Crain's Cleveland Business, September 30, 2024

WHAT’S IN A NAME? Guards’ success draws crowds

Here’s what goes into a naming rights

By Jeremy Nobile

What Huntington Bank paid for the naming rights to brand the Cleveland Browns' stadium Huntington Bank Field — and what else it gets as part of that investment — remains a mystery, with both organizations and the agency that

worked on the deal, New Yorkbased Legends, all declining to discuss the terms of their 20year partnership.

So Crain’s reached out to the Superlative Group, a Cleveland-based rm that specializes in brokering naming rights and corporate sponsorship deals between companies,

deal like Huntington Bank Field’s

sports teams and the municipalities they’re involved with, for some insights into how a deal like this may have come together.

Why Superlative?

Superlative Chief Operating O cer Kyle Canter said his

rm was not directly involved in the partnership struck between Huntington and the Browns, though it did have some initial “conversations” with both organizations while they were early on in their process.

Team to bring most fans to Progressive Field in a season since 2017

By Joe Scalzo

e Guardians are about to do something that hasn’t happened in Cleveland since the Browns’ struggling quarterback spelled his name Deshone, not Deshaun.

Buoyed by new group spaces at Progressive Field, the continued success of the Ballpark Pass and a division-clinching baseball team, the Guardians will soon draw more than 2 million fans in a season for the rst time since 2017.

Total attendance through 75 home games is 1,942,894. With a per-game average of 25,905, the Guardians were likely to pass the 2 million mark Friday, Sept. 27, against the Houston Astros. ey drew 1,834,068 fans last year and 1,295,869 in 2022.

“For us to do it for the rst time since 2017, it means a lot,” Curtis Danburg, the Guardians’ vice president of communications and community impact, said. “ e fans have been so supportive all year long, and we’ve had a lot of fun at the ballpark.

Northeast Ohio colleges tout enrollment victories

Schools nd success amid challenging demographics

By Joe Scalzo

anks to a botched FAFSA rollout, the ongoing demographic cli , Cleveland State’s nancial woes and the closures of Notre Dame College and Eastern Gateway Community College, Northeast Ohio’s recent higher educa-

tion stories have been about as fun as leaving the parking lot at Blossom Music Center after a Kenny Chesney concert.

But over the last month or so, a funny thing happened: e region’s four-year colleges and universities started reporting good news.

To wit:

John Carroll University enrolled 600 students this fall — its largest new class since 2020 —

as its “Inspired Futures” strategy helped attract more out-of-state students (31% of this year's class).

Baldwin Wallace University welcomed 698 students this fall, which, while slightly down from last year’s freshman class, helped BW boast its highest full-time undergraduate enrollment (2,739) since 2019.

Baldwin Wallace University welcomed 698 students this fall.

BALDWIN WALLACE UNIVERSITY

Case Western’s startup incubator boosts biotech efforts

By Kim Palmer

Biotech is getting a big boost in Northeast Ohio.

Case Western Reserve University’s under-the-radar, $70 million build-out of 80,000 square feet of startup incubator space just o campus is the culmination of years of attempts to create a competitive local biotech industry.

e 11000 Cedar Startup Incubator, formerly the home of BioEnterprise Inc., is poised to bridge the commercialization gap by providing the right type of space to support early-stage tech and biotech companies coming out of or looking to partner with Cleveland’s academic and health care sectors.

Building biotech

“It’s not just for Case,” said Stephen Fening, associate vice president for research and managing director of the Case-Coulter Translational Research Partnership. “ is is for the entire community. It is one way to take our scienti c discovery and not only turn it into something that will change the world, but improve our local economy.”

More than a decade ago, biotech advocates hoped the Medical Mart, a health care equipment showroom in downtown Cleveland highlighting medical innovations coming out of the Cleveland Clinic and University Hospitals, would drive medtech and biotech companies to the region.

By the time the building was complete, slowdowns in the trade show market and health care reform price pressures changed the market dynamics facing the Medical Mart. e facility pivoted to become the Global Center for Health Innovation, with a new, though related, focus on the business of biotech.

Today, the partnership between the Global Center and BioEnterprise — the nonpro t tasked to recruit and support health care businesses interested in o ce proximity to area hospitals and research universities — is no more. e push by the Medical Mart/ Global Center/BioEnterprise to build a better Cleveland biotech ecosystem made some progress but eventually ended with an agreement that the downtown space would better serve the city as a ballroom for the Huntington Convention Center of Cleveland.

Support for biotech commercialization, though, can still be found in pockets in Cleveland. e state pledged $100 million for the Cleveland Innovation District, and the Cleveland Clinic and University Hospitals have incubators.

But entrepreneurs continue to scramble to nd lab space. Fening said 11000 Cedar is looking to ll their need for a ordable, exible space while also providing science, business and nancing expertise.

“We kept hearing from entrepreneurs there that commercialization here has been limited because the area does not have

enough venture capital available, there is not the right kind of startup talent available and there is a lack of space and facilities available,” Fening said. “ e last one is the easiest to solve, we gured.”

Expanding research

e 11000 Cedar space was conceived as a way to continue to service the biotech companies brought in by BioEnterprise while also ful lling a strategy from a new university president.

When Eric Kaler came to CWRU from the University of Minnesota, he had a few new priorities for the university, explains Andrew Cornwell, director of the Case-Cleveland Incubator in the O ce of Strategic Partnerships at CWRU.

“Basically, he (Kaler) wants to enhance the educational programs, better engage with the community and ... expand the university’s research enterprise and commercialization e orts,” Cornwell said.

Case’s overall strategy because the most common way for research to make an impact on the world is through translation, through commercialization,” Cornwell said. “We also believe that by o ering a clear path for that, we will be able to recruit more cutting-edge faculty and the best and brightest students, because they want to be on that path.”

e incubator is part of a big science and research push at the university that includes plans to hire “at least 100 net new tenure and tenure-track faculty by 2028 — a 15% increase for our campus” and the construction of a $300 million science and engineering building.

Membership drives

CWRU has spent about $55 million for the rst phase of what will be a total $70 million renovation of 11000 Cedar’s four-story Brutalist building, constructed in 1967.

“This is for the entire community. It is one way to take our scienti c discovery and not only turn it into something that will change the world, but improve our local economy.”

Stephen Fening, associate vice president for research and managing director of the Case-Coulter Translational Research Partnership

CWRU, one of the leading Midwest research universities, on average brings in more than $400 million in research expenditures annually. Kaler is looking to grow that to $600 million per year.

Kaler’s plan is to add more non-medical research and to refocus on applied research, which solves a known problem, rather than basic research conducted solely for the advancement of knowledge.

“ e incubator really ts into

e goal, Fening said, is to have all four oors dedicated to supporting the commercialization of research coming out of CWRU and early-stage startups from outside the university by the end of 2026.

“We traveled all around the country, looked at every incubator we were allowed into, and we took little bits and pieces of everything we’ve learned and put it into this plan,” Fening said.

Operators settled on a member-

ship-based structure for 11000 Cedar.

ere are options to use a combination of private and shared wet labs — facilities with equipment to run and contain chemical and drug experiments — and dry labs for computer simulation and data analysis.

Companies or individuals that join as members get the exibility to lease a seat in a shared lab space or take over a fully equipped private lab, at less cost than it would take to build out their own space. Members also get discounted access to CWRU research facilities, educational expertise and entrepreneurial services.

Fening also noted that members “get access to our networking, information about JobsOhio, Jumpstart- ird Frontier funds, as well as legal, accounting, regulatory professional services and help with patenting.”

ere are nearly 30 companies currently at 11000 Cedar as the building continues to undergo renovation and hosts CWRU’s Human Fusion Institute until the new engineering building is complete.

e hope is to have 50 companies early in the startup life cycle in-house which would leave an 85% occupancy rate so members can easily grow and scale down operations when needed.

Flexibility is key

Samantha Stubble eld, vice president of operations and business development at Convelo, one of the older occupants of the building, said exibility is key for the multiple stages and needs a startup biotech company goes through.

After raising Series A and Series B funding and partnering with a large pharmaceutical company, Convelo is moving its multiple sclerosis treatment toward FDA-approved patient trials, which requires more

paperwork than lab time, she said.

“I anticipate we will stay here for the duration of Convelo, but I also think our lab space usage will shrink or disappear over time,” Stubble eld said. “I could imagine that we would maybe drop down to having two o ces here shared amongst the team to have a drop in space and be able to take calls outside of our homes.”

New 11000 Cedar member John Edge, president of XHG a biotech research rm based out of the United Kingdom, came to Cleveland to position his nascent company near the city’s cluster of hospitals, higher education and manufacturing.

“I see the economic development opportunity here in Cleveland. It’s inspirational because it’s something that does not exist anywhere else anymore,” Edge said about his company’s work, which requires relationships with a group of diverse partners. “We needed a base to operate from to work all around the world, and that was o ered through 11000 Cedar and Cleveland Clinic and Case Western.”

Although most of the startups fall into the biotech industry, Fening and Cornwell are looking to diversify and already have signed up companies involved in robotics, polymers and electric vehicle battery research.

“We haven’t done any advertising for the incubator to date,” Fening said, adding that news within the startup community traveled so fast within a week that ve available memberships were lled and a waitlist had to be created.

“We are happy for those companies to continue and to have them as tenants,” he added.

Fening notes that 11000 Cedar is its own thing, and not the new Global Center, or a continuation of the BioEnterprise o ces.

“No one’s using those names around here anymore,” he said.

The 11000 Cedar Startup Incubator off of the Case Western Reserve University campus aims to bridge the research-commercialization gap. | CASE WESTERN RESERVE UNIVERSITY

Proximity pays off for rms at CWRU’s startup incubator

By Kim Palmer

Case Western Reserve University’s 11000 Cedar Startup Incubator is working to ll a gap in the biotech ecosystem by o ering proximity to a host of critical resources.

at proximity is why two companies — Convelo, a nearly decade-old drug discovery company, and XHG, an early-stage United Kingdom-based biotech research rm — chose Cleveland to grow their businesses.

Incubators like 11000 Cedar provide a space that o ers a con uence of academic and business expertise to support the early-stage development of companies.

“The ability to access Case’s core facilities has been incredibly important for us, especially early on,” explains Samantha Stubblefield, Convelo’s vice president of operations and business development. “It means that you can access this really deep knowledge well, that they have of the literature of the sort of history of the science.”

e mature drug-developing company spun o from the research of Case professors Paul Tesar and Drew Adams has been at 11000 Cedar — previously the o ces of BioEnterprise Inc. — for about eight years.

During that time, the company has continued to advance the science of regenerative medicines as a treatment for multiple sclerosis and similar autoimmune diseases while also working on the business of raising Series A and B nancing.

“Once you realize that you have a commercializeable idea,

you also realize that it’s di cult to get the money, the people and resources you need to go to market in an academic setting,” Stubble eld said.

Moving out of the university — but not too far o campus — Convelo has been able to access the speci c business talent and startup funding not available when research is conducted and subsequently owned by the university.

e proximity with Case also allows Stubble eld to utilize the relationship with Convelo’s founders when it comes to scouting potential talent. "We retained quite a few people out of Case. As soon as they graduate, we grabbed them up and o ered them jobs here," she added.

John Edge, president of XHG — founded in 2023 to nd and develop technology created but not commercialized during the COVID-19 pandemic — is the most recent 11000 Cedar member.

“I walk around with Cleveland pompoms and I tell everyone that Cleveland is great,” Edge said about the incubator and the city.

“We went down to Texas, the West Coast, New York and couldn’t nd anywhere that t what we needed like this incubator,” he added.

Edge said that locating XHG in Cleveland was perfect because 11000 Cedar was available to help the nascent company hire talent and will eventually help it scale up as more businesses and researchers come on board.

Being miles from the Cleveland Clinic’s state-of-the-art infectious disease center and other

hospitals dedicated to community health outcomes also motivated his decision.

Edge’s startup, now o cially headquartered in Cleveland, focuses on nding uses for the billions of dollars in government-funded infectious disease research abandoned after certain diagnostic methods and testing were adopted over others.

“ ere was so much innovation executed in the chase for the COVID dollars,” Edge explains. “We realized that if we could pick a little bit of that research up and repoint it at other problems, maybe we could do some good.”

Because the research and development has already been funded, there’s less capital expenditure needed to commercialize what he calls “breakthrough products in the diagnostics market.”

e company is taking a novel approach to becoming pro table: avoiding the high cost of R&D, which will make up for a more moderate return on investment. e upfront cost for things like disease testing means no big profits, which, in turn, means companies are not interested in that development, Edge explains. XHG wants to connect the available research to manufacturers who can

make much-needed a ordable tests for existing diseases because there are little or no upfront R&D costs.

“We’re looking to address the market failure in the development of diagnostic products to detect infectious diseases in low-resource testing environments,” Edge said.

“We entered this with a di erent mindset as a company. We are not looking for big returns because we know that the market is not super lucrative. e design of this company is to look at those breakthroughs and see if we can’t do something brilliant with it,” Edge said.

Researchers work in one of the 11000 Cedar Startup Incubator wet lab facilities. | CASE WESTERN

Cleveland makes pitch for Irish startups looking at U.S. market

By Kim Palmer

Medtech is booming in Ireland.

