Crain's Detroit Business, June 12, 2023

Henry Ford preps historic donor push

Teams up with MSU on hospital fundraising

BY SHERRI WELCH

Henry Ford Health is in the early phase of a nine- gure, comprehensive campaign — the largest in its 108-year history — to support its $1.8 billion expansion of its Detroit hospital.

e multi-year e ort will also include a joint research center planned with Michigan State University and other projects.

HFH is teaming up with MSU to raise money for the new research center, an e ort that has already

garnered a multi-million-dollar lead gift.

e one million-square-foot hospital building and out buildings planned for the site across from HFH’s agship hospital and the joint research center are part of a $2.5 billion project in development with MSU, Detroit Pistons owner Tom Gores and other stakeholders.

e larger vision also includes the HFH Center for Athletic Medicine, Henry Ford Detroit Pistons Performance Center, mixed use residential and a parking structure.

“ e fact that MSU and Henry Ford are coming together around

Toyota to build $48M EV battery lab in state Project expands R&D operation

BY DAVID EGGERT

YORK TOWNSHIP — Toyota Motor North America Inc. will expand its research-and-development headquarters near Ann Arbor by building a nearly $48 million electric vehicle battery lab, the company announced last week.

Operations at the new facility are expected to begin in 2025. It will be used to evaluate and test Toyota's batteries for electric and hybrid vehicles in North America, from cells through packs, to ensure their performance, quality and durability.

e Japanese automaker does not expect to add to its worker count at the site and will deploy existing employees to the lab, which will cost $47.7 million to construct.

" is new investment in our North American R&D operation, which has

been a key pillar of the Michigan automotive industry for more than 50 years, shows Toyota's directional shift toward electri cation for all," Shinichi Yasui, Toyota Motor North America's executive vice president of R&D, said in a statement released to coincide with a news conference held at the headquarters in Washtenaw County's York Township. e move, executives said, will better position Toyota to serve factories, including its existing assembly plant in Kentucky and a battery plant expected to open in North Carolina in 2025. e Kentucky factory in 2025 is planned to begin producing a new three-row battery electric SUV that is expected to be Toyota's rst all-electric vehicle assembled in the U.S.

See TOYOTA on Page 97

THE WEEK IN REVIEW, WITH AN EYE ON WHAT’S NEXT NEED TO KNOW

 FORD HIRES WHIRLPOOL EXECUTIVE AS CHIEF SUPPLY CHAIN OFFICER

THE NEWS: Ford Motor Co. said Tuesday that it has hired Liz Door, a sourcing executive at appliance maker Whirlpool Corp. to be the company's chief supply chain o cer as it looks to reset supplier relations amid quality woes and cost concerns. e move comes nine months after Ford warned Wall Street about surging parts costs and put its CFO in charge of supply chain e orts on an interim basis.

WHY IT MATTERS: Door's hiring is part of a minor executive team shakeup announced Tuesday by the Dearborn-based automaker. Two executives are retiring: Kiersten Robinson, general manager of family vehicles and president of Mexico and Canada for Ford Blue, on July 1; and Jonathan Jennings, vice president of supply chain, as of Aug. 1.

 MAN PLEADS GUILTY TO ASSISTING IN PLOT TO KIDNAP WHITMER

THE NEWS: Shawn Fix, accused of assisting the leaders in a plot to kidnap Michigan's governor, pleaded guilty Wednesday, the ninth conviction in

state and federal courts since agents broke up an astonishing scheme by anti-government rebels in 2020. Fix said he provided material support for an act of terrorism, namely the strategy to snatch Gov. Gretchen Whitmer at her northern Michigan vacation home in Antrim County.

WHY IT MATTERS: Fix, 40, helped plot leader Adam Fox pinpoint the location of Whitmer's second home, key information that was used for a 2020 ride to nd the property in northern Michigan, prosecutors said in a court ling.

 VUORI, PRADA, MORE COMING TO METRO DETROIT

THE NEWS: Vuori, a high-end athletic apparel brand for men and women, is expanding into Michigan with a location at Somerset Collection in Troy on June 16. It will be the brand's third store in the Midwest, following stores in Chicago and Bloomington, Minn.

WHY IT MATTERS: Vuori is just one of a handful of new stores that will open at Somerset Collection this year. Pra-

da is set to open its rst Michigan store on the ground oor of the south part of the mall near Neiman Marcus, according to Somerset's website. A Nike store is planned for the second level of Somerset Collection North in a large corner space near Tapper's Diamonds and Tag Heuer watches will open a shop on the second level next to Swarovski.

 DAVID WHITNEY BUILDING GETTING NEW RESTAURANT

THE NEWS: Detroit-based developer Roxbury Group, through its Treefort Hospitality Group, will open Presley's Kitchen + Bar in a ground- oor space inside the David Whitney Building at the corner of Woodward and Park avenues across from Grand Circus Park in downtown Detroit. e restaurant is scheduled for a November opening.

WHY IT MATTERS: e addition of Presley's is the latest phase in the ongoing renovations and upgrades to the David Whitney. e centerpiece of the project, a new Autograph Collection hotel, part of the Marriott International Inc. group, is expected to be complete by year-end. It includes complete renovation of all existing guest rooms, and the addition of two more hotel oors using current apartments for a total of 160 rooms and suites. About 24 apartments will be removed and 80 units will remain.

REAL ESTATE

UWM settles lawsuit tied to “All In” broker ultimatum

 Home lending giant United Wholesale Mortgage has moved to a settlement agreement in one of three lawsuits it brought against independent mortgage brokers it claims violated the so-called “All-In” initiative.

Speci c terms of the settlement were not disclosed, but California brokerage rm Mid-Valley Funding has agreed to pay the Pontiac-based company $40,000. UWM o cials say they will put that money into advertising and marketing for a UWM-run website for consumers to identify mortgage brokers in their area when looking to acquire a home.

Wes Ehlers, an attorney for Mid-Valley Funding, con rmed the settlement and said the dollar amount makes for “a compromise reached as a result of disputed fact and law.”

Now the country’s largest mortgage loan originator by volume, UWM brought the lawsuit against Mid-Valley in February of last year. e lawsuit alleged that the brokerage violated its contract by going against the All-In edict handed down by CEO Mat Ishbia, making brokers choose to not send business to competing lenders Rocket Mortgage and Fairway Independent if they wished to keep doing business with UWM.

UWM's corporate headquarters in Pontiac.

PGA-LIV deal puts sponsors in bind

Controversial merger will have companies that sponsor pro golf facing some di cult decisions |

Blue chip corporate brands have long found professional golf a relatively safe and lucrative advertising lane.

Those days could soon come to an end.

The emergence of LIV Golf a year ago — backed by a mountain of Saudi money — made for a lightning rod in professional golf,

but also made for a fairly easy decision for top brands with a foot in the world of the game. In most cases, leading brands opted to shun the new tour due to its affiliation with the Middle Eastern country and its record of human rights violations, including the alleged murder of Washington Post journalist

New Huntington HQ sold for $150M

Deal is largest local sale since pandemic

e new Huntington Bank headquarters in downtown Detroit — one of two "dual headquarters" for the Columbus-based bank — has sold for about $150 million, the new owner announced ursday.

Boca Raton, Fla.-based e Herrick Company Inc. is the new owner of the 20-story building at Woodward Avenue and Adams Street that was rst announced in 2018. Its completion in September marked the end of a rollercoaster journey for the project, which survived two bank mergers and a pandemic that threw the o ce market into a tailspin.

e building sale is believed to be the most expensive property sale of any type since the start of the

COVID-19 pandemic in metro Detroit, according to data from CoStar Group Inc., a Washington, D.C.based real estate information service.

"In real estate, there are few investment opportunities as desirable as properties that are leased on a triple net basis by credit-worthy tenants such as Huntington Bank," said Norton Herrick, chairman of e Herrick Company. "As we actively seek out additional investment opportunities that t our requirements, we're intently focused on acquiring this type of stable, low-management-intensive property in the retail, industrial and o ce sectors."

Developed by GPC Adams LLC, at one point it had been owned by that entity.

Bank Chairman Gary Torgow's ve

Jamal Khashoggi.

As such, the upstart tour has struggled to attract large corporate sponsors or land the lucrative TV deals enjoyed by the long-running PGA Tour.

But the news Tuesday that LIV Golf, the PGA and the European DP World tours would

BY NICK MANES

be merged into one entity with Saudi Arabia’s Public Investment Fund as the primary financial backer is all but assured to lead to some difficult choices for some of the country’s largest companies, according to experts.

See GOLF on Page 96

Warren-based Wing Snob plans expansion

Chain aims to get to 50 locations next year

JAY DAVIS

Warren-based Wing Snob this year plans to nearly double its footprint, with more of its quick-service restaurants opening in Michigan and abroad.

Boca Raton, Fla.-based The Herrick Company Inc. is the new owner of the 20-story Huntington Bank headquarters at Woodward Avenue and Adams Street.

| GOOGLE MAPS

children owned half of GPC Adams through an entity they own called Park Elizabeth Associates LLC, which is a member of GPC Adams, according to lings with the U.S. Securities and Exchange Commission, Crain's reported in September.

Co-founders Brian Shunia and Jack Mashini plan to grow to 50 locations by the end of 2023. Wing Snob currently has 28 locations, including 14 in Michigan. Shunia projects the company will have about 100 stores open by 2025.

As part of that expansion, Wing Snob this month will open new locations in Brighton, Shelby Township and Dearborn with new stores in Livonia, Richmond, Clarkston, Fenton and Lansing opening later this year. Outside of Michigan, Wing Snob has three

locations planned in Illinois, along with new locations in Texas, Wisconsin, Florida and Ohio. e company’s rst store outside the U.S. opened in February in Alberta, Canada.

“With the openings that are set and the spots we have under construction in various markets, we’re going to be on quite the run the next few months,” Mashini said.

e company works to open about two new locations each month, Shunia told Crain’s. e cost to open a new Wing Snob restaurant ranges from about $350,000 to as high as $600,000 depending on the market, according to Mashini.

All 28 locations of the current restaurants are operated by a group of 19 franchisees. Franchisees make an initial investment of $195,000$352,000. Each location brings in about $1 million in sales annually.

KIRK PINHO

LIV Golf and the PGA announced a surprise merger deal last week. | BLOOMBERG

Michigan’s #1 Financial Advisor

With o ces vacant, downtown Detroit looks for shift to housing

On the face of it, it sounds good. Business leaders and real estate experts for years have been saying that downtown Detroit needs more residential units. A lot more. Projections and proposals over the years have varied. In 2017, the Downtown Detroit Partnership released a study showing a demand for 10,000 more units in and around the central business district, including neighborhoods like Corktown, Lafayette Park and Eastern Market, among others.

Now some are pointing to getting just the downtown core to 10,000 total units.

Last week, during the annual Mackinac Policy Conference, Jared Fleisher, vice president of government a airs and economic development for Dan Gilbert's Rocket Cos., said downtown needs to pivot from its o ce dominance.

"Our central business district, prior to COVID, we had 80,000 o ce workers every single day. We were booming. We thought we could get Amazon. e sky was the limit," Fleisher said during a panel on what employers can do to solve the housing crisis. "We had 6,500 residents. at's it. Talk about being over-indexed to o ce. Well, our o ce stock is now 50 percent physically vacant. e future of downtown Detroit is all about housing, is all about live/play."

In a follow up message, Fleisher told me that 10,000 downtown units is a pretty common goal for emerging downtowns, including on the west side of the state.

"Grand Rapids has that goal and if you look at downtown organizations in mid-tier revitalizing cities across the country, that is almost always their rst big goal and benchmark," he said.

e DDP says there are about 5,700 units downtown either existing or under construction.

How getting that to 10,000 is achieved could be through a combination of new construction and conversion of old, obsolete o ce space — but both face challenges.

Building new in Detroit is an uphill battle even before shovels get in the ground. Construction costs — materials in particular — have soared during the pandemic, sending developers back to engineers, architects, banks and investors to rework plans.

e cost to borrow money has risen sharply. Developers sometimes have trouble navigating a complex city bureaucracy across varying departments, boards and commissions — variance approvals, incentive approvals, land sale approvals. Getting out of the ground also necessitates that buildings make enough money to pay the debt, which requires rents at levels that sometimes the market just won't support.

Rehabbing old buildings can run into some of the same issues, but add in that developers are working with existing space.

And for all the calls to turn, metaphorically, every old o ce building downtown into apartments or other forms of housing, sometimes the buildings just don't physically work for that. For example, early 20th century buildings needed windows spaced maybe 25 to 30 feet apart that opened for cooling and light, and apartments need them for ventilation of cooking odors and fumes, the New York Times noted earlier this year. Today, o ce buildings aren't typically built with those rules because of modern air conditioning and lighting, allowing for huge glass curtain walls that don't open.

Eric Larson, the president and CEO of the DDP, said getting downtown to 10,000 units is something the organization has been working on "for a few years now."

er interest rates and materials cost, for-sale product will probably lag for the next 12-16 months," Larson said.

Larson also pointed to a longsought federal incentive that could help grease the skids for more old ofce conversions, not just to residential but to ... well, anything but o ce.

Legislation introduced earlier in the pandemic that would o er developers a sweetener to turn old o ce buildings into residential, institutional, hotel or mixed-use space has oundered in Congress.

If it becomes law, that could help drive additional residential inventory in a central business district that tends to lag behind the downtowns of other large metros.

" e nice thing about Detroit is good and bad in that we didn't have the run up on o ce demand and we have a big pre-war building stock" that could be turned into housing.

Of course, even prior to the pandemic, there was a slew of old, vacant o ce buildings that earned a new lease on life — if you'll forgive the pun — to o ce: e old Detroit Free Press building, the David Stott tower, the Lawyers Building, the Gabriel Richard Building, just to name a few.

e DDP says there have been 14 such conversions representing more than 1,500 new units.

And there are others in the works, including Harvard Square Centre and the Buhl Building. Others surely have the bones for it.

—Jared

Fleisher, Rocket Cos.

ere are a few reasons for that, Larson said. at would increase density which would in turn support businesses — and greater numbers of downtown residents would, in turn, lead to more business attraction.

And while for-rent and for-sale residential space are both welcomed, Larson said the demand for rental product would be the most likely, at least in the short term, to help meet that goal.

" e appetite for a for-rent product still remains very high, but with high-

ere is also new residential being built on the Hudson's site, and the Exchange in Greektown helps satisfy demand, even though just a stone's throw outside downtown. e Monroe Blocks project, which includes a large residential component, is also supposed to start construction next year after years of delays.

So the potential is there.

If the myriad hurdles can be overcome.

Contact: kpinho@crain.com; (313) 446-0412; @kirkpinhoCDB

Jared Fleisher speaks during a panel at the Mackinac Policy Conference.

“THE FUTURE OF DOWNTOWN DETROIT IS ALL ABOUT HOUSING.”

Gilbert praises 'new life' for historic Book Tower

Wraps come o $300M redevelopment

BY NICK MANES

After seven years and more than $300 million, the redevelopment of the historic Book Tower in downtown Detroit is complete.

Scores of Detroit dignitaries gathered along Washington Boulevard on ursday afternoon to cut the ribbon on the iconic, but long-vacant skyscraper. Among them was billionaire Dan Gilbert, whose Detroit real estate company Bedrock LLC led the redevelopment.

“ is project is proof that something great can happen when you bring numerous passionate people together around a tremendous project,” Gilbert told the crowd while standing at a podium in front of the nearly 100-year-old building. “Today’s event is about so much more than a ribbon-cutting. It’s about breathing new life into one of Detroit’s most visible and historic landmarks. One that had been left neglected for far too long.”

Included in the project are 229 apartment units, a 117-unit Roost apartment/hotel concept, plus about 52,000 square feet of retail and o ce space. ere is also an indoor-outdoor lounge, 3,000 square feet of co-working space and a large atrium with a 1920s skylight with 7,000 glass jewels and 6,000 glass panels, as Crain’s has previously reported.

Restoration work on the Italian Renaissance-style Book Tower, which opened in 1926, is being done by Brinker-Christman, a joint venture between Lansing-based e

Christman Co. and Detroit-based Brinker Group; plus Detroit-based Kraemer Design Group on historic preservation and New York Citybased architecture rm ODA on architecture and interior renovation.

All told, the renovation of the Book Tower aims to harken back to the Detroit of the Roaring 1920s when that stretch of Washington Boulevard “was known as the trendiest part of Detroit, lined with some of the most prominent businesses, high-end shopping, upscale hotels and restaurants,” according to Gilbert.

New $85M development in Shelby Township lls up with manufacturers

BY KURT NAGL

A newly constructed speculative development spanning more than 1 million square feet in Macomb County has been leased up by ve companies for warehousing and light industrial manufacturing.

e Shelby Commerce Center on 23 Mile Road just east of Mound Road in Shelby Township consists of three buildings now home to automotive suppliers and a sports equipment maker, according to Riverside, Mo.-based NorthPoint Development LLC, which built up the property.

e developer started the $85 million project, which neighbors an Amazon.com Inc. distribution center, around two-and-a-half years ago.

e following tenants have signed leases, according to NorthPoint spokeswoman Natasha Rickel:

 Warrior Sports Inc., 124,281 square feet

 Mayco International, 332,264 square feet

 Zhongli North America Inc., 168,442 square feet

 Magna Powertrain of America Inc.,

190,861 square feet

e name of the fth tenant was not disclosed.

NorthPoint is planning a ribbon-cutting ceremony Tuesday, which is expected to include appearances by Marc Werner, regional vice president of NorthPoint; Cindy Abbott, CEO of Warrior Sports; Nick DeMiro, president of Mayco; Macomb County Executive Mark Hackel; and Shelby Township Supervisor Rick Stathakis.

Shelby Commerce Center is the second Macomb County project completed recently by the spec development powerhouse. Last month, NorthPoint Developmen celebrated the rst phase of the redevelopment of the former General Motors Warren Transmission Plant. at included a $140 million investment, with tenants including BorgWarner subsidiary Akasol and Home Depot.

— Crain's Detroit Business senior reporter Kirk Pinho contributed to this report.

Contact: knagl@crain.com; (313) 446-0337; @kurt_nagl

“You will nd many of these things when you go to the Book once again. But that’s not where the story will end,” Gilbert continued. “Our goal is to provide the spark that will ignite other businesses both small and large, as well as developers, to get involved attracting further investment, talent and exciting innovation to come here and be part of this.”

— Senior reporter Kirk Pinho contributed to this report.

Contact: nmanes@crain.com; (313) 446-1626; @nickrmanes

Detroit developer Dan Gilbert (seated) is joined by Detroit Mayor Mike Duggan and Gov. Gretchen Whitmer and others on Thursday for the o cial opening of the redeveloped Book Tower on Washington Boulevard downtown. | PHOTOS BY NICK MANES/ CRAIN’S DETROIT BUSINESS AND COSTAR

From Detroit to Grand Rapids, vibrant urban centers are essential

Isat down with Detroit Mayor Mike Duggan for a Crain’s podcast interview the morning after he announced a sweeping plan to alter how property is taxed in the city.

His goal is to spur economic development by cutting taxes on homes and other buildings while raising taxes on land, which he said would primarily impact owners of vacant lots, scrap yards and businesses with excess property.

