At a hotel in War- YOU CAN HAVE AN IMPACT THAT saw that was serving as a refugee WOULDN’T OTHERWISE BE POSSIBLE.” center, Abrams met a young mother Wendy Abrams, JUF Chicago board member with her two chil“We cooked what they told us dren who had left their home in to cook: borscht, stews, potato haste after Russian forces bombed salad and beet salad,” Priolo says. the nearby Zaporizhzhia nuclear “It was intense. The trucks were in power plant in southern Ukraine. and out all day picking up food.” “Her husband looked at her The group traveled to a checkand said, ‘You’ve got to save our point to observe firsthand the children. Get on a bus.’ She had Ukrainians coming across the bor15 minutes to throw things in der. Within seconds the refugees a bag,” Abrams said. The mom see World Central Kitchen, where and her kids endured an overthey can get soup, sandwiches, night train trip to the border in a apples and water—they can take packed car and stood for hours in whatever they want,” Priolo says. the cold before they could cross “It was mostly moms, kids and the border. grandparents. It was sad to see.” On the second day, the group

YOUR VIEW

As oil prices soar, so too does food insecurity

affect nearly every asmagine being in pect of our food supply a situation where chain. That’s a dangeryou have to decide ous one-two punch for between filling your those who are already car’s tank and paying on the margins ecoyour heating bill or nomically. buying food for your The net result is less family. nutritional value for Now, imagine both their families. Chilyour energy costs and dren will go hungry. your grocery costs Casey Herman is Rising energy pricskyrocketing at the board president es have also affectsame time. of Nourishing ed the organizations That’s been the re- Hope. He also like ours dedicated to ality for the past few manages the U.S. serving people facing months for thou- energy, utility and hunger. Nourishing sands of our neigh- mining practice at Hope is part of the bors in the Chicago PricewaterhouseGreater Chicago Food area. Nearly all of us Coopers. Herman Depository’s network have felt the impact has served on the of hundreds of food in some way of the board of directors highest oil prices in of Feeding America pantries, soup kitchens and shelters in years, exacerbated by and the Mid-Ohio Cook County. All of Russia’s invasion of Food Collective. us likely have experiUkraine. Our supply of oil and natural gas in the Unit- enced increased food, utility and ed States has remained virtually transportation costs. (This comes at a time when unchanged by these geopolitical events, but the price of oil visits to our food distributions is largely determined by global are up more than 56% compared to before the pandemic.) markets. At Nourishing Hope, we’ll do For many of us, the soaring oil prices have meant shelling what we’ve done since 1970— out astonishing sums at the gas show up to serve our neighbors pump and at the grocery stores. in need. But we, and other simiUntil just recently, this spring lar organizations in Chicago, will was particularly cold and dreary, need your support to navigate so we kept the heat cranked up this latest crisis. Better times will come evenas we waited for warm weather tually. The service industries will to arrive. In other words, we gripe but rebound so long as COVID cases stay down. Jobs are abundantget by. As the board president for ly available. But any thought of Nourishing Hope, formerly a full-blown economic recovknown as Lakeview Pantry, I’m ery have to be tempered until asking you to consider those oil prices stabilize, which could who have been and will contin- take years. If anything, this is a remindue to be hit much harder. Hundreds of thousands of people ex- er that we’re all connected. In perience food insecurity in Cook good times and in bad, we’re all County, a grim fact made even in this together. A war in Europe more dire during the coronavi- doesn’t just affect people on another continent. And the local rus pandemic. Now, because of rising energy impact isn’t just sticker shock at costs, they have less money to put the gas pump. The health and well-being of toward food. And the food they buy costs more because oil prices our neighbors is at stake.

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SPONSORED CONTENT 2. What’s top on your wish list now?

2. What’s top on your wish list now?

• Resources to equip our teams with the tools and skills necessary to support our clients now and in the future; • Funding to sustain and strengthen our core operations and build new capabilities, ensuring our clients and teams flourish well into the next decade

• New corporate partners to help us provide internship opportunities; • Golfers interested in playing Medinah Country Club’s Ryder Cup course

CHICAGO COUNCIL ON GLOBAL AFFAIRS 1. What is your biggest opportunity in the upcoming year? Celebrating its centennial anniversary in 2022, the Council is embarking on an ambitious digital transformation to engage more people in Chicago and beyond. We believe that the more knowledgeable and engaged people are in global issues, the more open and promising the world will be.

NONPROFITS LOOK AHEAD TO THE FUTURE As the COVID-19 recovery continues, here are the ways you can help

In the midst of the COVID-19 recovery, nonprofits are continuing to adapt to various changes. Yet, their missions remain unchanged: to make the world a better place through their particular offerings. As they prepare for the future, Giving Guide contributors shared their organizations’ upcoming opportunities and most pressing needs with Crain’s Content Studio. Please take a moment to consider how you can become involved and help them achieve their goals.

ANDERSON HUMANE 1. What is your biggest opportunity in the upcoming year? Anderson Humane needs you to volunteer for a committee or join our advisory board, helping to guide our organization through some exciting new projects in the coming years. 2. What’s top on your wish list now? • We need a new pet food supplier for the animals in our shelters. • We need people to join our community of foster families, helping us care for even more animals and for those who need some extra love. • We would like to find some additional advisory board-level volunteers. ANN & ROBERT H. LURIE CHILDREN’S HOSPITAL OF CHICAGO 1. What is your biggest opportunity in the upcoming year? The pandemic continues to take a toll on the emotional and mental health of children. The need for our expertise is higher than ever. We will continue to build sustaining programs that strengthen communities, help children and families through times of crisis, and enhance their well-being at every stage of life. 2. What’s top on your wish list now? We rely on donor gifts to give more kids access to specialized care. If you believe every child deserves a healthier future, make a monthly commitment at luriechildrens.org/monthly. ASSOCIATION HOUSE OF CHICAGO 1. What is your biggest opportunity in the upcoming year? Association House is one of Chicagoland’s largest bilingual foster care providers, and this year we’re looking to train and recruit a record number of new foster parents to provide safe homes for children. You can help by hosting a lunch-and-learn or expressing interest yourself! 2. What’s top on your wish list now? • Pantry items for weekly food distribution; • Employer partners for expanding workforce programs; • Volunteer groups for projects at our residential facilities

2. What’s top on your wish list now? Financial contributions will support the development of engagement experiences; efforts to position the next generation for leadership roles; research and thought leadership on global issues; and our evolving commitment to diversity, equity and inclusion.

Our biggest opportunity is expanding GiGi’s At Home programming into the GiGi’s Virtual Playhouse, a secure, interactive, global education platform and a permanent, worldwide solution for families who lack access to a physical playhouse. 2. What’s top on your wish list now? • Board members: Energetic, entrepreneurial business and civic leaders eager to create a more accepting world • Corporate partners: Companies committed to DEAI to sponsor GiGi’s programs, take the #GenerationG pledge and inspire employees to advocate for individuals with Down syndrome GREATER CHICAGO FOOD DEPOSITORY 1. What is your biggest opportunity in the upcoming year?

1. What is your biggest opportunity in the upcoming year?

Inflation, rising food prices and expiring COVID-19 relief programs prolong our community’s recovery to the pandemic. We have an opportunity to bolster the emergency food system and make equitable investments in communities facing the highest rates of food insecurity.

Through our Employment Services Program and Social Enterprise businesses, we want to help businesses create more diverse, equitable and inclusive workplaces. We are experts in inclusive hiring, accessibility and disability inclusion. Our work helps build individual confidence and community strength. 2. What’s top on your wish list now? We want to expand our partnerships with area businesses and create employment opportunities for people who are blind, visually impaired, disabled and Veterans. Our Social Enterprise services include Customer Contact Centers, Digital Accessibility Consulting, and Product Assembly and Fulfillment. DANIEL MURPHY SCHOLARSHIP FUND 1. What is your biggest opportunity in the upcoming year? Join us in the DMSF Equitable Education Initiative, a program that ensures Murphy Scholars are provided tuition assistance, academic and social/emotional support. As a partner in the DMSF mission, you are making a four-year investment in Murphy Scholars by providing access to an equitable education. 2. What’s top on your wish list now? Support the DMSF Caddie Program! Every summer, up to 140 Scholars participate and have the opportunity to earn money, gain job experience, live in college dormitories and become eligible to apply for the Evans Scholarship. FATHERHOOD EDUCATIONAL INSTITUTE 1. What is your biggest opportunity in the upcoming year?

2. What’s top on your wish list now? Donations and volunteers are essential to our work. Together, we can feed our neighbors and address hunger’s root causes through investing in local partners, connecting residents to job training and benefits, and advocating for policies that lift up our communities. HAYMARKET CENTER 1. What is your biggest opportunity in the upcoming year? When patients enter treatment at Haymarket Center, many are experiencing homelessness and have complex medical and behavioral health needs. Our focus is to expand and improve our delivery model and physical space to simultaneously address substance use disorder, behavioral health and physical health to ensure long-term recovery. 2. What’s top on your wish list now? Stigma still exists and touches every aspect of our work—from access to treatment, to awareness of the disease, to funding. We need passionate advocates who can help shine a light on substance use disorder, advance our mission, raise awareness of our cause and grow network of supporters. INVEST FOR KIDS 1. What is your biggest opportunity in the upcoming year?

We have an opportunity—with adequate funding—to remove cost as an impediment to fathers, so that they gain necessary training, skills and certifications to take advantage of the current job market, as skilled workers are highly demanded.

Our biggest opportunity is reconnecting with our audience and supporters at an in-person conference. As our primary activity, we rely on our conference’s success to fund our mission. This is particularly important when Chicago’s young people’s needs are at an all-time high.

2. What’s top on your wish list now?

We’re especially interested in establishing a scholarship fund to help struggling fathers learn skills so they can earn a living and support their families. And we’d like to build relationships with Illinois-based community colleges so they can increase applicants’ awareness of scholarship availability through FEI.

Our number one wish is to reach a record-breaking fundraising goal of $2 million. Since 100 percent of our fundraising dollars are contributed to organizations in Chicago that serve young people, this will have a major impact.

GENESYS WORKS CHICAGO 1. What is your biggest opportunity in the upcoming year?

1. What is your biggest opportunity in the upcoming year?

Over 600 Chicago Public Schools’ juniors applied to be part of our program during their senior year, which means that, with your help, we could provide additional opportunities to this enterprising youth!

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1. What is your biggest opportunity in the upcoming year?

THE CHICAGO LIGHTHOUSE

CATHOLIC CHARITIES OF THE ARCHDIOCESE OF CHICAGO

The impact of the pandemic will last for decades; needs will continue to evolve and grow. Our learnings, paired with our century of service, inform an investment in our frontline teams to deepen impact, enhance effectiveness and heighten engagement.

GIGI’S PLAYHOUSE DOWN SYNDROME ACHIEVEMENT CENTERS

LES TURNER ALS FOUNDATION 1. What is your biggest opportunity in the upcoming year? We are interested in expanding our educational resources so people and families living with ALS can find answers to their questions when they need them most. Furthermore, we’d like to increase access to effective ALS therapies that can extend and improve quality of life.

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SPECIAL OLYMPICS ILLINOIS

We want to increase support from the community to reach more people and families living with ALS, fund leading-edge research and expand multidisciplinary clinical care to bring us closer to realizing a world free of ALS.

1. What is your biggest opportunity in the upcoming year?

MERCY HOME FOR BOYS & GIRLS

We’re interested in innovating our programs for neighbors facing food insecurity, providing additional access to the nutritious food they want and need to thrive, and enabling them to have a choice, regarding how and when they want to receive it.

Our biggest opportunity is helping us to reach more athletes in Chicago and across the state of Illinois. Get involved by supporting the Chicago Ducky Derby, attending our Champions Ball, or joining our Leaders Council or Young Professionals Board.

1. What is your biggest opportunity in the upcoming year?

2. What’s top on your wish list now?

Make a difference in young lives. We currently have open positions for qualified individuals at all levels in our youth care programs.

We want to overcome all barriers for those in need of food assistance. We encourage everyone’s help in raising awareness of available pantries and programs, while also destigmatizing the experience of asking for help.

Inclusion. For us, that starts on the playing field. Roughly $150 will send one athlete to a competition in 2022. Special Olympics Illinois provides programming for more than 21,000 athletes in Illinois—only a percentage of those who are eligible to compete.

NOURISHING HOPE

THRESHOLDS

1. What is your biggest opportunity in the upcoming year?

After opening a new centrally located facility on Hubbard Street this month, Nourishing Hope is poised to expand its online market, home delivery and mental health counseling programs, in partnership with community organizations throughout the city.

We are currently hiring for dozens of positions within the agency. If you have ever wanted to make a real difference in people’s lives, Thresholds is the place for you. Visit www.thresholds.org/careers to see available opportunities.

2. What’s top on your wish list now?

As we continue to grapple with the effects of the pandemic on top of rising inflation, we’re always welcoming volunteers, inkind donations and financial gifts. Learn more about ways that individuals, community groups, and corporate and foundation partners can become involved at nourishinghopechi.org.

Thresholds works with many individuals who are experiencing homelessness. As such, we are interested in donations of items well-suited for this population, including hygiene products (toothbrushes, toothpaste, deodorant, etc.), basic clothing items (socks, underwear) and cold weather clothing (warm coats, gloves, hats, etc.).

2. What’s top on your wish list now? • Donations so that we can provide food, clothing, shelter, safety, therapy, education and career development for kids in crisis; • Committed professionals to join our team; • Help to send our kids to camp during the summer. Getting kids away from the city to experience nature promotes healing. MIKVA CHALLENGE 1. What is your biggest opportunity in the upcoming year? In 2022, we will undergo strategic planning and identify how we will grow our work, tell the story of its impact and develop systems that ensure sustainable growth. We look forward to expanding our work with a focus on supporting a just, equitable and representative democracy that embraces youth voice! 2. What’s top on your wish list now? Engaging more students (and supporters) than ever in Project Soapbox, our public speaking program that gives students a platform to speak out about the issues that impact them. NEIGHBORHOOD HOUSING SERVICES OF CHICAGO 1. What is your biggest opportunity in the upcoming year? We are committed to continuing to use our deep neighborhood connections to support homeownership while expanding business opportunities for entrepreneurs in areas that need assistance. We provide critical services to our communities and can help people acquire properties, giving them the chance to experience the peace of mind and stability that comes with property ownership. 2. What’s top on your wish list now? We are interested in receiving generous philanthropic support for operations and capacity building as we continue to provide services to communities in need. THE NIGHT MINISTRY 1. What is your biggest opportunity in the upcoming year? The Night Ministry is launching its new strategic plan, which aims to strengthen the agency’s organizational capacity, while also increasing the quality and reach of its programs. These objectives are rooted in The Night Ministry, furthering its pursuit of becoming an anti-racism organization and in advancing innovation in its services and operations. 2. What’s top on your wish list now? • Your ongoing financial and material support of our work; • Your help in elevating the profile of our mission; • Advocating for affordable housing and related supports for our most vulnerable community members NORTH SHORE EXCHANGE 1. What is your biggest opportunity in the upcoming year? Our biggest opportunity is growing our consignor base since we can sell all the high-quality merchandise we receive—and our customers will find us because they recognize the great values they can buy. 2. What’s top on your wish list now? We are focused on growing sales in each of our outlets: all three stores (Glencoe, Chicago and Wilmette) and online. We also want to generate enough sales to give away over $500,000 a year to charity.

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PERSPECTIVES CHARTER SCHOOLS 1. What is your biggest opportunity in the upcoming year? We’re interested in expanding our professional certifications program, which empowers students with marketable skills, enabling them to earn an income and continue learning in their field of study. Our goal is for all students to graduate high school with 15 hours of college credits and a certification. 2. What’s top on your wish list now? To ensure that our students succeed in our certification programs, we are seeking:

THRIVE SCHOLARS 1. What is your biggest opportunity in the upcoming year? For the first time, the University of Chicago will be hosting Thrive’s signature six-week academic boot camp, known as Summer Academy, for 240 rising first-year college students, offering an opportunity for companies to become corporate funders and join our career panels. 2. What’s top on your wish list now?

• Corporate partners to help identify growing industries; • Mentors to support our students and create meaningful learning experiences; • Updated computer labs, allowing students to access interactive tutoring and instructional software programs

• Develop outcome-driven partnerships with Chicago companies sponsoring Scholars in our six-year program and offering company exposure; • Recruit professional mentors for our Scholars; • Strategically grow Thrive Scholars Chicago Board of Directors to include leaders with connections that align with our Scholars’ career aspirations

ROSECRANCE

UNITED WAY OF METRO CHICAGO

1. What is your biggest opportunity in the upcoming year?

The Rosecrance Foundation is gearing up for an exciting event on Oct. 21 in Chicago, with a featured guest speaker who will share their personal story of recovery. To learn how you can get involved, please contact Sally Draper at 312-833-2097.

With your support, we can ensure individuals and families can meet their basic needs—like food, health care and housing—and work together to reverse the effects of disinvestment in our Black and Latinx communities.

2. What’s top on your wish list now?

• Contributions to support adolescent and adult clients seeking treatment at Rosecrance, and support for our unique sober living program at Rosecrance Lakeview in Chicago; • Volunteers to help us plan our Oct. 21 fundraising event in Chicago; • Pro bono public relations experts to help us spread the word about our lifesaving mission

• Subscribers to our monthly United Way newsletter. Sign up today at liveunitedchicago.org. • Followers on our social media channels: Facebook @ unitedwaychicago, Twitter and Instagram @unitedwaychi, and LinkedIn @United Way of Metro Chicago. • Volunteers for our virtual and in-person opportunities. Learn more at liveunitedchicago.org/volunteers.

THE SALVATION ARMY 1. What is your biggest opportunity in the upcoming year? We will continue our efficient use of funding for our services, given how we apply 82 cents of every dollar donated, which goes directly into programming that supports residents in our service area. And we’ll improve upon the more than 50 social service programs we provide. 2. What’s top on your wish list now? We want to maintain the momentum of the generous donations we receive to help those who need it most in our city by providing support, such as short-term housing assistance, nutritious meals through our food pantries and emergency response services.

WOMEN’S BUSINESS DEVELOPMENT CENTER 1. What is your biggest opportunity in the upcoming year? Without question, our biggest opportunity will be working to establish greater digital equity. 2. What’s top on your wish list now? We are interested in expanding the availability of equity capital for women- and minority-owned businesses, sharing more WBDC programs and services through the hub and spoke model, and fueling growth for women- and minority-owned businesses by increasing procurement opportunities.

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Ann & Robert H. Lurie Children’s Hospital of Chicago provides superior pediatric care in a setting that offers the latest benefits and innovations in medical technology, research and family-friendly design. As the largest pediatric provider in the region, kids and their families are at the center of all we do.

Visit: For the highest-quality care close to home, visit one of our 13 outpatient centers, 11 partner hospitals and five primary care locations.

Promoting the health and well-being of children and adolescents beyond the hospital walls is a critical part of our mission. All community-focused initiatives at Lurie Children’s are led by the Patrick M. Magoon Institute for Healthy Communities. One of its top priorities is to address the root causes of health disparities, including systemic racism, poverty, poor access to health care, housing insecurity, food insecurity, unemployment, violence and an unsafe physical environment. The Magoon Institute also facilitates community-engaged outreach and research initiatives to advance and implement evidence-informed child and adolescent health programs and practices. Lurie Children’s relies on philanthropic funding to deliver programs and services for children and families. Founded in 1987, the Ann & Robert H. Lurie Children’s Hospital of Chicago Foundation is a charitable, tax-exempt organization that works to advance the mission of the hospital.

WEBSITE luriechildrens.org

6,200 EMPLOYEES

Explore: As a nonprofit medical center, we depend on your generosity to deliver the very best care, support patients and their families, and discover lifesaving cures and treatments. Explore all the ways to get involved—including volunteering or hosting a fundraiser—at luriechildrens.org/getinvolved. Join: Volunteer board and committee members are a critical part of our mission and the success of our fundraising initiatives, each made up of philanthropically-minded individuals dedicated to improving the lives of children. Join one of our esteemed boards to make a difference for kids. Help Others: Shop our Feel Good Gifts guide to help provide critical support for the patients and programs at Lurie Children’s. You can browse the gift guide at luriechildrens.org/feelgoodgifts. Donate: As a nonprofit medical center, we rely on donors to give kids access to the very best care. There are many ways to support Lurie Children’s, including making a one-time donation, becoming a monthly giver or making a corporate gift. Share: Share your experience or lend your support by connecting with us on social media. You can find us on Facebook, Instagram, LinkedIn and Twitter at @LurieChildrens.