And some of those companies eager to expand into the U.S. health care market are looking to the Cleveland area.

One such Irish company is Amethyst Care, which provides voice-enabled services to the elderly with mobility issues.

“If you want to scale a business, it's very, very important that companies from our side of the world have a base in the U.S.,” said the company's founder, Rebecca McManus. “And in the next 18 months, I will be looking to set up over here."

McManus traveled to Cleveland in September as part of a delegation of Irish startups, mostly in medtech elds, looking for the connections needed to establish a U.S. base.

ey were recruited and invited by Team NEO's Mark Owens and the city of Mentor’s director of economic development and international trade, Kevin Malecek, to visit and evaluate the Cleveland area as a place to do business.

In a few short days on the ground, McManus said the delegation was sent to a number of scheduled meetings with service providers and potential customers; attended the Ohio VC Fest; and met with representatives from the Ohio Venture Fund.

Her company is looking to recruit sta and launch a pilot in the European Union, while also focusing on scaling up to service assisted living and private home health care in the U.S.

“I am on this trip to build a pipeline for potential investors and also for customers, and I'm recruiting, at the moment, trying to hire a quality controller, a clinical lead, a full stack developer and an AI researcher,” McManus said.

She decided to come to Cleveland after meeting Malecek at an event in Dublin.

“I de nitely thought it was worthwhile," McManus said. “I think in a way this market is untapped, because a lot of compa-

nies in Ireland, the U.K. or Europe are looking only at Boston, Chicago and New York, and Cleveland is a di erent and new market to consider."

The Irish-Ohio conection

ere is a long history of the Irish coming to Ohio.

About 1.5 million Ohioans claim some sort of Irish heritage. According to the Embassy of Ireland, Ohio imported $18.5 billion in goods from the country between 2016 and 2020 while sending $5.8 billion in service exports and an additional $539 million in goods exports back.

e trade relationship is important enough for state lawmakers to pass a bill out of the Senate creating a nine-member Ohio Ireland Trade Commission tasked with building up business and academic exchanges between the countries.

e legislation, which awaits a vote in the Ohio House, and the designation of Owens as Irish honorary consul general in Ohio demonstrate a commitment to the Irish-Ohio trade relationship, Malecek said.

“Cleveland does have the second, well, arguably the best hospital in the world here,” said Jackie Kestenbaum, director of Acadiant Limited, an Irish health care software company, and another medtech executive who made the trip here. “I rst talked to Cleveland Clinic in London. Now I’m here trying to identify where our technology could best work.”

Kestenbaum’s company already has a presence in the United Kingdom, Canada and Ireland but wants to expand “cancer harm review” software and is trying to gure out how to work within the American health care system.

She appreciates the straightforwardness and availability of the Cleveland business community.

“You can go to Silicon Valley or to New York, and there is so much competition, but when you come here, you can be a person with a

good idea and they will listen. You don’t have to be Microsoft to get a meeting,” Kestenbaum said.

Another crucial bene t to looking at Cleveland as a base of operations is the six-hour, direct Aer Lingus ight between Cleveland and Dublin, established in May 2023.

“ e initial pitch was that there are opportunities, we are an affordable place to do business and the language is the same," Malecek said. “Now we have the direct ight, which adds to the ease of doing business here that makes coming into a new market comfortable.”

Frank Sullivan, chief medical o cer and co-founder of Ireland's Whyze Health, said with the time constraints on a new business, the direct ight is a big advantage.

He and CEO Frances Elton run an AI-driven software platform that uses clinical and patient data to drive better patient treatment outcomes. e company, founded in 2021, is working with the Mayo Clinic and has funding partners in the U.S., but it wants to help smaller community hospitals use their product to improve treatment and get more patients into clinical trials.

“Very few people get into clinical trials,” Sullivan said. “Clinical trials tend to be done in very few hospitals and involve very few patients, and if you're basing the validity of a new drug on a very small sample of patients, that can be disappointing.”

e founders were in Cleveland looking for funding and a good system to conduct real-life clinical trials — basically what is called a soft landing in a new market.

“When you are looking to start a business in another country like we are, it is so much easier when you meet people and make those true connections,” Elton said. “On this trip, everyone has really tried to help us understand the market and how we can set up a company. ey’ve covered everything from the legal system to the di erent nuances of the language.”

Supreme Court ruling tightens reins on federal agencies

What employers need to know

In June, the Supreme Court issued a landmark decision (in Loper and Relentless), overruling Chevron, a 1984 case that greatly expanded the strength of administrative agency interpretations of law.

Chevron instructed courts to defer to an agency’s interpretation of a statute if it was (1) reasonable and (2) consistent with Congress’s intent. is deference was a mainstay of administrative law for four decades and expanded federal regulations and administrative rulemaking outside the control of elected o cials. However, Loper and Relentless determined that

Chevron improperly ceded judicial authority to the executive branch and, as a result, Loper and Relentless will signi cantly rein in administrative action. Recent rulemaking and enforcement by federal agencies are severely weakened and likely to be invalidated.

FTC Non-Compete Rule

In August, we received an early indication of Loper and Relentless’s impact on agency rulemaking when a federal court struck down the FTC’s universal ban on non-compete agreements, nding that the agency greatly exceeded the authority

provided to it. While acknowledging that the FTC had some authority to issue rules to prohibit unfair competition, that authority did not include substantive rulemaking authority. e court also found the ban was arbitrary and capricious. Such rulemaking was never focused on rectifying any problem related to non-competes and well beyond the FTC’s mandate of preventing unfair competition. us, it was not surprising that the rule was vacated, especially without the bene t of Chevron deference.

Tipped Wage Rule Overturned

Soon a er, the Fi h Circuit invalidated a DOL rule that restricted employers’ use of wages below minimum wage to pay tipped workers. Although the FLSA allowed employers to take a “tip credit” towards minimum wage obligations for employees who regularly received more than $30 a month in tips, the DOL promulgated the 80/20/30 Rule, which prohibited employers from taking the tip credit for the time spent supporting tipped work (like bussing tables, but not actually serving), if that work exceeded 20% of the total hours

worked or 30 continuous minutes. e Fi h Circuit held that the 80/20/30 Rule went far beyond the statutory directive of the FLSA to allow such credits when tips exceeded $30 in a month. e court relied on Loper and Relentless in nding such rulemaking to be arbitrary and capricious based on impermissible considerations of the FLSA.

What’s Coming

e DOL may remain in the crosshairs with challenges to the DOL’s new salary exemption thresholds pending. e DOL issued a nal rule increasing the minimum annual salary an employee must receive to qualify as an overtime exempt employee. While the rst increase largely took e ect on July 1, 2024, pending cases could vacate the rule before the next increase on January 1.

A series of actions from the NLRB could meet a similar fate. One is when a company is deemed to be a joint employer. In 2020, the NLRB issued a rule that required a joint employer to possess and exercise substantial direct and immediate control over essential

terms or conditions of employment. In 2023, the NLRB replaced that rule, stating a joint employer only needed to “share or codetermine” matters governing employees’ essential terms and conditions of employment. When that rule was vacated before it took e ect, the NLRB outlined its intention to address the joint employer issue with “several rulemaking petitions,” but the NLRB will have to overcome Loper and Relentless. Other NLRB changes related to captive audience meetings, blocking charges, and union election procedures may face enhanced scrutiny without Chevron deference protecting them.

Conclusion

Post-Chevron, courts will continue to push back on bureaucratic actions only tangentially related to statutory mandates. Without clear Congressional authority to act, administrative actions are increasingly susceptible to challenge.

ERIC BAISDEN Co-Chair,

What the numbers say about crime, poverty in Cleveland

Statistics don't tell the whole story of a community, but they're a powerful indicator of how things are going.

Two new pieces of data about Cleveland give us some reason for optimism while simultaneously underscoring the challenge of tackling the most persistent of problems: poverty.

First, the (relatively) good news. With summer o cially in its nal days, the city of Cleveland on Wednesday, Sept. 18, issued what it called a "Summer Safety Plan Recap" quantifying the results of efforts to reduce crime and make the city a safer place to live and work. And though it's certainly a small sample size, the report shows the city has made substantial progress in its goals.

e city's data showed signi cant drops in both violent crime and property crime this summer (de ned as May 1 to Aug. 31) compared with summer 2023. ere were, according to the city, 44 murders this summer, down 37% from 70 in summer 2023. Felonious assault dropped 13%, to 994 this summer from 1,147 a year ago. Robbery also was down 13%. Rape was the only category of violent crime that increased, by 4%, to 164 from 157. Overall, the city reported, instances of violent crime this summer were down 13% from 2023, matching the declines in assaults and robberies. On the property crime front, GMTV (grand theft motor vehicle) fell 27%, and theft was down 10%. Burglary was up slightly, by 2%, though arson — a stubborn problem — rose by 14%.

e declines are consistent with gures in other cities nationwide as crime eases from spikes during (and likely fueled by) the pandemic. But they're impressive none-

theless. e city says it used a "targeted, data-driven strategy" to focus on neighborhoods "that have historically been a icted by violence" in the summer. It also increased collaboration among law enforcement agencies along with nonpro ts and community partners, and enlisted various city departments to prioritize services and resources in troubled areas.

It's what the city has called an "all of government" approach, and for this summer, it produced results. ere's still a lot of work left to do on crime and safety. ere always is. But the city has taken steps in the right direction.

Meanwhile, e Center for Community Solutions, a nonpro t, nonpartisan think

tank in Cleveland that's focused on the health and human services sector, points to some important ndings released Sept. 12 in the 2023 American Community Survey from the U.S. Census Bureau.

On two key measures, there was little change, though in only one instance is that encouraging.

In looking at the data, Emily Campbell, CEO of e Center for Community Solutions (and a Crain's Woman of Note for 2024), wrote that Cleveland’s population "has stopped shrinking," with the American Community Survey estimating there were 351,383 city residents last year, "virtually unchanged from the 2022 population count." It's also the "smallest change since

annual data began being collected in the mid-2000s," Campbell wrote in an analysis of the data.

at small change is kind of a big deal. A lot of things have to happen for Cleveland to be a stronger city. Population stabilization is one of them. Stopping a long cycle of decline is an important step to putting the city on a growth trajectory, even if it's a modest one, that would help expand the workforce and provide more opportunities for businesses to grow.

One reality of population loss over the decades is that Cleveland became a highpoverty city and, as Campbell noted in her analysis of the Census Bureau data, "poverty remains concentrated here." Among cities with 300,000 or more residents, only Detroit has a higher poverty rate than Cleveland's 30.7%. e city at No. 3 on the poverty list, New Orleans, has a rate of 22.6%.

In a separate post on LinkedIn, Campbell surely spoke for many when she wrote, "I'm tired of writing this report every year," adding that "27,800 poor Cleveland adults worked at least part-time for at least part of the year." ( is underscores how poverty is not solely an issue of individuals' choices.) Her solutions to this complex problem: "Let's eliminate bene ts cli s, address social determinants of work, and reduce gender and racial income gaps. None of this is easy, but it's all possible."

Our collective policy choices and priorities matter. In the face of a crime spike, the city took actions that made things better. Poverty is an even more vexing challenge than crime, but there are ways to address it, too — if we can nd the political will and enlist all in the cause.

Strategies to help employers improve their employees’ mental health

Arecent survey revealed that 90% of Americans believe the U.S. is in the midst of a mental health crisis, and onethird of Americans reported they found it di cult to access help.

In Ohio, more than 18% of adults experience frequent mental distress. Notably, low-acuity conditions, like mild and moderate stress or anxiety, account for a signi cant portion of behavioral health claims.

Whether low- or high-acuity, unaddressed mental health conditions can create long-term and near-term impacts in the workforce, including detrimental e ects on employee motivation. As behavioral health care needs continue to increase, many are looking to their employers for support — and employers are seeking to reduce the prevalence of mental health concerns among employees, to help nurture a healthier workplace culture.

During September’s National Suicide Prevention Month, it is an opportune time for employers and bene ts managers to evaluate

ways to better meet the behavioral health needs of their workforces.

Here are four strategies to consider:

w Support a full continuum of care needs. Mental and physical health are interconnected; having poor mental health can negatively impact physical health, and vice versa. Focusing too heavily on one side of the spectrum does not address the full picture of employee wellbeing, and a “one size ts all” approach to o erings can be harmful to employees. Integrate both physical and behavioral health bene ts across a full spectrum of care needs to ensure your bene ts strategy encompasses a holistic, whole-person approach to healthcare.

w Select a network that meets members where they are. ere are still barriers to accessing care. In fact, nearly half of Americans live in areas with mental health workforce shortages. Although e orts are underway at the state and national levels to expand the number of mental health care

providers, increasing the number of providers within a network is not currently enough. Virtual health options and digital tools help employers address these gaps by allowing members to access care when and where they want.

Some plans, including UnitedHealthcare, o er virtual programs aimed speci cally at increasing access to care and reducing cost barriers. For example, virtual behavioral coaching provides individualized coaching and mental health support for adults experiencing symptoms of mild depression, stress, and anxiety through digital modules and one-on-one video or telephonic conferencing and messaging with trained, dedicated coaches.

w Offer a guided experience to help employees navigate care options. Ensuring employees feel connected and supported while navigating the health system is as important as crafting a bene ts strategy that encompasses the right balance of o erings.