His voice was hoarse from so many conversations at the Mackinac Policy Conference, but he was focused on selling his proposal.

“ e response is overwhelmingly positive.

EDITORIAL

Cool o the rhetoric ahead of UAW talks

Sean Fain, who was elected international president of the United Auto Workers earlier this year, has been busy trying to rally the troops in advance of contract talks with the Detroit 3 this fall.

It makes perfect sense for a new leader to seek to galvanize support in an e ort to show a united front prior to negotiations.

But as Fain and his membership look ahead to the opening of contract talks, we would encourage him and his team to bring a constructive approach to the table.

With a fragile economy and an auto industry in transition, now is not the time for overheated rhetoric or, worse, action that could prove self-destructive.

In a recent virtual town hall meeting with members and in earlier statements and videos posted on social media, Fain and his top lieutenants have used some extreme language that goes beyond mere posturing ahead of contract talks.

“We got to stop corporations’ greed destroying our communities and wrecking our workers’ lives,” Fain said in a Facebook Live video in early May that is posted on the UAW’s website. In a more recent virtual townhall, Secretary-Treasurer Margaret Mock noted that a 2019 strike cost GM $3 billion and they weren’t afraid to walk out again.

“ e choice of whether or not we go on strike is up to the Big 3,” Mock said, according to a report in Automotive News. “ e companies know what our members deserve, and they can a ord to give it to us. ey can work with us to make sure we get what we are owed, or they can ght us, and we will be forced to take action.”

e union seeks an end to the two-tier wage system, as well as other concessions,

such as cost-of-living adjustments and an end to plant closures.

We hope that as the union and its membership prepare for talks, they keep in mind the fragility of the U.S. economy as we head into the later half of the year. While there have been di ering indicators and data points, some economists still believe we could be headed toward a recession.

Perhaps the bigger issue is the industry’s massive transition to electric vehicles. e auto industry is at an in ection point and it is vital for the U.S. economy that the Detroit 3 emerge from this moment in a strong position.

Fain called for a “just transition.” We agree. We want auto workers to thrive in a future where electric vehicles are the dominant mode of transportation.

But for workers to thrive, the companies that employ them must be strong. We are reminded of GM CEO Mary Barra’s quote that the company doesn’t “have a right to exist.” e automakers, their management and their workers have to prove their relevance every day to win over customers as the industry makes this historic transition. e global economic forces at play are much greater than simply workers versus management.

Yes, workers deserve fair compensation. But what would really “wreck workers’ lives” would be a Detroit automakers that can’t compete.

As a new UAW regime heads into their rst contract talks, we hope they don’t overreach in an e ort to deliver on a laundry list of campaign promises. While we expect some level of public tough talk heading into negotiations, we hope sensibility and wisdom will prevail, and the sides are able to reach an agreement quickly.

e business community now knows that if I build in Detroit, my taxes are comparable to if I build in Farmington or if I build in Ferndale. And that’s a huge advantage for them,” Duggan said. “And, of course, homeowners. You don’t have to explain to homeowners how high property taxes are in Detroit.”

Across the state in Grand Rapids, the economic circumstances on the ground are quite di erent in a city that has shown strong growth in recent years. But one thing is the same: a desire to make improvements.

One example is at Grand Valley State University, which has been an important economic engine for Grand Rapids. And the university is far from done.

GVSU President Philomena Mantella joined Crain’s reporter Rachel Watson for a podcast interview on Mackinac Island, and a key focus of the conversation was GVSU’s master plan that calls for expansion of the university’s downtown presence.

“Where we’re going next is to allow students to have a fully urban experience if they choose it,” Mantella said. “Grand Rapids is the home to our professional programs and it has the closest connection with business and industry in the region, so I think it’s really important to build out those partnerships, those relationships to create synergy and value for the businesses as well as vibrance for the community. So we see it as a win-win.”

As has been made abundantly clear by

now, Michigan faces a serious challenge to grow its population. While it’s true the west side of the state has fared better than metro Detroit when it comes to population growth, it is not immune from the challenge in the years ahead.

Educating, retaining and attracting young people with vibrant core cities will be central to Michigan’s success if it is to beat its dim demographic projections. To be sure, we also need vibrancy in our other population and economic centers, from Ann Arbor to Traverse City, Kalamazoo to Marquette – but as Michigan’s two largest cities, a healthy Detroit and Grand Rapids are key.

Detroit is especially critical. Even with its diminished population, the city of Detroit remains more than three times larger than Grand Rapids and metro Detroit, with more than 4 million people, is the second-largest metro region in the Midwest, behind the Chicago area.

While a lot of details are yet to be known, Mayor Duggan’s tax proposal appears to be a bold e ort toward solving a decades-old problem in Detroit that has served as a disincentive for new development. Meanwhile, as GVSU and others pump investment into Grand Rapids, Michigan’s population center on the west side appears poised to keep growing that region.

e two cities certainly have their di erences, economic and otherwise, but they share a common bond in that the state needs both of them to be strong as we compete for talent and strive to grow Michigan.

Mickey Ciokajlo is executive editor of Crain’s Detroit Business and Crain’s Grand Rapids Business.

Mickey CIOKAJLO executive editor

Mayor Mike Duggan

DANIEL SAAD/CRAIN’S DETROIT BUSINESS

Mental health is an employer’s responsibility and an opportunity to do it right

KATHIE PATTERSON

In 2018, almost ve years ago now, we heard about the deaths of famed chef Anthony Bourdain and star fashion designer Kate Spade just three days apart. As a country, we couldn’t get our hands around why two people –both in the prime of their careers and loved by many – could be su ering so terribly. ey had the resources to seek help, but two things were against them: a stigma around mental health that is hard to overcome and a deep lack of understanding about how and where to get help (quickly).

As the stories in the media swirled and conversations about mental health bubbled up in all aspects of our daily lives – on social media, at home and in the workplace – it was clear we had arrived at a crossroads in perception. e existing mental health bene-

ts o ered by most organizations were too basic and limited in coverage. Within our halls and for our people, we needed to break the distressing stigma around mental health and gure out a way to assist the team in navigating a very complicated, painfully slow and chronically understa ed behavioral health care system.

Giving access to mental health care isn’t enough; employers have a responsibility to their teammates and their loved ones to give them a platform to be seen and understood while also giving them real hands-on resources to navigate it all. Companies need to take a holistic approach to mental health by solving for access, support and navigation.

Yes, it’s a responsibility. And an opportunity.

At the core, a company’s willingness to take on responsibility for caring for its people is a humanistic way of leading. But this humanistic leadership must be displayed at the highest level and embedded in the company’s culture from the top down.

From the board to the C-suite to the senior leadership team, all parties have to be aligned in order to support the mental wellbeing of their employees and identify opportunities to

continue serving their teammates in a meaningful way.

And the opportunities to extend support are endless. Companies can start by assessing their current mental and behavioral health bene ts and utilization rates to determine if their current o erings are serving the various needs of their employees and identify areas for expansion. But increasing access is just one piece of the puzzle.

Managers and leaders also have a pivotal role to play in engaging with their teams to help reduce the stigma around mental health. Creating space and feelings of safety in the workplace for employees to share their struggles is just one way managers can practice humanistic leadership and support their teammates beyond weekly check-ins and routine touch bases.

With access and support accounted for, there’s one nal component of the holistic approach to mental health to solve for: navigation of bene ts. After all, comprehensive mental health bene ts can only go so far if employees have trouble accessing them as the health care system can be di cult to navigate without necessary resources and guidance. To

assist, companies can look to partner with bene ts providers that o er hands-on mental health support and customizable programs that t the unique needs of their organization. In addition to o ering access to mental health professionals, these programs often include self-care resources, seminars, workshops and self-guided tools to help ll in the gaps of care employees may be experiencing.

I encourage all companies to explore how they can give their people

better support for mental health and overall wellbeing. Breaking down two huge barriers – the stigma around mental health and how to work through a complicated health care system – will help employees and their families nd their footing and a sense of belonging. It’s also an opportunity to do the right thing in a world that can sometimes be harsh and unpredictable.

Everyone has something they’re dealing with. It’s time that we stand by their side.

Kathie L. Patterson is chief human resources o cer of Ally Financial.

CRAIN’S MICHIGAN BUSINESS: MACKINAC ISLAND

A very stable business

JAMAICA EXPRESS

Kingston Kitchen chef goes from dishwasher to entrepreneur

PAGE 10

His forebear helped ban cars from Mackinac. Now he oversees an equine empire.

"Carriage tours are a way of life, not just a business" — Brad Chambers, treasurer of Mackinac Island Carriage Tours Inc., by far the largest horse-carriage business on the island.

In Brad Chambers' case, a multigenerational way of life. He is a fth-generation family member to help run Mackinac Island Carriage Tours, and his three daughters have all worked at the company at one time or another.

When omas Chambers, his great-great grandfather, a carriage operator then in his 80s, started a petition drive in 1896 to ban those loud, stinking things called automobiles from Mackinac Island, he had no idea that what he was about to accomplish would one day help make the island famous.

In 1898, the state formally banned motorized vehicles in the state park, which makes up most of the island,

as did the village council.

Chambers and other signing the petition just wanted to make those horseless carriages stop scaring the daylights out of the horses pulling their carriages.

Chambers also would have had no idea that 127 years later, his descendants would run the island's most iconic business, with an army of horses to serve the needs of the throngs of tourists who jam the streets of downtown every day of the summer.

Chambers couldn’t have imagined, either, that there would a need for another army, too — of international workers to hold the reins of all the carriages carrying tourists around the island or all the work carts that deliver goods and haul o garbage.

Or for a third army, of those coming along behind those horses, sweeping up tons of manure from the city streets and keeping that smell from overpowering the smell of fudge.

“A LOT OF THE EMPLOYEES GET TO LOVE THEIR HORSES. THEY DEVELOP A GREAT BOND WITH THEIR TEAM.”

—Brad Chambers

TOM HENDERSON

Brad Chambers at the large corral and stables after horses start arriving by boat for the busy summer season. | TOM HENDERSON/CRAIN’S DETROIT BUSINESS

ere are 400 horses on the island for the summer months, and they begin arriving eight or 10 at a time in April on Arnold Freight Co. boats departing the dock in St. Ignace.

Just 24 horses remain on the island over the winter to handle UPS deliveries, trash removal and transportation needs for the small year-round population.

e horses spend the winter on a 1,300-acre pasture in the Upper Peninsula township of Pickford.

ose horses pull 100 carriages of various sizes — sightseeing carriages that tour the island, taxis, private carriages that rent by the hour, garbage and freight delivery wagons and wedding carriages.

Many of those workers are H-2B visa workers from Jamaica, and the accents of those and other Jamaica workers on the island are nearly as ubiquitous on the downtown streets as the smells of fudge wafting in the air from Murdick's or Ryba's or JoAnn's.

Chamber said that of the 225 employees his company employs at the peak of the season, about 50 are holders of H-2B visas. e company employs 35 year-round.

Chambers said a lot of the drivers return each year and often are paired with the same horses every day.

"We have a great return rate on employees," he said. "A lot of the employees get to love their horses. ey develop a great bond with their team.

ere are so many H-2Bs I’ve grown up with and are part of my family.”

Escaping the potato famine

omas Chambers arrived on Mackinac Island from Ireland in 1830, escaping the potato famine and making a living as a sherman and doing odd jobs before making and operating carriages.

A few years later, he built a large, stately frame house and stable at the corner of Market Street and Cadotte Avenue, down a bit from what would later be the Grand Hotel. e house still stands, and Brad’s father lives there.

ere, Chambers raised a family, built carriages and trained the horses.

e current generations of Chambers have another genealogical tie to the carriage business. In 1868, Brad's great-great grandfather, E.A. Franks, who owned the island’s Mission House Hotel, was granted one of the rst o cial licenses to operate a horse-drawn carriage.

e Mission House had been built in 1825 as a Protestant mission to educate and convert Native American youth from around the Midwest. By 1849, it had sat empty for years, and Franks bought it, added a third oor and opened a combination hotel and boarding house, the rst tourist hotel on the island.

By 1924, Mackinac Island had evolved into a wealthy resort community, driving a demand for carriages. Up to 80 carriages at a time packed Main Street, awaiting boats to unload their passengers at their downtown docks. Competition was erce and price cutting and even brawls common. e state park commission stepped in to mediate, and the result was the Carriagemen’s Association, which set prices.

In 1948, Mackinac Island Carriage Tours was formed, a coalition of 25 separate carriage-company owners. Today, there are shareholders in MICT descended from nine of those

original founders.

Robert Gillespie, a descendant of one of those families, is vice president.

Brad’s father, Bill, is a director of the company at age 90, a retired veterinarian whom everyone calls Dr. Bill.

Bill’s brother, James P. Chambers, is company president; Brad’s brother, Je , a cardiologist in Minnesota, is a director; and a cousin, James T. Chambers, is secretary.

Brad said that as kids, he and Je spent their summers on the island, working in the riding stable of the 20-horse saddle-horse operation, cleaning the stalls and doing odd jobs.

His father, in a history of the company on the company’s website, recounted his early upbringing in the family business and that of brothers Bud and James and sister Sally.

From the time they could walk, they were around horses, so much

so, recounted Dr. Bill: “Anytime we’d get fussy, my mom would say to my dad, ‘Here, take this kid.’ ” And their father would take them out to a carriage for a nap. “To this day, I still get a little groggy in a carriage,” he said.

O island, as he further recalled, “ e rst time they put us all in a car, we all spit up.”

e kids began learning how to drive carriages as preschoolers, and as teenagers worked as footmen for wealthy homeowners.

As kids, they helped break the young colts that would eventually power the carriages. “Every move you make on a colt makes an impression on them,” Bill said in the link to the company history.

“When they’re born, even before their mother licks ’em o , we put our ngers in their ears, nose, mouth. at way they won’t mind being bridled later.”

After high school, he left the island

Some Percherons, 2,000-pound behemoths, pull the biggest taxis and freight carts.

Brad said these days, the company buys most of its horses from Amish breeders.

Winter is vacation time for most of the herd. Arnold Freight carries them back, eight or 10 at a time, starting in mid-August to St. Ignace, where they are trucked back to Pickford.

eir shoes are removed to make the months o work in the pasture much more comfortable.

Brad said each year, the horses eat about 6,000 round bales of hay weighing about 1,000 pounds each, 20,000 square bales weighing about 55 pounds each, 350 tons of oats, 10 tons of corn and 20 tons of sweet feed.

Today, Mackinac Island Carriage Tours is based in the former Chicago House Hotel, which has four oors and 43 rooms.

On Market Street, a block inland from Main Street, it was built in 1887 and marketed to the a uent in Chicago.

e rooms provide accommodations for the season to 65 workers, and there is a large commercial kitchen on the ground oor that provides three meals a day for participating employees.

Brad said the company charges $17 day for lodging and meals, with about 100 employees having signed up for the food.

“ is is not a pro t center for us,” he said.

e company expects to nish construction on two more houses, adjacent to the large barns and corral inland past the Grand Hotel to serve as additional employee housing. Each has seven bedrooms, with a bathroom in each bedroom for the two employees who will stay in each room.

As if helping run the carriage business didn’t keep them busy enough, about 15 years ago Brad and his wife, Nancy, who helps with the marketing for the carriage company and running the o ce, bought the former Pub Oyster Bar on Main Street and renamed it Millie’s on Main, Millie being the name of their beloved Portuguese water dog, who lived to be 16.

e restaurant is conveniently located next door to the carriage company’s ticket o ce. Since that is where tour embark from and return to, it makes it convenient for those passengers who want a bite to eat to stop in.

to attend vet school at Michigan State University, served in the U.S. Army Veterinary Corps in the Korean war and later open a veterinary practice in Minneapolis.

When his dad died in 1972, Dr. Bill returned to the island to help his brothers with his veterinary skills.

Bud was the oldest brother. He was the chief builder and repairer of carriages, using tools passed down through the generations from the 1800s.

Just after World War II, to satisfy the explosion in tourists, the company needed to make bigger carriages. Bud sliced old carriages through the middle, added a section and reassembled them.

e results are the 20-person taxis that still ply the streets of Mackinac. At one point, the company was one of only about 15 breeders in North America of the horses known as hackneys that pull most of the carriages.

“It’s funny. I went to Michigan State, in hotel and restaurant management, and vowed I would never own a restaurant,” said Brad.

ere is another generational family-run horse-and-carriage operation on Mackinac Island, quite a bit smaller and not as old as Mackinac Island Carriage Tours.

In the early 1950s, a man named Taylor Gough rented a few drive-yourself horse and buggies out of a barn on Market Street. In 1953, his sons, Jack and Burton Gough, established Jack's Livery Stable on Mahoney Avenue.

After Jack's death in 1970 and Burton's death in 1976, Jack's sons, William and Reginald; Burton's son, Dale; and William's wife, Cindy, took over the family business and founded Cindy's Riding Stable on Market Street.

Today, the fourth generation of Goughs run the two operations, which has grown from three horses in 1952 to 75 carriage and riding horses now.

Mackinac Island Carriage Tours uses about 400 horses during the summer tourist season. That goes down to about 24 during the winter as most horses are shipped to the Upper Peninsula. | PHOTOS BY TOM HENDERSON/CRAIN’S DETROIT BUSINESS

Brad Chambers next to an old photo of Mackinac Island carriage operators.

FOCUS | CRAIN’S MICHIGAN BUSINESS

Kingston Kitchen owner brings Caribbean to Mackinac

Shawn Fearon came to island on visa; now he runs popular eatery

TOM HENDERSON

Call the Kingston Kitchen at the Village Inn on Mackinac Island the ultimate H-2B visa success story.

Margaret Doud, the owner of the nearby Windermere Hotel and in her 48th year as the island's mayor, says the restaurant's owner and executive chef, Shawn Fearon, is a classic island success story.

" e restaurant is a nice addition to the island. It's di erent food and people enjoy it," she said.

e 1986 Immigration Reform and Control Act created two visa programs, the H-2A for agricultural workers and H-2B for nonagricultural workers. H-2B visas are vital to keep Mackinac Island businesses running during the jam-packed tourist season from Memorial Day to Labor Day, allowing to get jobs here legally, most of them for long hours every day.

e city is estimated to have a permanent 2023 population of 589, hardly enough to supply all the labor to keep restaurants, hotels, bars and horse-drawn carriages running smoothly. It is just the 413th-largest city in Michigan and the 12,472nd-largest city in the U.S.

Visaed workers have been a necessity for decades on Mackinac Island, with Jamaica supplying a small army of them each year, the lilt of the Jamaican accent as omnipresent as the smell of fudge on Main Street.

Fearon, a native of Kingston, Jamaica, rst became an H-2B worker on the island in 2000 and for years returned each summer to the island. Like many of his fellow visa workers, he says he routinely sent some of his pay home, to help support his mother and his siblings.

His rst ve summers, Fearon worked at Patrick Sinclair's Irish Pub, starting as a dishwasher and later waiting tables and then cooking on the line. In Jamaica, he had gone to vocational school in a national program called Human Employment and Resource Training Trust, where he was trained to be a chef, and then he had worked in restaurants in Kingston before getting his H-2B visa.