2021 REVENUE $60 million

FOUNDED IN 1882

FUNDING SOURCES Individuals Private foundations and estates Corporate

LEADERSHIP

56% 32% 12%

EVENTS AND FUNDRAISING

Thomas P. Shanley, M.D. President & CEO

Roxanne Martino Chair - Medical Center Board

Matthew M. Davis, M.D., MAPP

Brian Stahulak, DNP, MBA, RN, NEA-BC

Richard M. Dsida, M.D.

Michelle Stephenson, DNP, RN, NEA-BC

Thomas H. Inge, M.D., Ph.D. Elizabeth J. Perlman, M.D. Cynthia K. Rigsby, M.D. Patrick C. Seed, M.D., Ph.D., FIDSA

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Grant Stirling, Ph.D. John Walkup, M.D. Derek S. Wheeler, M.D., MMM, MBA

Corporate teams face off in field day activities at Lurie Children’s Corporate Cup, while raising funds for Lurie Children’s. It’s not just fun and games, but an afternoon where community impact meets corporate teambuilding. This year’s event is scheduled for Sept. 22. Learn more at luriechildrens.org/corporatecup.

The 66th Annual Gold Coast Fashion Show, hosted by the Children’s Service Board of Lurie Children’s, will be celebrated with a luncheon on Sept. 12 and evening cocktails on Sept. 15. All donations support the Pritzker Department of Psychiatry and Behavioral Health. Visit goldcoastfashionshow.com for more information.

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Ranked #1 in Illinois

For a Reason Lurie Children’s is ranked the #1 children’s hospital in Illinois by U.S. News & World Report and our donors are a big reason why. As a non-profit pediatric medical center, we rely on your generosity to help us provide the very best care to kids in Chicago and around the world.

Make a Difference

LurieChildrens.org/GetInvolved

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SPONSORED CONTENT

FAST FACTS

WHAT WE DO

HOW YOU CAN HELP

Catholic Charities was established to meet human needs through the provision of basic and specialized services in the Mission of Charity. To the extent we are able, we are called to accompany anyone in need, regardless of their faith, gender, race or ethnicity.

Donate: Your financial gift helps individuals and families flourish for the long term. With your contribution, we can continue to help to those in need—with food, financial assistance and ongoing support. Visit catholicchairites.net and click on DONATE NOW to contribute.

Our work is informed by the Church’s teachings on the practices of charity, mercy and social justice, as well as the sacredness of human life and the core values of human family and community. Our core values start with compassion, respect and excellence in how we accompany each other, whether serving, receiving, leading or following. We are committed to the communities and people we serve. Today, our more than 1,200 employees offer 64 programs at over 200 locations, providing vital services in the most under-served neighborhoods in Lake and Cook counties. That said, our programs evolve as the needs of our communities evolve.

ADDRESS 721 N. LaSalle St. Chicago, IL 60654

PHONE 312-655-7000

Catholic Charities partners with mission-driven people and organizations across Cook and Lake counties to witness a message of mercy and hope to a world in need, as we serve and accompany the vulnerable, the suffering and the overlooked; strengthen and empower people, families and communities; and foster an awareness of our shared humanity and the sacredness of each life, while challenging indifference.

WEBSITE catholiccharities.net

1,250 EMPLOYEES

Volunteer: Our unique volunteer opportunities ensure that it’s easy to become involved with Catholic Charities. Not only will you enjoy giving back to those in need, you’ll also gain an unforgettable and invaluable personal experience. Learn: Spirit is published three times a year for our friends, clients and benefactors. The magazine provides news and information about the Catholic Charities’ work, as well as inspiring stories about our clients and staff. Keenager News is a free newspaper for those aged 55 and over. Each issue includes news, opinion columns, human interest stories, how-to tips and travel articles, along with humor, puzzles and recipes. Engage: We partner with Archdiocese of Chicago parishes in our mission to serve anyone in need. Our offices in Cook and Lake counties can provide congregations opportunities to volunteer, understand our services and needs, and address concerns in their community. We host numerous, annual events that benefit our programs. With new committees and events being developed each year, everyone is welcome to become involved! Check our events calendar online for upcoming events and to learn how you can become involved.

2021 REVENUE $193,260,617

FOUNDED IN 1917

FUNDING SOURCES Grants Contributions Programs Events

LEADERSHIP

69% 21% 9% 1%

EVENTS AND FUNDRAISING Sally Blount, Ph.D. President & CEO

Michael Monticello Chairman of the Board of Directors

BOARD OF DIRECTORS:

Steve King

Kevin W. Cleary

M. Therese Krieger

Janet Zukowski Elwart

Clement V. Martin

Martha FitzGerald

Charles W. Mulaney, Jr.

Mark A. Hoppe

James N. Perry

Emile Johnson Vice Chair

Heather Reynolds

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Anne Kelly Williams

Charities Golf Classic – July 18, 2022. Hosted at both Shoreacres and Knollwood clubs, this Lake County community favorite includes golf, lunch and dinner, along with a paddle raise and auction. There is still time to join us this year!

Spirit of St. Nicholas Ball – Dec. 2, 2022. For more than 30 years, generations of families have attended this black-tie dinner dance as part of their Christmas tradition. Featuring the Ken Arlen Evolution Orchestra, last year’s event raised more than $1.6 million.

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One person, one heart at a time.

For more than 100 years, Catholic Charities has been there with a welcoming hand, an understanding conversation, and a safe harbor for hundreds of thousands of our neighbors in need each year, regardless of faith, gender, age, race, or ethnicity. And we’re still here. With programs throughout Cook and Lake counties, Catholic Charities is guided by the Mission of Charity to accompany those in need and witness a message of mercy and hope to the world. Donate today to help ensure that our care and compassion can continue to flourish for decades to come. Visit CatholicCharities.net to learn more.

Scan to donate and learn more.

Pictured: A Catholic Charities aide provides a warm hand to a senior client at the St. Alibe Adult Day Services program in the burnside neighborhood on Chicago’s south side. Catholic Charities serves thousands of seniors every year through our housing, veterans, nutrition, counseling, and senior care programs.

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SPONSORED CONTENT

WHAT WE DO

HOW YOU CAN HELP

Currently celebrating 100 years, the Chicago Council on Global Affairs is where your world and the world meet.

Explore: Expand your worldview by visiting our website and exploring our digital content. All are invited to watch a digital program or video series, listen to our podcast or read expert commentary and analysis at thechicagocouncil.org.

We are a nonpartisan, nonprofit organization dedicated to increasing knowledge and engagement in global affairs. Our in-depth analysis and expert-led research influence policy conversations and inform the insights we share with our growing community.

FAST FACTS ADDRESS 180 N. Stetson Ave., Suite 1400 Chicago, IL 60601

We believe expert insights aren’t just for the limited few, and that we all have a role to play in global affairs. Our panels with leading experts put you at the heart of important conversations, while our ongoing research brings you the latest insights and shapes debates on U.S. foreign policy; advances city-based solutions to global challenges; and supports a more sustainable and resilient global food system. Through accessible content and open dialogue of diverse, fact-based perspectives—generously supported by our members, donors, foundations and corporate partners—we empower more people to help shape our global future.

PHONE 312-726-3860

Join: You don’t have to be an expert on global affairs to join the conversation. Learn more, do more and change more by joining our community at thechicagocouncil.org/membership. Help Others: Those who support the Council make it possible for us to offer access to our programming and content for those who do not have the means to join or donate. Visit thechicagocouncil.org/support for more information. Donate: As a nonprofit, the Council relies on the support of generous members, donors, foundations and corporate sponsors to deepen people’s understanding of—and engagement in—global affairs. Make a donation at thechicagocouncil.org/donate. Share: Help us elevate diverse, fact-based perspectives by sharing our content and inviting more people to help shape our global future. You can follow the Council on Facebook, Twitter, LinkedIn, Instagram and YouTube or subscribe to our email newsletters at thechicagocouncil.org/subscribe.

WEBSITE thechicagocouncil.org

65 EMPLOYEES

FOUNDED IN 1922

FUNDING SOURCES Contributions Investments Events Grants Programs

43% 38% 13% 4% 2%

A c t o

T t b

LEADERSHIP

John R. Ettelson Board Chair

Centennial Celebration with President Barack Obama and YoYo Ma. On March 10, 2022, the Council celebrated its centennial anniversary at a fundraising gala honoring President Barack Obama and cellist Yo-Yo Ma for their extraordinary contributions toward creating a more open and promising world for all.

T t c

L w

EVENTS AND FUNDRAISING

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F w

T t m o

2021 REVENUE $10,219,659

Ivo H. Daalder President

Young Professionals Reception. On Aug. 26, 2021, members of the Council’s Young Professionals Network gathered at a special reception at the East Bank Club in Chicago, as part of our efforts to engage the next generation of leaders in global affairs.

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The world needs you. For a hundred years and still today, we believe the world is a better place when more people are engaged in it. And, because many of our most critical issues are global ones, they require global engagement on personal scale. The world needs you to show up when it can be easy to give up. The world needs you to rise to its biggest, most challenging occasions. The world needs you to engage more and change more.

Let’s shape the future together. www.thechicagocouncil.org/support

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SPONSORED CONTENT

WHAT WE DO

HOW YOU CAN HELP

Genesys Works provides pathways to career success for high school students in underserved communities through skills training, meaningful work experiences and impactful relationships.

Visit: Check out genesysworks.org/chicago to see how we create career pathways and opportunities for youth from Chicago’s underserved communities, while simultaneously helping employers fill critical talent gaps within their companies.

Students start their journeys by completing eight weeks of rigorous training, gaining market-ready technical skills in information technology, business operations or computer science, as well as professional skills.

FAST FACTS ADDRESS 180 N. Wabash, Suite 600 Chicago, IL 60601

PHONE 312-525-9995 WEBSITE genesysworks.org/chicago

15 EMPLOYEES

Once students successfully complete their skills training course, they are matched to paid, yearlong internships at partner companies. Our “earn and learn” approach offers 20-hour workweeks while in school, further developing and refining student skills while also providing highly valued services to their host companies. While students are working at their internships, they also receive more than 60 hours of guidance, counseling and planning, relative to their future career path. Examples of support in this area include college selection and applications, certification training and placement, and financial aid assistance. Genesys Works participants receive guidance and support for five years after their high school graduations as they navigate their future career paths, including academic, social and financial obstacles that too often serve as a barrier to sustained career success. It is a proven model that significantly impacts students, and has a profound effect on their families and communities.

2021 REVENUE $3,522,598

Explore: Discover why companies like Accenture, CME Group, JP Morgan and TransUnion hire Genesys Works Chicago interns to increase staff productivity and improve employee engagement. Join: Our annual charity golf outing takes place on Aug. 22 at the Medinah Country Club. Visit rebrand.ly/gwcgolf for more information. Help Others: Our ability to impact student lives is limited only by the number of meaningful work opportunities by partner companies. Visit our website or contact Ominara Caldwell at ocaldwell@genesysworks.org to discuss hiring an intern. Donate: A gift to Genesys Works enables us to train and place more economically disadvantaged youths into meaningful corporate internships. After participating in our program, students’ lives are forever changed. Share: Connect with us on Facebook, LinkedIn and Twitter to learn how our approach can drive business success and provides equitable access to meaningful careers for young people who live in underserved communities and face barriers to sustained economic opportunity.

FOUNDED IN 2010

FUNDING SOURCES Programs Grants Events Contributions

LEADERSHIP

Kim Nicholas Executive Director

Kenneth Shogren Board Secretary & Finance Committee Chair Kelly Geary Development Committee Chair Paul Maranville Governance Committee Chair

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75% 14% 6% 5%

EVENTS AND FUNDRAISING

Tom Nolan Board Chair

Josh Davidson Program Committee Chair Ryan Libel Jobs Committee Chair Paul Corning Golf Outing Co-Chair Jim Hart Golf Outing Co-Chair

Our young professionals are photographed while tackling their first day at Kirkland & Ellis. Genesys Works alumni and Board member Emmanuel Williamson speaks at our 2021 charity golf outing.

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PLAY GOLF. MAKE A DIFFERENCE. On August 22, 2022 support Genesys Works Young Professionals while enjoying an afternoon of golf and networking at the prestigious Medinah Country Club. PLAY THE RYDER CUP COURSE Our outing has moved to Course 3, the championship course and host to three Western Opens, three U.S Opens, two PGA Championships, and the 2012 Ryder Cup. This venerated course, consistently ranked as one of the top 100 courses by Golf Digest, will begin renovations toward the end of this year -- don't miss your chance to play Medinah's fabled Course 3! Learn more at rebrand.ly/GWCGolf

GENESYS WORKS CHICAGO | 312.525.9995 | genesysworks.org/chicago

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SPONSORED CONTENT

FAST FACTS ADDRESS 2350 W. Higgins Rd. Hoffman Estates, IL 60169

PHONE 847-885-7529

WEBSITE gigisplayhouse.org

117 EMPLOYEES 10,000+ VOLUNTEERS

2021 REVENUE $19,074,000

WHAT WE DO

HOW YOU CAN HELP

Nancy Gianni’s innovation started GiGi’s Playhouse in 2003, creating the only network of Down Syndrome Achievement Centers in the world. GiGi’s Playhouse now has 60 brickand-mortar locations and startups in the United States and Mexico, which provide 4,400 weekly hours of FREE educational, therapeutic and career programming services to over 30,000 individuals and their families.

Visit: In addition to the Hoffman Estates flagship, GiGi’s has Illinois locations in Hoffman Estates, Aurora, McHenry, Deerfield, Rockford and the North Center neighborhood in Chicago, with a total of 60 brick-and-mortar locations and startups across the United States and Mexico.

Even more impressive is GiGi’s Playhouse entrepreneurial spirit, which drives the engine for original thinking. While Henry Ford created the automobile, his assembly line creation is even more awe-inspiring. GiGi’s Playhouse’s “assembly line” is the replicable and scalable model enabling growth to 60 locations—with many more to come—that are 99 percent volunteer run. From prenatal diagnosis through adulthood, GiGi’s Playhouse provides the tools for individuals with Down syndrome, along with their families, to succeed. Inspiration that spurned a revolutionary idea really came to life on March 13, 2020, when COVID-19 hit, and GiGi’s closed its doors, immediately stopping 4,400 weekly hours of free, in-person programming. Within eight days, an action plan was created and executed, resulting in the launch of its first virtual event. Only 13 days post shutdown, GiGi’s launched its virtual education platform, GiGi’s At Home, immediately serving thousands of families—and kicking open the door to eventually serving families in 82 countries and counting. By mid-May 2020, GiGi’s created the GiGi’s Learning Management System to train its network of 10,000 volunteers and staff. Innovation has not stopped at GiGi’s Playhouse. Acceptance is the fuel for finding a better way and raising standards—important tenants for building a network of people who recognize what individuals with Down syndrome can achieve. GiGi’s Playhouse has set its sights on spreading that message of acceptance to all with the #GenerationG pledge: Be accepting, be generous, be kind. Will you join them?

FOUNDED IN 2003

LEADERSHIP

Explore: GiGi’s Playhouse provides over 4,400 hours of FREE therapeutic and educational programs each week throughout our network of on-site locations. Join: #GenerationG at iacceptyou.org is a global initiative for acceptance of individuals with Down syndrome—and acceptance for ALL! Help Others: Volunteer! GiGi’s Playhouse is a 99 percent volunteer-run organization that relies on the skills and dedication of volunteers across multiple disciplines and expertise to keep our programs vibrant, educational, purposeful, fun and free. Donate: Whether you personally contribute, field a team for the GiGiFIT Acceptance Challenge, encourage your employer to make a gift or get your gift matched, donations in all amounts help ensure that our programming remains 100 percent free of charge across the lifetime of our individuals. Share: Subscribe and share the GiGi’s Playhouse “A Little Something Extra” podcast, the only podcast co-hosted by an individual with Down syndrome: gigisplayhouse.org/alittlesomethingextra.

GiGi’s Playhouse Mission and Purpose: To change the way the world views Down syndrome and to send a global message of acceptance for all. Serving all ages with FREE programs!

FUNDING SOURCES Contributions Special events Bret Bowerman Executive Board President

Nancy Gianni Founder & Chief Belief Officer (pictured with Gigi)

Tim Boundy Executive Board VP

Christina Zigliotto Executive Board & Development Committee Member

Troy Cowdrey Executive Board Treasurer Adam Earl Executive Board Secretary Brian Langan Executive Board Member Farzin Sharyari Executive Board Member & GiGi’s Playhouse Participant Anne Stern Executive Board Member & Marketing Committee Chair Michael Wohlwend Executive Board Member

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Grants Misc. income (including retail)

39% 39% 18% 4%

EVENTS AND FUNDRAISING

Paul Gianni Executive Board President Emeritus GiGi Gianni Chief Inspiration Officer Kim Hanna Chief Growth Officer Clare Mitchell Chief Technology Officer Jennifer M. Bienemann VP - Development & Partnerships Chris Winston VP - Marketing Daniell Bargstadt National Program Director

GiGi’s Playhouse locations host over 50 GiGiFIT Acceptance Challenge 5K Fun Runs, 1 Mile Walks for Acceptance and Dashes for Down Syndrome. Five of these events are in Chicagoland. This campaign strives to create a more accepting world for ALL people. Visit acceptancechallenge.org to learn more and sign up.

The annual GiGi’s Playhouse “i have a voice” Gala is the can’t-miss event of the year for business, civic and social leaders who want to see and be seen, while also demonstrating their support for acceptance for all. For more information, contact Jenny Bienemann, VP - development and partnerships, at jbienemann@gigisplayhouse.org.

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IAcceptYou.org Corporate DEI Initiative GiGi’s Playhouse’s commitment to bringing Disability DEI to the workplace! GiGi’s Playhouse is proud to be introducing our very own disability Diversity, Equity, and Inclusion (DEI)

initiative to the corporate world! Promoting acceptance for all is a vital part of our organization’s mission.

Our DEI program is both informative and actionable. The program offers a variety of different opportunities

to Accept, Engage, Learn, Promote and Expand regarding disabilities and those who live with them. Our goal

is to raise awareness about the potential of individuals with Down syndrome and other disabilities, leading to further acceptance and, in turn, integration into the workforce! More information contact us at info@gigisplayhouse.org

JOIN OUR COMMUNITY OF GENERATION G CERTIFIED ORGANIZATIONS

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SPONSORED CONTENT

WHAT WE DO

FAST FACTS ADDRESS 4100 W. Ann Lurie Place Chicago, IL 60632

PHONE 773-247-3663 WEBSITES chicagosfoodbank.org bancodealimentoschicago.org

The Greater Chicago Food Depository, Chicago’s food bank, believes a healthy community starts with food. We are at the center of a network of more than 700 partner organizations and programs working to bring food and hope to our neighbors across Chicago and Cook County. The Food Depository addresses the root causes of hunger with paid job training, advocacy and other innovative solutions. We are a proud member of Feeding America—the national network of food banks. By working to help those most in need go from hungry to hopeful, we truly become a Greater Chicago. More than two years since the start of the COVID-19 pandemic, the Food Depository continues to respond to the persistent hunger crisis affecting our neighbors. The effects of inflation and rising food prices are putting more families at risk of hunger. Households across Chicago and Cook County, especially those with children, continue to experience higher rates of food insecurity than pre-pandemic times. The need is even higher among households of color. The Food Depository, along with our partners, continues to respond to an elevated need for food assistance, while employing new strategies to address the root causes of poverty and hunger. We are committed to keeping food pantries and programs across our community stocked with fresh, nutritious and culturally relevant food.

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. During these challenging times, financial support gives us the greatest flexibility 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 everything we do. In-person opportunities are available to repack food in our warehouse, deliver summer meals to children, support mobile food distributions and more. Sign up at chicagosfoodbank.org/volunteer. Help 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. Share: Connect with the Food Depository on Facebook, Twitter, LinkedIn and Instagram to share our stories and find ways to take action. Find us @fooddepository.

Since the pandemic began, the Food Depository has allocated more than $10 million in grants to offset costs for partners, improve partner spaces and open new food pantries in high priority communities. This work is only possible with the continued generosity of donors and volunteers. We invite you to become involved in our mission to end hunger. Learn more at chicagosfoodbank.org.