A robust digital experience allowing employees to navigate care with a single signon to search for providers, pharmacies,

costs and more enhances the member journey and presents more opportunities for personalization. Also, some health plans and employers o er advocacy programs to connect consumers to advanced care and resources, and predictive tools that help segment and identify high-risk members and make suggestions for care.

w Reduce the stigma. While discussing mental health has become more accepted in recent years, some employees may not feel comfortable discussing it with their employer. erefore, explore di erent avenues of internal communications, such as targeted campaigns, to highlight available resources and services, without requiring individuals to share information beyond their comfort zone.

Mental or behavioral health conditions can have a large impact on a company’s workforce and on individual employees. By designing programs with employees’ whole-person health needs in mind, employers can help nurture a healthier workplace culture, reduce workplace stigma, and improve people’s lives and productivity.

Dr. Gary Grosel is chief medical o cer at UnitedHealthcare of Ohio. PERSONAL

help create more jobs and build stronger communities.

Regional banks trim their prime lending rates to 8%

By Jeremy Nobile

Echoing the Federal Reserve’s move to cut interest rates by a half-percentage point — marking the rst rate reduction in more than four years — regional banks have lowered their prime lending rates from 8.5% to 8%.

Major regional banks in Northeast Ohio that reported decreasing prime lending rates as of ursday, Sept. 19, include KeyBank, Huntington National Bank, PNC Bank, J.P. Morgan Chase Bank, Citizens Bank, Fifth ird Bank, U.S. Bank and Bank of America.

fed funds rate this year and next as the (Federal Open Market Committee) continues to ease monetary policy in an attempt to avoid recession,” he added.

e last time the Fed reduced interest rates was in March 2020. en, the federal funds rate was dropped to near zero in response to the global outbreak of COVID-19.

e Fed began raising interest rates again in early 2022, doing so 11 times in 17 months. e last time interest rates were increased — and the last time banks increased prime rates — was in July 2023.

The move follows the Federal Reserve reducing its benchmark interest rate to a range of 4.75% to 5%.

is follows the Federal Reserve reducing its benchmark interest rate to a range of 4.75% to 5%.

“Although the rate cut was universally expected, the size of the cut was uncertain; PNC expected a 25-basis point cut,” PNC Chief Economist Gus Faucher said in a statement.

“PNC expects further cuts in the

In the banking industry, prime lending rates are primarily used as a baseline reference point for pricing some lending products, including mortgages, car loans and credit cards.

As such, a reduction in interest rates should provide some nominal relief for borrowers who have loans with oating rates.

Concerning economic outlooks, the expectation of an interest rate cut this month led to some increased optimism among small businesses recently surveyed by KeyBank.

In its decision to trim interest

rates, the FOMC reinforced its commitment to bringing in ation down to its 2% target.

“ e Committee has gained greater con dence that in ation is moving sustainably toward 2%, and judges that the risks to achieving its employment and ination goals are roughly in balance,” according to an FOMC statement.

Year-over-year in ation as measured by the personal con-

sumption expenditures (PCE) price index was at 2.5% in both July and June, according to the Bureau of Economic Analysis.

Banks’ prime lending rates are coming down from their own historic highs, according to data tracked by the Federal Reserve Bank of St. Louis.

Prior to 2023-2024, the last time prime lending rates were at 8.5% was in February 2001. At that point, prime rates were actually

coming down from a peak of 9.5% hit in the 2000s, mirroring a plunge in federal interest rates occurring in response to the early 2000s recession.

Prime rates plateaued again at 8.25% between 2006 and 2007 at the doorstep of the nancial crisis. ey then plummeted alongside interest rates, bottoming out at 3.25% in January 2009, where they hovered for the next several years.

Kent State University celebrates the Grand Opening of Crawford Hall and thanks the more than 150 donors who contributed to this project.

Ohio sheds jobs as hiring stalls

By Scott Suttell

“Hiring has hit a wall in the past two months across the state."

That’s how Ben Ayers, senior economist at Columbus-based insurance giant Nationwide, characterized Ohio’s August employment report, released Friday, Sept. 20. The report from the Ohio Department of Job and Family Services showed that while Ohio’s unemployment rate held steady from July, at 4.5%, the state last month lost 4,400 jobs.

In his analysis of the report, Ayers wrote that the August data "aligns with the weaker hiring trends shown nationally," though he noted, "Ohio is falling behind most other states, which still show modestly positive job growth. The annual job growth rate for Ohio at only 0.6% sits near the bottom among states and last in the Midwest.”

According to state data, Ohio’s nonagricultural wage and salary employment decreased to 5,664,000 in August from a revised 5,668,400 in July. The state in July added jobs, but it was a weak number: 2,200 above the level in June.

The Sept. 20 report showed that the number of workers unemployed in Ohio in August was 263,000, down from 264,000 in July. However, the state noted that "the number of unemployed has increased by 61,000 in the past 12 months," from 202,000 when Ohio’s unemployment rate was 3.5%. (The U.S. unemployment rate then was 3.8%.)

Ohio’s unemployment is now higher than the national figure, which in August was 4.2%.

Ayers in his analysis noted that manufacturing "led the downside in August, with sector employment dropping by more than 2,000 workers, but most sectors posted modest cut backs on the month." He added that while the state overall has added 34,000 jobs in 2024, "the weakness shown in the past two months is a warning sign that more Ohio firms are looking to cut costs in the face of rising wages and high interest rates."

One potential bright spot?

"The Fed’s large rate cut in September and the prospect of further declines in the months ahead could be a boost to hiring as costs pressures ease for businesses," Ayers wrote. He also wrote that the labor market in Ohio "appears to be in better balance, having eased from the extremely tight conditions over the pandemic. Job openings were roughly equal to unemployed workers in July, a big departure from nearly a 2-to-1 ratio in the throes of the pandemic."

The state in its report noted that the August labor force participation rate was 62.3%, unchanged from 62.3% in July but up from 61.9% in August 2023.

The Buckeye Institute, a conservative think tank based in Columbus, pointed out in its analysis of the August data that Ohio for more than two years has lagged the national labor force participation rate. The national rate was 62.7% in August.

Rea S. Hederman Jr., executive director of the Economic Research Center and vice president of policy at The Buckeye Institute, said

the most concerning element of the report was "the loss of 3,500 private-sector jobs in Ohio compared to the national job market, which continues to add private-sector jobs, although at a much slower rate when compared to 2023 or early 2024."

As Hederman sees it, consistent with the policy goals of his organization, "Ohio policymakers should focus on policies that will increase job growth, such as tax reform to lower tax rates, and avoid policies that will force employers to cut jobs, such as increasing the minimum wage.”

The Modern Law Firm.

Cleveland Clinic partners with startup on therapeutic for Parkinson’s patients

By Paige Bennett

A blossoming partnership between Cleveland Clinic and a U.K.-based digital health startup could help Parkinson’s disease patients improve their balance.   e Clinic has formed an agreement with Strolll, a developer of augmented reality therapeutics software for neurological disorders. e company will integrate a digital therapeutic software module developed by Clinic researchers into its platform as part of a $3 million collaboration between the organizations.

“Simultaneously and unbeknownst to each other, we had already started a project using augmented reality as well to evaluate and really treat Parkinson’s postural instability,” he said. “We were both doing similar things and very much aligned in terms of our goal to assist with (Parkinson’s disease) patients.”

Parkinson’s patients, he said, may be less inclined to go out and be socially active as they are worried about the risk of falling.

“It’s a disease that’s socially isolating,” Alberts said. “One of the reasons it’s socially isolating is that individuals potentially have gait, walking and stability problems, and they have risk of falling.”

“We were both doing similar things and very much aligned in terms of our goal to assist with (Parkinson’s disease) patients.”

Jay Alberts, vice chair of innovation at Cleveland Clinic’s Neurological Institute

Jay Alberts, vice chair of innovation at Cleveland Clinic’s Neurological Institute, said the organizations were introduced roughly two and a half years ago when Strolll visited the Clinic to show o its work in the augmented reality space.

rough this work, Alberts said they want to give patients an opportunity to improve their balance and stability, increasing their con dence while decreasing the isolating nature of the disease.

e Clinic’s module, Dual-task Augmented Reality Treatment (DART), is designed to help patients with Parkinson’s manage

postural instability and gait dysfunction. A dual-task exercise combines a motor and a cognitive task to improve balance. Clinic researchers demonstrated the e ectiveness of their therapy in a clinical trial.

Strolll, meanwhile, has built digital therapeutic software that patients use wearing augmented reality glasses. The startup, founded in 2019, says it has 25 employees and received a total of $12.3 million in funding. Its partnership with the Clinic marks a significant step as the company looks to expand in the U.S.

e organizations’ di erent approaches to address the same issue made for an interesting opportunity for partnership, Alberts said.

“ e Clinic is world-renowned and a leading health care provider globally,” Strolll CEO Jorgen Ellis said in an email to Crain’s. “ e team they have across research, rehabilitation and neurological departments is world class and we knew that we would be able to accelerate our growth in the US by working together.”

Ellis added that Strolll was drawn to the Clinic because of the success of Cleveland Clinic Inno-

vations, the health system’s commercialization arm. Innovations have placed a growing emphasis on therapeutics and digital health over the last several years under the leadership of executive director Geo Vince, Crain’s previously reported.

Alberts said the Clinic has already sent its code to the Strolll team for integration into the company’s platform. e Clinic’s module, he said, was built for research purposes rather than commercialization, so Strolll is focused on improving the user interface and experience.

“ ose integrations are ongoing right now, and so we hope to have a product out there very soon,” he said.

e organizations hope to deploy the technology at physical

therapy centers in Northeast Ohio, but Alberts said eventually they want to expand access beyond the region, particularly to those living in rural and underserved communities.

Alberts, who grew up in a small town in Iowa, said a patient with Parkinson’s living in that region may need to drive as far as 75 miles to see a movement disorder neurologist or a physical therapist who has treated Parkinson’s gait dysfunction.

“Many (Parkinson’s) patients don’t have access to great specialized care for treatment and management of their symptoms, especially gait and postural stability,” he said.

e bene t of a digital therapeutic, he said, is that it can help bridge gaps in access.

NOTABLE BLACK LEADERS

The 50+ people honored in Crain’s Notable Black Leaders represent all industries and communities: C-suite executives and investors handling multimillion-dollar budgets and billion-dollar deals, advisers helping our neighbors pursue higher education and secure social services, attorneys leading law rms and advocates leading the way toward change. From magnates to mentors, they’re working to enrich their companies, our communities and our city.

METHODOLOGY: The individuals featured did not pay to be included. This list, which is not comprehensive, includes only individuals for whom nominations were submitted and accepted after a review by editors. To qualify for the list, nominees must serve in a senior leadership role at their company or organization; have at least ve years of experience in their eld; and demonstrate signi cant accomplishments within their industry, professional organizations, and civic and community groups. They must live and work in the Northeast Ohio area. Their pro les were written from the nomination materials submitted.

Dione Alexander

President

Village Capital Corporation

Scope of work: Dione Alexander is president of Village Capital Corporation, a community development nancial institution with three decades of community investment in Northeast Ohio.

Biggest career win: Alexander is a co-creator of the Cleveland Equitable Development Initiative, a developmental and mentorship program for minority real estate developers.

Community or industry contributions: Alexander has served on numerous boards and committees, including the Conservancy for Cuyahoga Valley National Park, the Cleveland Restoration Society and LAND Studio.

Leigh Anderson

Executive director of the police accountability team

City of Cleveland

Scope of work: Leigh Anderson collaborates with law enforcement and government of cials on enforcement of police reforms. Using her skills in police procedure and community analysis, Anderson helps create action plans and policies for the city of Cleveland.

Biggest career win: Following the addition of Anderson, the city received its best-ever evaluation from an independent monitoring team reviewing the Cleveland Division of Police.

Community or industry contributions: Anderson serves on the board of the Journey Center for Safety and Healing, a county-based domestic violence agency.

Erika Anthony

Co-founder and executive director

Cleveland VOTES

Scope of work: Erika Anthony leads the nonpartisan, democracy-building movement, which prioritizes civic education, along with voter engagement and registration.

Biggest career win: Through Anthony’s leadership, Cleveland VOTES empowers Greater Cleveland citizens to utilize their voting power for the betterment of the community.

Community or industry contributions: Anthony is a member of the city of Cleveland planning commission, Midtown Cleveland Inc. and Red, Wine + Blue.

Robert Bankston

Hospital housekeeping of cer

VA Northeast Ohio Healthcare System

Scope of work: Robert Bankston leads a skilled team dedicated to implementing effective waste management, pest control, textile management and sanitation practices, while safeguarding the region against infectious diseases.

Biggest career win: Bankston’s innovative mindset earned him the Department of Veterans Affairs Hospital Of cer of the Year Award in 2019.

Community or industry contributions: Bankston is board chairman of the Friendly Inn Settlement house, which provides vital programming in Cleveland’s Fairfax and Central neighborhoods.