On Mackinac, the Kingston Kitchen menu also says this about his cooking background: "Kingston Kitchen all began in Chef Shawn's childhood kitchen in Jamaica. Chef Shawn's mother taught him the traditional recipes of his native island and shared with him a love of cooking those dishes."

Fearon moved on to the island's Mustang Lounge, which bills itself as "Michigan's most historic tavern," where he was executive chef and general manager for six years. He was also chef and manager at the Huron Street Pub and Grill.

He began living year-round on the island in 2010. " at rst winter was very interesting. I got the nickname Darth Vader. I was so covered up, you could only see steam coming from me," he said.

In 2014, Fearon left the island for a job in Kalamazoo.

"I wanted a change. I wanted to experience more of American life. I wanted to have a house. Here on

Mackinac Island, we only had employee housing," he said, referring to the cramped, dorm-like facilities available for visaed workers. "I wanted something better than what Mackinac Island o ered and had a friend in Kalamazoo who said, 'Come hang down here. I have a friend who owns a restaurant, and he can give you a job.' "

at job was as a chef in the Old Peninsula Brew Pub in Kalamazoo. Soon after, he was hired as chef and food manager at Jackson Community College.

In 2017, Fearon became executive chef at Houlihan's in Lansing, where soon, Fearon said, "... I said to myself, `Hey, man, you should open up your own restaurant.' Finally, I got the con dence to believe in myself."

at led later that year to his opening the rst Kingston Kitchen in Okemos.

"It was small and manageable. e capacity indoor and out was 70-80.

e rent wasn't much, there wasn't too much sta . You dream for the stars and you land on the moon," he said.

e next year he heard that there might be an opportunity back on Mackinac Island. "Over the years I wasn't here, people kept contacting me, trying to get me back," he said.

e Grand Hotel had run a restaurant for years called Cawthorne's Village Inn on Hoban Street, next to the Pontiac Lodge and just around the corner from the Shepler's boat dock.

e restaurant was on the ground oor, with a hotel, the Village Inn Suites, upstairs. Fearon said he was told the Grand was ending its management of the restaurant.

"I reached out to the landlord, and

here I am. I had so many years of experience on Mackinac Island, it was an easy decision," he said.

e new Kingston Inn opened for the 2019 season, a far cry from the small Kingston Kitchen in Okemos.

e restaurant has a seating capacity inside and outside of 244.

Open from 11 a.m.-9 p.m., Monday through Friday and 11-10 on weekends, Fearon says the restaurant served between 1,500 and 2,000 guests a day as the peak of the season last summer.

A year after he opened the restaurant, Fearon became a U.S. citizen.

e restaurant employed 15 as this season started and will be at 23 or so for the peak summer months.

Fearon employs as many H-2B workers as he can. He said he applied for 21 permits this year, hoping to

hire nine cooks, nine servers and three dishwashers. Turned down for that number, this year he has 11 visaed workers. "It's a challenge with the program every year."

Fearon sets up the kitchen from 7 a.m.-9 a.m. each morning. It is a very small kitchen, its size belying its output.

"I open up my restaurant every single day. I cook every single day. I love what I am doing," said Fearon, who has the title of executive chef. "I am in the process of grooming an assistant."

Fearon just nished a three-year lease and just started a new 10-year lease. e restaurant was one of few on the island that remained open all last winter and said he plans to remain open next winter, too.

"Chef Shawn aka 'Chicken' has a

passion for food and the way he presents it," said Veronica Dobrowolski, the CEO of Arnold Freight Co. LLC, whose boat dock is just down Main Street from the Kingston Kitchen. "He sets a high standard for the quality of his food, the service and the overall dining experience. Kingston Kitchen is a vibrant spot, and I highly recommend it."

Chicken? Yep.

In the spring of 2000, when Fearon was making his rst trip to America as a holder of an H-2B visa, he and other Jamaicans heading to Mackinac Island landed in Miami, then boarded a Greyhound bus for the long drive north.

e next day, somewhere in Ohio, the bus driver got o I-75 and pulled into the parking lot of a KFC. Fearon said he'd never heard of Colonel Sanders or his food, but there was an all-you-can-eat chicken bu et and he was starving, and he loved the food so much that when he was done stu ng himself, he bought two giant buckets to go.

"I wanted to make sure I had enough chicken to make to St. Ignace. I was still eating chicken when we got o the bus. One of the guys traveling with me called me Chicken, and the name stuck. It was 20 years before people on the island learned my rst name is Shawn," Fearon joked.

If anyone wants to see how Chicken makes chicken, there are several entree options available at the restaurant — Jamaican jerk chicken, coconut curry chicken, Jamaican fried chicken and jerk chicken fettucine alfredo.

"I'm staying true to my country," said Fearon.

Shawn Fearon in the kitchen of the Kingston Kitchen at the Village Inn. | PHOTOS BY TOM HENDERSON/CRAIN’S DETROIT BUSINESS

Shawn Fearon got the opportunity to take over the Village Inn space around the corner from the Shepler Ferry docks.

Mackinac Island storefront packs a lot of art into 230 square feet

Urvana's has perhaps the most artistic and jam-packed 230 square feet of retail space on Mackinac Island.

O the lobby of the Chippewa Hotel on Main Street and next door to the iconic Pink Pony Bar, the store is lled with a panoramic range of original artwork.

Owner Urvana Morse estimates there are more than 900 items for sale, all original work by 67 artists.

By her count that includes 12 glass-work artists, 12 potters, nine jewelry makers, seven painters, six knife makers, six sculptors, ve weavers, ve scrimshaw artists and three makers of Christmas ornaments.

"Ninety-eight percent is made in the USA," said Morse. "I do have wooden watches from Canada and the Netherlands, a French line of Laguiole knives, wool caps from Ireland and some Balinese carvings."

Scrimshaw is engravings and carvings done in bone or ivory. Originally, it was art created by whalers on ships using such whale byproducts as bones, teeth and cartilage. It is also made from the tusks of walruses.

Originally, the store, founded in 1979, was called Island Scrimshanders and was owned by scrimshaw artist Gary Kiracofe. It featured his work and that of other scrimshaw artists.

After managing the store for 18 years, after the Kiracofe family moved to Wisconsin for their son's educational purposes, Morse bought the store in 2016 and renamed it, re ecting both her ownership and a much wider focus beyond scrimshaw art.

"Scrimshaw artists were retiring, the artists were old. Scrimshaw didn't have much of a future," she said.

Morse's history on Mackinac has a common theme: People come to the island to work for a summer, get hooked and one summer turns into many years. is is her 34th year on the island.

Morse grew up on a sod farm in the village of Bancroft, between Flint and Lansing, and was ending her rst year at Lansing Community College in 1990 when a friend asked her if she had any summer plans.

"He said, `Why not come up to Mackinac Island?' I came up in May and walked around," she said. And started getting hooked.

at summer she got a job working the front desk at the Inn at Stonecli e, a resort that sits atop the West Blu , west of downtown and the Grand Hotel. e next summer she was promoted to assistant manager.

For two years, she went back to community college after the summer

season. "I had no idea what I wanted to do, so I studied hospitality," she said. "My seasons on Mackinac kept getting longer. I completely fell head over heels in love with this place."

Morse said she was paying her own way through college, literally a starving poor student. "I was ready to stop being hungry. If you have a work ethic and are willing to work, there's no problem getting work on Mackinac."

e summers of 1992 and 1993, she was again assistant manager at Stonecli e, then moved to the island full-time in 1994 and began working year round at Stonecli e.

In 1996, Morse's mother became seriously ill and she was forced to quit the fulltime job so she could spend weeks periodically back with her mom. at's when she began working part-time waiting tables at the Pink Pony Bar and part-time at Scrimshanders.

In 1998, after her mother died, she began managing Scrimshanders fulltime.

"Urvana was pressed into going from part-time to running the business. What a positive in uence she was," said Kiracofe. "I was extremely pleased with her strength of character and her work ethic."

Kiracofe still sells his artwork there. One piece now on display depicts a small sail boat on one side and an etching of the Round Island light house, a familiar sight to Mackinac visitors, on the other. He said he is currently working on a pocket knife with scrimshaw art on the handle, one side made from a piece of mammoth tooth, the other from mammoth tusk.

Morse leases her space from the Chippewa Hotel, one three-year lease at a time. At the height of the season, she says she will typically

employ two or three part-time employees and one fulltime.

Erynn Rice is a Cincinnati-based artist who spends her summers on the island. She said this is her 10th season of working with Morse. A full-time artist year round, she is a painter, does wood burning and makes jewelry. She also sells at the Grand Hotel.

Rice also write and illustrates children's books, which she sells in various stores on the island, including the Watercolor Cafe, Poppins and at the Grand Hotel.

She said she currently has 30 paintings and woodburnings at Urvana’s and 35 pieces of jewelry, with prices ranging from $40 to $400.

"I sold well over 50 items at Urvana’s in 2022," she said. "Urvana's is a great place to sell. Everyone who visits Mackinac Island wants a souvenir."

Rice said spending summers on the island is conducive to painting island scenes, which sell well. "My best sellers are miniature paintings, one in by two inches, which sit on miniature easels. ey go quickly, as fast as I can get them in. It's surprising how much of a scene you can t in. I basically paint with an eyelash.

"Urvana is amazing, always so kind and friendly and with a great sense of what sells."

Morse has three children, two of them at Northern Michigan University and one a student at the island high school. A community activist, she is in her second-three year term on the board of the Mackinac Island Public Schools, is a director of the Youth Advisory Council of the Mackinac Island Community Foundation and is a director of the Mackinac Arts Council.

Scrimshaw work on display at Urvana’s on Mackinac Island (left). Shelves display artworks at Urvana’s on Mackinac Island.

Artist/entrepreneur Urvana Morse in her Mackinac Island storefront. PHOTOS BY TOM HENDERSON/CRAIN’S DETROIT BUSINESS

TOM HENDERSON

Meet the hardest-working man on Mackinac Island

Jason St. Onge wears many hats in the Straits

TOM HENDERSON

James Brown billed himself as the hardest-working man in show business.

He had nothing on Jason St. Onge, who ought to bill himself as the hardest-working man on Mackinac Island.

A member of the Sault Ste. Marie Tribe of Chippewa Indians, St. Onge:

 Has been the island's re chief for six years and a member of the department for 34 years, starting as a cadet when he was 15. He said he plans to retire when he turns 55 in ve years. Even when he was getting his bachelor's degree at the University of Michigan, he was a member of the crew every summer.

 Has owned a painting contracting business, St. Onge Latex & Groove LLC, since 1999. It employs eight full-time painters through November and just got done with its every-other year complete repainting of the Windermere Hotel, which is owned by the island's longtime mayor, Margaret Dowd.

 After getting his masters degree in public administration from Central Michigan University in 2018, taking weekend courses in Traverse City, he started a consulting business, M&M Metrics LLC, which o ers a range of consulting services, including executive search, to municipalities and schools. St. Onge is managing partner and has three partners with extensive professional backgrounds, based in Grand Rapids, Traverse City and Arlington. Va.

 Has been president of the Mackinac school board for 10 years and a board member for 23.

 Is chairman of board of the Cloverland Electric Cooperative, a nopro t that manages electric service in the Upper Peninsula to Mackinac, Chippewa and Luce counties and part of Alger County.

 Since 2012 has run a popular island Facebook group, Mackinac Island News & Views, which has 85,000 members. He started it when he was a member of the City Council and unhappy with coverage of island events and news in the weekly Mackinac Island Town Crier newspaper. One of St. Inge's Facebook posts this

spring got 1.5 million hits and went viral on other social media platforms.

 Plays bass in a rock 'n' roll band named Tricky Dickie & the Spoon Men, in honor of a former island character, a town drunk who used to show up at venues on the island featuring live music and sit on the edge of the stage playing his spoons. "It's classic rock. ere's not a song we play you don't know all the words of," said St. Onge.

 Last, but not least, in 2021, he and his wife, Marielle, bought the Cannonball Oasis restaurant, which was built in 1907 and for more many years has been a popular stopping point for bikers, hikers and carriage passengers making a loop of the island.

e restaurant is at the historic British Landing at the far end of the island from fudge-centric downtown and o ers classic carryout food like burgers, hot dogs and fries, with the house specialty of deep-fried pickles, for those wanting to picnic on the beach or sit at outdoor tables.

Early in the War of 1812, on the night of July 16 and morning of July 17, a small force of British soldiers and several hundred Canadians and Native American allies landed there, commandeered high ground above Fort Mackinac and took control of the island for the next two years.

In 1958, British Landing was added to the list of registered Michigan historic sites and a marker was erected on the site.

"Any time you buy a business, it's a scary proposition, especially one only open 115 days a year, but it's met expectations," said St. Onge, who does the cooking and hires local high-school kids to take orders and serve food. " ere's a learning curve, but it's been fun. I look forward to going out there every day."

Friday and Saturday, May 19-20, gave an interesting window into St. Onge's world. Friday night, his band played til 2 a.m. at the Gate House, a Grand Hotel bar.

At 7:28 a.m. Saturday, he was called out to help two other departments put out a re at a large cottage on neighboring Boot Island, with him and ve other Mackinac re ghters traveling with a water pump on their Mackinac Marine Rescue craft. Fire- ghting is a part-time job for him and a handful of other paid

part-timers. Another 30 are on call if needed and are paid per run. at afternoon he was cooking, as he does most days, at the Cannonball, and that night his band again played at the Gate House.

"You get to play music on stage, you drink for free and at the end of the night you get paid?" said St. Onge about the ongoing wonders of being in a band.

After graduating from UM in 1998, St. Onge worked brie y at Rock Financial, just before Dan Gilbert sold it in 1999 to Intuit, but he missed the island and decided to make it his home.

He started his painting business and soon got a huge break, a gig that lasted for 15 years, painting the Grand Hotel each year. St. Inge said the hotel's owner, Dan Musser II, was a crucial mentor.

Doud said St. Inge's painting company rst painted her 26-room Windermere Hotel on Main Street about 20 years ago. "He painted the whole hotel, and every two years since then, he's painting the whole thing, again. He does a very nice job," she said.

Good enough that when St. Inge told her he had started a consulting rm, too, Doud engaged him to do

the search for a new city sheri .

"He gave us some good candidates to look at," said Doud.

One of the ve nalists St. Inge recommended, Douglas Topoloski, a veteran of 26 years with the Dearborn police department, was hired in Nov. 2020.

One thing St. Onge won't have to worry about is recommending candidates for mayor. On May 2, running unopposed, Doud won reelection as mayor and is now in her 48th year on the job.

Tom Henderson: (231) 499-2817

Twitter: @TomHenderson2

No, Mackinac wasn’t oating away, even if you saw it on Facebook

It was an eye-catching headline on Jason St. Onge's Facebook site, Mackinac Island News & Views:

"ANCHOR MOORING BREAKS FREE, ISLAND SHIFTS 6 FEET"

And then the story went on to say: "O cials have said that one of the four main anchor moorings that keep Mackinac Island in place was severed some time last fall.

" e moorings, which were installed around 1910, are tethered to bedrock and are in place to keep the

island from further shifting on a northern trajectory. e faulty cable was from the mooring near British Landing on the island's northwest side.

"Chris Shepler, manager of Shepler Ferry, said that several of his ferry captains indicated they thought the west breakwall appeared to be slightly closer to the Round Island lighthouse. Syd Hawkins, captain for Star Line Mackinac Island Ferry, said: 'All fall, when utilizing GPS, we kept

coming in two or three feet o course to the dock. I gure the GPS needed a reset or a recalibration. I never would have thought the island could shift.'

"It is unclear at this time when the cable will be reattached to the mooring and the island reset to its plotted position, but folks close to the issue indicated it will probably happen before Memorial Day weekend. In the odd event that a second of the four moorings breaks, a tug boat style boat will be brought in for stabiliza-

tion e orts."

e story quickly went viral. His group has 85,000 members and his story on the site soon had 1.5 million hits. It was shared to or picked up by other social media and news sites across the country. Some took it as serious news, others noticed the date of the posting: April 1.

"It's funny. I was in Florida at the time and I got like ve phone calls," recounted Chris Shepler, president of Shepler's Mackinac Island Ferry, tell-

ing the tale of his series of calls.

" `What's going on with the Mackinac Island? It's moving!' "

" 'Mackinac Island is not moving.'

" 'No, it is. I saw it on Facebook. It's moving!' "

" 'What's the date?'

" 'April 1st.'

" 'What else is the day known as?' " e four anchor moorings remain intact. Mackinac Island is not drifting north.

— Tom Henderson

Steve St. Onge, among many, many business hats, is also the Mackinac Island re chief. | TOM HENDERSON/CRAIN’S DETROIT BUSINESS

The Cannonball is located in the British Landing historic area away from the fudge shops of the island’s downtown. The lunch special coney dog (right). COURTESY STEVE ST. ONGE

“ANY TIME YOU BUY A BUSINESS, IT’S A SCARY PROPOSITION, ESPECIALLY ONE ONLY OPEN 115 DAYS A YEAR.”

—Jason St. Onge

DIRECTORY OF STRATEGIC GIVING OPPORTUNITIES

Generation next in philanthropy will be hands-on

Younger donors getting involved young

SHERRI WELCH

Danielle DePriest is busy.

She wakes up early each day to spend time with her 16-month-old son, Max, before heading to work after the nanny arrives.

A shareholder and litigation attorney at Farmington Hills law rm Zausmer PC, she typically works 4050 hours each week. In between, she serves as president of the Jewish Federation of Metropolitan Detroit’s NextGen Detroit engagement e ort. at means hours of phone calls and planning and attending multiple events, board meetings or engagements each week.

It’s a lot to juggle, but it’s important, said DePriest.

“I want to ensure that young adults in the metro Detroit area have opportunities for engagement and leadership and involvement. I want to see a strong community here for myself and my family here in the future.”

Like generations before her, she’s juggling parenthood and a career.

But unlike earlier generations, DePriest, 33, and many of her peers aren’t waiting to engage in philanthropy and board service. And they aren’t interested in just writing checks and stepping aside. eir desire to get involved in social impact now, at a much younger age, through volunteerism, board service and philanthropy is one of the key traits experts say will make them the most signicant philanthropists in U.S. history.

Following wealth concentration in recent years, an unprecedented level of funds is transferring to the “next gens,” including the youngest Gen Xers, in their 40s, and millennials, who are in their late 20s, 30s and early 40s, said Michael Moody, Frey Foundation Chair for Family Philanthropy at the Dorothy A. Johnson Center for Philanthropy at Grand Valley State University.

Add to that the fact that next gens are very passionate about making change and connecting with the people receiving services, not just the groups providing them. And they’re coming into their identity as donors or board members at a time of tremendous change in the eld, said Moody, co-author of “Generation Impact: How Next Gen Donors Are Revolutionizing Giving,” which was published in 2017 and updated in October 2020.

And these days there many more ways to support philanthropic causes that are of interest to the younger generations. Philanthropic “tools” include giving circles, charitable LLCs,

donor-advised funds and impact investing of personal assets in socially responsible and bene cial ways.