265 EMPLOYEES

2021 REVENUE $111.5 million

FOUNDED IN 1979

FUNDING SOURCES Individuals Corporations and foundations Government grants and fees Investment incomes Special events

LEADERSHIP

50% 19% 17% 11% 3%

EVENTS AND FUNDRAISING

Kate R. Maehr Executive Director & CEO Sheila Creghin VP - Operations

Jill Rahman COO

Joni Duncan VP - People & Culture

Andy Seikel Head of Technology & Transformation

Amy Laboy VP - Programs & Community Partnerships

Jill Zimmerman Chief Philanthropy Officer

Sophie Milam VP - Policy, Advocacy & Engagement Mary Pelican VP - Finance

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BOARD: Monica Brown Moss Chair Marc Paulhus Chair-Elect

As part of our response, volunteers are needed to pack food for those affected by COVID-19. This food is distributed to our community partners and programs throughout Cook County to serve our neighbors in need. Sign up to volunteer at chicagosfoodbank.org/volunteer.

As the hunger crisis persists and rising food prices challenge families already at risk of food insecurity, the Food Depository and our community partners continue to respond to the elevated need. We need the continued support of the community to help. See how you can make a difference for your community: chicagosfoodbank.org/get-involved.

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HELP US MEET THE ONGOING HUNGER CRISIS. The need for food remains high. Food insecurity is still surpassing pre-pandemic levels, with decades-high inflation making it even harder for families to afford groceries. Together, we can help everyone who needs food. And we can take on the root causes of hunger, investing in local partners, providing job training, and bringing food, dignity and hope to our neighbors.

Even if you’ve already given, please give again. chicagosfoodbank.org/givenow

WE NEED YOU. DONATE NOW Please scan this code to donate.

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SPONSORED CONTENT

WHAT WE DO

HOW YOU CAN HELP

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 youth-care professionals.

Visit: We continue to restrict visits to keep our youth and our community safe during the pandemic. But we anticipate the time when we will resume tours. Until then, you can view a virtual tour of our home at mercyhome.org/our-homes.

Through its support of children and families, Mercy Home helps more than 1,044 people annually.

FAST FACTS ADDRESS 1140 W. Jackson Blvd. Chicago, IL 60607

PHONE 877-637-2955 WEBSITE mercyhome.org/givingguide

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 staff 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. The Home continues to nurture these young people’s growth and success—even after they leave its full-time care—through its Community Care program, which offers a lifelong connection to an extended Mercy Home family and coordinates any continued support services that are 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 93 percent 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.

296 EMPLOYEES

2021 REVENUE $47,052,560

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 find 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 offer 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 93 percent 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 become involved. Visit us on Facebook at facebook.com/mercyhome, on Twitter @mercyhome and on Instagram @mercyhome.

FOUNDED IN 1887

FUNDING SOURCES Contributions Grants Programs Events Other

78% 12% 6% 3% 1%

LEADERSHIP EVENTS AND FUNDRAISING

Rev. L. Scott Donahue President & CEO

Cheryl Murphy CFO, VP - Finance, Human Resources & Facilities

Emily Neal VP - Organizational Development & Clinical Operations

Joe Wronka VP - Advancement

Liz Kuhn Tomka VP - Education & Career Resources

Tom Gilardi VP - Community Care Steve Snyder CIO, VP - Information Technology

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Alban Fisher VP - Youth Programs

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/graduates-luncheon for details about this year’s event, which will be held on June 10.

Golf in the city! Gather your foursome for a great day at Beverly Country Club, one of Chicago’s most historic courses, while raising funds for kids at Mercy Home for Boys & Girls. Join us for the 12th annual Mercy Home Golf Classic on Aug. 8. Enjoy lunch in the afternoon, prior to cocktails and dinner following golf. For details, visit mercyhome.org/golf-event.

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Help Wanted: Dream Builders 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. www.MercyHome.org/GivingGuide

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SPONSORED CONTENT

FAST FACTS ADDRESS 1735 North Ashland Ave., Suite 2000 Chicago, IL 60622

PHONE 773-784-9000

WHAT WE DO

HOW YOU CAN HELP

The Night Ministry is a Chicago-based nonprofit whose mission is to provide human connection, housing support and health care to those who are unhoused or experiencing poverty. With an open heart, we compassionately accept each individual as they are and work alongside them to advocate for their immediate physical, emotional and social needs, while affirming our shared humanity. We invite you to join us in our hopefilled work.

Support: Your financial generosity provides housing and supportive services to unhoused adolescents and young adults, free, basic health care to individuals unable to access it elsewhere and compassionate, nonjudgmental relationships that bring hope and help change lives. Visit thenightministry.org/donate.

For many unhoused and precariously housed youth, The Night Ministry provides a vital first step toward safety and improved circumstances. Our youth programs offer safe living environments and supportive services that help young people stabilize and build foundations for independent futures. Our housing programs range from overnight shelter to long-term transitional living and include a two-year program for pregnant and parenting young mothers and their children. The Night Ministry also supports young people who have experienced homelessness and are now living in their own apartments through a partnership with other local nonprofits. The Night Ministry’s health outreach program brings accessible, compassionate health care, resources such as food and clothing, and supportive services directly to Chicago residents experiencing homelessness or poverty. Our health outreach bus, featuring a specially designed nurse’s office, visits Chicago neighborhoods with high concentrations of poverty and homelessness. Our street medicine team supports individuals living in encampments and other sites, addressing their immediate health and survival needs and linking them to resources like housing. The Night Ministry also assists members of Chicago’s unsheltered population who ride public transit for shelter by bringing our services to select CTA stations.

WEBSITE thenightministry.org

144 EMPLOYEES

2021 REVENUE $11.6 million

Volunteer: Both individual and group volunteers help us fulfill our mission by providing essentials, such as meals and supportive relationships, to the individuals and families we serve. Visit thenightministry.org/get-involved or contact Andrew Hart, volunteer coordinator, at 773-506-6033 or andrew@thenightministry.org. In-kind Donations: You can also help the individuals and families served by The Night Ministry by donating sack suppers, gift cards, clothing, toiletries and more. Visit thenightministry.org/wish-list for more information about which resources will be the most helpful. Serve and Learn: This is an opportunity for your employees to engage in a service project, virtually or at your office, that will help the individuals and families we serve, while also learning about our mission. Contact Stephanie Cascio, resource coordinator, at 773-506-6022 or stephanie@ thenightministry.org.

FOUNDED IN 1976

FUNDING SOURCES Foundations Individuals Government

LEADERSHIP

Paul W. Hamann President & CEO

In-kind gifts Investment income Corporate Congregations Special events Bequests

29% 21% 16% 11% 11% 6% 2% 2% 2%

Kiantae A. Bowles Board Chair

EVENTS AND FUNDRAISING Jim King Vice Chair

Carol Hogan Norman Jeddeloh

Mini Datta Secretary

Terrence McMahon

W. Gordon Addington Bennett Applegate, Jr. Barbara Baran Claudia L. Beals, M.D. Dave Berger Michael V. Borromeo Rev. Shawna Bowman Bradley Caldwell Lindsay Claytor

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Laura Mandel

in is

Don J. Mizerk Dana S. Ringer Kristen Rothenberg Sonesh Shah Dennis W. Thorn Ted Tomaras Mark Warren Dennis Wong Kellogg Board Fellow

c p g h

Erica Hubbard

Dan Alter Treasurer

Join us in person for Lighting Up the Night: An Evening to Benefit The Night Ministry on June 13. Visit bidpal.net/lutn22 for tickets and more information.

Save the date for Night Lights, the Annual Gala of our Associate Board, which is occurring on Sept. 22.

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WE’RE ALL ABOUT THE

CONNECTION

OUR IMPACT LAST YEAR:

• More than 4,500 individuals served

• 479 young

people and 51 of their children provided with housing and supportive services

• 2,473 free health THE NIGHT MINISTRY helps members of the community experiencing homelessness or poverty meet their basic needs and find greater stability by providing health care, housing, and other essentials.

HUMAN CONNECTION—relationships rooted in dignity, acceptance, and compassion— is the foundation of our mission.

assessments provided and 533 visits to the emergency room prevented

• 57,700 meals

served to individuals who would have otherwise gone hungry

CONNECT WITH US at

www.thenightministry.org. HOUSING P016_057_CCB_20220523.indd 33

HEALTH CARE

HUMAN CONNECTION 5/17/22 1:51 PM

SPONSORED CONTENT

FAST FACTS

WHAT WE DO

HOW YOU CAN HELP

Our vision at Northern Illinois Food Bank is for everyone in Northern Illinois to have the food they need to thrive. A 501(c)(3) nonprofit organization and proud member of Feeding America, we serve our neighbors in 13 counties with dignity, equity and convenience, providing 250,000 meals a day.

Visit: Sign up to evaluate, repack and distribute food during a volunteer shift at our centers in Geneva, Park City, Rockford and Joliet. We have shifts for individuals and groups. These are great team-building activities for companies, organizations and families. Ages 8 and up are welcome.

We bring together manufacturers, local and corporate grocers, area farmers, corporations, foundations and individuals who donate food and funding. Each week, nearly 1,000 volunteers help us evaluate, repack and distribute food. We also proudly partner with more than 900 food pantries and programs to provide nutritious food and resources. Our distribution centers are located in Geneva, Lake Forest, Rockford and Joliet.

Explore: Visit solvehungertoday.org/gethelp and use our interactive map to help a neighbor, co-worker, friend or family member receive the food they need from nearby food pantries and food distributions. You can also volunteer, donate or discover other ways to get involved.

ADDRESS 273 Dearborn Court Geneva, IL 60134

Join: Serve on an event planning committee or the Executive Women’s Council. Join us in advocating for— and raising awareness of—food insecurity initiatives. Sign up for our Advocacy Alerts and become a Food Bank Social Media Ambassador. Help Others: Get involved with the Food Bank to ensure everyone in Northern Illinois has the food they need to thrive. Our programs include mobile market pantries and food distribution pop-ups, My Pantry Express (a convenient, discreet way to access free groceries online), children’s summer and backpack nutrition programs, SNAP application and other resources assistance, Mobile Rx programs and Winnebago Community Market food distributions in Rockford.

PHONE 630-443-6910 WEBSITE solvehungertoday.org

2021 REVENUE $223,422,381

Donate: Give to the Food Bank. Every $1 donated helps provide $8 in groceries for our neighbors. A total of 97 percent of all resources goes directly to feeding programs. The Food Bank has received top ratings from Charity Navigator since 2003, is a Better Business Bureau-accredited charity and was awarded the Platinum Seal of Transparency from Guidestar.

FOUNDED IN 1983

Share: Spread the word about how we help our neighbors access the food they need. Share with us on Facebook, Twitter, Instagram and LinkedIn.

190 EMPLOYEES

FUNDING SOURCES Contributions Government funding Program service fees Other

LEADERSHIP

59% 26% 9% 6%

EVENTS AND FUNDRAISING

Julie Yurko President & CEO

Jennifer Lamplough Chief Impact Officer

BOARD EXECUTIVE COMMITTEE:

Maeven Sipes Chief Philanthropy Officer

Douglas Eckrote Board Chair

Molly Vanderloo Chief Financial Officer

Maydene Moore Vice Chair

Chris White Chief Operations Officer

Kim Holmes DEI Chair William Connell Treasurer Stacey Barsema Secretary

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The 23rd Annual Hunger Scramble Golf Outing sold out quickly last year as Northern Illinois Food Bank supporters/golf enthusiasts were eager to escape their homes for some outdoor fun and exercise. Join us on Aug. 23 at the scenic Cantigny Golf Club in Wheaton for our 2022 competitive event, which offers two rounds of tee times. Sponsorships are still available.

Over 1,000 runners participated in the family-friendly 2022 Fight Hunger 5k/10k Run/Walk on April 23 at Cantigny Park in Wheaton, presented by Glanbia Performance Nutrition. The scenic course through the Park ended at the post-race festival, where participants enjoyed food and beverage trucks and were able to recharge, while also celebrating fighting hunger together.

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Thank you

for making an impact as we solve hunger Our generous supporters, partners and volunteers stepped up last year to help us meet the increased demand for food and resources. Together, we accomplished the extraordinary: distributing 100 million meals to our neighbors in need. Our work is far from finished. Food prices inflation, continued economic stress from the pandemic, and supply chain disruptions are devastating the most vulnerable neighbors in our communities. Make an impact with us as we expand access to fresh, nutritious food and resources so our neighbors can thrive.

Together we are solving hunger.

Get involved with Northern Illinois Food Bank Join us for our upcoming special events. Every $1 donated provides $8 worth of groceries for our neighbors in need in the Chicago suburbs and Northern Illinois. Tickets, sponsorships and volunteer opportunities are available.

RAM

UNGE

Visit SolveHungerToday.org/Events

A CUP OF

HOPE

10th Annual A Taste That Matters

24th Annual Hunger Scramble Golf Outing

8th Annual A Cup or Hope

10th Annual Fight Hunger 5K/10K Run/Walk

June 23, 2022

August 23, 2022

2023

Drury Lane, Oakbrook Terrace

Cantigny Golf Club, Wheaton

Presented by Jewel-Osco

Presented by Old Second National Bank

Watch for updates at SolveHungerToday.org/Events

Thank you to the sponsors of our 2021 events

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SPONSORED CONTENT

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 began in Illinois with the first games occurring at Soldier Field in July 1968, thanks to the efforts of Eunice Kennedy Shriver and her peers. There are now more than 4.5 million athletes in 170 countries.

FAST FACTS ADDRESS 820 W. Jackson Blvd., Suite 330 Chicago, IL 60607

PHONE 773-278-2178

Special Olympics Illinois is a nonprofit organization offering year-round training and competition in 18 sports for more than 21,000 athletes with intellectual disabilities and over 13,000 young athletes, aged 2-7, with—and without—intellectual disabilities. Special Olympics programs enhance physical fitness, motor skills, self-confidence and social skills, while also encouraging family and community support. Off the field, Special Olympics Illinois offers inclusive opportunities for health and wellness, education and leadership.

HOW YOU CAN HELP Cheer: Root for the athletes! Experience the power of sport firsthand by attending a Special Olympics Illinois competition. Visit soill.org for a current calendar of events. Volunteer: Help athletes reveal their inner champion by volunteering your time at a local competition. The gift of your time can help transform lives. Visit soill.org to find a list of events near you. Donate: Get one more athlete off of the sidelines and onto the field of play by donating online at soill.org/donate or by calling 800-394-0562. Join: Special Olympics Illinois meets Better Business Bureau standards for charity accountability. In addition, for the last three years, it has attained the coveted Charity Navigator 4-star rating.

Special Olympics Illinois does not charge athletes or their families to participate in the program.

FUNDING SOURCES

WEBSITE soill.org

Program

80% 14% 6%

Fundraising Management and general 83 EMPLOYEES

EVENTS AND FUNDRAISING 2021 REVENUE $15.5 million (In-kind: $2.5 million)

FOUNDED IN 1968 (SPECIAL OLYMPICS INC.) AND 1977 (SPECIAL OLYMPICS ILLINOIS INC.)

LEADERSHIP

Join Special Olympics Illinois as they celebrate courage, inspiration and joy at the Champions Ball, set for Nov. 5 at the Hyatt Regency Chicago.

Dave Breen President & CEO

Kim Riddering Chief Operating Officer Cindy Villafuerte Chief Financial & Diversity Officer Valerie Day Chief Development Officer BOARD: Kristin Achterhof Karen Atwood Tom Cox Jenny Fortner

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Brook Klawitter Board Chair; Director, Finance Shared Services, USG Corporation Terrence J. Hancock

J IN M C

Rob Johnson

M Yo

Tom Murray Scott Paddock Jim Pieper Robert Reiter

You 200

Chad Rollins Randy Schaab Kathy Schniedwind Terry Wheat Karen Wilson

More than 70,000 rubber ducks were adopted in support of Special Olympics Illinois last summer. The Chicago Ducky Derby returns to the Chicago River on Aug. 4. Start a sales team, adopt a duck and learn more about the fundraiser at chicagoduckyderby.com.

Witness the competitive spirit of the athletes! Visit soill.org for upcoming competitions and volunteer opportunities.

Spec auth ident

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YOUR SUPPORT MAKES US STRONGER

JOIN US IN CREATING A MORE INCLUSIVE COMMUNITY IN CHICAGO. Make Special Olympics Illinois Your Charity of Choice Your support helps to provide more than 21,000 athletes with over 200 events, free of charge, where they can showcase their abilities.

www.soill.org Special Olympics Illinois is the only entity in Illinois accredited by Special Olympics, Inc. and authorized by license to use the Special Olympics™ trademark and logo. Any other entity that identifies itself as a “Special Olympics” organization in Illinois is not accredited by Special Olympics, Inc.

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SPONSORED CONTENT

WHAT WE DO At United Way of Metro Chicago, our goal is not to create pathways out of our neighborhoods, it is to support and fund collective efforts—neighborhood-led coalitions—that galvanize resources, ideas and energy so every one of our neighborhoods, along with our region, becomes stronger and more equitable.

FAST FACTS ADDRESS 333 S. Wabash Ave., 30th Floor Chicago, IL 60604

PHONE 312-906-2350

WEBSITE liveunitedchicago.org

56 EMPLOYEES

United Way has worked side-by-side with agency and community organizations for 90 years, as well as in individual neighborhoods across Chicago since 2013 through our Neighborhood Network Initiative. We work alongside our partners to solve community priorities and build local infrastructure to respond to their neighborhood’s most pressing needs—and then we help scale that across the region. We bring together businesses, government, nonprofits, and agency and community leaders to deliver funding, resources and expertise to nonprofit organizations across greater Chicago. And we connect donors and organizations that want to invest in the Chicago region with opportunities to make an impact. Our work at United Way is built on a dual approach strategy that (1) helps our neighbors meet their basic needs, such as food and shelter, and (2) helps our neighborhoods become stronger and more equitable. Today, we support over 130 nonprofits around the Chicago region, while also working with more than 200 partners in 13 Neighborhood Networks in predominantly Black and Latinx neighborhoods across the city and suburbs. United, we are building stronger neighborhoods for a stronger, more equitable Chicago region.

HOW YOU CAN HELP Give: When you give to United Way, your gift will support the ongoing needs that existed in our neighborhoods before the COVID-19 pandemic and will persist as our region continues to recover in the months and years ahead. 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 is offering both virtual and in-person opportunities for individuals and organizations who want to invest their time in communities. Visit liveunitedchicago.org/volunteers to learn more. Share: Connect with us on Facebook @unitedwaychicago, Twitter and Instagram @unitedwaychi, and LinkedIn @United Way of Metro Chicago. Read Our Stories: Read about the true impact being made in the lives of individuals and families in neighborhoods across the region. Check out our blog at liveunitedchicago.org/stories.

FOUNDED IN 1932

FUNDING SOURCES Individual giving Workplace giving Grants Corporate gifts In-kind donations

LEADERSHIP

Sean Garrett President & CEO STAFF LEADERSHIP

Cheryl A. Francis Board of Directors Chairperson

Chris Preston Chief Development Officer

Manuel Flores Board of Directors Treasurer

Ronald DeNard Chief Financial Officer

Linda L. Imonti Campaign Chair

Kimberlee Guenther, Ph.D. Chief Impact Officer

Edward W. McGrogan North-Northwest Suburban Regional Board Chair

Tamiya Aurel Chief People & Equity Officer Jackie Grimes VP - Marketing & Communications Andrew Vail General Counsel BOARD AND CAMPAIGN LEADERSHIP Linda T. Coberly Board of Directors Vice Chairperson

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36% 31% 19% 12% 2%

EVENTS AND FUNDRAISING

Johanns Williams South-Southwest Suburban Regional Board Chair Andrew Dunn West Suburban Regional Board Chair Uniting for the Holidays provides holiday meals and gifts for families in our suburban communities, brightening the holiday season for thousands of neighbors experiencing food insecurity. For more information, visit liveunitedchicago.org/uniting-holidays.

United Way of Metro Chicago’s Stronger Neighborhoods Awards Luncheon celebrates local business, civic, nonprofit and community leaders who exemplify what it means to LIVE UNITED. Visit liveunitedchicago.org/stronger-neighborhoods for further information.

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Our neighbors across the Chicago region deserve equitable opportunities for success, and we know how to make that possible. United Way of Metro Chicago works with community groups to help them develop programs and initiatives to bring their visions to life. With your support, we can ensure individuals and families can meet their basic needs—like food, healthcare and housing—and work together to reverse the effects of disinvestment in our Black and Latinx communities.

UNITED, WE WILL BUILD A STRONGER, MORE EQUITABLE CHICAGO REGION. Join us at LIVEUNITEDchicago.org

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SPONSORED CONTENT

WHAT WE DO For more than 50 years, Anderson Humane has been the leading animal welfare organization in our community. We love caring for animals. Every year, we find loving homes for more than 4,000 homeless pets and provide care for over 3,000 injured and orphaned wild animals.