University Hospitals congratulates Michelle D. Hereford, MSHA, RN, FACHE, Chief Nursing Executive on being recognized by Crain’s as one of Crain’s Cleveland Business’ Notable Black Leaders

We applaud your nursing leadership and mentorship as well as your commitment to our communities in all that you do.

DaJon Battle

Director of education and workforce

MAGNET: Manufacturing Advocacy and Growth Network

Scope of work: DaJon Battle oversees MAGNET’s workforce initiatives, connecting more than 11,000 students to manufacturing through school programs, career activities and visits to MAGNET’s Manufacturing Innovation, Technology and Job Center.

Biggest career win: Battle helped launch a manufacturingfocused school on the MAGNET campus, an initiative that graduated its rst class in 2024.

Community or industry contributions: Through her work at MAGNET, Battle donates her time and skills to career- and technical-based programs for numerous Northeast Ohio school districts.

CONGRATULATIONS

DAN BLAKEMORE

VICE PRESIDENT OF PHILANTHROPY, CONSERVANCY FOR CUYAHOGA VALLEY NATIONAL PARK

Your achievement is a testament to your leadership, talent, passion and hard work.

Enriching people’s lives and enhancing our region by inspiring use, preservation and support of Cuyahoga Valley National Park.

Alison Bibb-Carson

Chief marketing and communications of cer

College Now Greater Cleveland

Scope of work: Alison BibbCarson orchestrates College Now’s marketing efforts to secure scholarship funding for college-bound high school students.

Biggest career win: BibbCarson has spearheaded a robust communications operation for University Circle Inc. and oversaw efforts by Go Red For Women to end heart disease and stroke in the female population.

Community or industry contributions: Bibb-Carson is vice president of the Shaker Heights Board of Education. She also volunteers with the Church of St. Dominic.

Dan Blakemore

Vice president of philanthropy Conservancy for Cuyahoga Valley National Park

Scope of work: Dan Blakemore and his vemember team partner with Northeast Ohio’s philanthropic community to help advance the conservancy’s mission of protecting the park.

Biggest career win:

Blakemore secured more than $6 million in funding to purchase the former Brandywine Golf Course, a key facet of the nonpro t’s long-term plan for improved park access and habitat restoration.

Community or industry contributions: Blakemore is on the boards of the National Park Friends Alliance, Cuyahoga Arts & Culture and the African American Archives Auxiliary at Western Reserve Historical Society.

F. Allen Boseman

Principal and entreprenuer

Sherman Boseman Legal Group, LLC; Tell A Friend Promotions

Scope of work: An experienced litigator, F. Allen Boseman specializes in entertainment, labor and employment, and commercial litigation and transactions.

Biggest career win: While the rm generally focuses on employment and business matters, it represented a family in a civil lawsuit involving the murder of a 14-year-old girl. Boseman’s advocacy resulted in a seven- gure settlement for the family.

Community or industry contributions: Boseman is on the board of the Museum of Contemporary Art Cleveland, as well as After-School All-Stars, a nonpro t that provides programming for underserved children.

We’re big fans of people who look out for people.

Marcella Brown

Vice president of development and communications

Lutheran Metropolitan Ministry

Scope of work: Marcella Brown leads philanthropic programming, public relations and external stakeholder engagement for one of Northeast Ohio’s most critical basic needs providers.

Biggest career win: During the pandemic, Brown raised $4.2 million for a capital campaign that provided housing for families experiencing homelessness in Cleveland’s St. Clair-Superior neighborhood.

Community or industry contributions: Brown works on strategic planning on the board of the Museum of Contemporary Art Cleveland. In addition, she is a board member of the We Raise Foundation, a Chicago-based organization that executes grantmaking in ve Midwest cities.

Crystal Bryant-Agyemang

National community engagement strategist and assistant vice president

KeyBank

Scope of work: Formerly the executive director of the Cleveland branch of the NAACP, Crystal Bryant-Agyemang now serves as a national community strategist on KeyBank’s community relations team.

Biggest career win: BryantAgyemang raised hundreds of thousands of dollars for the NAACP under her leadership.

Community or industry contributions: BryantAgyemang has served on multiple boards, including the ADAMHS Board of Cuyahoga County, Engage! Cleveland and NOACA.

Congratulations to Huntington colleague Roshonda Smith, Manager of Black Owned Business Engagement, on being named one of Crain's Cleveland Business’ Notable Black Leaders. We appreciate all your efforts, and keep making us stronger.

According to Crain’s research, 5 of Northeast Ohio’s 10 largest minority-owned businesses are majority-Black/ African American-owned.

People often see Glen Shumate’s list of job titles and wonder how he manages it all. But there’s a clear connection between his roles and other community involvements.

As executive vice president of the Construction Employers Association (CEA), a trade union for contractors, Shumate focuses on education and training, government relations and diversity and inclusion. These efforts extend into the Contractors Assistance Association (CAA), an af liate of CEA dedicated to strengthening opportunities for women and minorities in the construction industry. Shumate serves on supplier diversity and inclusion advisory boards for Cleveland Clinic, the Cuyahoga County Advisory Council on Equity, the MetroHealth Supplier Diversity Council and several local universities.

Shumate’s workforce development commitment also extends into ACE Mentor Program of Cleveland, which provides support and resources to help students explore career opportunities in architecture, construction and engineering.

Sonali Bustamante Wilson

Vice president, legal affairs & compliance, general counsel and board secretary

Cleveland State University

Scope of work: Sonali Bustamante Wilson works with the university president and board of trustees in delivering strategic, tactical and legal advice on key institutional matters.

Biggest career win: Bustamante Wilson is a key gure in the university’s campus renaissance, which encompasses student housing development and signi cant restructuring of programs and departments.

Community or industry contributions: Bustamante Wilson acts on the boards of United Way of Greater Cleveland and the Black Alumni Leadership Council at Boston University.

Mordecai Cargill

Chief creative of cer

ThirdSpace Action Lab + Reading Room

Scope of work: Mordecai

Cargill is co-founder of ThirdSpace Action Lab, a grassroots cooperative created to disrupt the cycle of disinvestment among lowincome communities of color.

Biggest career win: Cargill created Chocolate City Cleveland, a project that highlights Cleveland’s Black neighborhoods through joy, celebration and narrative change.

Community or industry contributions: Cargill sits on numerous regional boards, including the Assembly for the Arts, PolicyBridge and Cleveland Owns.

Jacklyn Chisholm

President and CEO

Step Forward

Scope of work: Jacklyn Chisholm leads a team focused on education, support services and personal and professional development.

Biggest career win: Since joining the organization in 2015, Chisholm has raised salaries, modernized systems and invested in her staff’s skill enhancement and career development.

Community or industry contributions: Chisholm is chair of the Ohio Urban Community Action Network; she also dedicates time to mentoring current or aspiring CEOs.

Sponsored Content

NOTABLE SPOTLIGHT

with Glen Shumate

Interviewed by Brooke Bilyj for Crain’s Content Studio

Why is mentorship so important to you?

Exposure and access have been important for me, and I strive to support others with equitable access and opportunities in workforce and economic development. Personally, I have bene ted from mentorship, and I have great interest in assisting with the equitable development of talent and businesses to support the sustained development of Cleveland.

What makes ACE Mentor’s 15th anniversary so exciting?

This anniversary allows us to celebrate the growth of our in- and after-school activities and the positive impacts our volunteers have, and celebrate our alumni working in the industry. It also gives us an opportunity to share our direction for the next three years, as we mature and seek additional support to connect more youth to career opportunities with a strategic focus on “success to signi cance” and “good to great.”

How has ACE impacted the local construction industry over the last 15 years?

ACE has provided over 2,300 high school students with architecture, engineering and construction (AEC) management and trade career pathway exposure and has awarded more than $1.6 million in scholarships to 200 college and construction trade students. We have supported more than 100 paid internships and more than 50 alumni working in AEC and related industries. Seeing students grow and mature in the industry has been very rewarding.

In addition to CEA, ACE and CAA, you’re also involved in several industry-related programs throughout the region. Why is this community involvement meaningful to you?

I see the work that I’m doing as providing a solution to business and community needs and maximizing the inclusive impact in Greater Cleveland. Being a connector, convenor and servant leader with deep business, civic and community connections allows me to contribute in ways that align with my values.

I’m fortunate to have support from my employer (CEA) and family to do so. This aligns with my upbringing, as my parents and my older brother were civically involved and modeled the

importance of supporting others. I believe in providing insight, connection and understanding, as well as the “3 E’s” of education, exposure and experience, which have served me well in my career.

What’s the rst step business leaders can take to make their organizations more inclusive and diverse?

Barriers and obstacles make it more dif cult for many to have equitable pathways to success. Business leaders must acknowledge inequity by looking at data and having conversations with employees and businesses to understand their experiences. They need to have an unwavering commitment to changing outcomes by owning and not delegating the work.

Leadership must champion activities to build organizations that re ect the path to progress at each level, from entry/start-up to mid-tier and upper leadership. To have meaningful outcomes, leaders and organizations must be patient, diligent and willing to do the hard work.

Toi Comer

Vice president of resource development

United Way of Greater Cleveland

Scope of work: In her position as chief fundraiser, Toi Comer has increased awareness and revenue for the United Way of Greater Cleveland.

Biggest career win: Comer’s dedication to the three Ps — people, process and product — has helped the organization raise more than $20 million annually.

Community or industry contributions: Comer is on the board of Near West Theatre, Shoes and Clothes for Kids and the Black Professional Association Charitable Foundation.

Marisa Darden

Chair of white collar, government investigations and regulatory compliance

Benesch Friedlander Coplan & Aronoff

Scope of work: Former state and federal prosecutor Marisa Darden determines case and client services strategies at Benesch; she also defends clients facing law enforcement and regulatory agency civil and criminal investigations.

Biggest career win: Darden helped grow the practice from four employees to 12, with revenues increasing by 30%. Among her accomplishments is representing an energy company in the largest energy sector bribery investigation in U.S. history.

Community or industry contributions: Darden is a board member and pro bono attorney for the Rainbow Babies & Children’s Foundation.

Bradford Davy

Chief of staff

City of Cleveland

Scope of work: Bradford Davy serves in the administration of Mayor Justin M. Bibb, where he oversees a 7,000-person staff and a budget of $778 million.

Biggest career win: In spearheading city operations, Davy is steering Cleveland into an era of steady growth and modernization. Achievements include developing a 10-year strategic plan to better serve Cleveland’s diverse residents.

Community or industry contributions: Davy sits on the boards of Destination Cleveland and the Greater Cleveland Sports Commission.

Terrell Dillard

President and CEO

Zaymat Distributors & Jan-Pro Cleveland/Akron/Toledo

Scope of work: Terrell Dillard runs a staff of 20 employees and 250 local franchise owners.

Biggest career win: During the COVID-19 pandemic, Dillard won a PPE contract in Utah, ultimately selling the state over 50 million units of PPE under the Zaymat banner.

Community or industry contributions: Dillard’s board memberships include Team NEO and the Cuyahoga Community College Foundation.

Tenora Edwards

Founder and CEO

Tenora Mia Consulting

Scope of work: With over 25 years of experience, Tenora Edwards is dedicated to assisting entrepreneurs and business owners in achieving their nancial and strategic goals.

Biggest career win: Edwards established Pink and Black Honors, an annual black-tie gala that celebrates BIPOC entrepreneurs.

Community or industry contributions: Edwards also founded the Pink Party Retreat, a nonpro t dedicated to empowering women through supportive community engagement and mental health advocacy.

First Federal Lakewood is proud to recognize and congratulate Chalana Williams as a Notable Black Leader.

Her passion and dedication to nancial literacy and her establishment of the First Federal Lakewood Financial Literacy Team has brought seminars and workshops that bring critical nancial knowledge to local communities. Her work embodies the belief that “knowledge is power” and that nancial literacy can uplift families and create lasting positive change.

Wesley Gillespie

President ErieBank

Scope of work: Wesley Gillespie leads all commercial and industrial lending activities for ErieBank, with additional responsibilities in commercial real estate, treasury management and private banking.

Biggest career win: Gillespie expanded ErieBank into Cleveland, successfully growing the institution’s loan and revenue portfolio.

Community or industry contributions: Gillespie mentors young leaders, while seeking to bridge the wealth gap within the Black community.

Keith A. Harris President

FutureGen Comics LLC

Scope of work: Keith A. Harris leads development, sales and other growth aspects of his Cleveland-based custom comic book development company.

Biggest career win: Harris initiated development of a commemorative poster to be given out during the Black College Football Hall of Fame Classic.

Community or industry contributions: Harris is chairman of the Twinsburg Township zoning committee, as well as a board member of the Twinsburg Historical Society.

Leon A. Harris III

Chief of social impact, equity and belonging

The Centers

Scope of work: Leon A. Harris III is charged with developing, implementing and facilitating DEI strategies at The Centers.

Biggest career win: In the past 18 months, Harris created six af nity groups that meet and plan cultural celebrations, observations and activities. Racial equity and analysis training led by Harris has helped identify inequitable organizational practices.

Community or industry contributions: Harris is a volunteer youth football and basketball coach. In addition, Harris mentors prospective leaders via a development program at Case Western Reserve University’s Weatherhead School of Management.