All of this adds up to signi cant impact in the wings from the next generations of philanthropists, Moody said.

No waiting

In the past, people worked to build their careers and make as much money as they could before retiring into “a life of philanthropic leisure, serving on boards, writing checks and being feted at galas,” Moody said.

Power brokers like Max Fisher and Al Taubman held commanding roles in philanthropy until they physically no longer could. It was only then that their children got seats at the table.

e next generation in those traditions of giving, however, isn’t waiting for their parents to pass the proverbial baton, Moody said. ey are looking to be active with their engagement throughout their career.

ey are also asking a whole lot more questions.

“ ey’re just more curious, and I think the information is there more than it was before,” said Doug Bitonti Stewart, executive director of the Max M. and Marjorie S. Fisher Foundation and a member of the CEO Advisory Board and inaugural fellow of the nonpro t National Center for Family Philanthropy.

ey aren’t looking to bring corporate mentality to x nonpro ts but instead are taking a more holistic view with the belief that people inside the issues can contribute to the solutions, he said.

ere’s a shift from the older generations which often engaged and gave because it was what was expected, leaders said. Next gens came of age at a time when volunteerism and giving back in their communities was a requirement for high school graduation.

“ eir eyes got opened much earlier on to the impact they can make and the needs that are out there in the community,” said Julie Tepperman, senior director of community development for the Jewish Federation, overseeing its decade-old NextGen Detroit division.

DePriest said she came into adulthood at the precipice of the 2008nancial crisis. With nancial disruption has come societal disruption and questions about the job market. For her parents and others in earlier generations, it was never a question: you go to college to get a good job and that job a ords you the opportunity to live a comfortable lifestyle, she said.

“I think our generation is one of the rst generations to come up in a time where that wasn’t guaranteed in

the same way. Previous generations may have taken for granted that they would always have these institutions and always have the resources to give,” DePriest said. “Our generation doesn’t take anything for granted in that way.”

Next gens feel compelled to engage in social impact, she said. “We have to do it...no one’s going to build the community that we want to live in for us.”

Skipping the kids’ table

One of the biggest challenges facing nonpro ts now is that next gens want to be engaged in di erent ways than earlier generations, Moody said.

Donors have traditionally written checks to nonpro ts and been celebrated for their support for being the donor, but then let nonpro ts do the work, Moody said.

Next gens are less interested in seeing their names on a building or having their giving recognized. Instead, they want to get involved, to know what impact their support is having — regardless of the amount — and to engage with the people helped by that support, not just the nonpro ts providing services.

“Beyond knowing their gift makes a di erence, next gens want to feel part of our process,” Tepperman said. “It’s about connection. It’s not just about ‘here’s my money, do what you want with it.’ ey want to be connected, not to just know their donation is making an impact.”

Many next gens are more interest-

ed in the engineering side of things and have all sorts of questions for the professional partners, Stewart said. Others are interested an approach that creates trust and justice, not just a program that works on people inside problems.

ere’s a new view that there are systemic issues that placed folks in certain positions and next gens are looking to see if we are all contributing toward the solution: “ ey are asking, ‘If that worked, would we still be in this spot?’” Stewart said.

To that end, they want to be taken seriously and don’t want token roles.

Foundations, large museums and other nonpro ts often will have a next-gen or junior board in addition

to their senior board, Moody said. ose are good if they provide an opportunity for the next gen to do the things they want to do. But if they’re stuck there and not o ered roles on the main board to help make the big decisions, or they are given token positions on other nonpro t boards because of their age or famous last name, “then they’re saying ‘I’m out,’” he said.

“One of the things we say to families and... to nonpro ts, is (to) be careful when you create, essentially, a kids’ table, which is very common in our eld,” Moody said.

He advises ensuring there is more than one next gen engaged on a board and signaling to them very

“THEIR EYES GOT OPENED MUCH EARLIER ON TO THE IMPACT THEY CAN MAKE AND THE NEEDS THAT ARE OUT THERE IN THE COMMUNITY.”

—Julie Tepperman, Jewish Federation

President Danielle DePriest speaks to a room of young professionals during the NEXTGen Detroit Board of Directors meeting at the Jewish Federation of Metropolitan Detroit in Bloom eld Hills on May 17. | NIC ANTAYA FOR CRAIN’S DETROIT BUSINESS

Young leaders attend the NextGen 2021 EPIC! event at the M1 Concourse. From left, Conor Mendenhall, team leader, Rocket Mortgage; Ryan Landau, founder and CEO, Purpose Jobs; Sarah Allyn, assistant executive director of strategic development, JCC of Metropolitan Detroit. JEWISH FEDERATION OF METROPOLITAN DETROIT

clearly that they are meaningful members of that board team, not just tokens. “ at’s really key for them, because they sni (token roles) out very quickly,” Moody said.

How they are supporting

When it comes to giving, next gens like to be in good company.

In research for the book he co-authored, Moody found that next gens enjoy giving and learning with their peers, especially through peer networks and giving circles.

A decade into its focus on engaging next gens, the Jewish Federation

as loan guarantees, program-related investments and impact investing.

Impact investing in causes that help society, the environment or other socially bene cial causes is something Alissandra Aronow, secretary of the Max M. and Marjorie S. Fisher Foundation, and the granddaughter of its namesakes, is focused on.

“It shows people around you that you can do well and do good at the same time,” she said.

Aronow, the daughter of foundation chair Marjorie “Marjy” M. Fisher, just stepped down from the board of e ImPact, a global impact investing nonpro t.

She serves on the boards of the Lovelight Foundation started by her aunt Julie Fisher Cummings, GoodWeave International, Figure Skating in Detroit — an organization the former, competitive international ice dancer helped co-found — and on the national advisory council for New York-based Children’s Rights. ere’s a misconception that there’s a trade o between doing good and decent returns, said Aronow, 31, who chairs the Fisher Foundation’s impact investing committee. “But there doesn’t need to be, and there most often isn’t...a lot of families have been investing their assets in social and environmental causes for the past decade, and their performance is better than traditional investing.”

Young leaders like Aronow are looking at what philanthropic investments are invested in, Stewart said. ey look at the trillions in the market and think “let’s make sure that our assets aren’t causing the problems or contributing to the problems that we’re trying to undo with philanthropy. at’s a big shift,” he said.

“It’s happening in business schools. It’s happening in families that have high net wealth, because... the information is easier to see...that old rewall between investments and philanthropy is down,” he said.

What they are supporting

When it comes to what they giving their time and treasure to, next gens favor certain causes like humanand-LGBTQ rights issues and climate change, Moody said. But they aren’t completely departing from the causes their parents and grandparents supported.

Like the generations before them, they’re interested in basic needs and helping people living in poverty, education, health and the arts. ey’ll continue some legacy giving to the museum that has a wing with the family’s name. But that doesn’t mean that they want to give in the same ways to the same organizations within the causes that were important to previous generations.

How nonpro ts can engage the next gen

SHERRI WELCH

Volunteerism and hands-on involvement are a perennial approach to attract supporters to nonpro ts.

But it's especially important in drawing next gens into nonpro t and social impact work, leaders and experts said.

It’s a tried and true approach for the Detroit Institute of Arts auxiliary Founders Junior Council which has been engaging future philanthropists and leaders for the museum since the 1970s. More recently, it began engaging multiple generations of families to work side-byside as co-chairs of the auxiliary group’s largest annual fundraiser, FashBash, said Nina Sapp, senior vice president, chief development o cer for the DIA.

e group tapped parents and next gen children, like DIA board of director member Charles Boyd and three of his daughters to co-chair the 2022 event with its Neiman Marcus Art of Fashion Runway show and after party. Mothers and daughters are co-chairing the 2023 event.

ey include: Molly Valade, wife of Carhartt Chairman and CEO Mark Valade/daughter-in-law of the late Gretchen Valade, and her daughter Gretchen R. Valade; Denise Brooks-Williams, executive vice president and CEO of care delivery system operations at Henry Ford Health and a member of the DIA’s board, with daughters Jasmine and Janise Williams, a member of the Founder’s Junior Council Board; Jennifer Hudson Parke, chair of the Hudson-Webber Foundation, with daughters Alison Parke Ferrari and Melanie Parke Martinecz.

It’s fun for the parents, and next gens in their 20s and 30s are getting leadership experience and the opportunity to in uence organizations about what is important to them, Sapp said.

Families want to ensure that the community organizations that they have supported remain strong, and they know that happens through good leadership, through philanthropic giving and ongoing engage-

Best practices for engaging next gen donors, board members, volunteers

For nonpro ts and fundraisers:

 Start developing relationships with next gen now, even if they’re not at the level where they can be your big donors, yet. They want to be involved in your organization right now.

 Give them ways to engage the way they want, giving their time and talent. Bring them in and nd authentic ways to let them sit at the table and solve problems.

 Find ways to show them the impact their particular giving is making, through early and subsequent site visits, conversations about what their giving will do and later, how it’s progressing.

 Be open to their ideas. Respond with curiosity and give them a way to take the lead on those ideas.

ment, she said. “ at means multi-generational involvement.”

“We’ve talked forever in this town about what’s going to happen when the Boomer generation retires,” with longtime board members and philanthropists like Jim B. Nicholson and Richard Manoogian stepping back, following the death of others like Alfred Taubman and Eugene Applebaum, she said.

“Getting to young people soon and keeping them engaged is a strategy that has really worked for the museum.”

Cranbrook Educational Community is employing that same approach.

Next gens like Ryan Polk, the son of Bobbi and Highgate LLC CEO Stephen Polk; and Alexander Taubman, the son of Robert Taubman, chairman and CEO of Taubman Realty Group; have taken on leadership roles at Cranbrook.

See SUPPORT on Page 17

is capitalizing on that.

In any given week, its NextGen initiative is hosting a night out to check out a local bar, a gathering at a local gallery to see an Israeli artist, and volunteerism opportunities mixed in—packing bagged lunches for seniors living in Jewish senior life homes or a Detroit River kayaking cleanup this summer, DePriest said.

Last year, the events drew 4,000 next gens from the Jewish community and other communities.

Next gens are also drawn by innovation and interested in new approaches to social impact that go beyond the grant or donation, such

“ ey want to give to smaller organizations that are doing more in communities of color or... trying to experiment with new ways of using art to address social justice in the schools,” Moody said.

Next gens don’t want to just give to the bottom line, said Ryan Polk, 28, an independent consultant working with early-stage companies in the region. ey’d rather give to very targeted e orts and programs.

Polk is the youngest of four children of Bobbi and Stephen Polk, who sold his South eld-based R.L. Polk & Co. to IHS Automotive in 2013 for $1.4 billion.

SOURCE: MICHAEL MOODY, FREY FOUNDATION CHAIR FOR FAMILY PHILANTHROPY AT THE DOROTHY A. JOHNSON CENTER ON PHILANTHROPY AT GRAND VALLEY STATE UNIVERSITY; AND SHARNA GOLDSEKER, CO-AUTHORS, “GENERATION IMPACT: HOW NEXT GEN DONORS ARE REVOLUTIONIZING GIVING.”

Charles Boyd, a director on the Detroit Institute of Arts board, and three of his daughters co-chaired the Founders Junior Council Fash Bash in 2022. From left: Gabrielle, Maya and Christian. | OLGA GAMBURG

The Max M. and Marjorie S. Fisher Foundation creates opportunities for next gens in the extended family to volunteer and go on trips to talk rst-hand with people receiving support from the foundation. From left: Doug Stewart, executive director of the foundation, local Micha Feldman and next gen grandchildren of its the foundation’s namesakes, foundation secretary Alissandra Aronow and and trustee Andrew Sherman tour the oldest synagogue in Ethiopia. | ALISSANDRA ARONOW

How 3 families are bringing along next generation

Passing along a legacy of philanthropy

SHERRI WELCH

Local families who view giving back as a family value are making concerted e orts to engage their next generations in philanthropy. Here are three success stories:

The Cullen family

Matt Cullen, chairman of Jack Entertainment, and his wife Karen, a retired communications executive, are building a tradition of giving in their family.

eir parents were charitable people, but they didn’t have the capacity or the structure the couple are now putting in place, Matt Cullen said.

e couple is now engaging their sons, who are in their 20s, in their giving.

e Cullens are both active on local boards. She is the rst female chair of the University of Detroit Jesuit High School and Academy board and a member of the Karmanos Cancer Center board. He leads the boards of the Detroit Riverfront Conservancy and M-1 Rail while also serving on the boards of other key organizations like the Community Foundation for Southeast Michigan, Hudson-Webber Foundation, Invest Detroit and the Joe Louis Greenway Partnership.

e couple has launched several funds at the Community Foundation as a focal point for their donor-advised fund, which serves as a vehicle for supporting charities like the Boys & Girls Club of Southeastern Michigan, while a permanent endowment fund is the home for $4 million committed to the Detroit Riverfront Conservancy for maintenance of the riverfront, and speci cally Cullen Plaza and the Cullen Family Carousel. Made in 2018, the gift is the Cullens’ largest to date.

e couple also started the Cullen Family Foundation at the Community Foundation in 2019 as a perpetual fund focused on economic development and economic opportunity in Detroit.

“ at’s one that I have brought the boys into. ey are board members of that and they participate in all of the grant making ...evaluations and decisions,” Matt Cullen said.

Karen Cullen chairs the program committee their sons, John, Matthew and Ryan, serve on, he said. “ ey participate in every meeting and they bring forward the recommendations and then we take up a vote and make a decision to fund.”

eir three sons, who live in other parts of Michigan or in other states as they nish college, grew up involved in groups their parents supported and other nonpro t e orts. But having funds to distribute is something that is new to the family foundation

role, their father said. ey all have a keen interest in supporting Detroit, he said.

“We obviously want to support charitable outcomes, but we nd it much more compelling personally and impactful if it’s something that we also give our time (to) and engage in.”

e hope is the boys will nd and take up issues that are important to each of them, Matt Cullen said, laughing, as he noted they have no problem sharing their strong opinions.

“It’s like, 'Hey, you gotta walk before you run on some of this,'” he said. “You’ve got to have an informed opinion. Like, why do you think that?

Why don’t you like this? Why do you like that?’”

e couple tell their sons they have to get out there and meet with the people being considered for donations and come back and explain why they support one and not another, Matt Cullen said.

“Karen and I are trying to be really thoughtful about it. And you want to bring in that same kind of perspective with the kids. Not just a willingness to do it, but a knowledge about how to do it and how to be most impactful.”

ey have gone out and talked to the folks at First Merit and to the Capuchins and others, he said, and are gaining an understanding of programs, the merits of them and thanks to guidance from the Community Foundation, how well organizations are run and how e ective they are, he said.

“Hopefully they’re learning to be not just philanthropists, but people (who) are very focused on doing things in their community and ... looking to partner with nonpro ts that are e ective and e cient.”

It’s important to engage next gens, Matt Cullen said, to bring in more diverse voices from an age, gender and race standpoint and also for succession reasons.

ere’s a generation of people that have changed our community in profound ways,” including the Penskes, Nicholsons, Levys and others who have been so generous both in terms of gifts and time volunteered, Cullen said.

“It’s time for people to ll those shoes and continue on.”

The Polk family

Bobbi and Stephen Polk, CEO of Highgate LLC, and their youngest child, Ryan, 28, recently co-chaired an annual fundraiser for the Cranbrook Center for Collections and Research.

It's a family value to give back, Bobbi Polk said.

Both she and her husband grew up in families with a tradition of giving, said Bobbi Polk. “My mom, as a young, single parent, always gave back either time or money as she

could. And the Polk family was also very philanthropic.”

Stephen Polk said his father, Ralph, was one of the founders of Leader Dogs for the Blind. He also served for more than 40 years on the Detroit Symphony Orchestra board. His wife, Winifred, took his seat after he died, and their son succeeded her in 1994. Ralph and Winifred Polk were also big supporters of Cranbrook.

“It’s always been part of the background. It’s what community means

and recognizing that if you bene t from living in the community, it’s our responsibility to give something back,” said Stephen Polk, who serves on the boards of other organizations like the Detroit Zoo and Community Foundation for Southeast Michigan.

It was only natural the couple would introduce Ryan and his siblings, who live outside of the area, to their many charitable interests.

“Ryan’s in a position where we’re making more introductions than we

ever did. And he’s interested, so that’s really helpful,” his father said.

“For me, it’s extraordinarily refreshing to get what it looks like through Ryan’s eyes, very much a different perspective that can be lost when it’s something we’ve been involved in, in some cases, for decades."

Giving back was expected, whether it was time or money, Ryan Polk said. But his parents served as great role models, his mom volunteering at Lighthouse, Forgotten Harvest

Bobbi Polk, Stephen Polk, and Ryan Polk, stop for a picture on the north terrace of Cranbrook House during the May 20 gala they chaired, A House Party at Two Cranbrooks, which bene ted Cranbrook Center for Collections and Research. | NICK HAGEN

“IT’S TIME FOR PEOPLE TO FILL THOSE SHOES AND CONTINUE ON.”

—Matt Cullen

Matt

their sons, John, Matthew and Ryan stand in front of the carousel in Cullen Plaza on the Detroit RiverWalk, named in recognition of the family’s $4 million gift to ensure the permanent maintenace of the plaza and riverfront. | JOHN F. MARTIN PHOTOGRAPHY INC.

Best practices for engaging next gen donors, board members, volunteers

For families:

 Bring next gens into the family’s process in whatever way feels right earlier than you think they need to be there, conveying the impact of family’s work to get them engaged.

 Let them engage how they want, with more hands-on involvement that lets them use time and talent, not just treasure, and volunteer with them.

 Get rid of the relay race metaphor, with one generation passing the baton to the next. Next gens want to be ‘on the eld’ with earlier generations to learn.

 Talk with next gen about what they care about and take their ideas seriously.

a bus and not a nice bus. I don’t want them in one of those limousine buses. I want them in a school bus driving through Brightmore, meeting families, meeting the leaders. And I want them to actually understand and build relationships with folks,” Stewart said.

e Fishers started right away with putting money as money aside for the younger generations to grant and also making sure that they were out doing service, too, he said.

Having an experience on the family board doesn’t give you the full understanding of all of this work, Stewart said. So the foundation provided opportunities for next gens to volunteer through cleanups, reading to kids and other engagement and created a matching grants program they could apply to on behalf of the charities they support.

Next gens in the Fisher family are required to apply to serve on the board, showing their internal and external engagement in social impact work, Stewart said. “ is isn’t a birthright simply because they’re in the family.”

SUPPORT

From Page 15

Alex Taubman, a 2005 Cranbrook alum now in his 30s, and his wife Corrinne, co-chaired this year’s Studio Gala for the second year in a row, following in his father’s decades-long support of the institution, said Eileen Savage, chief advancement o cer for Cranbrook Educational Community.

e 2022 Studio gala raised over $1 million in funding, the most raised at a single event in the Cranbrook Educational Community’s history.

“ ese are working roles for sure (that) generate philanthropic support for Cranbrook’s mission,” Savage said.

But more importantly, they lend voice to the importance of that mission.

students about philanthropy, making sure, for example, that students realize when they’re being given a scholarship that is supported by individual philanthropy.

“It’s as simple as stu like that,” she said.