FAST FACTS ADDRESS 1000 S. LaFox St. South Elgin, IL 60177

PHONE 847-697-2880

WEBSITE ahconnects.org

116 EMPLOYEES

2021 REVENUE $ 3,500,000

FOUNDED IN 1966

Learn more ahconnects.org

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We’re also passionate about the connection between animals and people, fueled by the belief that animals make us better people. They keep us moving, give us someone to care for, make us laugh, provide comfort in tough times, offer the only companionship some people have and meet our basic human need for love and connection. Knowing the healing power of the human-animal connection, we seek to make that available to as many people in our community as possible. We help all people afford a pet with our low-cost veterinary clinic. We keep pets and people together by providing inhome volunteers to help seniors struggling to care for their cats or dogs. We bring the healing presence of animals to those who need it most by facilitating therapy animals’ visits to senior centers and schools. And we care for pets when their people can’t—by fostering animals for deployed members of the military or those entering homeless or domestic violence shelters. In all of these efforts and more, Anderson Humane seeks to bring people and animals together for good.

HOW YOU CAN HELP Visit: Check out all the animals looking for a loving home at our shelters in South Elgin, North Aurora and Bloomingdale, as well as at ahconnects.org/adopt. Explore: Get better acquainted with the flora and fauna in your neighborhood on one of our nature walks, or at our wildlife classes and migratory bird festival.

Join: We always need people to join our wonderful community of foster families who provide temporary, loving homes for animals awaiting adoption. Help Others: Help us create and maintain meaningful human-animal connections by volunteering to help seniors care for their pets, fostering the pet of a deployed service member and helping us care for the animals in our shelter. Donate: A donation to Anderson Humane means more animals find loving homes, more sick or injured wildlife become rehabilitated and more people are able to experience the healing power of the human-animal connection. Share: Connect with us on Facebook, Instagram and at ahconnects.org to learn about our classes and events, adoptable animals and volunteer opportunities. Know other animal lovers? Let them know about us, too!

Anderson Humane hosts adoption events throughout the year, helping more than 4,000 homeless animals find forever homes and creating meaningful human-animal connections.

LEADERSHIP Beth Foster President & CEO

Beth (B) Mars Chief Operations Officer

Stephen Carr Chief Development Officer

Jeff Robey Chief Engagement Officer

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SPONSORED CONTENT

WHAT WE DO

economic opportunity for the most vulnerable among us. Buy tickets: associationhouse.org/facesofhope.

Association House is a vibrant, inclusive home for people on a journey to live their fullest life. Together, the Association House High School, Child Welfare, Behavioral Health, Community Health and Workforce Development teams work to fill the gaps left by years of poverty and exclusion.

Help Others: Join our Auxiliary Board to connect with passionate young professionals and gain valuable leadership experience while giving back. Supporters like you fuel our social impact. Help change the lives of those we serve: associationhouse.org/volunteer.

FAST FACTS

At Association House, everything matters; and anyone that’s been told they can’t—before they walk through our doors—is told they can.

ADDRESS 1116 N. Kedzie Ave. Chicago, IL 60651

Throughout our 123-year history, we have remained dedicated to our mission: serving a multi-cultural community with comprehensive, collaborative and effective programs promoting health and wellness and creating opportunities for educational and economic advancement. Our wrap-around model changes lives and gets people the right support at the right time, so they can achieve their goals.

PHONE 773-772-7170

WEBSITE associationhouse.org

177 EMPLOYEES

2021 REVENUE $15.1 million

FOUNDED IN 1899

Donate: $20 per month can help young people by providing a safe space for their little ones in our Family Literacy Program. Your gift today will create a future graduate tomorrow. Start making an impact today: associationhouse. org/donate. Share: Follow @AssocHouse on Instagram and Twitter, as well as @AssociationHouse on Facebook and LinkedIn. Connect with us on our social media to help spread awareness, find new ways to get involved and hear about our latest events.

HOW YOU CAN HELP Visit: Schedule a time to visit Association House in person to see the impact firsthand. Learn about our programs from experienced staff. Meet our participants and hear their stories. Call our Development team today: 773-772-7170, ext. 9104. Explore: Explore our website to learn more about our services, programs, history and impact. Read participant stories, sign up for our monthly newsletter and stay up to date with our latest events. Find inspiration now at associationhouse.org.

At the 23rd annual Faces of Hope gala, Chance shared how Association House gave him the tools he needed to tackle addiction, earn his high school diploma and find a lasting career.

LEADERSHIP

Join: Attend Faces of Hope to hear heartwarming participant stories, meet like-minded professionals and indulge in exclusive experiences. Join us June 9 to celebrate our work advancing health, education and

Juan Carlos Linares President & CEO

Tadd Ingles Board Chair

Julie Rodriguez VP

Lillian Bui Development Director

YOU CAN TRANSFORM A LIFE TODAY “Association House made me realize I’m not alone.” - Alejandra

High School Offering a different path to graduation

Workforce Training individuals for lasting careers

Community Health Connecting individuals to vital resources

Behavioral Health Building resilience and recovery

Child Welfare Breaking cycles of abuse

Join our caring community, sign up for our newsletter!

Transform more lives like Alejandra’s.

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SPONSORED CONTENT

WHAT WE DO The Chicago Lighthouse is one of the most comprehensive social service agencies assisting people who are blind, visually impaired, disabled and Veterans in the United States. Each of our 40 programs and services is designed to help individuals of all ages, races, income levels and abilities achieve their fullest potential and live as confidently and independently as possible. Our programs include:

FAST FACTS ADDRESS 1850 W. Roosevelt Rd. Chicago, IL 60608

PHONE 312-666-1331 WEBSITE chicagolighthouse.org

620 EMPLOYEES

2021 REVENUE $49,101,725

FOUNDED IN 1906

• Comprehensive Low Vision Services that provide diagnosis, treatment, counseling and assistive technology for people of all ages and backgrounds; • Employment Services that empower individuals with disabilities and Veterans to gain the skills they need to support themselves and improve their quality of life; • Educational Programs that help children, adolescents and young adults with vision impairments (and often additional disabilities) reach developmental and social milestones, and; • Advocacy and Independent Living Programs that enable clients to thrive in an accessible, inclusive community. In addition, The Lighthouse manages several Social Enterprise businesses in the areas of Customer Service, Digital Accessibility Consulting, Manufacturing and Shipping that serve the dual purposes of providing our clients with accessible, inclusive jobs, and generating revenue to support our clinical and social service programs.

HOW YOU CAN HELP Visit: Learn more about The Chicago Lighthouse at chicagolighthouse.org. Or contact us at 312-6661331 to schedule a tour of our headquarters at 1850 W. Roosevelt Rd. and witness the impact of our 40 programs and services.

Share: Follow us on Facebook (The Chicago Lighthouse), Twitter (@ChiLighthouse), Instagram (@ChiLighthouse), YouTube (Chicago Lighthouse) and LinkedIn (ChicagoLighthouse). Explore: View our YouTube channel and website (chicagolighthouse.org/lighthouse-stories) to view videos highlighting how our 40 programs and services impact the lives of people who are blind, visually impaired, disabled and Veterans. Learn more about our 116-year history at chicagolighthouse.org/about/history. Donate: Tax deductible donations can be made at chicagolighthouse.org/donate or by e-mailing donations@chicagolighthouse.org. We can also facilitate event sponsorships and planned giving through Donor-Advised Funds, Wills and Bequests, and Charitable Trusts and Annuities. Contact Todd Gray at 312-997-3664 for more information. Join: Sign up for our newsletter to receive updates about our programs, clients and events. We continually seek volunteers to conduct mock job interviews with Employment Services clients and newsreaders for our Chicagoland Reading and Information Radio service.

The Chicago Lighthouse Social Enterprises build confidence and independence for its clients through employment opportunities. Approximately 30 percent of our Social Enterprises workforce are people who are blind, visually impaired, disabled and Veterans.

LEADERSHIP Robert W. Clarke Chair - Board of Directors

Janet P. Szlyk, Ph.D. President & CEO

Building Business & Community THROUGH SOCIAL ENTERPRISE The Chicago Lighthouse is one of the most comprehensive organizations assisting people who are blind, visually impaired, disabled and Veterans in the United States. Our Social Enterprise Businesses serve the dual purpose of providing clients with accessible, inclusive jobs and generating revenue to support our clinical and social service programs.

Contact Centers Digital Accessibility Consulting Product Assembly and Fulfillment Employment Training & Placement

LighthouseEnterprises.org Employing People with Disabilities and Veterans

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SPONSORED CONTENT

WHAT WE DO

FAST FACTS ADDRESS 309 W. Washington, Suite 700 Chicago, IL 60606

PHONE 312-455-7800 WEBSITE dmsf.org

The Daniel Murphy Scholarship Fund (DMSF) was founded in 1989 by two brothers, alongside their family and friends. Created to enrich the lives of Chicago youth, DMSF provides them with educational opportunities they would otherwise be unable to access. Our mission is to give high school scholarship assistance and academic support to high achieving Chicago students from under-resourced neighborhoods. DMSF initially partnered with two Chicago area private high schools and offered four high school scholarships. More than 30 years later, DMSF currently serves nearly 500 Scholars in grades 9-12 and partners with a total of 80 college preparatory schools in Chicago, as well as boarding schools across the country.

FOUNDED IN 1989

Help Others: DMSF regularly relies on the assistance of volunteers at events, as well as for mentoring, application reading and interviewing of scholarship applicants, and serving on our boards and committees. To learn more, contact info@dmsf.org. Donate: A gift to DMSF helps to provide access to high-quality college preparatory education, important leadership training and valuable academic support to Murphy Scholars. Share: To keep up with DMSF news and Scholar stories, follow us at @MurphyScholars on Facebook, Instagram and Twitter. You can also find us on LinkedIn and YouTube.

In addition to four-year high school scholarships, DMSF offers a number of valuable programs that help Scholars reach high school graduation, gain college acceptance and ultimately earn a degree. Our responsive programming begins before Scholars enter high school and continues after graduation. It consists of Mentoring and Affinity Groups, Professional Tutoring, College Counseling, a Caddie Program, Summer Programs and Travel Opportunities, and Alumni Affairs.

14 FULL-TIME STAFF MEMBERES

2021 REVENUE $4.3 million

HOW YOU CAN HELP Visit: Visit our website to learn more about DMSF’s mission, our programs and how to become involved at dmsf.org. Join: Serve as an ambassador for DMSF and Murphy Scholars and join the DMSF Associate Board. Contact Alina Gonzalez at alina@dmsf.org for more information.

The 32nd Annual Golf Classic hosted over 650 golfers across eight private Chicago area golf courses and raised $2.1 million for Murphy Scholars. At the post-golf reception (from left to right), The Honorable Jim Epstein, DMSF board member; Mark Ferguson, DMSF board chair; Mario Rodriguez, Murphy Scholar alumni; and Jim Murphy, DMSF founder, are photographed. The 33rd Annual Golf Classic is scheduled for June 6, 2022!

LEADERSHIP Cindy Hallums Executive Director

Mark Ferguson Chairman of the Board

Igniting potential. Enriching lives. DMSF provides access to high-quality education through four-year high school scholarships and programming support to motivated Chicago area students. With the help of DMSF, Murphy Scholars gain life-changing educational resources guiding them on the path to success. Class of 2021 Murphy Scholar’s demonstrated impressive achievements: 3.4 average GPA A record 10 Scholars were accepted into Ivy League schools 100% of those who applied were accepted into college $5.2 M+ in total grants and scholarships awarded to attend college

Daniel Murphy Scholarship Fund www.dmsf.org

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SPONSORED CONTENT

FAST FACTS ADDRESS 19 S. LaSalle St., Suite 1500 Chicago, IL 60603

PHONE 312-795-9060

WHAT WE DO

HOW YOU CAN HELP

The Fatherhood Educational Institute’s mission is to promote positive father involvement and improve the lives of children in disadvantaged communities. The organization was created in 1999 to support low-income fathers, incarcerated fathers, and at-risk fathers and children who would be unable to find help otherwise. The organization’s work is focused on increasing fatherhood involvement in poverty-stricken communities and reducing the incidence of father absence.

Visit: Learn more about what FEI does, has done and hopes to do at our website, fatherhood-edu.org.

FEI addresses the lack of resources for fathers, specifically indigent and incarcerated fathers. For example, a father named Maurice, who’s featured in a video on the FEI website, was incarcerated. Without virtual visitation, Maurice missed out on many of the crucial years that connect a father and daughter. His teenage daughter confesses to the hardships of growing up without her father’s presence and how virtual visitation would have helped prevent them. FEI advocated for virtual visitation, which has now been implemented in Illinois prisons.

Father absence can have a horrific effect on children, as shown by the statistics on pages 46-47 of founder Jeffery Leving’s book, Fathers’ Rights. Children with absent fathers consistently score lower than the norm on reading and math tests. In addition, they have higher rates of asthma, headaches, speech defects and psychological problems. Seventy percent of kids in juvenile detention grew up in a fatherless environment.

COMPLETELY VOLUNTEER-BASED

FOUNDED IN 1999

At this time, FEI is focused on establishing a scholarship fund for fathers who need a course at a community college or trade school in order to help qualify for a job to support their families. Social icon

Circle Only use blue and/or white.

TWITTER @fatherhoodedu KIDS NEED DADS AD.pdf

Donate: We welcome donations at fatherhood-edu.org/index.php/ donate-to-fatherhood. Share: Please visit our social media pages on Facebook, Twitter and Instagram, and share them. FEI founder Jeffery M. Leving is photographed with FEI board members Wayne Halick (left) and James M. Hagler (right) after they delivered informative presentations at the 2020 Illinois Council on Responsible Fatherhood symposium.

Our volunteers visit men who are locked up, because we want them to come out of prison prepared to lead healthy, productive lives and to create previously unimaginable bonds with their children.

WEBSITE fatherhood-edu.org

For more details check out our Brand Guidelines.

Join: The FEI is all-volunteer. If you’d like to help, please visit fatherhoodedu.org/index.php/volunteer-in-chicago.

5/12/22

The FEI vision is a world where all fathers are involved in the lives of their families, even if they need help to overcome obstacles.

6:45 PM

LEADERSHIP Maureen A. Gorman President

BOARD MEMBERS

Jeffery M. Leving Founder & President-emeritus

Arthur S. Kallow

James M. Hagler Wayne E. Halick Jennifer Whiteside

CMY

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SPONSORED CONTENT

WHAT WE DO

FAST FACTS ADDRESS 932 W. Washington Blvd. Chicago, IL 60607

PHONE 312-226-7984

WEBSITE haymarketcenter.org

283 EMPLOYEES

2021 REVENUE $34 million

FOUNDED IN 1975

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Haymarket Center is Chicago’s largest and most comprehensive provider of substance use disorder and mental health treatment services, serving 12,000 individuals per year. We provide every level of substance-use care to adults age 18 and over, including withdrawal management (detoxification); residential and outpatient treatment; and recovery homes—and a vast array of supportive services. Our clients come from every area of Illinois, but primarily from Chicago’s most highly-stressed communities. All patients can access care 24 hours a day, seven days a week, regardless of ability to pay.

HOW YOU CAN HELP Visit: 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, VP - 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.

Haymarket Center’s 2022 Gala was held April 9 at the Chicago Bulls Advocate Training Center and featured Rob Lowe, 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.

LEADERSHIP Dan Lustig, PsyD, CAADC, COPD II President & CEO The Honorable Lee A. Daniels Board Chair Robert Edstrom CFO

Karen Kissel Sr. EVP Kenyatta Cathey VP - Clinical Services Jeffrey Collord VP - Operations Sarah English VP - Development

Linda Maranda VP - Strategic Partnerships Jesse Taylor VP - Facility & Business Services Michael Baldinger Medical Director

5/17/22 1:17 PM

SPONSORED CONTENT

WHAT WE DO Invest For Kids is dedicated to supporting carefully selected organizations that serve Chicago-area youth from under-resourced communities. Since 2009, we have invested in more than 75 organizations that are committed to transforming the lives of young people.

FAST FACTS ADDRESS 875 N. Michigan Ave., Suite 3400 Chicago, IL 60611

EMAIL info@ifkchicago.com WEBSITE investforkidschicago.org

To accomplish our mission, Invest For Kids hosts an annual investment conference where industry professionals share their best ideas. Since the costs associated with the conference are underwritten by our co-founders, 100 percent of the proceeds are directly donated to the carefully selected nonprofits.

HOW YOU CAN HELP Visit: To learn more about Invest For Kids and register for the 14th annual Invest For Kids Conference on Nov. 1—Chicago’s premier investable ideas event—please visit investforkidschicago.org. Join: To join our growing list of volunteers and supporters (both individual and corporate), as well as our mailing list, please contact executive director Katie Hurley Wales at katie@ifkchicago.com.

5 EMPLOYEES

Donate: Tax-deductible financial donations can be made online through our website or mailed to our office address. To discuss the impact and benefits of sponsorship, please contact Katie Hurley Wales, our executive director, at katie@ifkchicago.com.

2021 REVENUE $1.72 million

FOUNDED IN 2009

Share: Connect and share with us on social media, including Facebook and LinkedIn.

Invest For Kids’ annual conference is Chicago’s premier investable ideas event. The 14th annual conference will occur on Nov. 1, and 100 percent of the proceeds will support organizations serving Chicago-area youth.

LEADERSHIP Ben Kovler Co-Founder

Katie Hurley Wales Executive Director

Ron Levin Co-Founder

Barbara Wolf Director of Giving

INVEST FOR KIDS Invest For Kids hosts an annual investment conference where industry professionals share their best ideas, and 100% of proceeds are donated to organiza�ons that serve Chicago area youth from under-resourced communi�es.

SAVE THE DATE

CHICAGO’S PREMIER INVESTABLE IDEAS EVENT

75+

organiza�ons supported

INVEST IN KIDS BUILD THE FUTURE

$18+

million dollars raised

$200,000

average grant amount

100% of dollars raised invested in Chicago’s youth

investforkidschicago.org

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5/17/22 1:17 PM

SPONSORED CONTENT

HOW YOU CAN HELP

UPCOMING EVENTS

Visit: Visit our website—lesturnerals.org—to see the many ways you can make an impact against this devastating disease. Participate in events, create a fundraiser, help fund cutting-edge ALS research or volunteer as a part of our Les Turner ALS family.

FAST FACTS ADDRESS 5550 W. Touhy Ave., Suite 302 Skokie, IL 60077-3254

PHONE 847-679-3311

WEBSITE lesturnerals.org

17 EMPLOYEES

2021 REVENUE $3.1 million

Strike Out ALS 5K and 1 Mile Run, Walk and Roll Guaranteed Rate Field, Chicago July 21, 2022 ALS Walk for Life Soldier Field, Chicago Sept. 24, 2022

Explore: From current clinical trials at our Lois Insolia ALS Clinic at Northwestern Medicine, to educational webinars on topics ranging from genetics and ALS to respiratory health, we ensure that people impacted by ALS have access to the most promising therapies.

As one of Les Turner ALS Foundation’s signature events, Strike Out ALS 5k and 1 Mile Run, Walk & Roll offers athletes at any skill level the opportunity to compete for those who can’t. This year’s event will occur on July 21.

Help Others: The progression of ALS can mean tomorrow is often worse than today. You can help make sure people living with ALS are supported every step of the way—with the most up-to-date resources at their fingertips. Our My ALS Decision Tool (a registered trademark) was designed to help people living with ALS learn about their ALS treatment options and empower them to make important decisions about their care.

The Lois Insolia ALS Clinic at the Les Turner Center at Northwestern Medicine, one of the country’s first multidisciplinary ALS clinics, offers care from a team with extensive experience in the diagnosis and treatment of amyotrophic lateral sclerosis (ALS).

Donate: Your donations are critical to funding essential support services for people living with ALS, along with their loved ones, while also advancing scientific research into the causes, treatments and cures for ALS. Share: Your voice is a powerful tool in spreading awareness about ALS. Find us on social media and share why you want to see a world free of ALS.

LEADERSHIP

FOUNDED IN 1977

Andrea Pauls Backman CEO

Ken Hoffman Board Chair

Erin Reardon Cohn Incoming Board Chair

EXPERTS PREDICT AN INDIVIDUAL’S LIFETIME RISK OF ACQUIRING ALS IS ABOUT

1 in 300 BY THE AGE OF 85

FOUNDED IN 1977, THE LES TURNER ALS FOUNDATION IS THE OLDEST INDEPENDENT ALS GROUP IN THE COUNTRY. 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. The effects of ALS grow more severe over time and eventually become fatal. The symptoms and progression may vary, which can make the disease difficult to diagnose, treat, and manage. As Chicagoland’s leader in comprehensive ALS care, we treat each person like family, supporting them every step of the way. Our Les Turner ALS Center at Northwestern Medicine is led by the most accomplished and renowned researchers and clinicians in their field, advancing vital care and research in pursuit of life-enhancing treatments and a cure.