Congratulations to our partners, Robyn Minter Smyers and Tony White, and the other distinguished honorees recognized as 2024 Notable Black Leaders.

Michelle

Hereford

System chief nursing executive, Ethel Morikis endowed chair in nursing leadership

University Hospitals

Scope of work: Among other duties, Michelle Hereford is responsible for education, nursing operations, professional development and clinical services at University Hospitals.

Biggest career win: In 2023, Hereford created the UH Future Nurse Academy, which promotes career readiness for high school students interested in a nursing career.

Community or industry contributions: Along with extensive health and human service activity, Hereford is on the boards of the Cuyahoga Community College Foundation and the Greater Cleveland Sports Commission.

Benjamin

Holbert III

Mayor and safety director

Village of Woodmere, Ohio

Scope of work: As mayor of Woodmere, Benjamin Holbert III manages executive operations with a larger aim of driving community betterment.

Biggest career win: Holbert successfully steered the council through a crisis that led to the recall of four members and enabled several community initiatives, including the hiring of the village’s rst female police chief.

Community or industry contributions: Holbert is a member of the Cuyahoga County Mayors and City Managers Association and a board member with Senior Transportation Connection.

2024 NOTABLE BLACK LEADERS

Benesch is thrilled to congratulate the outstanding leaders recognized among the 2024 Notable Black Leaders, including William Parker, Chief Revenue Of cer at Parker Revenue Growth Strategies, and father of our partner, Marisa Darden. We are especially proud to honor Marisa for her remarkable achievements and contributions.

Marisa T. Darden Chair, White Collar, Government Investigations & Regulatory Compliance Group

Domonic Hopson

President and CEO

Neighborhood Family Practice

Scope of work: Domonic Hopson ensures strategic, operational and scal excellence across seven community health centers in Cleveland.

Biggest career win: During the COVID-19 pandemic, Hopson oversaw contact tracing in the Cincinnati area, while coordinating tens of thousands of tests across the region.

Community or industry contributions: Hopson is on a number of boards, including the Collaborative to End Human Traf cking and the Three Arches Foundation.

Leah Hudnall Founder

The Legacy Perspective

Scope of work: Through her civic consulting rm, Leah Hudnall offers project management, community engagement and communications services to her client partners.

Biggest career win: Client partnerships result in people-centered strategies that advocate for those most affected by institutional decision-makers.

Community or industry contributions: Hudnall is chair of the Cleveland VOTES advisory board and a member of Collaborate Cleveland’s advisory committee.

Michael Jeans

President and CEO

Growth Opportunity Partners

Scope of work: Growth Opportunity Partners provides capital, management consulting and advisory services to support company growth and management team development.

Biggest career win: Via a collaboration with the Industrial Heartland Solar Coalition, Michael Jeans delivered no-cost rooftop solar to 30,000 low-income households.

Community or industry contributions: Current board work engagements include Destination Cleveland and the Cleveland Rape Crisis Center. Jeans also sits on the visiting committee of Cleveland State University’s Levin College of Public Affairs and Education.

EXCEPTIONAL LEADERSHIP

David

M. Reynolds Managing Director and Banker

Congratulations on your recognition as a Notable Black Leader by Crain’s Cleveland Business. Your leadership continues to set a high standard for all of us.

Steven Lake

Founder and principal Vanguard Strategy

Scope of work: Steven Lake elevates nonpro t consultancy through strategic planning and innovative fundraising, enabling clients to achieve new levels of success.

Biggest career win: Lake has helped transform the lives of young people through various community-facing leadership roles.

Community or industry contributions: Lake is a board member with PolicyBridge and Near West Intergenerational School, as well as a member of the equity task force for the Cleveland Metropolitan School District.

Paris Lampkins

Senior management consultant

PRADCO

Scope of work: Paris Lampkins has advised numerous company executives over her 15 years in training, workforce management and program development.

Biggest career win: During Lampkins’ tenure as regional director of education at Heritage College, she expanded the institution’s reach through partnerships with community organizations and area hospitals.

Community or industry contributions: Lampkins is on the boards of Teach for America in Ohio and the Black Professionals Association Charitable Foundation.

Corey Lee Partner Jones Day

Scope of work: Corey Lee is a strategic legal adviser for clients involved in litigation and government investigations, as well as a national thought leader in e-discovery best practices and policy.

Biggest career win: Lee has successfully litigated on behalf of national furniture retailers and housing contractors.

Community or industry contributions: Lee recently co-chaired the 20th annual Georgetown Law Global Advanced eDiscovery Institute, which welcomed 300 participants from around the country.

Janelle Lee Director of

client engagement

MAGNET: Manufacturing Advocacy and Growth Network

Scope of work: At MAGNET, Janelle Lee is charged with outreach, client engagement and strategy execution in growing the advocacy group’s revenue and impact.

Biggest career win: Lee implemented strategies to attract international manufacturing rms to expand their operations or establish joint ventures in the Cincinnati area.

Community or industry contributions: Lee is a current board member of the Stark County Minority Business Association, Sisters of Charity Foundation of Canton and United Way of Greater Stark County.

Ralph Lee

Chief human resources of cer

Kenan Advantage Group

Scope of work: Ralph Lee spearheads hiring and coaching at the Canton-based company.

Biggest career win: Lee is founder of the Fore Kids Charity Golf Fund and has been president of the American Red Cross diversity council.

Community or industry contributions: Lee is a member of numerous regional boards, including Employers Health, and is the chair of the Greater Stark County Urban League.

In 2023, Black or African American workers represented 12.8% of all U.S. workers, age 16 and older.

— U.S. Bureau of Labor Statistics

Eddie Taylor CEO and President | Taylor Oswald

In 2024, Black and African American leaders made up 11% of non-white CEOs at Fortune 500 and S&P 500 companies. — Statista

With more than 25 years of experience launching and scaling pro table companies, Tenora Edwards has navigated the ups-and-downs of entrepreneurship and business growth. Through her business coaching rm, Tenora Mia Consulting, Edwards helps other entrepreneurs and leaders leverage her knowledge and experience to reach their goals.

Using a mentorship-based approach, Edwards’ consulting blueprint combines customized tools, training and personalized guidance to build and sustain successful businesses. By organizing events like the Pink Party Retreat, a non-pro t organization dedicated to empowering women through supportive community engagement, Edwards shares her vast networks and resources to empower entrepreneurs and uplift minority-owned businesses.

Ramona LoweryFerrell

Public Works director

City of Shaker Heights

Scope of work: The Public Works Department oversees a variety of services in Shaker Heights, including forestry, recycling and parks.

Biggest career win: Ramona Lowery-Ferrell previously worked for the city of Cleveland and implemented a two-year sewer apprenticeship program for Cleveland Municipal School District students.

Community or industry contributions: Lowery-Ferrell’s work with the National Society of Black Engineers earned her a 2024 Unsung Hero Award from the Cleveland NAACP.

Andrea Mahone Blackmon CEO

Andrea Mahone Foundation

Scope of work: The Andrea Mahone Foundation offers transitional housing and other support to those leaving rehab or the formerly incarcerated, including counseling, education and job placement.

Biggest career win: Blackmon’s work for Mahoning County’s welfare-to-work program led to the establishment of a full women’s center with a reuni cation program that has impacted the lives of hundreds of women and children.

Community or industry contributions: Blackmon currently serves on the Mahoning County Community Board for Children’s Services Advisory Committee.

Dawn Mayes Director of design entrepreneurship

and

inclusion

Cleveland Urban Design Collaborative, Kent State University

Scope of work: As director of the collaborative, Dawn Mayes supports development of new design rms, while working to expand the diversity of regional practitioners.

Biggest career win: Mayes commissioned 11 minority architecture rms to devise sustainable strategies for nascent architectural enterprises.

Community or industry contributions: Mayes helps develop programming with the American Institute of Architects, Cleveland chapter.

Sponsored Content

NOTABLE SPOTLIGHT with Tenora Edwards

Empowering entrepreneurs and uplifting minority-owned businesses

Interviewed by Brooke Bilyj for Crain’s Content Studio

What drives your dedication to mentoring other entrepreneurs?

My dedication to mentoring other entrepreneurs comes from my own journey and the challenges I faced, especially as a Black woman in business. I didn’t have access to many resources or mentors when I started, so I know how essential guidance and support are. I’m passionate about empowering them to succeed.

Through my businesses, like the Pink Party and Pink and Black Honors, I strive to foster environments that encourage growth, community support and visibility for entrepreneurs, particularly minority-owned businesses. I aim to lift others as I rise, ensuring minority entrepreneurs have access to the tools and platforms they need to ourish.

What do you hope to accomplish through the events you’ve launched?

The annual events I’ve launched are designed to create strong, supportive entrepreneurial communities while elevating the visibility of minority-owned businesses. Two of the most impactful events are the Pink and Black Honors and the Minority Resource Networking Expo.

Pink and Black Honors is a celebration of local and national entrepreneurs, with a focus on minority-owned businesses. It includes awards, a $20,000 pitch competition to showcase entrepreneurs’ business ideas, and appearances by celebrity guests. By spotlighting minority entrepreneurs, we help elevate their visibility to a broader audience, including potential investors and partners.

The Minority Resource Networking Expo brings together minority entrepreneurs, business leaders and community members to connect, share resources and build partnerships. It offers a platform for businesses to exhibit their products and services, network with peers and learn from experts in workshops and panels. Both events foster a sense of community by creating spaces where minority entrepreneurs can collaborate and form lasting connections.

How are you contributing to the community, and why is this important to you?

Giving back to the community is one of my core values. I actively contribute through my involvement in nonpro t initiatives and board roles, and as a member of organizations like the National Association for the Education of Young Children (NAEYC), Childhood

Education International (CEI) and Alpha Kappa Alpha Sorority Inc.

This work is personally important to me because I understand the challenges faced by underserved communities, particularly minority groups. By using my platform and expertise, I’m committed to leveling the playing eld and giving back to the community that shaped me. My involvement is a way to uplift others, ensuring they have the same opportunities that I worked hard to achieve.

What is your proudest accomplishment in your career?

My proudest accomplishment would be the creation of the Pink and Black Honors Gala and the ability to impact and uplift other entrepreneurs. Creating spaces where minority entrepreneurs can thrive, secure funding and build networks is deeply ful lling, as it leads to generational change.

Ultimately, knowing that the businesses, events and mentorship programs I’ve built are helping others achieve their dreams and create lasting impact is what I’m most proud of.

Lori McClung

CEO and co-founder

Advocacy & Communication Solutions, LLC

Scope of work: Lori McClung directs strategic communication planning, government relations, policy analysis and strategy development for women, children and people of color in Cleveland and nationwide.

Biggest career win: McClung developed the model for PRE4CLE, an initiative to increase the availability of high-quality early child care and preschool for area families.

Community or industry contributions: Along with her business partner, McClung created a fund to support education and reproductive justice for young women.

Teresa Metcalf Beasley

Member and partner

McDonald Hopkins

Scope of work: Teresa Metcalf Beasley leads the rm’s civic engagement and community relations efforts. She specializes in bond transactions, economic development incentives and real estate nancing.

Biggest career win: Metcalf Beasley has harnessed her in uence as an attorney to make meaningful change in Cleveland.

Community or industry contributions: Metcalf Beasley is board chair of Cleveland Neighborhood Progress Inc. and In Counsel With Women.

Robyn Minter Smyers

Partner and executive committee member

Thompson Hine

Scope of work: A partner since 2005, Robyn Minter Smyers focuses on real estate, construction and corporate law, providing innovative, costeffective legal solutions to businesses across industries.

Biggest career win: Minter Smyers has advanced numerous community impact projects, including Public Square, the Hilton Cleveland Downtown and the West Side Market restoration.

Community or industry contributions: A longtime community advocate, Minter Smyers serves on the boards of the City Club of Cleveland and the Diversity Center of Northeast Ohio.

Martina Moore

President and CEO

Moore Counseling & Mediation Services, Inc.

Scope of work: MCMS is a licensed behavioral care agency that provides outpatient substance abuse and mental health treatment at several Ohio locations.

Biggest career win: Through her leadership role, Martina Moore secured over $1.5 million in grants to expand medicationassisted treatment for Ohio opiate users.

Community or industry contributions: Moore is department chair of John Carroll University’s clinical mental health counseling program, where she teaches courses and provides administrative oversight.

Susan Oguche

EVP and chief communication of cer

Cleveland Cavaliers

Scope of work: Susan Oguche oversees a complex organization across multiple high-pro le properties, while leading basketball/corporate communications and public affairs efforts.

Biggest career win: Oguche led communications around the Cleveland Clinic Global Peak Performance Center, a hub for sports health and innovation.

Community or industry contributions: Oguche sits on the board of Providence House.

William Parker

Chief revenue of cer

Parker Revenue Growth

Scope of work: William Parker develops and executes growth plans for lower middle market, privately owned and private equity portfolio companies.

Biggest career win: Via his leadership, Parker Revenue Growth has orchestrated turnaround strategies for businesses with revenues from $10 million to $100 million.

Community or industry contributions: Parker is a former member of the United States Marine Corps.