The Max M. and Marjorie S. Fisher Foundation creates opportunities for next-generation members of the extended family to volunteer and go on trips to talk rst-hand with people receiving support from the foundation. Doug Stewart, executive director of the foundation, and Alissandra Aronow, secretary of the foundation and the grandaughter of its namesakes, ank Micha Feldman, who has helped thousands of Ethiopian Jews make their way to Israel since 1970.

ALISSANDRA ARONOW

and Christ Church Cranbrook and his father serving on numerous boards. ey emphasized their children should each pick their own path. He’s aligning with some of the organizations his parents supported, like Cranbrook, his alma mater, serving on the Cranbrook Schools Board

of Governors. But he’s also on the board of advisors for Denison University and on the board of Community House in Birmingham since 2018, a year after he graduated from college.

“ at was an excellent learning opportunity for me,” Ryan Polk said.

“ e sooner we get some of (the) younger generation involved, the quicker they learn, and the more they’ll be able to take o as they continue to progress in their philanthropic journey(s).”

For families, it starts with having a conversation at the dining room table about the importance of philanthropy, Stephen Polk said. “It’s a value.”

The Fisher family

e Max M. and Marjorie S. Fisher Foundation and its lifetime trustees and leaders have a well-developed system to engage the growing number of next gens in the extended family — but a place at the table is never guaranteed.

e foundation’s namesakes created it in 1955, but it didn’t have a full board and sta until 2007, two years after Max Fisher’s death. By 2010, subsequent generations of family members joined the couple’s children, lifetime directors, on the board. Today, ve of the nine positions on the board are next gen members of the extended Fisher family.

e next gens in the extended Fisher family “want to share power with us, and they want an equal voice,” said Julie Fisher Cummings, a lifetime member of the family foundation’s board and daughter of Max and Marjorie Fisher.

e foundation’s late co-founder, Marjorie Fisher, who grew up in Louisville, Ky., amid Jim Crow laws for segregating, was a driving force in getting the next generations deeply engaged with the foundation’s work, Executive Director Douglas Bitonti Stewart said.

She wanted to make sure they could see the need in the neighborhoods and talk with residents.

When the family had their rst retreat to immerse everyone in the work of the foundation in 2010, they toured Detroit’s Brightmoor neighborhood, an area of focus for the foundation.

“Mrs. Fisher said, ‘I want them on

Because there are more members of the family who want to get engaged in the foundation than board seats, the family also created grant committees for each of its impact areas and more application-based seats on those.

More than half of the 20 next gens in the extended family are engaged in the family foundation’s work through the board or committees, Stewart said, and they’re also engaging in other social impact work.

Amanda Fisher, licensed realtor at Max Broock Realtors in Birmingham, serves on the City Year board. Her cousin Alessandra Aronow, is secretary of the Fisher Foundation board, co-founder and trustee of Figure Skating in Detroit and a trustee of GoodWeave International, among other roles. Andrew Sherman is deeply engaged with the Jewish Federation of Metropolitan Detroit.

Caroline Cummings Ra erty, the founder of a Palm Beach interior design rm, is on the board of the Jewish Federation of Palm Beach County, the Fresh Air Fund of New York, e Palm Beach Day Academy and the South Florida Science Center. She co-founded the Florida-based Lovelight Foundation with her mother Julie Fisher Cummings to empower at-risk women and youth in urban areas, and serves as president on its board.

“ ey wanted to learn from us..but really, I’ve learned so much from them and their way of viewing the world...they’re constantly thinking of new ways to improve the way the work is done,” Julie Fisher Cummings said.

People in their 20s, 30s and 40s are professionals, bringing a di erent lived experience and di erent relationships, Stewart said. Because of that, they’re approaching the work di erently.

But they’re still learning from the generations that came before them.

“One thing my grandmother was very concerned about was that we always remain exible,” said Aronow, 31, said.

“She was always aware that nothing is permanent and nothing lasts forever. As time changes, people change...need changes, we need to adapt to whatever the asks are around us.”

Contact: swelch@crain.com; (313) 446-1694; @SherriWelch

“It’s about a network, about expanding the reach, about involving new generations and making sure we’re refreshing constantly our pipeline of intellectually curious individuals,” Savage said.

Starting early is key

People are starting to realize that for their legacies to live on, especially in the Jewish community, we need to bring in younger people more often and give them a seat at the table, said Steven Ingber, CEO of the Jewish Federation of Metropolitan Detroit.

e federation spends a lot of time engaging with next gens and others who aren’t necessarily major donors, said Julie Tepperman, senior director of community development, overseeing its NextGen division.

“We work really hard to create space for everyone who wants to be involved,” primarily through the federation but also at agencies that call when they are looking for board members, she said.

At Wayne State University, the effort focuses on connecting students to its alumni association before they depart the university.

“(It’s) really nurturing that early stage before they even make a gift to the institution,” said Leslie Carmona, senior director, donor experience and individual giving at Wayne State University. at comes through talking to

NEXT GEN

From Page 15

He serves on the Cranbrook Schools Board of Governors and Community House in Birmingham and is a past member of the board of advisers for his alma mater, Denison University in Granville, Ohio.

“ is generation now wants to see more of an impact,” said Polk.

Making space and mentoring

For its part, Gen X is playing a really important role in bringing in the next gens, Stewart said.

“Because we don’t have to take the lead, and the generations behind us feel like they want to...we’re the diplomats kind of ...pushing it together,” he said.

Baby Boomers in families and on boards are also working to bring

Volunteerism through things like chairing events and serving on boards is a longtime engagement tool in philanthropy but especially important in drawing next gens who want hands-on involvement and lots of feedback on the impact of their support into nonpro t work, said Carmona, who is also president of the Detroit Chapter of the Association of Fundraising Professionals. “ ere’s a level of involvement (this) generation wants, and volunteer opportunities are some of the best ways to provide that and (create) an engaged individual who often will very easily consider a gift to whatever organization they’re working with,” said Carmona, a 37-year-old next gen herself.

Many nonpro ts are focused on larger donors, but she believes fundraisers need to start treating all donors alike, with similar types of relationship building and feedback on impact, regardless of the size of their gift.

“ ere’s a propensity in our industry to focus on the generations that can give you the most, but if you don’t begin to cultivate very strongly, the pipeline of donors that are giving $10 now, there will not be ve-, six-, seven- gure donors fteen to twenty years from now. We will have lost them.”

Carmona said she’s passionate about getting fundraising folks to

understand that proportional giving is huge.

“If I’m a year out of my undergrad, I’m making $30,000, and I give you a $25 gift, that’s proportional to me 25 years down the road (giving) you $10,000,” she said.

“It’s the same proportion of what I’m making, what I’m capable of. And it’s equally important.”

Contact: swelch@crain.com; (313) 446-1694; @SherriWelch

next gens in now, rather than waiting until they depart.

DePriest said she and others are bene ting from being given seats alongside the generations before them, as anxious as they are to move into commanding roles in support of social impact work in the region.

“As a leader, I wouldn’t have so many of the skills and so many other things that I’ve learned if I hadn’t had the chance to sit in the room with those people who are so experienced in their philanthropic journeys,” she said.

“It’s not about throwing the baby out with the bathwater, really. It’s about learning the history of what has worked in the past and where maybe small changes can be made to make things work for the next generation.”

Contact: swelch@crain.com; (313) 446-1694; @SherriWelch

“WE WORK REALLY HARD TO CREATE SPACE FOR EVERYONE WHO WANTS TO BE INVOLVED.”

—Steven Ingber, Jewish Federation of Metropolitan Detroit

SOURCE: MICHAEL MOODY, FREY FOUNDATION CHAIR FOR FAMILY PHILANTHROPY AT THE DOROTHY A. JOHNSON CENTER ON PHILANTHROPY AT GRAND VALLEY STATE UNIVERSITY; AND SHARNA GOLDSEKER, CO-AUTHORS, “GENERATION IMPACT: HOW NEXT GEN DONORS ARE REVOLUTIONIZING GIVING.”

and Karen Cullen with

WHAT WE DO

42 Strong’s mission is to create a better future by helping students develop a greater sense of purpose, community, and resilience.

In the wake of Nov. 30, 2021 and Tate Myre’s death, the Myre family was called to action. ey needed a way to memorialize Tate and his vast contributions to his community and beyond.

e Myre family knew they had to act on this rare, innate quality that Tate had boundlessly embodied and shared. ey compiled the list of 12 Tate Traits and began to build on the idea of his legacy being his dedication to community building.

42 Strong, a youth mentorship program named a er Tate Myre’s football jersey number, was created in honor of this extraordinary young person’s innate ability to serve as a counterforce to the troubling mental health trends among his peers. e program re ects the peer support that Tate provided, improving interpersonal connections among the youth whose lives he touched.

42 Strong takes mentors in grades 10-12 and pairs them with a mentee that in grades 7-9 to help create a stronger bond within the community.

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•We provide a network of peer role models.

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DONATE: By making a one time or monthly donation at 42strongtate.org, you are investing in a generation that needs more support now than ever before. Your support helps build future leaders, promote positive well-being and create cohesive communities.

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Ty

Myre Training Manager

Jenna Elling Secretary & Communications Manager

FUNDING SOURCES

Retail 3%

Other 19%

WEBSITE 42strongtate.org Contributions

55%

23% Events

Our mission is to create a better future by helping students develop a greater sense of

PURPOSE – COMMUNITY – RESILIENCE

42 Strong provides an unmatched peer-to-peer mentoring program based on the consistency, caring and humble con dence Tate Myre displayed during his life.

In the face of tragedy we’ve found TRIUMPH

42 Strong is a great way to impact someone in the community positively. You cannot only develop leadership and communication skills, but be a prominent person in someone else’s life that they can lean on.

TRUST. LOVE. BUILD.

The biggest reason I would tell someone to join 42 Strong would probably be the amazing people you meet because when I joined I did not really expect to have so many people who care about you and your mentality.

42 Strong is dedicated to helping the youth in our communities nd the right path

Funds received by donors make it possible for us to host monthly events to bring participants together –– we have dreams and goals of expanding 42 Strong to impact as many youths as possible, but in order to do that, we need your support.

THE WORLD IS READY FOR A CHANGE & WE’RE READY TO BRING IT TO THEM

You’re invited to learn more about 42 Strong

WHAT WE DO

e American Cancer Society is a leading cancer- ghting organization with a vision to end cancer as we know it, for everyone. We are improving the lives of people with cancer and their families as the only organization combating cancer through advocacy, research, and patient support, to ensure that everyone has an opportunity to prevent, detect, treat, and survive cancer.

Since 1991, we have invested $3.1 billion in cancer research contributing to 3.5 million fewer cancer deaths. We advocate for high-quality, a ordable health care for everyone. We o er support programs for people with cancer and their caregivers. And we do it all 24 hours a day, 7 days a week. Every cancer, every life.

Last year in Michigan alone, the American Cancer Society:

•Provided $195,000 in transportation and lodging grants for Michigan health system partners to help patients and caregivers access cancer treatment.

•Invested in 19 cancer research grants to Michiganbased cancer researchers totaling $13.8 million.

•Provided more than 1,900 nights of free lodging to cancer patients who reside in Michigan.

•Collaborated with partners across the state to address cancer disparities, including developing a provider training for LGBTQ individuals, creating and disseminating cancer information in Arabic, and supporting initiatives to increase breast cancer screening rates in African American women in Detroit.

EVENTS & FUNDRAISING

HOW YOU CAN HELP

EXPLORE: We couldn’t do what we do without our volunteers and donors. Together, we’re making a di erence – and you can, too. Become a volunteer, make a tax-deductible donation, or participate in a fundraising event to help us save lives.

JOIN: One of the easiest ways to make an impact is to get involved with one of the following local initiatives:

• Detroit Discovery Ball - Learn more at detroitdiscoveryball.org.

• Men Wear Pink - Get involved at menwearpink.org.

• Making Strides Against Breast Cancer - Volunteer or register: makingstrideswalk.org.

• Taste of Hope Grand Rapids - Get involved at acstasteo opewmi.org.

HELP OTHERS: Find volunteer opportunities at cancer.org/volunteer.

DONATE: Make a donation now at bit.ly/donatemichigan or visit the QR code below.

LEADERSHIP

FUNDING SOURCES

The Detroit Discovery Ball brings together corporate and community leaders from across Detroit to support the mission of the American Cancer Society. This year’s event will be held on November 11 at The Fillmore.

The Making Strides of Detroit presented by Chevrolet has raised more than $17 million to support the American Cancer Society’s investment in breast cancer research, ensure greater access to care and provide patient support programs and services here and across the country.

SUSAN VENEN-BOCK Chair, Michigan Board; Owner, SVB Consulting

JENNI BEAMER Senior Executive Director

Randall Melton Kroger Michigan Division; Vice Chair, Michigan Board

Tom Pursel Merrill Private Wealth Management; Ex Of cio Chair, Michigan Board

WHAT WE DO

Whether your toddler has just received an autism diagnosis or your teenager with autism needs support preparing for their rst job, the Autism Alliance of Michigan (AAoM) is here to help ensure individuals with autism reach their greatest potential. AAoM was founded in 2009 upon the conviction that people living with autism spectrum disorder (ASD) can and should succeed in their lives, and their families and friends can support them in their journey. AAoM leads e orts to raise expectations and expand opportunities for people touched by autism.

A trusted resource for individuals with autism and their families, AAoM deeply believes that independence, health, safety and well-being are foundational to a full life, and we strive to provide every family with access to services that meet the needs across the life span. Additionally, AAoM is committed to statewide advocacy to address system reform so every child has an opportunity for a quality, inclusive education and readiness for employment, college or the vocational program they desire. e organization and its leadership envision a world where no family member is limited because they have autism.

AAoM’s three key pillars of statewide initiatives include: reducing age of diagnosis and access to the earliest interventions; quality, inclusive education; and successful employment and job opportunities. AAoM has served over 45,000 people throughout the state through these mission pillars, helping individuals and families living with autism navigate and understand the complex questions they face on a daily basis.

EVENTS & FUNDRAISING

HOW YOU CAN HELP

EXPLORE (WHAT’S NEW): AAoM is leading two statewide education coalitions to support our 10year goal to raise graduation rates for students with autism. We are addressing equitable funding, system accountability and evidence-based practices to better prepare students for employment and independent living.

JOIN: If you are interested in volunteering for any of our signature fundraising events or ongoing learning programs including Autism 101 or Watch Me Grow, please contact our o ce at 877-463-2266.

HELP OTHERS: If you know anyone a ected by autism in Michigan, please direct them to our MiNavigator program (877-463-2266 or Navigator@ aaomi.org). MiNavigator o ers endless resources and immediate answers through the life span for families overcoming complex barriers to care.

DONATE: Your support will help AAoM provide help, hope and answers to Michigan families a ected by autism. Donate today at aaomi.org/donate.

SHARE: e Autism Hero Walk is a celebration to raise funds and awareness for families in Michigan a ected by autism. e one-mile walk will be held at the Detroit Zoo in Royal Oak Saturday, September 23.

LEADERSHIP

ADDRESS

26913 Northwestern Highway, Suite 520

South eld, MI 48033

PHONE

877-463-2266

WEBSITE

autismallianceofmichigan.org

37 EMPLOYEES

2022 REVENUE $4.2M

FOUNDED IN 2009

OFFICERS OF THE BOARD

Dave Meador Co-Founder/Past Chair

Stephen D’Arcy Co-Founder

Brian Calley Vice Chair

William Ernzen Secretary

Colette Rizik Treasurer

FUNDING SOURCES

6.2% Endowment

Contributions

44.7%

.09%

2% Corporations

46.2% Events

Grants

Gov. Whitmer and Colleen Allen, Ph.D., AAoM President & CEO at the 2023 Michigan Shines for Autism Gala.

Our rst Autism Hero Walk is Sunday, June 25 at The Meadows at Millennium Park in Grand Rapids, and our Southeast Michigan area Autism Hero Walk is Saturday, September 23 at the Detroit Zoo.

RONALD FOURNIER Chair

COLLEEN ALLEN, PH.D. President & CEO

WHAT WE DO

Students in the Beyond Basics program achieve grade level movement in an average of six weeks. Trusted by 40+ school and community partners, we are transforming lives and communities.

As the national conversation around learning to read illustrates, illiteracy casts a shadow over the bright future of millions of Americans. Many students at every grade level read below pro ciency, damaging their academic success, self-con dence, and access to college and career programs.

“Illiteracy is a solvable problem,” says Pamela Good, cofounder and CEO of Beyond Basics. “We must respond with what works.”

Our solution o ers three unique components:

1.Individualized diagnostic assessments delivered by certi ed teachers, measuring components of literacy lacking for each child.

2.A structured literacy approach that includes phonics and decoding.

3.Highest dosage tutoring: one-on-one, one hour a day, ve days a week, which closes literacy gaps for students reading below grade level.

From 2008-2022, high schoolers improved an average of 2 grade levels of reading. On average, K-12 students achieved 1.5 grade levels of movement. Literacy is an investment in our children’s futures. Our kids are waiting on us; the time is now.

PROGRAMS & FUNDRAISING

HOW YOU CAN HELP

JOIN: e national conversation around reading pro ciency and literacy builds awareness of the problem and our solution. Join other literacy advocates as we highlight important stories using the hashtag #LiteracyMatters on Facebook, Instagram, LinkedIn and Twitter.

HELP OTHERS: One-on-one, highest dosage literacy tutoring is the mainstay of our work, and this e ort has reinforced our understanding that health and wellness a ect literacy outcomes. In that spirit, our Caring for Kids program provides coats for our students. To participate this fall, reach out to info@beyondbasics.org.

DONATE: We are thankful for the many partners, volunteers and donors who have supported our pursuit of literacy for everyone for the past two decades. Join them in helping us bring our essential work, which is critical to the rapid growth of students as readers. Your donation gives the gi of literacy. Give at donatenow.networkforgood.org/110221.

SHARE: Did you know that approximately 85% of participating students experienced positive improvements in their reading level when completing a Beyond Basics literacy prescription? If you are interested in sharing this and more information about our program, we encourage you to view and spread the word about our most recent longitudinal outcome data. Visit beyondbasics.org/outcome-data-2023

LEADERSHIP

ADDRESS

18000 West Nine Mile Road, Suite 450 South eld, MI 48075

PHONE

248-918-3543

259 EMPLOYEES

2022 REVENUE

$7.08M

FOUNDED IN 1999

BOARD OF DIRECTORS

Antonio Pittiglio

Treasurer

Selam Sanders

Secretary

Charles D. Bullock

Gina Coleman

Stu Dow

Ethan Gross

R. J. King

David Van Elslander

ADVISORY BOARD

David Farbman

Emily Ford

Aaron Frankel

Carolynn Frankel

Ira Jaffe

Jack Krasula

Josh Linkner

Linda Orlans

FUNDING SOURCES

5%

8% Events

2%

Other

WEBSITE beyondbasics.org Contributions

30%

Programs

55% Grants

A Beyond Basics trained tutor works one-on-one with a student using the organization’s proven, multisensory curriculum.

Professional tutors work with students on site. Beyond Basics goes to the students during the day for maximum participation.