MAY IS ALS AWARENESS MONTH. JOIN US AND DONATE AT LESTURNERALS.ORG.

LES TURNER ALS FOUNDATION 5550 W. TOUHY AVENUE, SUITE 302 SKOKIE, IL 60077 847 679 3311 INFO@LESTURNERALS.ORG

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SPONSORED CONTENT

WHAT WE DO Mikva Challenge is a national nonpartisan, nonprofit organization founded on the premise that youth voice and participation matter. Mikva’s programming develops youth to be empowered, informed and active citizens who will promote a just and equitable society. The organization serves over 132,000 students per year in 10 states.

FAST FACTS ADDRESS 200 S. Michigan Ave., Suite 1000 Chicago, IL 60604

PHONE 312-546-6501 WEBSITE mikvachallenge.org

Mikva Challenge knows that democracy is people taking action—speaking, engaging, learning and listening. It clears a path for young people to be involved and to develop confidence and habits that will serve them—and the world they share—all their lives.

Visit: Visit our website (mikvachallenge.org) to learn more about our programs, impact and process. Explore: Read our interactive annual report (mikvachallenge.org/annualreport) to learn more about our impact.

2021 REVENUE $6 million

FOUNDED IN 1997

Share: Share our work with your network! Find us on Linkedin and follow us @MikvaChallenge on Facebook, Instagram and Twitter.

Established in Chicago in 1997, the nonpartisan, national organization is named in honor of the late American politician, federal judge, lawyer and law professor Abner J. Mikva and his wife, educator Zoe Mikva. Driven by the belief that policymakers will make more informed decisions if they incorporate youth voices, Mikva Challenge’s three core program areas focus on youth community problem-solving, youth electoral participation and youth policy-making.

HOW YOU CAN HELP

37 EMPLOYEES

Donate: Become a Mikva donor. Contribute online (mikvachallenge.org/donate) or send cash and check donations to our office, 200 S. Michigan Ave., Suite 1000, Chicago, IL 60604. Contact donations@mikvachallenge.org for more information.

Join: Join our mailing list (mikvachallenge.org/newsletter) to stay up-to-date on our progress and upcoming events. Together, we can help young people lead our democracy.

Mikva Challenge students are photographed with supporters at a Project Soapbox event. Project Soapbox, Mikva’s public speaking program, prepares students to speak out about the issues that matter most to them.

LEADERSHIP Verneé Green CEO of Mikva Challenge Carla Rubalcava Managing Director of Programs - Mikva Challenge IL Karrie Miner Director of Leadership Giving

Robyn Lingo Chief of Strategy & Impact Jill Bass Chief Education Officer Camille Rampersaud Managing Director of Finance

Randy Kinder DC Board Chair Jack Marco National Board Vice Chair Peter Barber IL Advisory Board Chair

Mark Rosenberg National Board Chair

Thank you for your support of

Democracy is a Verb! Spring Benefit • May 12, 2022 Honoring Tom Wilson, CEO of Allstate & Dr. Janice K. Jackson, CEO of Hope Chicago Co-hosts Farissa Knox & David Narefsky Meet Our Sponsors:

mikvachallenge.org/donate

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SPONSORED CONTENT

FAST FACTS ADDRESS 1279 N. Milwaukee Ave. 4th Floor Chicago, IL 60622 PHONE 773-329-4111

WEBSITE nhschicago.org

72 EMPLOYEES

2021 REVENUE $8.2 million

FOUNDED IN 1975

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WHAT WE DO

HOW YOU CAN HELP

Neighborhood Housing Services of Chicago (NHS) advocates for working families and revitalizes communities through community building, real estate development, mortgage lending, financial education and housing policy.

Join: Work alongside our growing list of volunteers, supporters, and corporate and community partners. Contact the NHS Resource Development team to learn more.

Our work is directly focused on fostering racial equality and helping to close the racial wealth gap. Our goals are to ensure individuals are able to attain safe and sustainable housing, and to provide a foundation for economic stability in neighborhoods of choice.

Donate: Contribute online at nhschicago.org/donate. Cash and check donations can be sent to our central office at 1279 N. Milwaukee Ave., 4th Floor, Chicago, IL 60622. Share: Follow @NHSChicago on Facebook, Instagram and Twitter. You can also find us on LinkedIn and YouTube.

NHS is a recognized leader in homeownership consulting. Our HUD-certified counselors lead group seminars and one-on-one counseling on a variety of topics related to homeownership and financial empowerment. For existing homeowners, post-purchase and foreclosure counselors actively negotiate with lenders to achieve loan modifications and other financing solutions, and look to mitigate costs that contribute to housing instability. We use our annual Transformative Impact awards event to celebrate our collective approach to neighborhood revitalization. Keynote speakers interpret current housing trends and suggest new approaches to the most challenging issues affecting vulnerable families and their communities. NeighborWorks Day, an annual beautification event, celebrates neighborhood change and awareness. Volunteers work side-by-side with residents to strengthen areas across Chicago and the South Suburbs. By supporting NHS, you are helping to create opportunities for people to live in affordable homes, improve their lives and strengthen their communities. NHS is truly there each step of the way in the homeownership process.

NHS’ annual awards event celebrates its collective approach to neighborhood revitalization. Keynote speakers interpret current housing trends and suggest new approaches to the most challenging issues affecting vulnerable families.

LEADERSHIP Anthony E. Simpkins President & CEO Donna Clarke COO Robin Coffey Chief Credit Officer

Linda Greene Director - NHS Redevelopment Corporation

Karen Woods Director Homeownership Services

Deborah Moore Director - Neighborhood Strategy and Planning

Dwayne Shipp Director - Finance

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SPONSORED CONTENT

WHAT WE DO

FAST FACTS

North Shore Exchange is luxury on a mission. We are Chicagoland’s only nonprofit luxury designer consignment boutique that’s given away $2.6 million to 48 local charities. We feature the very best in guaranteed authentic luxury and contemporary women’s designer fashion, men’s designer accessories, and a curated collection of upscale furniture and home décor where every purchase gives back.

372 Hazel Ave. Glencoe, IL 60022

We specialize in luxury brands like Chanel, Gucci, Louis Vuitton, Hermès, Prada and YSL, plus contemporary brands like Rag & Bone, Tory Burch, Theory, Vince and more. Every consignment, donation and purchase supports charities serving Chicagoland children and families in need.

900 North Michigan Shops, Level Four Chicago, IL 60611

HOW YOU CAN HELP

1100 Central Ave. Wilmette, IL 60091

Visit: Shop our three luxury resale boutiques, along with a curated selection of our featured finds online at northshoreexchange.org.

ADDRESSES

PHONE Glencoe: 847-835-0026 Chicago: 312-374-3055 WEBSITE northshoreexchange.org

26 EMPLOYEES

2021 REVENUE $3.8 million (FY 2021) FOUNDED IN 2013

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Explore: Visit our website to browse our latest designer fashion and home consignment arrivals, learn more about selling with us, find our latest news and subscribe to our VIP list. Join: Want a fun way to give back? We are actively seeking new volunteers in a variety of roles. Share your time, talent and skills, meet like-minded people and help make a difference right here in Chicago. Visit us online to learn more and get involved. Help Others: Shopping, consigning and donating with North Shore Exchange helps feed the hungry, house the homeless and fight domestic violence. We also help charities provide critically-needed medical care for the most vulnerable Chicagoans—and so much more.

Consign: Consigning with us is easy and rewarding. We pay competitive rates—up to 85 percent—and, as a small business, we can give your items the spotlight they deserve. While you’re earning cash fast, we’ll donate our profits to charity. Learn more about how to sell with us on our website. Share: Follow us on Facebook, Pinterest and Instagram and subscribe to our VIP list at northshoreexchange.org.

LEADERSHIP Wendy Serrino President & Founder

Isabelle Goossen Treasurer

Ashley Prasad Director - Operations

Susan Sholl VP - Furniture

Nicole Hayek Director - Philanthropy

KEY STAFF

Martha Kirtley VP - Fashion & Consignor Relations

Beth Douglass Director - Human Resources

Franco Lim Director - Technology Sylvia Oriatti Director - Home Decor

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SPONSORED CONTENT

FAST FACTS ADDRESS 1716 W. Hubbard St. Chicago, IL 60622

PHONE 773-525-1777 WEBSITE nourishinghopechi.org

50 EMPLOYEES

2021 REVENUE $5.8 million

FOUNDED IN 1970

WHAT WE DO

HOW YOU CAN HELP

Nourishing Hope, formerly known as Lakeview Pantry, works with our neighbors to overcome hunger, improve mental wellness and achieve life goals across Chicago. With the help of thousands of volunteers, donors and partners, we strive to improve and empower the lives of thousands of our neighbors.

Join: Join us in providing free, healthy and delicious food by hosting a virtual food drive—a fun way to engage your families, colleagues or classmates in online fundraising. Learn more at nourishinghopechi.org/fooddrive.

Our name has changed, but our mission and values remain constant. At Nourishing Hope, we provide food for today and hope for tomorrow. We offer nutritious food, using a choice-based distribution model and access to critical social services, including: • Monthly food distribution and weekly produce pickup through multiple food access programs, including our flagship Sheridan Market in Lakeview and our Fresh Market, in partnership with La Casa Norte in Humboldt Park; • An online market program that provides an option for easy online ordering and pickup—convenient and efficient for working families; • Home delivery services for older adults and people with disabilities; • Free, trauma-informed mental health counseling by licensed therapists; • Social services, including case management, housing and job search support, domestic violence intervention, referrals and public benefits assistance (SNAP, health care, government forms, etc.) for anyone in need. We’re committed to treating people and families with dignity, respect and compassion. We pride ourselves on innovation and collaboration— with a growing number of partnerships in communities across the city. By partnering with other trusted organizations, we nourish hope for a brighter future throughout Chicago.

Lakeview Pantry is now

Help Others: We’re always looking for volunteers, and we’d love to have you as part of our team. Our volunteer opportunities include youth, corporate groups, community- and faith-based groups, community service and more. Registering is fast and easy! Sign up at nourishinghopechi.org/volunteer. Donate: When you donate to Nourishing Hope, $1 can help provide eight meals to our neighbors facing food insecurity. Whether you’re an individual donor, or a corporate or foundation partner, you can learn how to make an impact today at nourishinghopechi.org/donate. Share: Be sure to follow us on social media for all the latest from the front lines of hunger relief. Find in-depth stories of impact on our blog at nourishinghopechi.org/blog.

The Nourishing Hope Gala is our largest annual fundraiser. This year, we are hosting the event at Rockwell on the River on Oct. 14, 2022, at 6 p.m. Join us to support our growth and impact!

LEADERSHIP Kellie O’Connell CEO

Casey Herman Board President

We have some personal news: After 52 years, we are changing our name and brand to reflect our commitment to serve more of our Chicago neighbors in need. Lakeview Pantry is now Nourishing Hope. We've grown to provide food, mental wellness counseling, and job and housing assistance in communities across the city.

Our name has changed. Our mission and values remain constant. NourishingHopeChi.org Together, we are Nourishing Hope.

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SPONSORED CONTENT

FAST FACTS ADDRESS 1530 S. State St., 2nd Floor Chicago, IL 60605

PHONE 312-604-2200 WEBSITE pcsedu.org

260 EMPLOYEES

2021 REVENUE $28,602,861

WHAT WE DO

HOW YOU CAN HELP

Perspectives Charter Schools is a network of five public, charter schools operating on the South Side of Chicago. Our schools are tuition-free and non-selective. We are located in Bronzeville, South Loop and Auburn Gresham. We serve over 1,600 students, grades 6-12, coming from neighborhoods on the South and West Sides.

Visit: We live A Disciplined Life*! Come see our curriculum in action by touring our five schools.

Perspectives’ holistic education model fosters ethical leadership and cultivates agency, guiding students to live productive and meaningful lives. Our mission is to provide students with a rigorous and relevant education through our A Disciplined Life* education model, which includes Academic Rigor, Social Emotional Learning and Experiential Opportunities. A Disciplined Life* is a culture grounded in a set of 26 principles. These principles guide our actions and build a community of trust, curiosity and achievement that develop positive self-perception, healthy relationships and the tools for productivity. Perspectives students receive 180 minutes of focused social emotional learning in weekly classes, helping them successfully navigate challenges in school and at home.

Explore: Perspectives uses the city of Chicago as a classroom by providing students with field study, career shadowing and internship opportunities. Explore Chicago with our students by volunteering as a mentor. Join: Sign up for our quarterly newsletter, Our Perspectives, to stay looped in to the latest news at Perspectives. Donate: Perspectives relies on generous contributions from individuals, corporations and foundations to provide our students with a high-quality education, along with responsive wraparound services and unique enrichment experiences. Share: Follow us on our social channels and share our student success stories with your networks! Visit Instagram (@pcsedu), Twitter (@pcsedu), Facebook (@perspectivescs) and LinkedIn (@Perspectives Charter Schools) for more information.

LEADERSHIP

Each year, Perspectives invests in wraparound services for our students. Over 92 percent of our organizational revenue is put to work in direct support of our mission. We provide field study, career shadowing and service opportunities for all students. Perspectives is also proud to offer enrichment activities, athletic programs and enhanced learning opportunities for our students through our partnerships with Chicago’s business community. Our field studies provide cultural experiences, expose students to fine arts, and create interactive learning and team-building experiences.

Hall Adams Chairman - Perspectives Board of Directors

* A Disciplined Life is a registered trademark.

Jasmine Morales Principal - Perspectives Middle Academy

FOUNDED IN 1997

Deborah Stevens, MBA, CPA CEO TyNeisha Banks, M.Ed Principal - Perspectives/IIT Math & Science Academy

Eron Powell, MAT Senior Managing Principal Perspectives High School of Technology & Perspectives Leadership Academy Stephen Todd, Ed.D. Managing Principal - Perspectives Rodney D. Joslin Campus Senior Director of Strategy & Data

The

POWER of Perspectives

26 Principles

of A Disciplined Life® • Communicate effectively • Challenge each other intellectually • Show gratitude • Solve conflicts peacefully • Respect differences • Be positive and supportive • Show compassion

Perspectives Charter Schools is a network of five open-enrollment, public charter schools. For 25 years, Perspectives has been a clear, steady, and transformational choice for families across Chicago. Our education model is based on A Disciplined Life, our innovative approach to social emotional learning. Perspectives develops leaders with strong character - this is the Power of Perspectives.

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Tools for Productivity

• Accept only quality work from yourself • Take responsibility for your actions • Seek wisdom • Be open-minded • Think critically and be inquisitive • Love who you are • Demonstrate honesty and integrity • Be generous • Be a lifelong learner • Live a healthy lifestyle

Healthy Relationships

Positive Self Perception

building a community of trust, curiosity and achievement • Demonstrate a strong work ethic • Use your time wisely • Listen actively • Be punctual and prepared • Be organized • Be reflective • Be reliable • Take initiative • Demonstrate perseverance

pcsedu.org

5/17/22 1:17 PM

SPONSORED CONTENT

FAST FACTS ADDRESS 320 W. Ohio St., Suite 410E Chicago, IL 60654

PHONE 312-833-2097 WEBSITE rosecrance.org

1,200 EMPLOYEES

2021 REVENUE $90,667,572

WHAT WE DO

HOW YOU CAN HELP

Founded in 1916, Rosecrance is a national leader in behavioral health treatment. Our comprehensive substance use and mental health treatment services help accelerate progress and create a roadmap for a continuum of care that goes beyond initial treatment— the key to long-term success.

Visit: Contact Sally Draper at 312-833-2097 to tour our treatment sites, including our teen and adult behavioral health residential campuses, our recovery residence in Chicago’s Lakeview neighborhood, and outpatient programs in Lakeview and River North. We have committed, compassionate staff waiting to meet you.

In Chicago’s Lakeview neighborhood, Rosecrance provides a licensed, structured recovery living environment for up to 30 adults in recovery while they work and/or attend college. These individuals have typically completed an intensive residential or outpatient treatment program. Our unique program begins with the development of an individualized recovery plan, followed by daily support from a specialized team. Drug testing, daily schedule and activity accountability, 12-step meetings and additional services, offered through our outpatient counseling center at Lakeview, provide the structure of support. This spring, Rosecrance opened a new facility in Chicago’s River North neighborhood to provide highquality mental health and substance use disorder treatment services on an outpatient basis. Other Chicagoland locations include Des Plaines, Frankfort, La Grange, Northbrook and Warrenville. We also offer access to residential drug abuse treatment, mental health programs and rehab treatment for co-occurring disorders just 90 minutes from Chicago. “A comprehensive, holistic approach to treating substance use and mental health disorders is really important. It lays the foundation for the lifelong recovery journey, and offers the building blocks the individual needs to manage their disease.”

FOUNDED IN 1916 – Dr. Tom Wright, Chief Medical Officer, Rosecrance Heath Network

Explore: Visit our website, rosecrance.org, to learn more about our vibrant, robust treatment options—residential and outpatient—for adolescents and adults with mental health or substance use disorders. Join: Consider making a difference by joining the Rosecrance Foundation Chicago Board. For more information, contact Sally Draper at 312-833-2097. Connect with us at facebook.com/lifeswaiting and Twitter @rosecrancenews. Help Others: Whether you’re concerned about the behavioral health of yourself or a loved one, it’s important to equip yourself with resources and education. Rosecrance is here to help. Take the first step by calling 888-928-5278. Donate: Charitable contributions help expand Rosecrance programs to more people and reduce financial barriers for families seeking treatment. Help us provide help, hope and the best opportunity for lasting recovery to more families by calling 312-833-2097.

LEADERSHIP David Gomel, Ph.D., CADC President & CEO/ Rosecrance Health Network Thomas Wright, M.D. Addictionologist, SVP for Medical Affairs & Chief Medical Officer

Judith Jobe, M.S., CSADC SVP & Chief Administrative Officer

Janis Waddell, M.S., CSADC SVP & Chief Business Development Officer

Carlene Cardosi, M.S.W., LCSW, CADC Regional President Rosecrance, Inc

Sally Draper, B.A. SVP & Executive Director of The Rosecrance Foundation

Hope begins with you. NATIONALLY RECOGNIZED LEADERS IN TREATING SUBSTANCE USE AND MENTAL HEALTH DISORDERS. For substance use and mental health treatment in the Midwest, there’s only one choice: Rosecrance. Our unmatched legacy as a proven behavioral health care leader is a source of hope and strength to those we serve. You have the power to provide that hope. Last year, Rosecrance committed more than $6 million to reduce financial barriers to care, and provided direct charity care support to nearly 500 families. Help us to offer hope and the best opportunity for lasting recovery with a gift to The Rosecrance Foundation.

ROSECRANCE.ORG Chicago-Lakeview • Chicago-River North • Des Plaines • Frankfort • La Grange • Northbrook • Warrenville

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SPONSORED CONTENT

WHAT WE DO The Salvation Army’s mission is to preach the gospel of Jesus Christ and meet human needs in His name without discrimination.

FAST FACTS

The Salvation Army Metropolitan Division is the largest direct provider of social services in Chicagoland, and is a critical safety net for those in need. We serve more than 1 million people every year throughout Chicago, northern Illinois and northwest Indiana.

ADDRESS 5040 N. Pulaski Rd. Chicago, IL 60630

In partnership with our generous donors and dedicated volunteers, we battle homelessness, hunger, human trafficking, violence, substance abuse, hopelessness and more—all with the goal of Doing the Most Good.

PHONE 773-725-1100 WEBSITE salarmychicago.org

884 EMPLOYEES

2021 REVENUE $139 million FOUNDED IN 1865 IN LONDON; EXPANDED TO CHICAGO IN 1885

HOW YOU CAN HELP Visit: You can visit any of our community centers to access services, make donations or volunteer. Find a list of 29 locations throughout the greater Chicagoland, northern Illinois and northwest Indiana areas 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, finance, 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, health fair event support and Red Kettle bell ringers. Donate: Financial gifts can be made on our website, with all donations staying local. To donate clothing, food, school supplies and other items, call 773-205-3502. To provide holiday gifts for children in need through our Angel Tree program, visit theangelgivingtree.com.

LOVE BEYOND NEIGHBORHOODS

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The annual Hope “Fore” Kids Golf Classic at the Glen Club raises money for Salvation Army youth programs and shelter for families in crisis. This year’s event will occur on Sept. 6; visit salarmychicago.org/golf for details.