Deborah L. Plummer

Founder and executive director

Getting to We

Scope of work: Getting to We uses the arts to foster understanding of the core identity shared by all people.

Biggest career win: Deborah L. Plummer adapted her book, “Some of My Friends Are…The Daunting Challenges and Untapped Bene ts of CrossRacial Friendships,” into a play at Karamu House and stages across the country.

Community or industry contributions: Plummer has been a member of a number of boards, including a current seat with Re ection Point.

LaRese Purnell

Managing partner

CLE Consulting Firm

Scope of work: As head of one of the region’s largest minorityowned consulting rms, LaRese Purnell has a deep understanding of nance, taxation and business management.

Biggest career win: Purnell and his partner took the rm from a startup to more than 600 clients in their rst seven years of ownership.

Community or industry contributions: Purnell has taught nancial literacy and entrepreneurship at multiple colleges and universities including HBCUs. He also sits on the boards of the YMCA of Greater Cleveland, the Cleveland Public Library Foundation and more.

Janet Reed-James

Chief human resources of cer

CHN Housing Partners

Scope of work: Since coming to CHN ve years ago, Janet Reed-James has supported the HR needs of multiple partner af liates while managing a $197.5 million budget.

Biggest career win: ReedJames navigated complex staf ng challenges during the pandemic, launching a rental assistance program that required hiring 40 employees in one month.

Community or industry contributions: Reed-James acts on the boards of Open Doors Academy and the HR Leadership Group of Northeast Ohio.

David Reynolds

Managing director and banker

J.P. Morgan Private Bank

Scope of work: David Reynolds works closely with individuals, families and business owners on all of their wealth management needs.

Biggest career win: Before returning to J.P. Morgan, Reynolds grew Key Private Bank’s revenue by 20% during the COVID-19 pandemic.

Community or industry contributions: Reynolds is a Cleveland State University trustee and also sits on the boards of Karamu House and the Great Lakes Science Center.

Congratulations

Notable Black Leaders Nominees

Ralph & Janelle Lee

Glen Shumate EVP

Construction Employers

Association

Scope of work: At his organization, Glen Shumate directs advocacy, DEI outcomes, education programs and government affairs strategies.

Biggest career win: Through Shumate’s efforts, two diversity-focused initiatives received nancial backing, leading to increased workforce size and improved capabilities.

Community or industry contributions: Shumate leads the ACE Mentoring Program of Cleveland’s board, where he helps high school students explore career opportunities in architecture, construction and engineering.

Rickey Shyne

Director, research and engineering

NASA Glenn Research Center

Scope of work: Rickey Shyne leads Glenn’s research and development capabilities in areas including material, power, propulsion and communications.

Biggest career win: Shyne organized the successful development and ight of NASA’s Orion Program European Service Module, developed in collaboration with the European Space Agency.

Community or industry contributions: Shyne is on the board of Southwest General Health Center and a former board member of Cleveland Engineering Society.

Allen Smith CEO

Boys & Girls Clubs of Northeast Ohio

Scope of work: Allen Smith oversees one of the Midwest’s largest Boys & Girls Clubs, with 51 af liates in seven counties.

Biggest career win: Smith was named CEO in 2022 before winning the industry’s prestigious Heart and Soul award.

Community or industry contributions: Smith has board memberships and committee positions with the Greater Cleveland Food Bank and the Cuyahoga County Youth Work Institute at Case Western Reserve University.

In 2022, just over 6% of all real estate agents and brokers were Black/African American.

— New York Times

BLACK LEADER

Honoring Visionary Leadership: Michael Jeans, Crain's Notable Black Leader 2024

The Board of Directors and Growth Opps team are bursting with pride! Your recognition as one of Crain's Notable Black Leaders of 2024 is a testament to your extraordinary leadership and vision.

From establishing the nation's first African American-led Green Bank to securing a $156 million EPA grant to bringing attainable residential and community solar to disadvantaged communities across eight (8) states and 31 communities, your impact is innovative and transformative.

As we approach the Growth Opps 10-year anniversary milestone, we are inspired by your journey and excited for the future you helping to build. Your work in sustainable development and economic empowerment sets a new standard for impact investing.

Congratulations, Michael. We are honored to work alongside you in creating a more equitable and sustainable future.

In 2020, Black business owners employed 1.321 million people and created 48,549 new jobs — adding an additional $1.7 billion in aggregate payroll to the U.S. economy.

— The Brookings Institution

Roshonda Smith

SVP, manager of Black business engagement

Huntington Bank

Scope of work: A 30-year industry veteran, Roshonda Smith drives access to capital for Black small businesses across Huntington’s multistate footprint.

Biggest career win: Smith was instrumental in the creation of the Huntington Digital Inclusion Fund, which brought online connectivity to low- and moderate-income residents in Ohio.

Community or industry contributions: Smith is a board member of the Cuyahoga County Convention Facilities Development Corporation and Karamu House.

Kenneth Surratt

Chief development and investment of cer

United Way of Greater Cleveland

Scope of work: Kenneth Surratt leads United Way’s community investment team, providing grants to community partners and expanding the reach of the agency’s 211 help line.

Biggest career win: In his past work, Surratt orchestrated a $50 million demolition program that removed neighborhood blight following the housing crisis.

Community or industry contributions: Surratt is a member of the Arctaris Impact Investors CDE board, as well as the advisory board for The Math Movement, a summer math program for area youth.

Eddie Taylor

President and CEO

Taylor Oswald

Scope of work: Taylor Oswald is a joint venture between Eddie Taylor and Oswald Cos., a leading employee-owned insurance brokerage rm.

Biggest career win: Taylor’s personal connections have blossomed into a supportive community that joins together to celebrate wins and navigate challenges.

Community or industry contributions: Taylor has board memberships with the Greater Cleveland Sports Commission, Greater Cleveland Partnership, the Burton D. Morgan Foundation and more.

Mike Walker

Executive director

Partnership for a Safer

Cleveland

Scope of work: For nearly 40 years, Mike Walker has championed community safety by connecting the public, policymakers and police, a list that further encompasses mayoral administrations, police chiefs and numerous nonpro ts.

Biggest career win: Walker received the Cleveland Metropolitan Bar Association’s Thomas B. Mulligan Liberty Bell award and has twice been named the National Association of Social Workers volunteer of the year.

Community or industry contributions: Walker is involved in a variety of local efforts, including the Cleveland Police Review Board and the city’s public safety summits.

James Waters

General counsel and corporate secretary

KeyCorp

Scope of work: As senior legal of cer at KeyCorp, James Waters oversees a team focused on mitigating risk and providing insight to the company’s lines of business and administrative support groups.

Biggest career win: Waters’ restructuring of Key Legal encouraged collaboration and repositioned attorney values to better support the company’s organizational structure.

Community or industry contributions: Waters acts on the boards of the Cleveland Leadership Center and the SMU Tate Lecture Series.

Jeffrey Weaver

EVP and chief qualitative risk of cer

KeyCorp

Scope of work: Jeffrey Weaver leads KeyCorp’s qualitative and climate-related risk assessment, enabling the measurement and management of climate change’s impact on clients and the business.

Biggest career win: Weaver is a sought-after industry in uencer, stemming from his former role as board chair of the International Association of Credit Portfolio Managers.

Community or industry contributions: Weaver is involved with the Musical Arts Association, University Circle Inc. and the Cleveland Rape Crisis Center boards.

Tony White

Managing partner

Thompson Hine

Scope of work: Tony White leads a 400-attorney rm while maintaining a successful trial practice in business litigation.

Biggest career win: White has guided the rm through transformative change, including creation of a new service delivery model that brings value, predictability and transparency to client engagements.

Community or industry contributions: White is a member of the Big Ten Conference Anti-Hate and Anti-Racism Coalition, and he has been part of a variety of boards.

Chalana Williams

SVP and chief community development of cer

First Federal Lakewood

Scope of work: Chalana Williams helms the bank’s community reinvestment activities for clients, including those residing in low- to moderate-income neighborhoods.

Biggest career win: During the COVID-19 pandemic, Williams collaborated with community stakeholders to grant PPP loans to struggling businesses.

Community or industry contributions: Williams sits on the boards of LakewoodAlive and the community advisory committee of Cleveland Clinic’s South Pointe Hospital.

Dione Alexander

Cleveland’s Notable Black Leaders

Cleveland Metroparks

OK’s land purchase for new soccer stadium

By Joe Scalzo

If Cleveland scores an expansion National Women’s Soccer League (NWSL) team, the Cleveland Metroparks will get credit for an assist.

e Metroparks Board of Park Commissioners on ursday, Sept. 19, approved the purchase of approximately 13.6 acres of land from the Ohio Department of Transportation (ODOT) and the city of Cleveland that would serve as the site of the NWSL stadium.

Cleveland Soccer Group (CSG) is funding the $4.2 million acquisition, which is subject to due diligence and site review.

e undeveloped land is located across from Progressive Field, near existing portions of the Slavic

GUARDIANS

From Page 1

“And there’s more to come.”

e Guardians are an American League-best 48-28 at home this season — they played a traditional doubleheader on Aug. 7, which is why they’re only credited with 75 home dates — and they nish the season with ve straight home games.

Cleveland’s per-game average ranks 20th among MLB teams and is the highest since the Indians averaged 26,787 in 2008. e Guardians’ 12 sellouts mark the most in a season for Cleveland since 2017, when Progressive Field had 13 sellouts on the year.

Danburg credited the rst phase of the Progressive Field renovations, particularly the Paul Davis Pennant District in right eld, for being a “huge driving force” in attendance.

“All the group spaces from last year have been exceeded by one new group space,” Danburg said. “It’s been a huge success. And then when you factor in the team's success, decent weather in the summer and the Ballpark Pass, we have a lot of things pointing in the right direction. And Phase 2 of the renovations (which are ongoing) will provide more opportunities as well.”

e Guardians plan to have most of those renovations completed in time for the 2025 opener, although they’re hoping the project gets delayed due to a long postseason run. Cleveland recently clinched its second Central Division title in three years and 12th overall.

“ ere are contingency plans in place in case we get delayed,” Danburg said. “ ose are good problems to have.”

e 2-million-fan milestone is relatively rare for Cleveland, occurring just 15 times since 1900. All but two of those seasons have come since Jacobs Field opened in 1994, including every year from

Village Downtown Connector Trail, Towpath Trail and Cuyahoga Riverfront Trail and portions of other future planned trail connections.

e vote nalizes a plan that was rst made public in February.

“Cleveland Metroparks is proud to partner with CSG to help make Cleveland home to the next National Women’s Soccer League team,” Metroparks CEO Brian Zimmerman said in a news release. “ e acquisition of this centrally located property near the heart of Cleveland aligns with our ongoing e orts to connect communities to and around downtown Cleveland through our growing trail network and we’re excited and hopeful that GSG and Cleveland will be suc-

cessful in this tremendous opportunity.”

CSG’s proposed outdoor stadium would seat at least 12,500 fans and cost around $150 million, funded by a combination of ownership investment and state and local funding. The stadium could be engineered to expand up to 20,000 if needed, CSG said.

Cleveland’s incoming MLS Next Pro team would also play in the downtown stadium. e 15team NWSL plans to select its 16th team sometime this year, with the new team beginning play in 2026 along with an expansion team from Boston.

CSG is also looking to build a training site on the campus of No-

tre Dame College.

“Our vision of prioritizing equity and economic impact through women’s professional sports is so complementary to the Metroparks mission,” CSG co-founder and CEO Michael Murphy said. “We are thrilled to partner with Cleveland Metroparks on this transformative project for the region.”

1995-2002. e outliers are 1948

(2,620,627 fans) and 1949

(2,233,771) at Municipal Stadium. e franchise’s last World Series victory was in 1948.

“ at (1995-2002) was a fun era, but we’ve had a lot of fun eras of baseball,” Danburg said. “We’re in another one.”

Cleveland drew a club record 3,468,456 fans in 1999 when the ballpark had a capacity of 42,820. Progressive Field’s capacity is now 34,830, which makes it the smallest ballpark in the MLB, although the stadium can hold more due to standing-room-only tickets.

Dodger Stadium in Los Angeles has the highest capacity in

the MLB (56,000). The Dodgers also average a league-high 48,540 fans per game — the highest mark for any MLB team since L.A. drew 49,065 fans per game in 2019.

MLB’s per-game average of 29,235 fans this season is its highest since 2017.

“ e increase in attendance and interest has been across the game,” Danburg said. “It’s hard to put a nger on why, although I think the change-of-pace changes from two years ago play a huge role in that. It piques the interest of the average fan.

“When you look at where baseball is progressing and trending, it’s all good.”

A rendering of Cleveland Soccer Group’s proposed downtown soccer stadium. | CONTRIBUTED

Cleveland Guardians out elder David Fry runs the bases after hitting a three-run home run during the seventh inning of a May 31 game against the Washington Nationals at Progressive Field. Behind Fry is a Guardians banner covering up the former Terrace Club, which will be turned into an open-air hub in 2025 as part of

Superlative has separately worked with Huntington in the past. It consulted with the bank on naming rights at the Cleveland Convention Center/Huntington Convention Center of Cleveland, for example, when the company assumed those naming rights following its 2016 acquisition of FirstMerit Corp., the former bank holding company in Akron. FirstMerit had purchased the convention center naming rights in fall 2015 in a 20year deal valued at $10.3 million.