PATRICK RUGIERO Board Chairman

PAMELA GOOD Co-founder & CEO

HIGHEST DOSAGE LITERACY TUTORING.

HIGHEST DOSAGE LITERACY TUTORING.

LIFE-CHANGING RESULTS . LIFE-CHANGING RESULTS.

LIFE-CHANGING RESULTS

WHAT WE DO

e Children’s Center is home to many specialized clinical services. We lead the way in working with children who struggle with behavioral, emotional, educational, intellectual and developmental challenges or may have experienced trauma.

We treat the whole child, looking at more than a single issue so we can provide the best, most comprehensive integrated care. We examine barriers in the home, school and community, working with the family who raises them and the organizations that support them.

Follow us and share our mission on social media:

Facebook: @TCCCofWayneCounty

LinkedIn: @ eChildren’sCenter

Instagram: @thechildrenscenter

Twitter: @ChildrenCtr

YouTube: @ eChildrensCenter1

HOW YOU CAN HELP

GET INVOLVED: Over the next decade, Crisis to Connection: An Imperative for Black Boys will bring together key systems leaders and community change champions to develop a comprehensive plan that identi es and treats intergenerational trauma and addresses implicit bias and systemic racism that impacts the life trajectory of Black boys. Learn more at thechildrenscenter.com/crisistoconnection.

JOIN: Volunteer as an individual or group for a variety of events and activities by visiting thechildrenscenter. com/take-action/volunteering-opportunities.

DONATE:

•Your dollars make it possible for children, who have experienced unimaginable challenges, to receive lifechanging services. You make these resources a reality with your gi . Visit thechildrenscenter.com/donate/ donate-online.

•Include the Children’s Center in your annual employee or member giving campaign or as a charitable giving option for employees via payroll deduction.

•Sponsor an annual fundraising event: Autoglow: e premiere a erglow event for the North American International Auto Show Charity Preview, presented by Ford Motor Company, returned to Ford FIeld in grand fashion on September 16, 2022. e Power of Possibilities Breakfast: e event, presented by Ford Motor Company, was back in-person since the pandemic on May 9, 2023, hosting over 400 guests at MotorCity Casino.

•Organize a donation drive and collect items such as: non-perishable food, clothing, baby basics, hygiene items and household goods.

LEADERSHIP

PROGRAMS & FUNDRAISING

ADDRESS 79 Alexandrine West Detroit, MI 48201

PHONE

313-831-5535

WEBSITE thechildrenscenter.com

200 EMPLOYEES

2022 REVENUE

$20.3M

United States Senator James Couzens felt a deep compassion for the plight of these children. In 1929, he helped establish The Children’s Center, one of the rst child-guidance clinics in the country.

Byers Chief Financial Of cer

Raymond

Carlynn Nichols

Chief Clinical Of cer

Cheryl A. Simon Chief Philanthropy Of cer

Desiree Jennings Chief Compliance & Revenue Of cer

FUNDING SOURCES

Inspired by the “Imagine With Me” theme, AutoGlow guests joined the festivities and helped children and families shape their own futures at the premiere NAIAS Charity Preview afterglow event.

President and CEO Debora Matthews welcomes guests, shares her personal story and how “The Power of One” person can change outcomes in the lives of children and families.

GEORGE WINN Chief Operations Of cer

DEBORA MATTHEWS President & CEO

YOU CAN HELP DETROIT’S MOST VULNERABLE CHILDREN HEAL, GROW AND THRIVE.

There’s a place that stands for family, for healing and for hope.

A place that provides a healthy safe haven for children to overcome their challenges and grow into strong, healthy, productive adults.

That place is The Children’s Center. We rebuild hope for children who struggle with unimaginable difficulties.

The pain of mental abuse. The scars of poverty. The burden of neglect.

You can help mend the hearts, repair the wounds, and sow the seeds of a beautiful future for Detroit’s most vulnerable children with your generous gift. Please give.

WHAT WE DO

A separate 501(c)3 fundraising arm, the Corewell Health Foundation – Southeast Michigan raises philanthropic support to fund capital projects, innovative technologies, medical research, educational programs, wellness e orts and other services that directly bene t patient care. With generous donor support, the Foundation helps the nonpro t Corewell Health in Southeast Michigan meet its mission to improve health, instill humanity and inspire hope.

Corewell Health in Southeast Michigan (formerly Beaumont Health) comprises eight hospitals and 155 outpatient sites with nearly 5,000 a liated physicians, 1,800 advanced practice providers, 9,000 nurses and 2,000 volunteers across southeastern Michigan. Our commitment to patient- and family-centered care contributes to the health and well-being of residents throughout the community and beyond.

Our children’s hospital provides comprehensive children’s health care services, including inpatient care, emergency medicine, rehabilitation, and specialty programs such as the Center for Exceptional Families. It is the only Children’s Miracle Network Hospitals a liate in Southeast Michigan.

Corewell Health in Southeast Michigan is the exclusive clinical teaching site for the Oakland University William Beaumont School of Medicine. Students from Michigan State University College of Osteopathic Medicine and the Wayne State University School of Medicine also train at our hospitals.

HOW YOU CAN HELP

DONATE: Philanthropy is key to exceptional care at Corewell Health. Charitable dollars fund new facilities, innovative equipment and programs that directly bene t patients and families. Donations stay local and may be designated to a speci c initiative, location or community. Donating is easy at beaumont.org/giving.

YOUR SUPPORT: Donors to the Corewell Health Foundation – Southeast Michigan provide:

•Leadership gi s

•Planned gi s

•Gi s to honor loved ones

•Corporate partnerships

•Special event sponsorships

JOIN US: Major community fundraising events o er an opportunity for you to get involved.

•Four signature golf tournaments: Grosse Pointe Golf Classic on June 5, Women’s Health Care Classic on June 12, Drive for Life Invitational on July 10, and e Feldman Automotive Children’s Miracle Celebrity Invitational on Aug. 28

• Social Events: William Beaumont Society Gala Fall 2023, Corewell Health Dearborn 70th Anniversary Celebration on Dec. 8 For a listing of all events visit beaumont.org/giving/events.

LEADERSHIP

BENJAMIN SCHWARTZ, M.D. President, Corewell Health East

EVENTS & FUNDRAISING

MARGARET COONEY CASEY

Chief Development Of cer, Corewell Health East and President, Corewell Health Foundation – Southeast Michigan

ADDRESS

26901 Beaumont Blvd. South eld, MI 48033

PHONE

947-522-0100

WEBSITE beaumont.org/giving

33,000 EMPLOYEES (COREWELL HEALTH IN SOUTHEAST MICHIGAN)

2022 REVENUE $32M

FOUNDED IN 2022 (COREWELL HEALTH FOUNDATION) FOUNDED IN 1986 (BEAUMONT HEALTH FOUNDATION)

COREWELL HEALTH EAST BOARD OF DIRECTORS

Christopher Blake Chairperson

Abed Asfour, M.D. Co-Vice Chairperson

Robert Welsh, M.D. Co-Vice Chairperson

Tina Freese Decker

Ashok B. Jain, M.D.

Linda Little, R.N.

Mona Makki

Faye Nelson

John Nemes

Warren Rose

Benjamin Schwartz, M.D.

Anthony Stallion, M.D.

Praveen Thadani

Robert Williams, M.D.

COREWELL HEALTH FOUNDATION –SOUTHEAST MICHIGAN BOARD OF DIRECTORS

Warren Rose Chairperson

Laurie Cunnington Vice Chairperson

Neelam Kumar, M.D. Vice Chairperson

Stuart Blanck

Donald Conn, M.D.

Matthew Denenberg, M.D.

Geoffrey Hockman

Mary Kosch

Lisa Phillips

Robert Rosowski

Edward Russell, III

Karen Wilson Smithbauer

Howard Wolpin

FUNDING SOURCES

104.3 WOMC Turn Up the Miracles Radiothon in 2022 raised more than $500,000 for Corewell Health’s Beaumont Children’s, the only Children’s Miracle Network hospital in Southeast Michigan.

The 2022 Feldman Automotive Children’s Miracle Celebrity Invitational raised more than $1 million for Corewell Health’s Beaumont Children’s and the Mark Wahlberg Youth Foundation.

As our foundation name changes to Corewell Health Foundation – Southeast Michigan, know that your donations remain within our local southeast Michigan communities. Your ongoing support enhances the health and well-being of those we serve. Thank you.

WHAT WE DO

For 40 years, COTS has been committed to serving the most vulnerable members of the Detroit community by providing emergency shelter, a ordable housing and more. COTS is on a mission to create opportunities for families overcoming poverty to collaborate, thrive and succeed in building strong and stable households, neighborhoods and communities.

COTS provides housing and support to nearly 1,000 people daily — and more than 60% of those served are children. Programs include family-only emergency shelter for families; supportive housing with assistance for addiction, disability or illness; a ordable housing; and children’s services such as learning labs to support academic success, drop-in child care to help working parents, and child development services for families experiencing homelessness.

COTS Passport to Self-Su ciency™ (PTS) assists families in reaching their housing, economic, health, education and career goals through coaching, mentorship and support as they overcome homelessness and break the poverty cycle for the next generation — and beyond. is trauma-informed, research-based, transformative whole family approach is designed to create povertyresistant families and is the overarching framework for all of our work, and all of our programs and services are provided within the framework of this theory of change.

“It takes a village to raise a child.” – African Proverb

Everyone plays a part in the success of children in our communities. Join the village, and partner with COTS as we partner with families on their journey to stability and self-su ciency. Together, we can help to break the cycle of poverty for families and Create Opportunities To Succeed!

EVENTS & FUNDRAISING

HOW YOU CAN HELP

EXPLORE: Learn more about COTS, our purpose and our mission by visiting us at cotsdetroit.org or contacting us today for a tour. We welcome the opportunity to connect with you.

JOIN: Partner with COTS and share your time, talents or treasures to create opportunities for families overcoming poverty and homelessness to succeed! Join our family and become a success creator by sharing a monthly gi . Visit us online at cotsdetroit.org/donate.

HELP OTHERS: Volunteers are love in motion. COTS has a variety of opportunities for volunteers to show compassion and to assist in o ering hope to families overcoming homelessness. We cannot do this work alone. Visit cotsdetroit.org/volunteer or call 313-5760201 to learn more.

DONATE: Your support is appreciated and has lasting positive impact on the lives of Detroit families. Consider an annual, bi-annual, quarterly or even monthly gi today. Visit cotsdetroit.org/donate. COTS also needs twin-size sheets, towels, diapers and baby wipes regularly.

SHARE: Sharing is caring! Please spread the word. Advocacy and partnership are an integral part to making necessary changes and to ending the cycle of poverty for the next generation and beyond. Together, we Create Opportunities To Succeed!

LEADERSHIP

Andrew Gilroy Chief Financial Of cer

Aisha Morrell-Ferguson CFRE & Chief Development Of cer

Delphia Simmons Chief Impact Of cer

Jeffrey Rivera Board Vice President

Judy Gruner Board Treasurer

Carol Goss Board Secretary

FUNDING SOURCES

Our Leading Ladies event is an afternoon tea with a collaborative, compassionate and generous air. Enjoy lively conversations, inspirational stories and embrace hope. Consider hosting — decorate and set your table, and invite friends! (Fall 2023)

Soup City is an evening of gourmet soups and small plates, expressions of art, Motor City-inspired music, and dancing to bene t families served by COTS and create opportunities for them to succeed! (January 2024)

LINDA KOOS Board President

CHERYL P. JOHNSON Chief Executive Of cer

family.

creating opportunities to succeed.

WHAT WE DO

At the Detroit Symphony Orchestra, we wake up every morning energized by the possibilities of transforming the lives of people, families and communities through the power of unsurpassed musical experiences. Our outstanding musicians led by Music Director Jader Bignamini and the acoustical wonders of our home, Orchestra Hall, continue to attract the nest musical talent in the world, drawing half a million visitors each year.

We are ercely committed to the people of our city, currently partnering with 174 community-serving organizations and engaging an additional 40,000 people annually through Detroit-based programs.

Since our rst school concerts a century ago and particularly since the founding of the Civic Youth Ensembles in 1970, the DSO has been a national leader in bringing the bene ts of music education to the people and families we connect with across metro Detroit. We currently reach over 115,000 students every year.

Now through Detroit Harmony, we seek to put a musical instrument in the hand of every K-12 student in the city, improving child development through artsbased learning and growing economic opportunity by engaging Detroiters in the provision of instruments and music education.

We know that artistic excellence and community impact are only possible with nancial sustainability, and thanks to our donors, we have been able to achieve balanced budgets for 10 consecutive years. rough the DSO Impact Campaign, we aspire to even greater heights, supporting our city and our audiences for generations to come. Join us today at dso.org/impact.

EVENTS & FUNDRAISING

HOW YOU CAN HELP

DONATE: Our donors are leaders who believe in the value the DSO brings to our local, national and international communities through stellar programming. Your commitment will move us forward. Visit dso.org/donate for more information.

SUBSCRIBE: When you subscribe to the DSO, you get access to world-class music, a community of music lovers and exclusive perks to enhance your experience. Choose a curated series or hear it your way with a package all your own! Visit dso.org/subscribe.

EXPLORE: Are you new to everything the DSO has to o er? Buy single tickets to a concert today at dso.org or call 313-576-5111. Or watch us online through our pioneering series of Live from Orchestra Hall webcasts. Visit dso.org/live for a full schedule.

SHARE: Visit us on Facebook, Instagram, Twitter, LinkedIn and TikTok and share our posts. Bring your friends to the DSO and share your experience by tagging us @detroitsymphony and using the hashtag #IAMDSO.

NAME YOUR SEAT, LEAVE A LEGACY: Orchestra Hall has served as musical beacon for Detroit since its inception in 1919. By naming your seat in historic Orchestra Hall, you are investing in the vibrancy and continued preservation of this iconic Detroit landmark. Contact Alex Kapordelis at 313-576-5198.

LEADERSHIP

ADDRESS 3711 Woodward Ave. Detroit, MI 48201

PHONE 313-576-5111

WEBSITE dso.org

165 EMPLOYEES

2022 REVENUE $26.7M

FOUNDED IN 1887

FUNDING SOURCES

Other 3%

Endowment 12%

Contributions 64% Tickets 21%

Deepen your connection to Detroit’s historic Orchestra Hall by naming a seat today and investing in the vibrancy and preservation of this iconic Detroit landmark. Contact Alex Kapordelis at 313-576-5198.

Since 1978, the DSO’s Classical Roots concerts have celebrated the contributions of African American composers and musicians. Funds raised support programs like the African American Orchestra Fellowship. Contact Ali Huber at 313-576-5449.

DAVID T. PROVOST Chair, Board of Directors

ERIK RÖNMARK President & CEO

Faye Alexander Nelson Vice Chair

Laura Trudeau Treasurer

James G. Vella Secretary

Ralph J. Gerson Of cer at Large

Glenda D. Price, Ph.D. Of cer at Large

Shirley Stancato Of cer at Large

Phillip Wm. Fisher Chair Emeritus & Co-Chair, DSO Impact Campaign

Daniel J. Kaufman Director & Co-Chair, DSO Impact Campaign

WHAT WE DO

Since 1922, the Downtown Detroit Partnership (DDP) has been dedicated to fostering a city that welcomes everyone to live, work, play and visit. As a memberbased nonpro t, the DDP cultivates economic and social impact in Downtown Detroit by connecting public, private and philanthropic sectors, providing stewardship of public spaces and developing programs that engage and bene t all.

DDP actively engages in the collective e orts to support a vibrant business district, a top-rated tourist destination and an overall clean and exciting place to be. DDP supports accessibility and opportunities for all citizens, cultures, income levels and backgrounds. ese e orts are best exempli ed through the Downtown Detroit Business Improvement Zone (BIZ) and the stewardship of six Downtown public parks and spaces, including the award-winning Campus Martius Park, Cadillac Square, Capitol Park, Beacon Park, the Woodward Esplanade and Grand Circus Park. DDP Parks + Public Spaces provide over 1,600 free community programs annually. ese programs elevate and celebrate the best of Detroit for over four million visitors annually.

DDP hosts numerous convenings throughout the year, including small-business gatherings, the Fall Development Forum, the highly anticipated turkeycarving tradition at Detroit Aglow and the cherished community tradition Detroit’s Tree Lighting Ceremony.

With visitation, development and investment trends rebounding, Downtown Detroit is getting ready for some amazing major national events, including the 2024 NFL Dra and the 2027 Final Four. We invite you to join in on the excitement and celebrate the people, parks and places in your Downtown.

EVENTS & FUNDRAISING

HOW YOU CAN HELP

EXPLORE: 2023 is o to a great start and the DDP invites you to join in the excitement. Dine, shop or stroll through Downtown parks during any season. Learn more about Downtown Detroit programs and events by visiting our website.

JOIN: DDP o ers multiple community events and B2B convenings. DDP also has a membership program open to organizations and businesses of all sizes.

HELP OTHERS: In 2022, DDP piloted an innovative behavioral health outreach program to connect individuals in the Downtown experiencing homelessness, mental health, and/or addiction challenges with services. To date, the program has connected hundreds of individuals to services.

DONATE: Text DETROIT to 41444 to support DDP Parks + Public Spaces; to make a charitable contribution or discuss how your gi can make a lasting impact, contact Mary Riegle at 313-314-2720 or mary.riegle@ downtowndetroit.org

SHARE: Follow us on social at @DowntownDET and share good news about Detroit with your network! Email info@downtowndetroit.org to receive our e-newsletter with event information, news, interviews and more.

LEADERSHIP

ADDRESS

1000 Woodward Avenue, Suite 380

Detroit, MI 48226

PHONE 313-566-8250

WEBSITE

downtowndetroit.org

33 EMPLOYEES

2022 REVENUE

$17.1M

FOUNDED IN 1922

Daniel J. Loepp Chair, Executive Committee & Vice Chair, Board of Directors; President and Chief Executive Of cer, Blue Cross Blue Shield of Michigan

Matthew P. Cullen Vice Chair, Executive Committee; Chairman of the Board, JACK Entertainment

Lila Asante-Appiah Chief Administrative Of cer

Mike Bruggeman Chief Safety and Security Of cer

Gina Cavaliere

Chief Community Impact Of cer and BIZ Director

David Cowan Chief Public Spaces Of cer

Cari Easterday Chief Financial Of cer

Robert F. Gregory Senior Consultant, Strategy and Public Spaces

FUNDING SOURCES

15%

Earned Income

18%

Grants

30%

37% Corporate Sponsorship

Detroit Aglow kicks off the holiday season with unparalleled networking and cherished traditions. Detroit Aglow celebrates our city and DDP’s work with a dynamic audience of over 600 business, government and community leaders.

Celebrate summer with Party in the Park, a bene t for DDP parks and public spaces. The event will be held on Thursday, August 3 in Campus Martius Park; learn more on our website.

CYNTHIA J. PASKY, Founder and CEO, Strategic Staf ng Solutions; Chair, DDP Board of Directors

ERIC B. LARSON CEO

WHAT WE DO

Celebrating 55 years of HOPE, Focus: HOPE is a nationally renowned civil and human rights organization and a trusted member of the community. Founded in 1968 by Father Cunningham and Eleanor Josaitis, led today by Portia Roberson, we work to provide a holistic mix of services to disrupt the e ects of racism, poverty and other forms of social injustice in southeast Michigan.