LEADERSHIP Lt. Col. Lonneal Richardson Divisional Commander

Capt. Xavier Montenegro Divisional Program Secretary

Lt. Col. Patty Richardson Divisional Director - Women’s Ministries & Officer Development Secretary

Capt. Heather Montenegro Divisional Youth Secretary & Divisional Candidates Secretary

Maj. Enrique Azuaje General Secretary & Adult Ministries Coordinator Maj. Nancy Azuaje Women’s Ministries Secretary

Maj. Beverly Gates Divisional Business Secretary Captain Sharyn Tennyson Business Officer

Love Beyond Neighborhoods goes out to feed, shelter, educate, comfort, provide, empower and rebuild! Your support keeps food on people's cables, families in their homes and the utilities on. Your help is needed now more than ever. Donate today and provide hope tomorrow!

www.salarmychicago.org

5/17/22 1:18 PM

SPONSORED CONTENT

WHAT WE DO

FAST FACTS ADDRESS 4101 N. Ravenswood Ave. Chicago, IL 60613

PHONE 773-572-5500 WEBSITE thresholds.org

Thresholds provides innovative behavioral and primary health care that promotes empowerment, well-being and full participation in community life. Through unwavering, community-based engagement, support and advocacy, Thresholds provides home, health and hope to more than 8,000 youth and adults with serious mental health and substance use conditions every year. With locations in five counties, the agency provides sizable coverage throughout Illinois with housing, employment, education, physical and mental health care, peer supports, and a state-of-the-art research and training center. Few, if any, agencies in the country have more experience than Thresholds in providing supportive services to people with serious mental illness and co-occurring disorders. Founded in 1959, Thresholds is one of the largest providers of community mental health services in Illinois. The agency has 33 unique programs that employ 186 clinical teams, operating out of 97 sites (including more than 80 residential locations) throughout the Chicago metropolitan area.

HOW YOU CAN HELP 1,094 EMPLOYEES

2021 REVENUE $105 million

FOUNDED IN 1959

Visit: Learn more about Thresholds by visiting our website, thresholds.org. Join: We welcome new members to the Thresholds Junior Board. Donate: Financial donations can be made on our website. We also accept donations of personal hygiene items, warm clothing and blankets at any of our Chicago-area locations. Share: Share our posts and follow us on social media: Facebook, Twitter, Instagram, LinkedIn and TikTok.

Bassey Ikpi, poet, activist and mental health advocate, was the keynote speaker at the Thresholds 2022 Gala on May 5. She is pictured here (left) alongside Thresholds’ CEO Mark Ishaug (center) and board president Dr. Suzet McKinney (right).

LEADERSHIP Mark Ishaug CEO

Debbie Pavick Chief Clinical Officer

Chris Noone Chief Talent Officer

Al Shoreibah CFO

Dee Atkins Chief Community Engagement & Equity Officer

Mike Faley General Counsel

Mark Furlong COO Dayo Popoola CIO

Brent Peterson Chief Development Officer

Heather O’Donnell SVP - Public Policy

HOME HEALTH HOPE Learn how Thresholds is leading the way in mental health and substance use treatment in Illinois. www.thresholds.org

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SPONSORED CONTENT

FAST FACTS ADDRESS 20 S. Clark St., Suite 1620 Chicago, IL 60603

PHONE 773-572-0094 WEBSITE thrivescholars.org

68 EMPLOYEES NATIONALLY

2021 REVENUE $12 million nationally FOUNDED IN 2001 IN LOS ANGELES; EXPANDED TO CHICAGO IN 2019

WHAT WE DO

HOW YOU CAN HELP

Thrive Scholars prepares and supports high-achieving students of color from economically disadvantaged communities so they can become students at the nation’s top 100 colleges—and graduate with the career skills and experience they need to thrive at the most innovative companies.

Visit: Visit our website (thrivescholars.org) to learn more about our proven, data-driven program model and impact in high-trajectory careers.

In Chicago, there are 2,500 students of color from underresourced communities with the academic qualifications to attend top colleges. Yet, there simply aren’t enough citywide programs to support them all. By expanding our proven six-year program to Chicago in 2019, Thrive Scholars aims to increase our local cohort from 15 to 50 Scholars over the next three years, ultimately serving 300 Chicago students annually across all six program years. Starting in 11th grade, our Scholars benefit from expert college counseling and intensive academic preparation. Once in college, they receive professional mentors, access to a network for internships and jobs, personalized career counseling, and financial and social-emotional support. As a result, more than 90 percent of Scholars in our program attend a top 100 college, while 98 percent graduate. A unique component of Thrive’s work is our signature Summer Academy, which provides two summers of six-week, residential academic boot camps, in order to prepare Scholars for the rigors of college. It includes over 350 hours of college-level instruction, targeting math, writing and critical thinking skills taught by college professors. Recognizing that early investment is the key to our Scholars achieving the economic mobility everyone deserves, Thrive partners with innovative companies to create a pipeline of exceptional diverse talent, inspire deeper staff engagement and make positive change.

Join: To join our growing list of volunteers, supporters, and corporate and community partners, please contact Chicago executive director, Kylia Kummer, at kkummer@thrivescholars.org. Explore: Explore thrivescholars.org/video-gallery to watch videos featuring our Scholars and their journeys in our program. Help Others: Our mentorship program connects Thrive Scholars with experienced and passionate volunteers who support their personal growth, help them develop strategies for college success and expose them to important career opportunities. Visit our website to learn more about becoming a mentor. Donate: Financial gifts can be made at thrivescholars. org/donate, with all donations remaining local. To discuss the impact and benefits of Corporate Sponsorship, please contact Chicago executive director, Kylia Kummer, at kkummer@ thrivescholars.org. Share: Connect with us on social media to help spread awareness about our programs and partnership opportunities.

A panel—featuring our corporate partners as they offer Scholars career advice and insights on “The Future of Work”, held during Thrive Scholars’ inaugural Career & Leadership Conference—is photographed.

LEADERSHIP Kylia Kummer Chicago Executive Director

Craig Slack Board Chair

Preparing great leaders, together. Thrive Scholars partners with Chicago companies to transform the talk of diversity and inclusion with meaningful action and impact. Together, we can leverage our shared vision to provide life-changing opportunities for Chicago’s talented students of color from disadvantaged communities. Together, we can support the nation’s most exceptional future leaders reach their full career potential. And together, we can help them achieve the economic mobility everyone deserves. Join our growing list of Chicago corporate partners and gain a competitive recruiting edge through early engagement with a future pipeline of diverse talent ready to excel in high-trajectory careers at forward-thinking companies.

Learn why industry leaders partner with Thrive Scholars. Kylia Kummer, Chicago Executive Director kkummer@thrivescholars.org www.thrivescholars.org/chicago | @thrivescholars

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Exceptional Minds. Extraordinary Futures.

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SPONSORED CONTENT

WHAT WE DO The Women’s Business Development Center (WBDC) is a nonprofit economic development organization founded in 1986 to support and accelerate business development and growth, targeting women and serving all diverse entrepreneurs in order to strengthen their participation in—and impact on—the economy.

FAST FACTS ADDRESS 8 S. Michigan Ave., Suite 400 Chicago, IL 60603

PHONE 312-853-3477 WEBSITE wbdc.org

40 EMPLOYEES 2021 ADJUSTED REVENUE $6,599,884* *2021 unadjusted, audited financials include revenue of $569,357 for Paycheck Protection Program loan forgiveness, along with $31,471,402 in pass through grant awards, related to COVID-19 relief funding.

FOUNDED IN 1986

The WBDC strives to deliver programs and services that remove the barriers that have maintained an uneven playing field and prevented the full participation of diverse entrepreneurs in the economy.

HOW YOU CAN HELP Visit: Check out our website and social media to learn more about our advisory services, procurement opportunities, and access to capital and WBE certification programs. Explore: Discover the many opportunities we offer to fuel business development and economic growth. Join: Participate in our business cohorts, workshops and events. Help Others: Offer 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 Women’s Business Enterprise (WBE) certified by the WBDC, on behalf of the Women’s Business Enterprise National Council (WBENC). Share: Connect with us on social media to help spread awareness about our programs, services and events.

WBDC’s annual regional business conference, held in Chicago, brings together hundreds of women business owners and community, corporate and government partners for inspiration, information, connections and business opportunities. The 2022 conference program will be held in person on Sept. 7, and corporate meet and greets will be conducted virtually on Sept. 8.

LEADERSHIP Emilia DiMenco President, CEO Roxanne Ward Chief of Staff

2 0 2 2 W B D C R E G I O N A L B U S I N E S S C O N F E R E N C E

Save the Dates SEPTEMBER 7, 2022

In-person business conference Keynote conversation Educational programming Reception

SEPTEMBER 8, 2022

Virtual corporate meet and greets

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PEOPLE ON THE MOVE

Advertising Section To place your listing, visit www.chicagobusiness.com/peoplemoves or, for more information, contact Debora Stein at 917.226.5470 / dstein@crain.com

ACCOUNTING, ADVISORY CONSULTING

BANKING / FINANCE

CONSTRUCTION

LAW

Riveron, Chicago

Bell Capital Finance, Chicago

Clune Construction, Chicago

Gene Raffone joins Riveron, a national business advisory firm specializing in finance, accounting, operations, and technology. As chief human resources officer, Gene will lead innovative and impactful programs enabling Riveron employees to deliver highquality service to our clients and reach their highest career potential. Gene has nearly three decades of experience leading the talent agenda at companies where, like Riveron, people are at the heart of a successful business.

Bell Capital Finance welcomes KC Beuker, senior vice president, who has joined Bell Bank’s sponsor finance group in Chicago as the division expands its national reach. With 22 years of experience in leveraged lending, Beuker will focus on originating senior debt opportunities from private equity investors, junior capital providers and intermediaries. Prior to joining Bell, he was senior vice president and managing director in Huntington Bank’s Sponsor Finance Group.

Clune Construction is pleased to announce that Joe Van Oosbree has been promoted to Managing Director of Midwest Operations. He has 21-years of industry experience, and co-leads Clune’s Chicago office. Van Oosbree has been instrumental in establishing Clune’s nationally recognized Mission Critical team. He is actively involved with Habitat for Humanity and is a volunteer with Chicago Public Schools Career & Technical Education. He has a B.S. in Civil Engineering from the University of Wisconsin.

Clune Construction has promoted Mike Carr to Vice President, Information Technology. With 16-years of experience managing IT departments in the industry, he joined Clune to implement a systematic change in the department. Since then Carr has standardized Clune’s IT infrastructure nationwide. He has implemented security to protect Clune’s technology from intrusion and malware. Carr has a B.A.S Degree in Computer Science, and is a member of the Chicagoland AGC Technology Committee.

Porter Wright Morris & Arthur LLP, Chicago

CONSTRUCTION

Clune Construction, Chicago

LAW

Clune Construction has promoted Brian Donahue to Managing Director, Project Executive. Donahue played a major role in growing Clune’s Mission Critical group and expanding their national footprint. He has a reputation for being able to efficiently overcome the complex challenges of Clune’s data center build-outs, while always maintaining Clune’s high level of quality of excellence. An active member of 7 X 24, Donahue has a B.S. in Business from Iowa State University.

Clune Construction has promoted Derek Lemmon to Vice President, Senior Project Manager, Team Leader. Lemmon leads Clune’s Healthcare Team. He has a reputation for being very hands on with the projects he manages. He approaches each one as if his family members are being treated in the room next door. Lemmon is active with Hard Hats with Heart, ACE Mentoring, and Habitat for Humanity. He has B.S. degrees in Construction Management and Business Administration from Illinois State.

Porter Wright Morris & Arthur LLP, Chicago

ARCHITECTURE / DESIGN Lamar Johnson Collaborative, Chicago

BANKING / FINANCE Bell Capital Finance, Chicago Bell Capital Finance welcomes Bob Joyce, vice president, who has joined Bell Bank’s sponsor finance group in Chicago as the division expands its national reach. Joyce has over 10 years of finance experience, including more than 6 years in leveraged lending, and will focus on originating senior debt opportunities from private equity investors, junior capital providers and intermediaries. Prior to joining Bell, he was a vice president with Huntington Bank’s Sponsor Finance Group.

Lamar Johnson Collaborative (LJC) has promoted Alan Barker, AIA, LEED AP, to Principal. He has over 17 years of experience designing commercial and residential buildings, Barker including Hayden West Loop and Embry. Alan holds a BS and M.Arch from Tulane University. LJC has promoted Drew Ranieri to Principal. With more than 35 years of experience, he has led the design of a wide range Ranieri of building types within the commercial and residential market. Drew holds a BS in Architecture from Catholic University, an M.Arch from Virginia Polytechnic Institute, and is a registered architect in Illinois.

BANKING / FINANCE

CONSTRUCTION

BANKING

Fifth Third Bank, Chicago

Clune Construction, Chicago

Capital One, Chicago

Fifth Third Bank welcomes Patrick Flaherty to its Diversified Industrials Corporate Banking team. Patrick is an Executive Director and Senior Relationship Manager responsible for maintaining and growing Fifth Third’s relationships with companies headquartered in the Midwest. Patrick has 20 years of corporate banking experience joining most recently from Capital One, where he was a Director in the US Corporate Banking Group covering Large Corporations headquartered throughout the Midwest.

Clune Construction has announced that Dave Sitkowski has been promoted to Managing Director, Project Executive. Sitkowski started with Clune as an Intern in 2004, and joined the Mission Critical team in 2012. He has been instrumental in growing the team nationally and expanding to new markets to keep up with intense demand. Sitkowski has become an industry expert on the unique challenges of building data center facilities. He has a B.S. in Construction Management from Purdue University.

Clune Construction has named Scott Pfiffner Vice President, Senior Project Manager. He is the lead Senior Project Manager in the Mission Critical group. He mainly oversees data center builds outside of the Chicago area, bringing excellence to all of his projects. As the Mission Critical footprint has expanded, he’s provided leadership and training to Clune staff in each region. Pfiffner has a BS degree in Civil Engineering from the University of Illinois.

BANKING

BANKING / FINANCE

CONSTRUCTION

First Bank Chicago, Northbrook

Wintrust Mortgage Warehouse Lending, Chicago

Clune Construction, Chicago

First Bank Chicago, a Division of First Bank of Highland Park, is pleased to welcome Maya Rynerson as Vice President, Private Banking Advisor. She is responsible for supporting our expansion efforts in the Chicagoland marketplace by advising high-networth clients and family offices on cash management strategies. Maya and her team take a concierge approach to deliver a full suite of top-tier Private Banking solutions to individuals and families. Maya recently came to us from PNC Private Bank.

Wintrust is proud to welcome Joel Dulmage as senior vice president of Mortgage Warehouse Lending. Joel brings over 25 years of expertise in banking, business development, and secondary market and will help position the team well as we look towards geographic expansion. Previous to his current role, Joel was a Warehouse Lending Banker at Prosperity Bank in Texas. He formerly held sales executive roles at MCT Hedging Advisory, Fannie Mae, and other correspondent investors.

Clune Construction has named Deirdre Burke Senior Vice President, Talent Acquisition and Learning & Development. She joined Clune in 2000, and worked her way up to Senior Project Manager. Her knowledge of the construction process positioned her to join a team to implement an ERP system in 2016. As leader of Talent Acquisition and Learning & Development, Burke designed and executed a companywide learning plan. Burke holds a Bachelor Degree in Civil Engineering from University College Cork.

Clune Construction has promoted Joe Zobel to Senior Vice President, Virtual Construction & MEP. With nearly 30-years of experience in the technical field, Zobel joined Clune in 2006, and later became the company’s first MEP Coordinator. While growing this department, Zobel spearheaded the establishment of the company’s growing Virtual Construction team. A board member for the 7 x 24 Lake Michigan chapter, Zobel has a B.S. in Electrical Engineering Technology from Purdue University.

Steve Rooney joins Capital One as Vice President and Senior Business Banker in Chicago, where he will serve as a trusted advisor to business banking clients on personalized lending solutions to help optimize cash flow and manage risk. With nearly 20 years of relationship manager experience, Steve has previously worked at Bank of America, Standard Bank Group, Wells Fargo and JPMorgan Chase. Outside of work, Steve is a youth football coach and a faithful fan of the Chicago Cubs and Blackhawks.

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Raquel Sportel has joined Porter Wright’s Chicago office as a senior attorney. Raquel assists clients with trust and estate planning, administration and litigation. She works with families and individuals to develop estate plans, and she represents trustees, executors, beneficiaries and heirs in connection to the administration of trusts and estates and related litigation. Raquel attended the University of Illinois at UrbanaChampaign and the University of Illinois Chicago School of Law.

Kaylee Willis has joined Porter Wright in Chicago as an attorney in intellectual property law. She serves clients in the areas of patent, trademark and copyright law. Kaylee brings experience managing, prosecuting and enforcing domestic and foreign patents and trademarks, and she is admitted to the U.S. Patent and Trademark Office. She partners with clients on a range of technologies, from biotechnology and medical devices to product packaging, automotive and electrical appliance technology.

CONSTRUCTION Clune Construction, Chicago PROFESSIONAL SERVICES RSA America, Chicago Mark Osborne served as VP and director of operations at Sprouts and Reasors & Earthfare. At RSA America, Osborne is responsible for developing strategies, Osborne execution plans, customer success goals, researching, and directly working with customers. Rob Easley served as SVP Operations, Chief Change Officer, and Chief Marketing Officer at H-E-B. Now at RSA America, he will primarily Easley lead all strategic business development and sales partnership activities to grow the company.

REAL ESTATE Darwin Realty/CORFAC International, Elmhurst Chris Mergenthaler has been promoted to vice president. Chris joined Darwin as an associate in 2017 and works closely with Rick Daly focusing on West Cook and O’Hare industrial submarkets offering a range of services including tenant and owner representation, build-to suit, site and investment acquisitions and dispositions. He graduated from Florida State University with a degree in Finance and Entrepreneurship.

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BUSINESS & SUSTAINABILITY

Leaders are increasingly facing expectations to deliver financial value with societal and environmental impact for all their stakeholders. To make that happen, they’ll need to strengthen their sustainability DNA. Environmental, social and governance (ESG) policies are playing a growing role in the bottom line and reputation of businesses across just about every industry. Three sustainability and governance experts discussed with Crain’s Content Studio how a strong sustainability plan can be a company’s blueprint for future success. What’s driving the increased pressure on business leaders to both deliver financial value and deliver social and environmental benefits for all stakeholders? Carol Stickler: The only way to deliver a financially successful, resilient long-term business is to ensure your business is sustainable. Business leaders can no longer ignore growing evidence of climate change, nor the underlying socio-economic problems highlighted by COVID-19. Investors know that corporations with stronger ESG scores outperform those that don’t and are reflecting this in their investment choices and the cost of capital. The great resignation highlighted both employees’ desire for meaningful purposeful work and their willingness to walk away when employers don’t deliver. Finally, government, non-governmental organizations (NGOs), the media and consumers are increasingly punishing those who don’t demonstrate tangible progress through regulation, public shaming and purchasing behavior. Karen Weigert: We live in a world shaped by mega-themes, such as climate change, racial injustice, economic inequality and disparate health outcomes. Against this backdrop, customers, employees, communities, government and investors are asking for new approaches to deliver a thriving future for everyone. Key stakeholders now have better access to information, data and communication tools and are organizing themselves to increase the pressure on business

backing of some of Exxon’s largest and most influential investors, succeeded in placing three directors on the board with the explicit goal of reducing Exxon’s carbon emissions. This event was widely seen as a watershed moment that thrust ESG into the public spotlight. A combination of an increased focus on sustainability among the general public and an increased allocation of capital to ESG-aligned initiatives from investors large and small has created an environment where the pursuit of ESG improvement can be directly tied to tangible and measurable financial rewards. What progress have corporations made on this front? Does sustainability progress vary by sector? Farrell: Progress absolutely varies by sector, both in terms of the maturity of ESG reporting capabilities and how the pursuit of improved ESG measures is integrated with a broader strategic, transformational environment. Generally, the most mature organizations are found in sectors like technology that tend to be more socially conscious and in geographies such as Europe that have placed more emphasis on sustainability. Organizations furthest along in their ESG journey have defined their ESG areas of focus, appointed and empowered owners to measure, monitor and improve key ESG performance measures, and have regularly reported on their progress toward meeting defined targets in publicly available filings.