Superlative also has worked on many other sponsorship deals in Cleveland, in Ohio, across the U.S. and beyond.

is includes the naming rights agreement for the Miami Heat arena in Miami-Dade County, Florida, which was struck with now-defunct cryptocurrency trading platform FTX Trading Ltd. at was a 19-year deal made in 2021 and valued at $135 million, but it was terminated in 2023 following FTX’s bankruptcy.

Superlative also is working on naming rights for the Columbus Convention Center and recently was retained to do the same for the Rhode Island FC soccer club in relation to the Stadium at Tidewater Landing that is under construction.

Making sense of the opportunities

e rst step, said Superlative COO Kyle Canter, is to determine whether such a deal generally makes sense for the potential sponsor.

“ ey are a bank in growth mode and growing into markets like the Carolinas and Texas,” Canter said. “So you look at this and say, OK, you’re trying to grab market share. Is this the right move?”

Columbus-based Huntington has expanded signi cantly through acquisitions and organic growth in recent years. e brand now encompasses an 11-state footprint, more than $196 billion in total assets and is the second-largest bank in Ohio by deposit market share behind U.S. Bank.

And like many nancial institutions, Huntington has a penchant for getting its name on high-prole buildings and stadiums. Besides the Cleveland Convention Center, there’s also the Huntington Place Convention Center in Detroit — home to the Detroit Auto Show — and the Huntington Bank Stadium at the University of Minnesota, for example. Huntington assumed naming rights for both those following its 2020 acquisition of Chemical Bank parent company TCF Corp.

For Huntington, getting its name on the Browns’ stadium seems to align with the bank’s strategy for securing high-pro le branding rights as it continues to gain market share throughout the Midwest and beyond.

Additionally, with a two-decade partnership, the bank gets the bene t of having its name attached to the Browns’ stadium whether the current one is renovated or a new facility is constructed. And there’s the added perk of

its name being circulated with any discussions around that moving forward.

“I think this is a really unique moment in time. Some may have looked at that and said, ‘It’s an old stadium. e lease is coming up. It’s not that sexy of an opportunity,’” Canter said.

“Or there is a creative way to look at it and say, ‘If we get in the mix here on the stadium, we can probably get (naming rights) at not the absolute top of the market and see how things evolve, and we’ll be in the conversation.’”

Were other companies in the mix?

Browns owner Jimmy Haslam previously said that he could sense there was a “mutual alignment that we could work things out” on a long-term partnership with Huntington and that the team wanted to have a deal in place in time for its Sept. 8 opener against the Dallas Cowboys. ese factors helped spur a deal to come together.

Although Huntington secured the naming rights, it surely was not the only company that had the opportunity.

“Every company in Cleveland was contacted by this over the past year,” Canter said. “ ese opportunities are sold in outbound sales with creative partnership activations. You’ve got to have the right brand at the right time and the right deal that is going to deliver the right bene ts.”

So, did KeyBank — one of Huntington’s closest competitors and

the only locally based regional bank in the Cleveland market — pursue the deal?

It almost certainly did, especially considering their past a liations.

In 2017, Key and the Browns announced a partnership that positioned Key Private Bank as the team’s o cial wealth management partner. at formal relationship expires with Huntington purchasing the stadium naming rights and becoming a general banking partner with the Browns. Key declined to comment on to what extent it may have considered the naming rights opportunity for the Browns’ stadium or share any reactions to its competitor securing that deal with the only NFL team in its backyard, but it did share the following statement.

“KeyBank and the Cleveland Browns organization have been partners in business and in our Northeast Ohio community for decades.  While our sponsorship agreement with the team has ended, our support for the Browns team will remain,” the company said. “We are very proud to be Cleveland’s hometown bank and we look forward to continuing to put our money where our heart is, investing in the causes that need us most and the neighbors and neighborhoods who make this region our home.”

What the sponsor gets

Canter said that a wide range of factors may shape the nal price tag on a multiyear naming rights

partnership, including other bene ts the sponsor gets in the deal, the condition and status of the stadium itself and the length of time the facility has gone unnamed.

Akron’s FirstEnergy Corp. purchased naming rights to the Browns’ stadium in 2013 in a 17year, $107 million deal that was canceled in 2023, reverting the stadium back to its original name and costing FirstEnergy millions.

In terms of leverage, the naming rights sponsor in this case would likely bene t from the Browns’ stadium being at this point in its lifespan (the stadium opened in 1999) as well as the team missing out on naming rights revenue all last season — something that would be seemingly unwise to repeat again this year.

“( e Browns) have been in the market for quite a while now,” Canter said. “And it’s an old stadium with a lease coming up, and its future is unknown. ose factors would seem to give you some leverage.”

“But from the Browns’ perspective,” he added, “it is a great opportunity to collect value out of an asset that is at the end of its life and secure a partner who is ready to have discussions about the future. So, it’s not a lot of downside if you’re the Browns.”

ere’s also the question of what other bene ts Huntington gets in the deal, which the bank declined to discuss.

With naming rights, does Huntington also become the bank of choice for the Haslam family, players or other employees? at’s

often a key component in a dynamic like this.

“I can nearly assure you that there was business to be picked up almost immediately for Huntington, whether that’s business from the ownership group or the team or whatever it might be,” Canter said. “If you’re a bank picking up business at the same time as you’re spending marketing dollars, there’s value there right away.”

Other bene ts besides branded signage for the bank might include gaining access to contact information for the Browns’ expansive fan base or exposure to high-networth individuals who may be season-ticket holders or buyers of high-priced suites. Maybe the bank gets exclusive access to these people to pitch them on other products or services?

“Sure, signage is the visual centerpiece,” Canter said. “But what can you build that allows you to get down in the trenches and allows you to convert banking business and generate actual tangible ROI for your business so when you look back in ve years and say, ‘We spent whatever it is, do we feel as though we got our value?’”

The value guessing game e total value of Huntington’s 20-year naming rights deal has not been disclosed and likely won’t be as the team has no obligation to share that number and there appears to be no way to pull that number from public records. e city of Cleveland is getting nothing out of the naming rights deal despite being the Browns’ landlord. is is due to how the original lease was drafted in the ’90s, which provides for all naming rights proceeds to go to the team.

Nonetheless, the high-water mark for naming rights for an NFL stadium is currently around $31 million per year, Canter said.

But that comes with some asterisks. at level was set with the deal struck for naming SoFi Stadium in Los Angeles, which happens to host two NFL teams between the Los Angeles Rams and the Los Angeles Chargers.

So that deal — amounting to $625 million for 20 years, or about $31.25 million per year, and beginning in 2019 — is unique in terms of involving two teams in a large market.  at’s the biggest NFL naming rights deal ever.

ere’s no way the Browns’ naming rights deal is worth that much when considering the aforementioned factors of the stadium’s age and future uncertainty in particular, Canter said.

A better comparison may be the sponsorship for the Pittsburgh Steelers’ Acrisure Stadium. at is a 15-year deal beginning in 2022 and valued at approximately $150 million, or $10 million per year. Canter declined to speculate on what the value of the Browns’ deal is given the amount of unknowns.

“If you are Huntington, this is a very creative way to move into this level of a pro sport naming opportunity at likely a discount because of its end of life, the lease coming up and it being an unnamed building.”

Huntington has a penchant for getting its name on high-pro le buildings and stadiums like Huntington Place Convention Center in Detroit, top, and the Huntington Bank Stadium at the University of Minnesota, above.

Tri-C, LCCC see enrollment gains, but Lakeland’s struggles continue

By Joe Scalzo

Enrollment-wise, the news surrounding Cleveland’s three major community colleges over the last decade has been one big turkey burger.

is fall’s numbers are closer to Meat Loaf: “Now don’t be sad, ’cause two out of three ain’t bad.”

Cuyahoga Community College (Tri-C) welcomed 2,728 rst-year students this fall and grew its overall headcount by 4.2% (18,535 students) and its fulltime equivalent (FTE) enrollment by 5.2% (9,317).

It’s the second straight year Tri-C has grown its FTE enrollment, although that number has been cut in half since 2010 (18,903).

Lorain County Community College (LCCC) also saw gains for the second straight year, adding 1,418 rst-year undergrads and boosting its FTE enrollment by 1.8% to 4,942, down from 8,375 in 2010.

LCCC has 9,439 students overall.

Lakeland Community College, meanwhile, enrolled 1,452 new students this fall and saw drops in total students (4,431, down 7%) and FTE enrollment (2,345, down 9%). Lakeland’s FTE enrollment was 6,059 in 2010.

Lakeland has made two rounds of layo s since December, offered voluntary buyouts last winter and cut its 2025 budget by $5 million to close a projected $3.4 million de cit.

e Ohio Auditor of State completed a performance audit of Lakeland in April, placing the college on the precipice of scal watch. Lakeland responded by raising tuition and making an 11.5% cut in expenditures.

e three community colleges

are struggling with the same demographic headwinds that led to the closures of Notre Dame College and Eastern Gateway Community College, as well as recent cost-cutting measures at Baldwin Wallace and Cleveland State.

Ohio’s high school population peaked in 2019, and the state is projected to have 3,600 fewer high school graduates by 2025; 11,970 fewer by 2030; and 14,720 fewer by 2035.

Attracting high school students is still key to Tri-C’s success, and the school has seen 7% growth in College Credit Plus students, who earn high school and college credit while taking courses at Tri-C.

But Tri-C is increasingly focused on adult learners, said Angela Johnson, Tri-C’s vice president of enrollment management, noting that its students have an average age of nearly 26 (25.6).

“We recognize that the 18-yearold high school population is shrinking nationally and we’re seeing the impact,” Johnson said.

“So we’re asking ourselves, ‘How do we continue to help adult learners?’ ose individuals who have started some college and haven’t completed, or want the opportunity to return or are looking to nish a credential.”

Tri-C also started o ering a 12week session in the spring and will continue that option this fall, giving students a chance to enroll as late as Monday, Sept. 23. Tri-C also has 16-week and 14-week sessions this fall, as well as two eight-week sessions.

“We want to give students more opportunities to manage their time, manage their schedule and have exibility as it relates to work-life balance,” Johnson said. “We’re giving them a little bit more time to start a little bit later.”

Tri-C has also seen 23% growth in transfer students, although it’s too soon to know how many of those students are transferring from four-year schools or other community colleges.

is fall also marks the launch of Tri-C’s rst bachelor’s degree, a Bachelor of Applied Science in Integrated Digital Manufacturing Engineering Technology (IDMET).

“We don’t know what the numbers might look like — it’s too early to evaluate that — but some other community colleges in the state have had bachelor’s programs for a couple years, and this is an opportunity for us to get into that market,” Johnson said. “ ere’s demand in our region for that.”

Outside of convincing Northeast Ohio families to have 10 kids — to quote Meat Loaf, parents would do anything for love, but they won’t do that — colleges and universities can’t do anything to solve the demographic cli .

But Johnson believes community colleges can still ll an important niche, o ering students of all ages an a ordable and exible option to continue their education.

“We know the high school population is shrinking, and we want to make sure we have robust offerings for individuals who might be adult learners,” she said. “We have to know where those individuals are. We can’t go to the high schools and nd them. So how do we connect with our business leaders and employers that we work with to help individuals upscale with an education credential? We want them to see the value of a credential that’s going to help them increase their families’ wage opportunities. at’s what we’re concerned about.”

The eastern campus of Cuyahoga Community College. Tri-C grew its

Lake Erie College welcomed 199 freshmen and 91 transfers, which is the school’s largest incoming class in a decade and continues LEC's momentum.

Ursuline College added 119 full-time rst-year students — nine more than budgeted — and said residence halls are at capacity (215). e private Catholic school expects to have more than 1,000 total students by January and recently entered into a “strategic partnership” with Gannon University.

Slightly farther out, the University of Mount Union touted its highest incoming class ever (755), Walsh University added its best incoming undergraduate class in a decade (including 103 transfers from Notre Dame College) and Malone University’s incoming class is up 7% over last fall and 14% over two years ago.

ere’s good news among public universities as well.

CSU surpassed its budget projection in seven of eight enrollment categories and its overall enrollment is 5% ahead of its 2024 target.

Kent State University enrolled 4,304 students on its main campus — its highest gure since 2019 and the eighth-largest ever.

Youngstown State University announced its total headcount is at 12,164 students, up 10.7% over last year and the school’s largest gure since 2018.

Now, is there some spin involved in these reports? Of course. Emphasizing one gure (say, incoming freshmen) allows schools to downplay others (such as retention rate, graduation rate or total enrollment).

Plus, higher enrollment doesn’t necessarily equate to higher revenue, since schools can boost their numbers through deep discounts, a strategy known as “buying a class.”

As one Northeast Ohio enrollment administrator recently told Crain’s Cleveland Business, “It’s easy to write headlines that say ‘We have a record freshman class coming in!’ but that doesn’t mean all these schools are doing OK. If your revenue per student goes down, you have to make it up in volume.”

Still, any good news is welcome, especially since Ohio’s high school demographics actually hit their peak in 2019, meaning the state is ve years into its demographic slide, according to the Western Interstate Commission for Higher Education (WICHE).