Early Learning: Each year our Early Learning programming works to create quality educational experiences for over 200 children. We start at the very beginning, serving pregnant mothers and children up to ve years old through various evidence-based models.

Youth Development: Our Youth Development program focuses on education, leadership and personal development through a variety of a er-school activities with middle school aged children.

Workforce Development: For over 50 years our job training program has successfully trained thousands of students, giving them the tools to succeed. We o er high-quality work readiness and pre-apprenticeship programs in a range of high-demand career elds.

Food for Seniors: Our Food for Seniors program provides over 40,000 limited-income seniors across southeast Michigan with monthly food packages, assisting them in maintaining their independence, basic needs and healthy living.

Advocacy, Equity and Community Empowerment: Focus: HOPE advocates for systems of change through our Advocacy, Equity and Community Empowerment work. rough a variety of special initiatives and programs such as our youth advocacy group, Generation of Promise, and our successful DEI training model, IDEA in Focus, we work to continue to be a leader in racial and social justice.

EVENTS & FUNDRAISING

HOW YOU CAN HELP

EXPLORE: ank you for 55 years of HOPE! We’re excited to continue to serve our community and continue the mission Father Cunningham and Eleanor Josaitis began 55 years ago. Explore what’s new at Focus: HOPE at focushope.edu.

JOIN: Will you join us in our ght to create a more equitable community for us all? Visit us online to see how you can contribute to our mission! focushope.edu/ how-to-help

HELP OTHERS: Looking for a way to do more? We’re always welcoming volunteers to join us here at Focus: HOPE. Schedule your day of service at focushope. galaxydigital.com.

DONATE: Because of your support, we are able to continue to keep our mission thriving. Please consider giving in support of Focus: HOPE programming at focushope.edu/donate.

SHARE: Spread the word and stay in touch! Follow us on all social media platforms to stay up to date on current events, news and all things Focus: HOPE.

LEADERSHIP

ADDRESS 1400 Oakman Blvd. Detroit, MI 48238

PHONE 313-494-5500

WEBSITE focushope.edu

157 EMPLOYEES

2022 REVENUE $32.1M

FOUNDED IN 1968

BOARD OF DIRECTORS LEADERSHIP

Lizabeth Ardisana Board Vice Chair

Jim Tobin Advisory Committee Chair

FOCUS: HOPE STAFF LEADERSHIP

Daryl Hurley CFO

Keri Gaither Chief Development Of cer

Tashawna Parker COO

FUNDING SOURCES

3%

Tuition

12%

Other Contributions

13%

Other

31%

41% Federal, State & Local Funds

USDA Commodities

We’ve partnered with Wayne County to provide free food distributions! Visit us online at focushope.edu/programs/food-for-seniors for more information.

You’re invited to join us as we celebrate 55 years of HOPE during our annual March 4 HOPE on Sunday, October 8.

D.SCOTT SANDEFUR Board Chair

PORTIA ROBERSON CEO

CUNNINGHAM. JOSAITIS. DETROIT.

CELEBRATING 55 YEARS OF HOPE.

WHAT WE DO

Hunger is in every neighborhood. Our mission is to reduce food insecurity and reduce food waste. We do this by rescuing an average of 42 million pounds of food every year from a variety of food donors and then delivering this food free of charge to 200 partner agencies. is food makes the di erence between a child waking up and going to school hungry or arriving nourished and ready to learn. e food senior citizens receive ensures they can pay for essential prescription medications and still have access to healthy, nutritious food.

Our food helps to bridge the gap for hundreds of thousands of people, enabling them to provide for themselves and their families. We provide hope in someone’s darkest hour. We empower those who are struggling by providing food in a digni ed way to help break the cycle of hunger.

Forgotten Harvest is driving transformational impact for our neighbors in need and helping to create a sustainable food-security network in metro Detroit.

HOW YOU CAN HELP

JOIN: Get involved with Forgotten Harvest and be part of the solution today at forgottenharvest.org

VOLUNTEER: Forgotten Harvest needs your help more than ever. Volunteering is a great team-building and engagement opportunity. Volunteer groups are needed daily to help repack and distribute food. For questions, please contact volunteer manager Npeeples@ forgottenharvest.org. To register, visit forgottenharvest. org/volunteer.

DONATE: Your nancial support helps meet the greatest needs. Every $10 gi provides $70 worth of groceries or food toward 40 nutritious meals for children, families and seniors in our metro Detroit communities. To donate, visit forgottenharvest.org/ donate. For more information, contact Susan Chomsky at donations@forgottenharvest.org.

SHARE: Visit forgottenharvest.org or follow us on social media.

LEADERSHIP

Randy Kummer Board Chair

Mike Spicer Chief Operations Of cer

Anne Ginn Chief Public Policy Of cer

EVENTS & FUNDRAISING

Chief Executive Of cer

PHONE 248-967-1500

ADDRESS 15000 W. Eight Mile Road Oak Park, MI 48237 WEBSITE forgottenharvest.org

99 EMPLOYEES

FY 2021- 2022 REVENUE & SUPPORT: $91.6M

FOUNDED IN 1990

Michael Butman Chief Information Of cer

Tim

Hudson Chief Development Of cer

Cathleen

Brook Talent & Culture Of cer

FUNDING SOURCES

6%

4%

7% Special events

Foundations and trusts

Other

11%

72% Government grants

Contributions

The Women’s Harvest Lunch at the Royal Oak Farmers Market is an afternoon which brings together women, businesses and community leaders who are committed to alleviating hunger and reducing food waste. Check our website for more details.

ADRIAN LEWIS

CREATING BETTER SOLUTIONS FOR METRO DETROIT HUNGRY FAMILIES

Forgotten Harvest is dedicated to relieving hunger in metro Detroit and preventing nutritious food waste. We rescue over 42 million pounds of food annually from 530 donor sites including wholesale distributors, farmers, dairies, restaurants and 267 grocery stores. This food is delivered at no charge to more than 200 food pantries, soup kitchens, shelters, and mobile pantries across metro Detroit.

The generosity of the metro Detroit community makes the work of Forgotten Harvest possible. Forgotten Harvest has recently opened our new facility at 15000 West Eight Mile Road in Oak Park. Our warehouse and volunteer center will enable us to provide a more diverse and nutritional mix giving the Right Food, in the Right Quantity, at the Right Place, and at the Right Time.

Please help us feed our community. Be part of the solution - today. | www.forgottenharvest.org

WHAT WE DO

Gilda’s Club Metro Detroit provides tools and resources for families seeking support through a cancer diagnosis at no cost.

Hundreds of free support, education, wellness and resource groups and workshops provide a welcoming community and knowledge to build con dence — and a path — as families face the complexities of a diagnosis.

In partnership with medical treatments and protocols, Gilda’s Club Metro Detroit provides the mental health component to assist with the stress, anxiety and decision-making in this challenging time in their lives.

Access is crucial for the most vulnerable, particularly on the heels of the COVID-19 environment. Immunocompromised households continue to face daunting obstacles. Gilda’s Club o ers virtual and inperson programming to provide a safe haven for families to choose the access that is most comfortable and comforting for them.

What sets Gilda’s Club apart are the licensed clinicians who provide the expertise to guide and engage members in a community of support and transformative tools to identify individual needs. A proven approach to psychosocial care sets the gold standard of care at no cost to anyone who seeks support through a diagnosis. Gilda’s Club is fully operational across metro Detroit with physical locations in Royal Oak, Saint Clair Shores, Detroit and a robust live virtual destination.

HOW YOU CAN HELP

EXPLORE: Get to know us. Know our vision and our work so you can comfortably ask someone along the cancer experience, “Have you heard of Gilda’s Club?”

JOIN: If you have cancer, know someone who does or are supporting a friend or family member, go to gildasclubdetroit.org and sign up for a simple New Member meeting and take those rst important steps.

HELP OTHERS: Volunteers add to the supportive community that li s families facing cancer. From upkeep of beautiful facilities to wrapping gi s from Santa — the rewards and friendship are aplenty.

DONATE: Gilda’s Club relies on the generosity of individuals, corporations, foundations, fundraisers and legacy gi s to keep the red doors open at three physical locations and a robust virtual platform. Donations, big and small, make a world of di erence.

SHARE: Be an ambassador. e larger our community, the more ways, resources and answers our community can draw from.

LEADERSHIP

ADDRESS 3517 Rochester Rd. Royal Oak, MI 48073 (main address)

PHONE 248-577-0800

WEBSITE gildasclubdetroit.org

17 EMPLOYEES

2022 REVENUE $2.3M

FOUNDED IN 1993

EVENTS & FUNDRAISING

Shanita Brown Director of Finance & Operations

Megan Hengesbaugh Director of Marketing & Events

Brianna Ianni Volunteer & Events Manager

Laura Wake eld Development Manager

Megan Nikolich Program Director

Wendi Henning Child, Teen, Family Program Manager

Ashley Williams Program Manager

Shelby Beckman Program Manager

FUNDING SOURCES

Other 16%

Events 20%

32% Grants

Contributions

32%

During Bras for a Cause, survivor models take to the runway donning beautiful art bras in this one-of-a-kind event to celebrate courage and sass. This vibrant and emotional night leaves you in awe. (October 14, 2023).

Experience a spectacular morning of friendship during the Gilda’s Family Walk & 5K Run and share the gratitude for a supportive community for families facing cancer. (September 9, 2023).

BILL PUMPHREY Chair, Board of Directors

LAURA VARON BROWN CEO

COMMUNITY IS STRONGER THAN CANCER

WITH FOUR LOCATIONS IN METRO DETROIT, GILDA’S CLUB OFFERS VIRTUAL AND IN-PERSON PROGRAMMING TO PROVIDE ACCESS FOR FAMILIES TO RESOURCES, SUPPORT AND A COMMUNITY TO FACE CANCER WITH CONFIDENCE.

WHAT WE DO

Established in 1971, Growth Works provides our clients with extraordinary support as they navigate the challenges of substance abuse and juvenile delinquency. It is our mission to help individuals restore hope, support change and improve their lives. We are proud of our many accomplishments and successes in supporting youth and families with a variety of essential services.

Growth Works’ innovative programs and client-centered focus is what sets us apart from other providers in Southeast Michigan for over y years. To meet the needs of the community we serve, Growth Works’ approach includes evidence-based treatments and solutions for a range of substance abuse, juvenile delinquency and mental health challenges. Our expertise in behavioral health, juvenile justice and community services allows us to provide exceptional programs to help our clients.

Growth Works strives to be a positive force for the people it serves throughout the region. One of the keys to Growth Works’ continued success is its ability to bring organizations and community leaders together to create resources for those in need. We celebrate our strong partnerships with many organizations, including Western Wayne County schools, public o cials, police departments and nonpro t organizations.

Growth Works provides services in four locations: Plymouth, Canton, Garden City and Romulus. Growth Works also partners with many organizations to provide services to our clients. It is our goal to provide highest quality case management solutions, family services, substance abuse and chemical dependency programs in Wayne County.

EVENTS & FUNDRAISING

HOW YOU CAN HELP

JOIN: A career with Growth Works comes with outstanding bene ts, competitive wages and the chance to be part of an organization that truly makes a di erence. We consistently work to hire the best and brightest available to ll our positions. Our team is kind, caring, constantly innovating and providing vital services to those in need.

DONATE: Your support helps us to meet the growing needs of the communities that we serve. Our long history of serving the community demonstrates our determination and resolve in helping people rise above the challenges of substance abuse and juvenile delinquency. You can nd more information at gwcares. org/donate.

HELP OTHERS: Our goal is to ensure that anyone who needs help can nd it. Please help us spread our mission of hope by telling family and friends about us; anyone who nds themself in a position where they need our services can turn Growth Works.

SHARE: Help us spread the Growth Works mission by following us on Facebook, LinkedIn and Instagram. You can also stay up to date with everything new at Growth Works by visiting gwcares.org and signing up for our newsletter. We need your help to get the word out about all the great work happening at Growth Works!

LEADERSHIP

Chief Executive Of

DAVID

Board President

ADDRESS

271 South Main Street

Plymouth, MI 48170

PHONE

734-455-4095

WEBSITE

gwcares.org

86 EMPLOYEES

2022 REVENUE $14.2M

FOUNDED IN 1971

Jessica Klotz Chief Operating Of cer

Anne Munro Business

Director

Brian Langlois Operations

Director

Laura Reiners Community Relations Director

Susan Brown Vice President Board of Directors

Jordyn

Sellek Secretary Board of Directors

Neal Schultz Treasurer Board of Directors

FUNDING SOURCES

5%

5.50% Contracted Services

Government Funding

Donations

86.50%

Government Funding for Juvenile Justice

1%

2% Grants

Growth Works supports the annual Mental Health Conference hosted by the Suicide Prevention Coalition. This event is an opportunity to educate, inform and show our appreciation for school mental health care teams.

Growth Works is a team of incredible case managers, social workers, peer recovery coaches, clinicians and other team members who embody our mission to restore hope, support change and improve the lives of everyone we come in contact with.

SCULATI

NICK GRISWOLD

cer

WHAT WE DO

Since 1971, Hegira Health, Inc. (HHI), has been a leader in behavioral healthcare. With locations in the western and downriver regions of Wayne County, MI, HHI is a recognized leader of community-based behavioral healthcare across the state. Hegira Health is focused on growing and innovating to meet the health, safety and well-being needs of our community members. We are dedicated to achieving wellness rst through our team’s commitment to excellence in service that embraces all people and does so with integrity and resolve.

While specializing in serious mental illness in adults and serious emotional disorders in children, we o er a comprehensive array of services from birth through adulthood to address mental health and substance use, primary medical care and the needs of those with intellectual and developmental disabilities. It is our charge to ensure that quality, individualized and rapidly accessible integrated treatment and prevention services are available to all regardless of severity of illness, ability to pay or residence. Hegira means journey, and we provide support along the journey of life for individuals and families.

Our leadership achievements include: executive committee roles in signi cant local, state and national associations; memberships on statewide workgroups; master trainer status in suicide prevention training; healthcare honors recognizing top and up-andcoming leaders; national conference presentation; and development and integration of mental health and law enforcement coordinated services within 11 neighboring municipalities.

As a “Zero Suicide” organization, we are committed to the mission of eliminating death by suicide in our community through education, training and treatment.

EVENTS & FUNDRAISING

HOW YOU CAN HELP

rough our team’s commitment to excellence in service that embraces all people with integrity and resolve, we o er a comprehensive array of services for people and families from birth through adulthood, to address mental health and substance use, primary medical care and the needs of person with intellectual and developmental disabilities. As a Certi ed Community Behavioral Health Clinic (CCBHC), it is our charge to ensure that quality, individualized, rapidly accessible integrated treatment and prevention services are available to all persons regardless of severity of illness, ability to pay or residence.

EXPLORE: With important funding through SAMHSA CCBHC-IA funds and our new partner Network 180, we have developed our Youth in Transition, ages 1625, specialty care, which includes many services and programs to address young adults experiencing their rst episode of psychosis.

DONATE: Largely funded through fee-for-service relationships, our fundraising e orts support special projects not reimbursable through private insurance or public funding. Past donors have supported suicide prevention campaigns, including our recent Breakfast for Champions, recognizing our law enforcement partners. HHI is GuideStar Certi ed.

LEADERSHIP

FUNDING SOURCES

1%

Other

8%

Grants

91%

Programs

Hegira Health hosted Breakfast for Champions to celebrate our partnerships with 11 police departments in Western Wayne County which provide Crisis Mobile Co-Response services for individuals experiencing behavioral health crises.

HHI QPR Trainers with former Detroit Lion Eric Hipple at “Everybody vs. Stigma” event with Northville High School.

PATRICK O’NEIL Board Chair

CAROL ZUNIGA CEO

Edward Forry Vice Chair

Charles Chase Secretary/Treasurer

Phil Cavanagh Director

Joan Bongard Director

Masline Horton Director

Linda Gale Director

Lynn Khadra Director

Kimberly Zazula Director

Joan Kovacs Director

Lisa Forbes Director

For more than 50 years, Hegira Health, Inc. has been a leader in behavioral health care, providing a wide variety of integrated treatment, mental health, substance abuse treatment and preventative services to individuals of all ages. Our goal is to ensure the availability of quality, individualized and rapidly accessible integrated behavioral health care and prevention services to individuals and families of all income levels.

WHAT WE DO

What began in 1978 when a small group of visionary citizens of the Grosse Pointes and Harper Woods created a “one-stop shop” to help residents remain in their own homes with dignity and independence is now our community’s single resource for all things related to aging purposefully. e Helm is a 501(c)3 nonpro t, non-residential senior community center dedicated to making the Grosse Pointes and Harper Woods areas a great place to grow older. e organization serves as an essential resource to older adults in those communities by providing information, activities and services in the areas of health, nutrition, education and recreation.

e Helm excels at being a resource for older adults. Whether it’s needing a walker a er knee replacement surgery, Meals on Wheels, navigating Medicare, assistance with chores, transportation to/and from appointments or nding a caregiver for yourself or a loved one, e Helm can help. Our professional sta is trained to recognize when someone may need extra assistance and help connect them or their family with the proper resource whether inside or outside e Helm.

e Helm is a place to stay t, learn a new language, gather with friends, enjoy favorite hobbies and learn new ones. We are a place that inspires and enables residents of the Grosse Pointes and Harper Woods to enjoy the gi of longevity and live healthy, meaningful lives as they age. Visit us in person or online at helmlife.org to see all the ways we help on life’s journey.

HOW YOU CAN HELP

EXPLORE: e Helm is an essential resource for older adults. In 2022 we delivered 20,879 meals to homebound seniors, loaned/supplied 1,534 pieces of medical equipment and hygiene products and conducted 2,815 classes, health screenings, gatherings and more for 20,348 participants.

JOIN: Visit helmlife.org to learn about the many programs we have. Take an exercise class, learn sign language, or listen to a local author. For $60 a year, join e Helm and receive special member bene ts and discounted fees for certain programs.

HELP OTHERS: Become a volunteer; nearly 400 volunteers assist e Helm by providing medical escort rides, serving as technology instructors, delivering Meals on Wheels, making friendly reassurance calls, and helping at various events. ere are so many ways to serve.

DONATE: e majority of our funds come from donations. You can participate in fundraising events like our annual auction gala in October, summer golf outing or March for Meals on Wheels. For additional ways to give, email mejohnson@helmlife.org.

SHARE: Spread the word about us. e senior population continues to grow, and so does the need for our services. Every part of life’s journey should be lled with dignity and independence. Learn more at helmlife.org and please share our story.

LEADERSHIP

EVENTS & FUNDRAISING

ADDRESS

158 Ridge Road Grosse Pointe Farms, MI 48236 WEBSITE helmlife.org

PHONE 313-882-9600

17 EMPLOYEES

2022 REVENUE

$1.6M FOUNDED IN 1978

M.Elizabeth Johnson Development Director

Cheryl Wesen M.D. Vice President, Board of Directors

Richard Widgren Treasurer, Board of Directors

Michele Kemler Secretary, Board of Directors

Doug Blatt President Emeritus, Board of Directors

FUNDING SOURCES

3%

Other

12%

Programs

13%

Contributions

19%

Events

53% Grants

The Fore The Helm Golf Outing is the organization’s second largest fundraising event. Nearly 100 golfers gather to enjoy a day on the links and support The Helm.