“THOSE WHO EMBRACE SUSTAINABILITY TODAY WILL BE BEST POSITIONED TO MAKE INVESTMENT DECISIONS AROUND THE BUSINESS ITSELF AND POTENTIAL NEW PRODUCTS AND SERVICES.” — CAROL STICKLER, OGILVY CONSULTING leaders to create both financial returns and social impact. Leaders can strengthen their business skills and their organizations to deliver. Matt Farrell: At the heart of the increased focus of ESG is an inherent shift in market-driven demands from investors and the public as a whole. At an Exxon board meeting in early June of 2021, a small activist investor, with the

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Stickler: Increasingly the public is looking to corporations rather than the government to lead the charge on sustainability. An increasing proportion of businesses see this as a necessary business strategy. Of course, this varies enormously by sector, with those sectors subject to the greatest regulation, business and reputational risks progressing more quickly than those subject to less external pressure.

MATT FARRELL

CAROL STICKLER

Director, Financial and ESG Advisory Services Riveron matt.farrell@riveron.com 630-267-2324

KAREN WEIGERT

Sustainability Practice Lead North America & Global Consulting Principal Ogilvy Consulting carol.stickler@ogilvy.com 917-288-7737

Where many corporations continue to struggle is in implementing this strategy. Operational transformation is always challenging, but it is also an engagement issue. Many businesses are

failing to create a strong sustainability story that clarifies why sustainability is important. Weigert: Transparency is increasing

Director of the Baumhart Center for Social Enterprise and Responsibility Loyola University Chicago kweigert@luc.edu 312-915-6781

as companies representing the majority of global market capitalization are disclosing environmental performance through a CDP. And overall capital allocation is being influenced with

Elevate your performance. Expand your possibilities. Drive meaningful change with an ESG and sustainability strategy tailored to your business and focused on the issues that matter most.

Learn more at Riveron.com Finance l Accounting l Technology l Operations

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BUSINESS & SUSTAINABILITY trillions of dollars being allocated to funds linked to ESG criteria. Companies in different sectors are taking direct action on elements linked to their core focus from financial inclusion and protecting parts of the ocean to transitioning to regenerative agriculture and committing to net zero emissions. But even with all this action, global carbon emissions continue to rise, and the racial health and wealth gaps remain wide across the country. We need even deeper innovation and scaling of efforts to make strong progress. For an organization that’s new to ESG, how can they prioritize which areas to focus on? Weigert: The key thing is to start, even if it seems daunting. Every organization is on an ESG journey and will be until we have an inclusive and regenerative economy. An organization can start by listening to employees, partners and the communities in which it operates. Input should be prioritized and linked to the areas where an organization can have the most impact, from harm reduction to creating new solutions for their organization or their sector. Farrell: Most ESG practitioners are aligned on the importance of conducting an initial “materiality assessment” of risks to drive the ESG strategy. This exercise allows organizations to solicit feedback from key internal and external stakeholders to identify risks that an organization is exposed to and make a commitment

to actively address and improve. A transparent materiality assessment is critical to identifying these risks and presenting them in a consistent format so the organization can agree on the key areas of focus and reduce potential blind spots. Stickler: Ultimately every organization needs to understand and account for their impacts across their full value chain. At every point, they need to minimize harm and maximize positive impacts. Materiality assessments enable organizations to assess relative impact on the business versus importance to stakeholders and prioritize those areas with the greatest impacts. Choices about where to prioritize, tangible commitments to make and solutions that can deliver more positive impacts are strategic business decisions that need to be considered at the highest level of an organization. What’s a common mistake organizations make when laying out a sustainability strategy? Farrell: In today’s ESG environment, we see two common mistakes, both driven by the lack of official guidance or regulations available to organizations as they begin their ESG journey. The first mistake is not taking ESG seriously or viewing it as a trending topic with a short lifespan. Companies that don’t embrace the market-driven nature of the ESG movement are potentially missing

out on increased market value and reacting to ESG reporting guidelines rather than proactively developing and implementing a strategy that benefits the organization. The second mistake involves those organizations that try to do too much and measure and report on ESG metrics that are not sustainable or valuable. Ultimately, it’s important that an organization works to thread the needle between indifference and apprehension so that the resulting program is thoughtful, impactful, and representative of the company’s values and areas of focus.

brand and establish the contribution of every brand in the portfolio to its sustainability strategy.

organizations embed ESG into company strategy to drive long-term value?

Weigert: A critical mistake is viewing sustainability or ESG as a separate topic, one that is addressed only by a small, specific part of the organization. ESG themes must be strategically integrated into the core business. Siloed or disjointed efforts can be hard to maintain over time, particularly as a company’s core business takes priority. They can also open the door to external pressure.

Stickler: When sustainability’s contribution to the corporate brand is not clarified, the business will fail to get the credit they deserve, despite their sustainability efforts. What is important is understanding which initiatives are most relevant for but also most credible with stakeholders. Plus identifying opportunities for competitive advantage — where a brand has the right to lead versus just

From a talent perspective, how should organizations approach defining the roles and responsibilities needed to effectively execute sustainability initiatives?

Stickler: The right ESG strategy will be critical to a business’ longterm survival. Embedding ESG into company strategy requires businesses to consider where sustainability can drive value by reducing risks and costs, improving its reputation with key stakeholders and creating new growth opportunities. Sometimes initiatives can achieve all three. For instance, investing in new circular business ideas can lower the cost of capital, improve investor and employee perceptions and open up new high-growth markets.

“ULTIMATELY, IT’S IMPORTANT THAT AN ORGANIZATION WORKS TO THREAD THE NEEDLE BETWEEN INDIFFERENCE AND APPREHENSION SO THAT THE RESULTING [ESG] PROGRAM IS THOUGHTFUL, IMPACTFUL AND REPRESENTATIVE OF THE COMPANY’S VALUES AND AREAS OF FOCUS.” — MATT FARRELL, RIVERON comply. For portfolio businesses, it’s imperative to go beyond the corporate

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We bring the right intersections of talent and capabilities to understand this evolving marketplace and its ever-changing consumer expectations.

MOST IMPORTANTLY, WE COME TOGETHER EVERY DAY TO DO THE RIGHT THING AND DELIVER THE BEST WORK OF OUR LIVES.

…each having distinct, best-in-class expertise and intersecting seamlessly together to flex according to a client’s growth needs.

Most effective agency network EFFIE AWARDS

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Weigert: The foundation is leadership commitment. With this commitment, the structure can be tailored to fit the organization

Weigert: Compliance is essential, but it is the floor not the ceiling in terms of impact. The organizations that do this best align their financial and ESG goals so that financial success is rooted in strong and healthy partnership with employees, suppliers, partners and communities. Delivering on integrated

Most creative company in the world WARC

while delivering on a few themes: dedicated responsibility to tangible material impacts; incentive alignment for delivery and innovation; clear reporting; and communication expectations. All of this should be supported by clear governance to ensure accountability across the organization. Internal ownership also opens the door to external partnership, which then expands the pool of people who can help drive impact. Farrell: Currently, there is broad diversity in practice in terms of ownership of sustainability initiatives. Regardless of where that person sits, it is important to simply identify a leader—someone who is focused on this initiative, invested in its success and will collaborate crossfunctionally. One of the first challenges this person will face is to identify a team that will be responsible for collecting information on the ESG issues and metrics that are informing the company’s strategy. Given the increasing importance of sustainability information and reporting to stakeholders, including shareholders, investors, and financial institutions, it is critical to have the office of the CFO engaged, even if the finance function does not oversee ESG for the organization. As regulators continue to provide updates to the ESG landscape, many companies are thinking about ESG through a compliance perspective. However, what long-term value can ESG provide? How can

goals is increasingly a proxy for a well-run organization. More and more people are choosing their employer based on an alignment with the core values and mission. Farrell: Organizations that choose to integrate ESG considerations into their near-term strategies and long-term vision give themselves the opportunity to drive innovation and differentiate their brand for customers, employees and investors. Embedding an ESG lens into long-term planning may also help an organization uncover new opportunities to establish an even stronger market presence or perhaps penetrate new markets. When a company merely focuses on compliance from an ESG perspective, it risks losing out to a competitor already envisioning and enacting a strategic approach to ESG. How can business leaders make sense of the emerging regulations of reporting standards and frameworks? How does one best determine which to adopt? Weigert: There is no clear standard set of disclosures or metrics for ESG today. A critical starting point is to go back to the fundamentals of the core business and where an organization can have the greatest impact. From there, the company can determine which audiences it is trying to reach through the framework. A great deal of analysis, advocacy and information exists on many ESG elements in most industries so organizations can move faster by learning from others.

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Farrell: Although it can be confusing to try to sort through, it is important for each organization to spend time educating itself on the more widely adopted climate-related standards and frameworks, including Sustainability Accounting Standards Board (SASB), Task Force on Climate-Related Financial Disclosures (TCFD) and Global Reporting Initiative (GRI). The next step is for a company to examine its organizational and ESG strategies and determine which framework aligns best with its desired positioning. For example, an organization more focused on the impact of ESG on its financial performance from an industryspecific perspective should consider SASB. The SEC recently issued proposed rules on climate disclosure, which are expected to be finalized later this year. When and how should companies start thinking through these rules and what the impact might be for them? Farrell: The timeline to comply with these rules is quite short—large, accelerated filers are required to comply beginning in 2023 with most other companies following the year after. Even an 18-month runway is short given the level of detail required. The first step for most organizations will be to identify gaps between the SEC’s proposed disclosures and current climate-related disclosures and establish a team to develop a strategy to manage the risk and disclosures. From there, it will be a significant undertaking to ensure the information required to be reported is investorgrade. Weigert: Companies should start thinking about the rules now because the market forces behind the SEC action are growing. The SEC

social impact. This worry shouldn’t stop organizations from sharing their ESG story. Instead, it is a reminder that stakeholders expect a great deal from companies because the challenges in the world today demand concrete action. Businesses can deliver with ongoing transparency, meaningful goals, inclusive teams and strong partnerships. Stickler: Often organizations aren’t clear about their long-term ambitions or commitments versus short-term, tangible progress today. Being clear and specific on an organization’s sustainability journey can allay cynicism around overclaims.To protect against greenwashing, organizations should collaborate with other parties within their ecosystems, for instance NGOs, government and local communities. This can help ensure strategies are realistic and ambitions aligned with expectation of the corporate’s potential impact. Farrell: To mitigate the potential for greenwashing or a perception of greenwashing, it is important for those charged with leading a company’s ESG initiative as well as invested stakeholders to develop a robust understanding of the company’s regulatory reporting obligations. Taking stock of the inventory of information that feeds ESG reporting and understanding the complexity beneath it is integral to ensuring accurate ESG information. How will sustainability impact business in the future? What opportunities do you see for business leaders to seize to gain a competitive advantage on this front?

ABOUT THE PANELISTS MATT FARRELL is a director at Riveron, a national business advisory firm specializing in accounting, finance, technology and operations. Farrell’s background includes experience in accounting and financial leadership roles in environmental, social, and governance risk assessments; risk management and assessments; business process redesign; financial and operational internal control assessments; and forensic investigations. Farrell has worked with both public and private companies across a variety of industries, including manufacturing, consumer products, financial services, and healthcare.

CAROL STICKLER is a global brand and marketing strategy leader with over 30 years experience across a wide range of client sectors and brand and marketing disciplines. Stickler relishes pioneering new areas of brand marketing from partnership marketing to corporate sustainability strategy. Since 2021, she has led the Ogilvy North America Sustainability Practice, helping corporations define and activate their sustainability strategy. In her role, Stickler works with brands to accelerate their positive social and environmental impact and drive business and brand growth.

KAREN WEIGERT, director of the Baumhart Center for Social Enterprise and Responsibility at Loyola University Chicago, is committed to driving social change through cross-sectoral collaboration and skill building. Along with her role at the Baumhart Center, Weigert is also a nonresident senior fellow of global cities at the Chicago Council on Global Affairs. Her career includes multiple leadership roles such as the first-ever chief sustainability officer for the City of Chicago, a strategy consultant at McKinsey and an executive leader at the nonprofit Slipstream.

strong ESG metrics represent a lower risk and have stronger long-term returns. Stickler: In the future, sustainability will become integral to every business. Pioneers will be the first

to minimize regulatory, reputational and operational disruption risks. But most importantly those who embrace sustainability today will be best positioned to make investment decisions around the business itself and potential new products and

services. Sustainability can and must be an enormous driver of business transformation and innovation. For the benefit of individual businesses and business leaders but also for the sake of the planet and future generations.

Weigert: Sustainability is the future of business. It is simple, all-encompassing and utterly transformational. Ultimately, it is a story about people and the long-

“EVERY ORGANIZATION IS ON AN ESG JOURNEY AND WILL BE UNTIL WE HAVE AN INCLUSIVE AND REGENERATIVE ECONOMY.”

— KAREN WEIGERT, BAUMHART CENTER FOR SOCIAL ENTERPRISE AND RESPONSIBILITY, LOYOLA UNIVERSITY CHICAGO proposal would establish a new era in mandatory financial disclosure related to climate risks but it builds on the current market. The proposed rules would help ensure standardization for disclosures that are often being made voluntarily now around physical and transition-related risks, direct and indirect emissions, as well as impacts from supply chains. Companies should be prepared to comply if they are covered or if they are a supplier to an organization that is covered by the proposed rule. How do companies avoid greenwashing accusations? Weigert: Greenwashing, equitywashing and ESGwashing all imply that an organization’s words don’t match the reality of its impact or commitment to sustainability and

P059_061_CCB_20220523.indd 61

term advantages of extraordinary teams at all levels of an organization. The biggest opportunities will be seized by organizations that hire the best individuals and then build the strongest teams rooted in mission, skills and collaboration. Organizations with the people who can respond to complicated needs will shape the future. Farrell: Market-making opportunities are going to inevitably arise for environmentally and socially-responsible organizations as investors and lenders continue to focus on ESG elements. Investors are increasingly considering ESG metrics as they evaluate the risk profile and the price of loans and debt instruments. There is a growing belief among lenders, backed by research, that organizations with

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62 MAY 23, 2022 • CRAIN’S CHICAGO BUSINESS

Sudden scramble over Mid-America Club closing The Dallas-based owner is trying to shift events, plus memberships and employees, to other venues that it operates BY STEVEN R. STRAHLER With the Mid-America Club planning to close this month, leaving wedding and other party planners up in the air—80 stories up in the air—its owner hopes to lure members and previously scheduled events to other clubs it operates in the area. “Club leadership and staff are in the process of reaching out to all members or guests with events planned at the club to accommodate them at another Invited club in the area where possible,” said a spokesman for owner ClubCorp, which is changing its name to Invited. “They have reached out to those with the most immediate plans and will continue through the calendar until all have been appropriately handled.” He declined to indicate the number involved. A man planning a summer wedding at the Mid-America Club said the couple heard about the pending May 30 closing from their wedding planner, not the club itself. He said they were awaiting word on the fate of their deposit, while terming dealings with club employees as friendly. Former general manager Rick Kroner attributes the club’s demise at the top of the Aon Center solely to COVID-19, saying

the building’s normal businessday population of 8,000 shrank to the hundreds. “There was literally no traffic,” he says. The club unsuccessfully tried to renegotiate its lease with the building owner in an effort to remain in business, he said. An employee at the Metropolitan Club, which also is operated by Dallas-based ClubCorp, said efforts were underway to entice Mid-Am members to join the Metropolitan, located on the 66th and 67th floors of the Willis Tower, and to accommodate displaced social events “as best we can.” This person, who asked not to be identified, said the clubs would not be merged and that Mid-America’s general manager, Chris Harrington, is moving into the same job at the Metropolitan. Harrington did not return calls seeking comment. The ClubCorp spokesman confirmed that it was “unable to reach an agreement on our lease and can no longer operate the club.” He said that it would work to “relocate memberships and employment to our other Invited clubs.” Besides the Metropolitan, ClubCorp operates Ravinia Green Country Club in Riverwoods and Rolling Green Country Club in Arlington Heights. Kroner said the Mid-Am Club

has about 1,100 members and some 75 employees. He left in February to become GM of the Arizona Sands Club, another ClubCorp property. The Metropolitan Club, which debuted with the opening of the Sears Tower in 1974, was founded by then-Sears Chairman Arthur Wood. It has more than 900 members, according to the employee.

CHALLENGES INTENSIFIED

In 2006, Mid-America’s membership was put at 1,500, after ClubCorp merged it with two properties it closed, the 410 Club & Conference Center in the Wrigley Building and the Plaza Club in the Prudential Building. Along with its 360-degree views high above the East Loop, the Mid-America Club boasts a ballroom that can accommodate up to 1,000 guests, which Kroner said was a big draw. In a 2003 story on downtown private dining club challenges that have only intensified over the last two decades, Crain’s reported that the Mid-Am Club had aggressively pursued wedding business, generating revenue on traditionally slow weekends. Kroner said the club’s space (34,000 square feet), or some of it, could factor into the building’s pandemic-delayed plans to open a skydeck in 2024, sim-

Mid-America Club ilar to ones at Willis Tower and 875 N. Michigan Avenue, the former John Hancock Center. In the late 1990s, Les Coney, then a senior vice president for insurance broker Aon, needed very little of the Mid-America Club’s layout when he hosted a fundraising reception for an ambitious state senator, Barack Obama. The $5,000-per-person event attracted about 15 donors, Coney told the Tribune in 2007, not long after Obama launched his presidential cam-

paign. “I would be embarrassed with that kind of turnout now,” Coney said at the time, adding, “It gave Barack a chance to shake hands with some people.” A spokeswoman for Aon Center owner 601W Companies said the firm is contemplating options for the Mid-America Club floor, noting that “it hasn’t been part of the (skydeck) plans so far.” She wouldn’t comment on any lease negotiations with the club.

It’s still not called the Ken Griffin MSI. What happened? Be patient, museum officials say, as they reveal a date for the new name Almost three years ago, to much fanfare, the Museum of Science & Industry announced that it would become the Kenneth C. Griffin Museum of Science & Industry. Illinois’ richest man promised to donate $125 million, the largest gift in the history of the South Side science and technology temple, and in exchange he was getting his name above the door. And then—to the public eye, at least—nothing followed that October 2019 announcement. Walk by the MSI today and the sign out front remains unadorned with the name of the Citadel hedge fund founder. Ditto for the logo atop the page at msichicago.org. What, you might wonder, is going on? Did something happen—maybe the pandemic, the leadership change at the museum or a shift in funding priorities by Griffin, who is currently bankrolling GOP gubernatorial candidate Richard Irvin—to change the renaming plan? The short answer is: No change has occurred. And the bigger answer is that,

P062_CCB_20220523.indd 62

for the first time publicly, the museum is giving a date for the new name to take effect. In 2024—month unspecified—Griffin will take his place as a Chicago cultural institution nameplate benefactor, MSI officials said, alongside such luminaries as Marshall Field, Max Adler, John G. Shedd and, much more recently, Peggy Notebaert (of the nature museum in Lincoln Park). “It’s a big historic institution, and we want to do this right,” said Curt Gruber, the museum’s assistant vice president of marketing. “It’s a rebranding thing,” said Peter Vega, MSI’s deputy director of communications and engagement. “Those things take a while.” Vega and Gruber would not discuss how long the 2024 date had been targeted internally. David Mosena was CEO of MSI who courted Griffin—a longtime major donor to cultural institutions in Chicago and elsewhere—and offered the possibility of the name change. Many news reports at the time of the announcement treated the renaming as immediate or imminent, but Mosena,

who retired in 2020, said at the time that the changeover might take a year or more to put into effect and that, in addition to the need to change legal documents and logos and the like, it was tied to the timing of the donation. That, apparently, is now a moot point because, according to the MSI officials, the museum received the gift in full, ahead of schedule, in February 2021. “So that is all settled and done,” Vega said.

CONTROVERSY

Griffin is pleased that the museum is already able to put the donation to work for its patrons, said Zia Ahmed, a spokesman for the billionaire. He noted that the early completion of the gift—originally scheduled to be given over five years—happened even as cultural institutions were able to serve many fewer visitors than normal due to COVID-19. The announcement of the new name caused controversy on Chicago social media at the time, with some commentators likening it to the renaming of Sears Tower or Marshall Field’s. But others argued that it was

GETTY IMAGES

BY STEVE JOHNSON

very much in line with even recent Chicago philanthropic tradition. Accepting a $100 million donation from Chicago philanthropist Ann Lurie in 2007, Children’s Memorial Hospital agreed to change its longstanding name, becoming the Ann & Robert H. Lurie Children’s Hospital of Chicago upon completion of its new facility in Streeterville. The MSI naming rights were

only available because its lead benefactor at the time of its 1933 debut—Sears, Roebuck President Julius Rosenwald— chose not to slap his name on the museum in the manner of so many of the city’s other major founding funders. Mosena’s 2020 retirement came after more than 23 years leading the Museum of Science & Industry, and Chevy Humphrey took over as president and CEO in January 2021.