Full-time equivalent enrollment has declined for nearly all of Northeast Ohio's colleges and universities over the last decade.

Compared to the class of 2019, Ohio is projected to have 3,600 fewer high school graduates by 2025; 11,970 fewer by 2030; and 14,720 fewer by 2035.

“It’s only going to get much, much worse in the next 10 years,” the administrator said. “Without ingenuity in how you provide that educational experience, there will be institutions that fall by the wayside. I think it’s inevitable. If you look at the endowment values of some of the smaller institutions, they don’t have the nancial backing to navigate rough waters.”

e volatility is happening nationwide, but Ohio’s demographics — like a lot of Midwest states — are particularly challenging, CSU’s vice president of enrollment management, Randall Deike, said at a recent board of trustees meeting.

Translation: Unless you’re an elite school with a 10- gure endowment — like Case Western Reserve University or Oberlin College — the next decade will only get more challenging.

“In this region, we’re all facing challenges with declining high school populations,” Deike said. “Any good news in this environment is fabulous news.”

Playhouse Square names new executives as key leaders retire

Stan Bullard

A new cast of senior-level executives is forming at Playhouse Square Foundation as the organization operating Cleveland’s restored theaters and community development corporation for its theater district makes ready for the retirement of a trio of longtime executives.

Laura Smith has been named chief operating o cer of the foundation and will succeed current COO Patricia Gaul, who also serves as general counsel, when she retires at year-end.

Nathan Kelly, president and managing director of the Cushman & Wake eld/Cresco realty brokerage of Independence, has been named president of real estate services, which oversees property management and leasing at the foundation’s theaters and o ce buildings in the district. He succeeds Tom Einhouse, vice president of facilities and capital improvements, who will also retire at year-end.

Art Falco, who retired in 2019 as president and CEO of the foundation, also announced he will fully retire at the end of 2024 after serving as a special adviser to the foundation through the pandemic and construction of the foundation’s Lumen apartment tower.

e appointments and departures were announced by Brent Ballard, foundation board president, and Craig Hassall, president and CEO, in a news release Wednesday, Sept. 25.

Ballard said in an emailed news release that the succession plans have been in the works for years and follow Hassall’s appointment in 2023.

“We knew this time would come,” Ballard wrote. “With the pandemic signi cantly altering the timelines for (Gaul and Falco), the board and I are deeply grateful for the continued service and wise stewardship through the closure and reopening of the theaters and then working with (Hassall) as he stepped into the role of president and CEO, which he has done successfully.”

For Hassall’s part, he said he nds the dedication of the exiting executives inspiring.

“ ere are no words adequate to express the full extent of our gratitude, but on behalf of everyone at Playhouse Square I say a heartfelt, ‘ ank you,’ and wish them the best.” He added he is excited to welcome Smith and Kelly to the foundation and looks forward to the work they all will do in concert with the foundation’s sta .

Smith worked at the Foundation for the Carolinas in Charlotte, North Carolina, from 2011 to 2023 and brings arts and business experience to the foundation. She served as interim CEO and president in her last year at the Foundation for the Carolinas. In prior roles, she oversaw its nance and operations, real estate, philanthropic advancement and marketing divisions.

Among her duties was the over-

sight of the restoration of the Carolina eatre, which dates to 1927, as well as the installation of an InterContinental Hotel above the theater and expanded o ces for the foundation.

Kelly oversaw Cushman & Wake eld/Cresco administrative and strategic a airs since 2017. He joined the organization after working in economic development and planning, including serving as director of innovation and strategic initiatives, development director and deputy chief of sta . Playhouse Square’s real estate unit became a client of Cushman & Wake eld/Cresco during

his tenure there and expanded its work with nonpro t, public and higher education clients.

Gaul will be closing a 40-year career where she served as general counsel for the organization with a crucial role in expanding its real estate holdings beyond the original theaters and maintaining a balanced budget at the foundation for 30 years.

Einhouse joined Playhouse Square in 1980 and over the years has concentrated on the restoration of the district’s ve historic theaters and its streetscape initiatives, among other responsibilities.

Lake Erie College welcomed 199 freshmen and 91 transfers, which is the school’s largest incoming class in a decade. LAKEERIE COLLEGE

Laura Smith, top, is the new chief operating of cer of Playhouse Square Foundation, succeeding Patricia Gaul, its COO and general counsel. Nathan Kelly, above, managing partner of the Cushman & Wake eld/Cresco real estate brokerage, is the foundation’s incoming president of real estate services. CONTRIBUTED PHOTOS

NOPEC is back and so are its customers

Dan Shingler

NOPEC’s back.

e big energy aggregator that buys bulk electricity and natural gas and supplies it to Ohio communities, especially to those in Northeast Ohio, basically shut down half of its business in 2022. But now, about 90% of those customers have returned.

In summer 2022, NOPEC jettisoned all of its roughly 550,000 electricity customers, when electric rates went haywire.

Utilities, such as FirstEnergy, were selling power at that time based on prices set at auctions that had been held months before when rates were low. NOPEC could not match the utilities’ standard-service o ering price. So, rather than hold its customers to higher rates, it decided to o oad them, said Executive Director Chuck Keiper.

Today, Keiper says that decision, though painful, was one of the easier parts of the process — and one he didn’t think twice about making.

“I don’t think it took a lot of guts to do what was right,” Keiper said. “To be able to do the right thing by all of these people we represent, I think, was one of our nest moments.”

e harder part was convincing NOPEC’s main supplier of electricity and gas, Texas’ NextEra Energy Services, to go along with the plan. It meant NextEra would likely sell less electricity in the short term, but Keiper said the company realized it would do better if it supported NOPEC with the hopes of serving those customers over the long term if and when they came back.

“ ere are very few for-pro t companies that understand what we do as well as NextEra does, and because of that, they saw protecting our customers in the long term was everything in terms of our ability to continue and for them to continue their business here,” Keiper said.

Finally, NOPEC had to convince the Public Utilities Commission of Ohio (PUCO) to let it continue in business over the objections of power companies like Dynegy that said they were left selling power at a loss to NOPEC’s former customers. NOPEC argued that it was protecting consumers with its actions and won. It was reinstated as an electricity aggregator by the PUCO in March 2023.

Since then, Keiper said he has watched his customers come back and has worked hard to keep them.  NOPEC regained all but two of the more than 240 communities it serves in 2023, said Keiper and NOPEC Chief Marketing and Communications O cer Dave Jankowski.

“We dropped back approximately 550,000 customers in August of 2022,” Jankowski said. “We (later) re-enrolled about 480,000 of them, so about 90%.”

About 30,000 of NOPEC’s individual customers are small businesses, he said.

It might come as no surprise to industry watchers that NOPEC did so well in terms of getting its cus-

tomers back. Ohio is a deregulated state in terms of electricity generation, which means that consumers can choose their providers.

“States with higher residential participation in retail choice, such as Ohio, tend to rely more on aggregation, where a county or municipality purchases power on behalf of the citizens and citizens can either opt-in or opt-out of that aggregation,” the American Public Power Association found in a 2021 report.

“In Ohio, 47% of residential customers are served by retail suppliers and about two-thirds of residential participation is through aggregation,” the report adds.

Most of NOPEC’s customers came back right away, in summer 2023, Keiper said, and all of their communities have remained in the program since then.

e two that did not return to NOPEC were Fostoria, which Keiper said had been a relatively new member, and Shaker Heights, which he said had already told NOPEC it was going to use its own cityrun energy management before the August 2022 event.

All of NOPEC’s member communities continued to get their natural gas through NOPEC even when it was not o ering electricity, Keiper and Jankowski said.

Now, market conditions have changed so that NOPEC once again is providing customers with savings over the standard-serviceo ering rates of utilities, Jankowski said.

Between September 2022 and May 2023, when NOPEC’s customers were on those standard utility rates, they saved about $302 per average household, or $708 for the average small business, compared with other rates o ered by other brokers and aggregators, Jankowski said. at’s why, Keiper said, it made sense to jettison those customers for their own bene t.

However, since June 2023, when NOPEC began re-enrolling customers, to today, NOPEC customers have spent about $442 less per household, compared with standard rates, Jankowski said. And small businesses have saved, on average, $708 over that same time period, he said.

Keiper said he believes NOPEC will be able to continue to provide savings to its members, even as electricity rates rise. NOPEC isn’t judged by the price of its power so much as by how its rates di er from others that are available.

Recent spikes in prices at regional grid capacity auctions have alarmed some power users, but Keiper doesn’t think that’s necessarily going to put NOPEC in another bind — but it might make NOPEC more attractive to some communities.

“I don’t know that it makes it any more or less di cult on the hedge side,” Keiper said. “But I do think the whipsaw has caused many elected o cials to ask if there’s a way that they can protect their constituents or not. We’re actually getting a lot of inquiries now.”

Enbridge seeks rate hike for NEO gas customers

Dan Shingler

Residents and businesses in Northeast Ohio that get their national gas from Enbridge (formerly East Ohio Gas) might see some signi cant rate hikes next year.

e company is asking regulators for a 30% increase on what it charges to deliver the fuel to area homes and businesses.

at’s not to say ratepayers will see their bills go up by 30% — the delivery charges that would be raised are only part of a gas bill. at bill also includes the cost of the gas itself, which is often, if not usually, more than the delivery charge.

" e company gures the average residential bill will go up by 16% overall,” said Stephanie Moore, an Enbridge communications consultant.

e company shows on its website that its delivery charge, which is xed and currently at $43.30 per month, will go up to $56.34 for residential customers if the increase is approved.

For businesses, the issue is more complex.

Many businesses pay a variable delivery charge that is often based on the volume of gas they use, and some pay thousands of dollars per month, Enbridge-supplied data shows. But they would still see about the same 30% increase on that component of their bill, Moore said.

e increase would a ect the majority of residents and thousands of businesses in the area.

Summit and Cuyahoga counties have about 780,000 households between them, according to census data. Moore said Enbridge serves 570,493 of them.

It also serves 39,460 businesses in the two counties, she said, including 401 big industrial users in Cuyahoga County and another 163 in Summit.

Whether or not Enbridge can enact the increase is, like most things the company does in the state, up to the Public Utilities Commission of Ohio. e company has a case on the issue pending with the PUCO now.

Moore spoke as she was in the middle of organizing and attending public hearings in Cleveland, Akron, and Lima on the issue, as required by the PUCO, Sept. 18 through Sept. 23.

She said the company was asked to le the rate case by the PUCO because Enbridge’s investments in its Ohio systems — on which it is entitled to a return as a regulated utility — have been substantial since its last rate increase in 2007. It’s also been impacted by in ation.

Because a utility’s investments are approved and promised a return, regulators tend to not want them to accumulate for too long. If they do, companies can request and are entitled to even larger rate increases down the road, which can be more of a shock and burden to ratepayers.

“Enbridge has invested more than $4 billion in its system infrastructure, of which roughly $1 billion has yet to be recovered in natural gas distribution rates,” the company states on its website. “In addition, these investments in replacement of pipelines, meters, and other operational assets, have increased our property taxes and other expenses as well. We’ve also experienced higher operating and maintenance costs, such as labor, material, and construction expenses, too.”

Not that the issue is not contentious.

While the PUCO may or may not be in favor of the increase — its ruling will be the nal word, but no timeline on a decision has been set, Moore said — its sta is not. e sta makes recommendations to the commission, but the commissioners themselves are free to decide matters and sometimes go against those recommendations.

PUCO sta , along with the Ohio Consumers’ Counsel, are both not only against the rate increase but asking and recommending that Enbridge’s rate be reduced.

e PUCO sta ’s report on the issue recommends Enbridge’s rate be cut by about 25%, or a little more than $250 million per year in

the aggregate, based on its examination of Enbridge’s nances. e OCC wants an even larger reduction of 32%, which it says would knock out about $294 million from Enbridge’s revenues.

“After a careful analysis of Enbridge’s request, the Ohio Consumers’ Counsel (OCC) concluded that this increase is unjusti ed,” the OCC said in one of several emails and other communications it recently sent out. “A 30% increase would unreasonably burden Enbridge customers who are already grappling with in ation and high energy prices.” e OCC is also asking for more assistance from Enbridge for its “at-risk consumers,” who might be living on low or xed incomes.

Ironically, those people will see the biggest increases in their bills, percentage-wise, if the increase is approved. Since the increase would be applied to a xed charge, that average total bill increase of 16% will vary, Moore con rmed.

Big houses that use lots of natural gas will see a smaller percentage increase because their delivery charge is a smaller portion of their overall bill. Small households that use relatively little gas will see an increase greater than 16% because the delivery charge might be the biggest component on their bill, especially outside of the winter months when gas use peaks.

Moore conceded that was an unfortunate side e ect of having a xed-rate charge, but she said the intent of a xed-rate charge is to give customers less uctuation in their monthly bill and was also important.

Enbridge is at least willing to accept the outcome of the election when the PUCO votes on the matter, which it hopes happens in time for rates to be adjusted next year.

“Ultimately, it’s their decision to determine what rates to adopt,” Moore said. “But no matter what, we’re committed to providing that safe and reliable service. at’s our mission.”

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