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Co-working re-emerges in altered office market CO-WORKING from Page 1 Francisco-based Huntsman Architectural Group, which moved last month into a 2,500-square-foot co-working space at 448 N. LaSalle Drive in River North. Its short-term lease would buy more time for COVID-19 to subside, and sharing communal amenities with other tenants—plus the free snacks and other co-working hallmarks— would encourage his 10-person staff to show up for in-person collaboration, Volckens says. “Being surrounded by other people just makes it feel like you’re more invested in a community or part of something bigger,” he says. “There’s something to that.” Huntsman is a small part of a broader surge in demand for co-working space that began last year and picked up in recent months with COVID-19 restrictions waning. Companies struggling to figure out their workspace needs and trying to lure employees to work from the office rather than home have been a boon for shared office providers like WeWork, Industrious, Convene, and others offering plentiful workplace perks and monthly leases. Some locations downtown that were mostly empty in 2020 are now entirely full, and many have recovered to their pre-pandemic occupancy levels. It’s a movement that includes both smaller firms that have traditionally leaned on co-working as well as big corporations that haven’t. A recent national survey of companies by real estate brokerage CBRE found that just 17% of respondents have a “significant” amount of co-working or flexible workspace in their office portfolio today, but that 51% of respondents expect to fit into that category over the next two years. The 51% figure was up from 35% in a similar CBRE survey last year, an indication of growing demand. The growth in demand comes as Chicago office building owners face record-high vacancy and a wave of space-cutting by tenants embracing the rise of remote work. While some landlords are happy for now to fill space, a sustained trend toward shorter-term leases would be bad for building owners, which count on income stability from long-term leases. Many landlords contend traditional, long-term leases will regain popularity once companies can operate without COVID interruption. Still, the run toward co-working is an early sign of how different the post-pandemic office landscape may look, with far more space leased on a short-term basis and with hotel-like amenities. That evolution has implications for how offices are designed, how much they cost to rent and even how properties are valued. “If companies are not looking at leveraging a (co-working) space or something that supports that flexibility, they’re asking, ‘How do we build something like that within our space?’ “ says Megan Mackinson, executive vice president of workplace planning and projects at brokerage Jones Lang LaSalle, who has spent much of the past

THE FUTURE IS FLEXIBLE CBRE recently asked 185 corporate real estate executives what percentage of their office portfolios are made up of co-working or other flexible office space today and how much they expect over the next two years. The results signaled that demand is poised to surge. Today

In two years 81%

Minimal

41% 17%

Significant

Very Significant

51% 2% 8%

Source: CBRE Spring 2022 Occupier Sentiment Survey.

two years discussing the meaning of “hybrid work” with more than 600 companies. Most firms that are in the market for new space are prioritizing buildings that have co-working or pre-built office suites that would allow them to easily expand as needed, she says.

MAJOR RIPPLE EFFECTS

Co-working offices popped up all over Chicago before the pandemic, peaking at around 3.6 million square feet in early 2020, according to data from brokerage Cushman & Wakefield. That number fell by about 8% by the middle of last year—slightly more than the average national drop-off during that span—with many smaller co-working providers succumbing to a lack of demand during the public health crisis. For some skeptics, the shrinking inventory showed that shared office providers relied too heavily on risky, short-term leases and couldn’t withstand an economic downturn. But closures mostly stopped during the second half of the last year, and the rising demand has pushed other co-working providers to expand. Chicago-based Workbox, which caters primarily to early-stage companies, had one downtown location at the beginning of 2021 but has since opened three more. It has grown from 30 to 150 member companies during that period and is 95% occupied at two of its locations, says CEO John Wallace. New York-based WeWork, which has 11 locations in Chicago, saw its average occupancy drop from about 80% in mid-2019 to 45% at the end of 2020, but bounced back to 70% at the end of March, according to the company. Big companies, which typically take more space in shared offices than startups, are driving a lot of the growth. New York-based Industrious, which plans to open a new location at the redeveloped Marshall Field building on State Street later this year, said corporate demand has increased the average size requirement of its user base by nearly 20% compared with pre-pandemic levels. “We’re getting an opportunity with most of the Fortune 500 right now,” Industrious CEO Jamie Hodari says, adding that employee disdain for commuting is pushing more companies towards a “hub-and-spoke”

model with co-working space serving as satellite office space. A joint venture of Chicago-based Glenstar and Philadelphia-based Rubenstein Partners recently bet that one of its suburban office properties could be such a spoke, especially after COVID sped up a millennial migration to the suburbs. The owners teamed up with 25N Coworking on a new 23,000-squarefoot shared office location slated to open this summer at the Continental Towers office property in Rolling Meadows, Glenstar’s first local suburban coworking offering. JLL predicts that flexible office space—including co-working and other spaces rented on low-risk deals with flexible terms—will account for around 30% of all office inventory by 2030, compared with less than 3% today. Such a rise would have major ripple effects on the local office market. Some real estate investors before the pandemic looked at co-working space in an office building as though it were space leased to a traditional tenant with below-investment-grade credit, making it a higher risk and lowering a property’s overall value. But in a post-COVID era, where many tenants crave both lease-term flexibility and spurn costly and lengthy buildouts, co-working could be seen in a better light and potentially increase what a building is worth. More demand for flexible office space could also accelerate a recent trend of companies flocking to the highest-quality buildings they can to recruit and retain talent, says CBRE Senior Vice President Mark Cassata. Smaller companies may opt for co-working space in a trophy office tower—where they might not be big enough to merit a traditional lease—instead of taking offices in an older, less expensive building with fewer amenities like they might have done in the past. That could exacerbate the already substantial problems plaguing landlords with outmoded buildings. All landlords must “solve the need for how people plan to work in the future,” which likely includes traditional offices, homes and other locations like co-working, hotels or private clubs, Cassata says. “The trends we’re seeing across all segments are how the market can provide the ability to work efficiently in a hybrid work model.”

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As airlines ramp up for busy summer, shortage of mechanics squeezes industry MECHANICS from Page 3 ignited a hiring spree that continues. AAR plans to hire 100 more workers this year, bringing it close to the 500 jobs it expected to create when the state of Illinois agreed to pony up $16.3 million to build the two-hangar repair base at Rockford International Airport. Illinois offered an additional $2.6 million last year for workforce development. “The limit to our capacity right now isn’t floor space: It’s labor. If we had more people today, we probably could take on more work,” says John Holmes, CEO of AAR, which also counts Southwest Airlines, Alaska Airlines and Air Canada as customers. “There’s a lot of attention paid to the pilot shortage but not the mechanic shortage. It’s the biggest challenge we face in our maintenance business.” As carriers ramp up in the busiest summer since the coronavirus pandemic began, companies such as AAR are scrambling to keep planes flying. If they can’t find enough workers, it will take longer for planes to get repaired, which could cause flight delays if reserve aircraft aren’t available or raise costs for the companies and their customers as they rely more heavily on overtime. Fixing airplanes, like flying them, is another business where COVID worsened pre-existing, baby boomer-influenced workforce challenges. A Government Accountability Office study in 2020 found that half the FAA-certified workforce of mechanics and repair technicians was over 50, hinting at a looming retirement wave. About 75% of maintenance on planes flown by U.S. commercial

airlines is performed by outside firms such as AAR, based in Wood Dale. It’s an $80 billion-a-year global industry, according to consulting firm Oliver Wyman. Aviation repair companies employ about 182,000 U.S. maintenance workers, and airlines employ an additional 27,000, according to the Aeronautical Repair Station Association, an industry trade group. The Aviation Technician Education Council projects a shortage of 12,000 licensed mechanics by 2041. “This is an industry problem that’s been exacerbated by COVID but predates it,” says Christian Klein, vice president of operations for Aeronautical Repair Station Association. Before the pandemic, the group estimated that technician shortages were costing the industry $100 million per month in lost revenue.

DOWNTURN

In the early days of COVID, air-travel demand dropped 90%. Less flying meant less maintenance, which led to layoffs. AAR’s commercial aviation services revenue dropped 37% to $794 million in the fiscal year that ended May 31, 2021. At one point, it laid off 1,800 workers, although all of them have been brought back. The downturn came just as the industry was starting to close the talent gap, with newly certified mechanics reaching a 17-year high in 2019. As layoffs spread across the industry, the FAA issued 30% fewer mechanic certificates the following year. New certificates largely rebounded in 2021, but hiring needs outstripped the supply. “The industry recovered way fast-

er than anyone expected,” says Chris Toppin, AAR’s vice president of human resources. Workers at AAR’s maintenance hangars in Rockford perform repairs such as replacing landing gear, along with heavy maintenance checks that include extensive teardowns and replacement of engines and other equipment. The hangars sit across a parking lot from Rock Valley College’s aviation-maintenance program, where competition for graduates quickly increased. AAR recently began offering $15,000 full-tuition scholarships to about five students a year. Known as fellows, they work part time at AAR while going to school and join full time upon graduation. They agree to stay at the company for at least two years or repay the tuition. AAR has launched a flurry of initiatives aimed at expanding the talent pipeline. Its efforts include a transition program for people coming out of the military, a partnership with Olive Harvey Community College in Chicago, and a training program at the Aviation Institute of Maintenance on the city’s South Side that’s expected to produce 200 graduates a year. Blayden Colwell, 20, who expects to graduate from Rock Valley next month and works part time at AAR, says the scholarship “makes it a lot easier.” He was tending bar at weddings when a former football coach who works as an aircraft mechanic recommended that he join the training program. “Most people don’t think about aviation.” That’s long been a problem for the industry, as Delta Air Lines CEO Ed Bastian acknowledged during a recent talk at Northwest-

PRIMING THE PUMP FOR MECHANICS The number of new certificates for aircraft mechanics issued by the Federal Aviation Administration. 8,000 6,000 4,000 2,000

2014

2015

2016

2017

2018

2019

2020

2021

Source: FAA

ern University, saying, “Trained aircraft techs will make well over $100,000 a year. It’s a great job, and you can do it with a two-year degree.” But AAR and others compete for talent with the likes of Amazon and Target, which are pushing up starting wages for entry-level workers, as well as construction and other trades that also face labor shortages. Entry-level support technicians

in Rockford start at $15.50 an hour, while FAA-certified technicians with more than five years’ experience can make twice that. The clearest sign of the tight labor market is that some airlines have begun hiring mechanics fresh out of school, says Troy Primus, AAR’s vice president of operations, who oversees the two maintenance hangars in Rockford. “You never saw that before.”

Illinois college campuses can expect student action once Roe ruling comes down ROE from Page 3 in some cases, catalyze further student mobilization. Just how fiercely students might push back after the Roe decision will hinge on how leaders at each campus respond, said Demetri Morgan, an assistant professor of higher education at Loyola University Chicago, who researches student activism and political engagement. “I suspect most institutions will be silent, and as a result of that, students will add this to the long list of things that they want institutions to take positions on, like what we’re seeing in the corporate sector already,” he said. Though schools might want to remain neutral in such a divisive debate, Morgan said that such an approach can backfire, spurring the most action. In addition to campus protests, students could also advocate for boycotting states where abortion is quickly banned, Morgan said. Some might call for amending travel policies to dissuade school-sponsored trips to such states and partnerships with visiting faculty at their universities. The activism that ensues won’t necessarily be targeted at the Supreme Court justices, Morgan said, but at university administrators who are making decisions that affect

P065_CCB_20220523.indd 65

their everyday lives. Another central rallying point could be university health insurance plans—specifically, the reproductive health services covered for students and employees. Religious affiliated institutions, such as Loyola and DePaul University, could find themselves especially vulnerable. Under its current policy, Loyola provides birth control at its campus health center only if students need it for a medical reason other than preventing pregnancy. It’s not more widely available because of “Catholic beliefs about family planning,” according to Loyola’s website, and the school doesn’t provide condoms, said Abby VanHaitsma, a rising senior and a leader of Students for Reproductive Justice. As a result, students must obtain those items through outside doctors or centers. Members of Students for Reproductive Justice station themselves on public sidewalks across from campus every Friday so they can hand out condoms to passing peers. Through this unofficial channel, the group gave out about 4,000 condoms last year. It has also formally worked with administration to provide menstrual products in every school bathroom. VanHaitsma, a 20-year-old from Michigan studying social work and

criminal justice, said her group of about 150 members prefers to advance its goals through direct communication with administrators but that more intense forms of action are on the table if the school doesn’t address student concerns after Roe. “This in particular is a very unique situation, and all of our members definitely feel very strongly on this issue,” VanHaitsma said. “If it is struck down, I would definitely see us trying to get the university to stand on the right side of history.” Representatives for Loyola and DePaul didn’t respond to questions asking for details about whether access to abortion care is covered by their employee and student health plans. Loyola employees can receive contraceptives like birth control free of charge through a third-party program that complies with the Affordable Care Act, according to its website.

DECIDING ON AN APPROACH

Since there are downsides to speaking out, universities must decide what approach to take. Some public relations firms are advising clients to hold off on making any statements since the topic is still evolving and so divisive. Taking an institutional stance could alienate board of trustee members, alumni, donors, and current and prospec-

tive students. Alan Cubbage, former vice president for university relations at Northwestern University, said schools are confronted with these decisions all the time and constantly assess what’s at stake when weighing in on national issues. Cubbage, who also headed Northwestern’s crisis communications, said it might be worthwhile to issue a campus statement when a political issue is directly relevant to the school environment. He pointed, as an example, to Northwestern’s public support of Dreamers, or young undocumented immigrants who were brought to the U.S. as children and attend U.S. schools, when the Trump administration sought to end their protective status. Northwestern, Cubbage said, provided full financial aid to Dreamers, regardless of what was going on at the federal level, and lobbied Congress to enshrine safeguards through additional legislation. Protests, petitions and collective action can galvanize a university to act and formally recognize a problem, but schools must also be discerning about when to engage, Cubbage said. “There are so many political issues and societal issues these days, and campuses are not immune from them,” he said. “Sometimes

people have that idea of an ivory tower, but the reality is that our students, faculty and staff are out there in the real world.” The reaction will also likely differ at private schools and public universities. The public institutions will be bound by state law and are more likely to have expansive access to abortion and reproductive health services since Gov. J.B. Pritzker and the majority of state leaders support those measures. The privates, however, craft their own policies and can be challenged for making such decisions. Though a wave of universities, including Loyola, enacted plans to address systemic racism following the death of George Floyd in May 2020, the Roe decision might not elicit the same slew of responses. That major public reckoning over racial injustice, Morgan said, was years in the making and the result of social organizing that began after the death of Trayvon Martin in Florida in 2012. “When you trace the through line of racial activism in this most recent era to that point, it finally became politically expedient enough of a topic for institutions to speak out, but it took eight to 10 years of student activism,” he said. “It wasn’t just a flashpoint. It was a slow burn.”

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66 MAY 23, 2022 • CRAIN’S CHICAGO BUSINESS

ABBOTT from Page 1 Crain’s they’re seeking millions of dollars per claim in damages. Abbott and Mead Johnson have denied allegations. Abbott’s baby formula brands, including Similac, Alimentum and EleCare, are part of its larger nutrition business, which also makes adult and elder products like Ensure. Nutrition generated 19% of Abbott’s $43 billion in sales last year, making it the company’s third-largest business after diagnostics and medical devices. With Abbott riding waves of strong growth and good press for its COVID-19 rapid tests, which have boosted revenues the last several quarters, baby formula recalls and lawsuits have cast a cloud over the company’s recent success. Abbott told analysts on a recent earnings call that baby formula weighed down nutrition revenues in the first quarter. Pediatric nutrition sales declined 20.6% to $847 million, contributing to a 7% sales decline to $1.9 billion for the nutrition segment. Analysts don’t expect nutrition to recover until at least next year. Before this year, nutrition sales were growing, increasing 7.7% in 2021 and 4.7% in 2020, led by growth of the adult nutrition lines, where sales increased 13% in 2021

and 10% in 2020. But pediatric nutrition sales grew just 3.3% last year and 0.3% in 2020. Operating margins across the nutrition business shrunk from 23% in 2019 to 21% in 2021, which Abbott blamed on higher manufacturing and distribution costs.

NEGATIVE ATTENTION

Abbott’s nutrition business also faces potentially costly lawsuits involving serious allegations that could damage its reputation and brands. And the growing severity of a nationwide baby formula shortage—partly caused by Abbott recalls and the suspension of production at its plant in Sturgis, Mich.—is attracting even more negative attention. “The fact that the lawsuits are there and that it’s getting more and more attention—that’s tricky, especially when it comes to touching probably the most vulnerable of our population, which is newborns and premature babies,” says Jason Sherman, owner of Sherman Communications & Marketing, a public relations firm that represents health care, real estate and professional services clients. On May 16, Abbott said it reached an agreement with the FDA to reopen the plant within two weeks if it meets the agency’s food standards and other mea-

sures, and that products could reach store shelves six to eight weeks later. This isn’t the first time baby formula has caused trouble for Abbott. The business has performed inconsistently since Abbott spun off its branded pharmaceutical business as AbbVie in 2013. For several years following the spinoff, Abbott blamed pediatric products for several quarterly declines in nutrition sales. Abbott has long faced strict regulations in China, limiting its growth in a key overseas market. Since entering the market, Abbott has faced recalls in China, price-fixing allegations and a slew of Chinese competitors. Now the business is under fire in Abbott’s home market, compounding its longer-term woes and raising questions about its future in the company’s portfolio, where it’s always been a bit of an outlier as a consumer product among medical devices sold to doctors and hospitals. But even if Abbott wanted to sell the baby formula business or the entire nutrition line, it’s unlikely to attract an offer amid the controversy. Abbott would likely have to wait until the FDA investigation has closed, lawsuits are settled and public concern about the brand subsides. “Because it is fairly lucrative

This isn’t the first time baby formula has caused trouble for Abbott. The business has performed inconsistently since Abbott spun off its branded pharmaceutical business as AbbVie in 2013. piece of business, I do think that if they can clean some of those things up, it would open the door for more companies,” said Debbie Wang, a senior equity analyst at Chicago-based Morningstar.

GROWTH OPPORTUNITIES

Despite issues in China, the international market broadly remains an area of growth for Abbott’s products, Wang says, including in Vietnam, India and countries in Latin America. The company is also one of the top five baby formula manu-

NEWSCOM

Baby formula recalls, lawsuits, production suspension cast cloud over Abbott

facturers in the world, tied with Mead Johnson. The two companies dominate the baby formula market, ahead of others including Nestlé and Danone. And unlike other Abbott products, the nutrition lines don’t require a ton of ongoing investment. “There’s nothing inherent in the (nutrition) business that makes it a bad business,” says Erik Gordon, a professor at the University of Michigan’s Stephen M. Ross School of Business. “But if you don’t operate it correctly, you can turn any business into a mess.”

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CRAIN’S CHICAGO BUSINESS • MAY 23, 2022 67

@PROPERTIES CHRISTIE’S INTERNATIONAL REAL ESTATE PHOTOS

Look inside a zany, colorful condo that’s for sale

Real estate listings are typically awash in neutral grays and whites, but this condo is shown with purple walls, zebra-print rugs and other exuberant touches BY DENNIS RODKIN

condo with purple walls, zebra-print carpeting and black lacquer built-ins that’s on the market on North State Parkway in Gold Coast is the visual opposite of the countless homes that get neutralized with gray and white decor for their listing photos. “I’m not gray, I’m purple, and so is my home,” said Mikki Williams, who’s asking $420,000 for the two-bedroom ninth-floor unit. Represented by Pam Lynch of @properties Christie’s International Real Estate, the 1,415-square-foot condo hit the multiple-listing service May 9. The next day, the Zillow Gone Wild Facebook page featured the condo, which the site described as “maximum bedazzled,” and within 24 hours it had 2,700 likes. Among the many finishes that contribute to the condo’s zany look are a studded velvet wall behind the bed in the primary bedroom, a purple shell-shaped sink in an all-yellow bathroom, and in the office, both textured ceiling panels and frosted-glass cabinet doors that nod to the Art Deco era. “My brand is being outrageous,” Williams said. It’s there at the top of the website promoting her services as a motivational speaker: “Be outrageous.” Her flair comes in part from an early career as a dancer in her native New York, Williams said. “I’ve never met a sequin or a stiletto I didn’t like,” Williams told Crain’s, “and I decorated my house like my personality. I didn’t decorate it to sell it.” Williams, who said she has moved to Florida to marry her fiancee there, is asking the same price she paid for the condo in 2005. Lynch, the listing agent, said the price “allows people to buy the space in a great building and make value-added (changes) if it’s not to their taste.” Comparable properties that look more neutral have recently sold for about 25% more than Williams’ asking price, according to Lynch.

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