More than 230 supporters gather for an evening lled with food and fun in support of The Helm. The annual Take The Helm gala raises just over one half of The Helm’s annual operating budget.

PRUDENCE COLE-KLIMISCH President, Board of Directors

KRISTA D. SIDDALL Executive Director

A HUB OF ACTIVITY. A HOME FOR LEARNING. THE HEART OF THE COMMUNITY.

At The Helm, we’re here to help make your unique journey through life simpler, more fun and more rewarding. We’re the place to enjoy your favorite hobby or discover a new one. Watch a movie or play a game of cards. Take an exercise class or learn a new language. Get questions answered or information on needed services. We’re here to help you stay connected and engaged. Visit us online or in person to learn more about all The Helm has to o er.

VISIT: HELMLIFE.ORG

313.882.9600

LIFE’S A JOURNEY. FIND YOUR WAY.

THE HELM 158 RIDGE ROAD GROSSE POINTE FARMS

WHAT WE DO

Every day at Henry Ford Health, we make a bold commitment to be relentless advocates for those we serve — making the impossible possible. Founded in 1915 by Henry Ford — a man who shared this pursuit — we are now one of the nation’s top healthcare networks, working tirelessly to advocate for our patients and communities.

With more than 33,000 valued team members, Henry Ford Health is among Michigan’s largest and most diverse employers, including nearly 6,000 physicians and researchers from the Henry Ford Medical Group, Henry Ford Physician Network and Jackson Health Network.

Our sustained commitment to the communities we serve keeps us engaged in our mission to improve lives through the science and art of healthcare and healing. Keeping in stride with this mission, we are embarking on a sweeping community development e ort alongside our partners, the Detroit Pistons and Michigan State University.

e multi-year project features a reimagined Henry Ford Hospital with a new, state-of-the-art facility and patient tower, a joint medical research facility for Henry Ford Health and Michigan State University Health Sciences within a vibrant, walkable, community with state-ofthe-art residential, commercial, retail and recreational components.

Our donors empower Henry Ford to ful ll this vision and deliver on our mission through superior, seamless patient-centered care, research discovery and innovation, leading-edge education and training and community health equity. Philanthropic support also advances our many areas of specialty and standardsetting distinction, cementing Henry Ford Health as a destination for advanced care.

EVENTS & FUNDRAISING

HOW YOU CAN HELP

JOIN: Game On Cancer is a community initiative that extends beyond the clinic walls to help patients and families with the nancial burdens that come with a cancer diagnosis. Join the ght against cancer to make a di erence in patients’ lives at gameoncancer.com.

HELP OTHERS: e Women-Inspired Neighborhood Network: Detroit is an e ort launched to improve equity in birth outcomes. Help reduce infant mortality rates and maternal healthcare disparities by empowering women and families through a safety net of social, emotional and clinical support at winnetworkdetroit.org.

DONATE: Philanthropic support can transform health care in our communities. Donate today to impact the lives of patients and build a healthier community for all through advanced research and treatment options that improve patient outcomes at henryford.com/development/make-a-gi .

SHARE: SandCastles Grief Support Program provides a comforting environment for children, teens and families who have experienced the death of a loved one. Share your ideas and skills through volunteering – or support grieving children and families through donations to the program at aboutsandcastles.org.

LEADERSHIP

ADDRESS

Henry Ford Health

Development Of ce

1 Ford Place, 5A

Detroit, MI 48202

PHONE 313-876-1031

WEBSITE

henryford.com/development

33,000+ EMPLOYEES

2022 CONTRIBUTIONS

$72.5M

FOUNDED IN 1915

Denise Brooks-Williams

Executive Vice President & CEO, Care Delivery System Operations

Robin Damschroder

Executive Vice President, Chief Financial & Business Development Of cer

Heather Geisler

Executive Vice President & Chief Marketing, Communication & Experience Of cer

Michael Genord M.D. President and CEO, Health Alliance Plan & Executive Vice President

Michelle Johnson Tidjani, Esq. Executive Vice President & General Counsel

Steven Kalkanis, M.D. Executive Vice President, CEO of Henry Ford Hospital & CEO of the Henry Ford Medical Group

Adnan Munkarah, M.D. President, Care Delivery System & Chief Clinical Of cer

Nina Ramsey Executive Vice President & Chief Human Resource Of cer

FUNDING SOURCES

1%

Grants 10%

Events Contributions

89%

The Circle of 1915 commemorates the year Henry Ford laid the cornerstone of Henry Ford Hospital, cementing our commitment to world-class care, and celebrates the inspiring donors who give $1,915 or more annually.

Harvest Moon Ball is Henry Ford Wyandotte Hospital’s annual fundraising gala featuring wonderful cuisine, dancing, live entertainment, the renowned diamond raf e, silent auction and regular raf e.

MARY JANE VOGT Executive Vice President & Chief Development Of cer

ROBERT G. RINEY President & CEO

WE ARE

Equipped with the most advanced treatment available, our patients are winning their cancer fight.

To our many generous donors, thank you! Your financial gifts support innovative treatments such as the world’s first adaptive MRIdian Linac® linear accelerator—which both images the tumor and delivers real-time, personalized radiation therapy, more effectively protecting nearby healthy tissues by using smaller treatment margins. Please consider giving to support more patients like Loretta. Donate today at henryford.com/development

Donors gave our team the tools to help Loretta beat cancer—twice.

WHAT WE DO

For 99 years, Judson Center has been a leader in human services. With our a liate, Child Safe Michigan, we have o ce locations in ve counties, while serving over 13,000 children, adults and families annually throughout the state. We remain responsive to the needs of the community and provide brighter futures for those we serve.

Our core services include:

Autism Connections: We are dedicated to helping individuals with austim spectrum disorders and their families. We provide Applied Behavioral Analysis erapy and Diagnostics in addition to other supports. Locations: Ann Arbor, Farmington Hills, Flint, Royal Oak and Warren.

Child and Family Services: We restore lives and change fates of children and families by providing foster care, adoption, mentoring and family preservation and support services. O ce locations: Ann Arbor, Dearborn, Farmington Hills, Flint, Royal Oak and Warren. Service reach is statewide.

Disability Services: We are committed to ensuring individuals with disabilities have the services and supports needed to lead inclusive lives and enjoy the dignity of employment. We provide Vocational Services and Children’s Respite Care. Locations: Beverly Hills, Livonia and Royal Oak.

Integrated Care: As a Certi ed Community Behavioral Health Clinic, we hold the fundamental belief that individuals a ected by mental, behavioral, emotional and substance use disorders deserve quality treatment and support. With MedNetOne Health Solutions, we also specialize in helping individuals achieve optimal physical health. Our team is experienced in treating children with autism and childhood trauma. Locations: Dearborn, Royal Oak and Warren.

EVENTS & FUNDRAISING

HOW YOU CAN HELP

JOIN: Sponsor or attend one of our special events. Find more information at judsoncenter.org.

HELP OTHERS: Volunteer either individually or with a group. Contact Peggy Kerr at 248-837-2019 or peggy_kerr@judsoncenter.org.

DONATE: Make a donation at judsoncenter.org, or contact Kelly Kinnear at 248-837-2030 or kelly_kinnear@judsoncenter.org.

SHARE: Follow us on Facebook @JudsonCenterBrighterFutures, on Instagram at judson_center and on LinkedIn at Judson Center to stay up to date on our latest news. en share our mission with your family and friends.

LEADERSHIP

ADDRESS Administrative headquarters: 30301 Northwestern Highway, Suite 100 Farmington Hills, MI 48334

PHONE 866-5JUDSON

WEBSITE judsoncenter.org

342 EMPLOYEES

2022 REVENUE $20.8M

FOUNDED IN 1924

Susan Salhaney Chief Operating Of cer

Scott Trudell Chief Development Of cer

Gary Mallia Chief Information Of cer

Cynthia Sikina Interim Chief Financial Of cer

Kenya Martin Chief Human Resources Of cer

EXECUTIVE COMMITTEE MEMBERS, BOARD OF TRUSTEES

Dr. Pauline Furman

Vice Chair, Board of Trustees

Linda Marshall

Treasurer

Curtis H. Mistele

Secretary

John Carter

Rick DiBartolomeo

Steve Ebben

Michael Klein

Tom Perring

Keith Pomeroy

Bernie Ronnisch

Tricia Ruby

Nancy Short

Brad Zimmerman

FUNDING SOURCES

6%

Other

Philanthropy 12% Programs

82%

Golfers on the green enjoy raising the green at the Corporate Golf Challenge presented by Barton Malow and Ruby + Associates.

Board members support Judson Center’s largest annual fundraising event, A Night to Embrace Gala, which raises critical funds for the programs and services provided to over 13,000 children, adults and families each year.

KEVIN JOHNS Chair, Board of Trustees

LENORA HARDY-FOSTER President & CEO

There’s

no

WHAT WE DO

ere’s a lot of talk but not enough walk when it comes to revitalizing Detroit neighborhoods.

Detroiters have all the talent they need, but many don’t have access to all the opportunities they deserve. erefore, Life Remodeled works with communities and organizations to create neighborhood revitalization that lasts. We do this through four programs:

Opportunity Hubs: We repurpose vacant properties into one-stop hubs of opportunities for entire families to thrive by lling them with the best and brightest nonpro ts. Our current opportunity hub, the Durfee Innovation Society, has nearly 40 nonpro t tenants collaborating together to serve more than 22,000 Detroiters annually through youth programs, workforce development and health and human services.

Together, we ensure:

•More Detroit students perform at or above grade level in math and reading

•More families have access to essential health and wellness services

•More community members obtain higher paying jobs and achieve economic self-su ciency

Six Day Project: We mobilize thousands of volunteers in six days to beautify Detroit neighborhoods. Since 2014, Life Remodeled has invested $43.5M, boarded up 2,062 houses, beauti ed 2,076 blocks and engaged 77,020 volunteers.

Next Level Nonpro t: We guide nonpro ts to increase lasting impact and build dream teams.

Youth Programs: We create transformative experiences for youth in the areas of leadership development, academic achievement and career exploration.

EVENTS & FUNDRAISING

HOW YOU CAN HELP

EXPLORE: Schedule a tour of the Durfee Innovation Society to see the impact rst-hand we are making in partnership with our tenants, community members and other partners.

JOIN: We bring thousands of volunteers from across the region together to volunteer at our annual Six Day Project from October 2-7, 2023. We’ll clear blight and beautify a two-square-mile area in Detroit’s Cooley community.

HELP OTHERS: Participate in our annual Career Vision Day where more than 40 of our corporate partners come together to showcase the various future career opportunities available to the students at Durfee Elementary-Middle School and Central High School.

DONATE: Corporations can invest and join our corporate giving circle, the 313 Club, with a donation of $1,000 or more as well as sponsor our annual events, the Six Day Project and Prom Remodeled. Donations can also be made at liferemodeled.org/donate.

SHARE: Share your time and talent with us at our monthly youth events, LIT Fridays, where we provide fun and enriching activities to more than 100 youth and their families. Past events include the Holiday Pajama Jam, Silent Headphone Party and Block Party.

LEADERSHIP

ADDRESS 2470 Collingwood St. Detroit, MI 48206

PHONE 313-744-3052

WEBSITE liferemodeled.org

12 FULL TIME AND 2 PART TIME EMPLOYEES

2022 REVENUE $4.4M

FOUNDED IN 2010

Brooke Adams Philanthropy Director

Rhonda Evans Marketing Director

Director

FUNDING SOURCES

6%

Foundation Grants

10%

4% Individual Contributions

Government Grants

1%

Other Income

18%

Corporations

25%

36% Rental Income

InKind Contributions

Prom Remodeled welcomed nearly 1,000 guests to the Durfee Innovation Society to enjoy performances from Montell Jordan and Gin Blossoms and raised nearly $500,000 for Detroit neighborhoods. Visit PromRemodeled.org for info on next year’s event.

During the Six Day Project, thousands of volunteers annually come together over six days to clear blight and beautify a speci c Detroit neighborhood by trimming overgrown brush and weeds, clearing trash and mowing the lawns of residents.

DIALLO SMITH COO

CHRIS LAMBERT Founder & CEO

Omari Taylor CDO

Brandi Haggins DIS

Stepha’N Quicksey Youth & Community Engagement Director

JOIN LIFE REMODELED’S 313 CLUB

Through our corporate giving circle, the 313 Club, we’ve rallied excitement and commitment to Detroit neighborhood revitalization from hundreds of Detroit businesses . Joining our 313 Club starts with a minimum donation of $1 ,000 and includes sponsorship perks as well as fellowship and collaboration with hundreds of other member corporations who are also committed to supporting our work. Interested in making the same commitment so many others already have? Join today by visiting LifeRemodeled.org. PLATINUM

HOW YOU CAN HELP

Make-A-Wish® Michigan is on track to ful ll more wishes than ever in 2023! Although the cost to ful ll wishes continues to rise, our local chapter is receiving record-high requests. Making these wishes come true is only possible through individual and corporate support like yours.

WHAT WE DO

Since 1984, Make-A-Wish® Michigan has granted more than 11,000 wishes to courageous children with critical illnesses throughout the state — 400+ children last year alone. It all starts with a question: “If you could wish for anything in the world, what would you wish for?” Each wish is as unique as the child, and the wish team’s sole focus is to exceed the expectations of the wish child and create a truly transformational wish experience.

A Make-A-Wish wish is more than meeting a special hero or taking a trip. A wish provides a lasting hope and impact not just for that moment when a wish is granted, but for a lifetime. is impact extends beyond the wish child, and the e ects of the wish spread through their family, friends, medical team and community. Wishes bring a newfound sense of hope and a positive focus that has been proven to positively impact a child’s physical well-being and overall quality of life.

•100% of medical professionals said a wish experience improves a child’s emotional well-being. •98% of medical professionals said a wish experience has a positive impact on a child’s physical well-being.

Make-A-Wish® Michigan is one of 58 chapters of MakeA-Wish throughout the country. Each chapter is its own 501(c)(3) with a board of directors, sta and volunteers. e organization does not receive state or federal funding to grant wishes, and funds donated to Make-AWish Michigan stay in Michigan.

EVENTS & FUNDRAISING

EXPLORE: Follow us on social media to learn more about the life-changing wishes we are granting in your own neighborhood.

JOIN:

Join hundreds of supporters in our Trailblaze or WishA-Mile® events; create a team for Walk For Wishes® at the Detroit Zoo; or attend Wish Ball Detroit or Wish Ball Grand Rapids, with transformational stories of wish kids and wish alum. Visit wish.org/michigan/our-events.

HELP OTHERS:

Our volunteers are at the heart of every wish experience. Register to become a wish-granting volunteer and help kids realize their one true wish. Visit wish.org/michigan/ volunteer.

DONATE:

Become a monthly donor, organize a payroll deduction or set up a fundraiser. Other opportunities include donating unused frequent yer miles or your used car. Visit wish.org/michigan/ways-help-us.

SHARE:

Together, we create life-changing wishes for children with critical illnesses. is is our mission. Please share it, and learn how you can support us.

LEADERSHIP

PHONE 734-994-8620

ADDRESS 20750 Civic Center Drive, Suite 180 South eld, MI 48076 WEBSITE

michigan.wish.org

40 EMPLOYEES

2022 REVENUE

$9.3M

FOUNDED IN 1984

Denise Christy Board Vice Chair (Elect)

John Lallo Board Vice Chair of Strategy

Phil Bocketti Board Treasurer

Todd Van Tol Board Secretary

Sherri Collins Chief Diversity & Engagement Of cer

Mandy Gove VP - Marketing & Communications

Jody Waits Chief Development Of cer

FUNDING SOURCES

3%

Grants

25%

Events

72%

Contributions

The annual Wish Ball Detroit (October 13) and Wish Ball Grand Rapids (May 12) celebrate our mission as we witness transformational wishes come to life, like wish kid D’Asha, whose wish to be a fashion model came true live at last year’s Wish Ball. Learn more at wishballdetroit.org. Photo courtesy Derek Cookson.

The 36th annual Wish-A-Mile® Bicycle Tour takes place July 28-30. As the largest fundraising event for Make-A-Wish® Michigan, the inspiring ride brings together riders and volunteers to make transformational wishes possible for courageous Michigan kids. Learn more at wishamile.org. Photo by T.J. Hamilton/Make-AWish® Michigan.

ROB CASALOU Board Chair

MICHAEL HULL President & CEO

WHAT WE DO

e Michigan Hispanic Collaborative (MiHC) is a Hispanic-led organization that supports Hispanic students and families. Our goal is to strengthen Michigan’s economy and substantially reduce Hispanic poverty through higher education and career success.

We help Michigan Hispanic students and young professionals navigate the complexity of college access through early career. Our La Próxima Generación (or Prox Gen) program helps students by providing a easily navigable roadmap from high school through early career. We also provide curators, coaches, wraparound support and career exposure.

As we continue to educate and support Hispanic students, we break the cycle of generational poverty and empower future generations of Michigan Hispanic professionals, accelerating economic stability, mobility and generational wealth in the Hispanic community. “When you educate one Latino, you empower a community.”

Investing in a bachelor’s degree for the next generation of Hispanics is one of the best investments in Michigan’s human capital and the pipeline of Hispanic professionals. As the fastest growing population in the United States, and one of the fastest growing in Michigan, we need to increase our focus on attracting and retaining Hispanics in Michigan.  Latino student success will yield economic, social and civic bene ts for all Michiganders and all Americans.

HOW YOU CAN HELP

EXPLORE: Hispanic students are currently ~9% of Michigan’s K-12 population, and 28% of the U.S.’  Michigan Hispanics are young and represent signi cant growth opportunities for Michigan now and in the future. Learn more about our students, program and impact at mihc.org.

JOIN: Help us guide a portion of our Latinx population to grow, re ne, innovate and accelerate their intellectual curiosity through a bachelor’s degree — and help Michigan close its $64B/year GDP equity gap.

HELP OTHERS: Volunteer as a career advisor for our students and graduates. Share your expertise, wisdom and relationships with the next generation. Connect with us and learn how you can help our students gain exposure to various career pathways. A er all, you can’t be what you can’t see.

DONATE: Contact amandas@mihc.org to learn more about donation and sponsorship opportunities. Dollars invested in MiHC are dollars in Michigan’s future professional workforce, civic and political leadership, innovation, research, and the state’s short- and longterm economic growth.

SHARE: We know that Latino educational and professional success is key to Michigan’s economic prosperity. Help us spread the word and support the next generation of Latinx Michiganders. Help us access your networks, employee resource groups, corporations and associations.

LEADERSHIP

ADDRESS 1420 Washington Boulevard, Suite 301 Detroit, MI 48226

PHONE 313-649-7074

WEBSITE mihc.org

8 EMPLOYEES

2022 REVENUE

$1.9M

FOUNDED IN 2018

EVENTS & FUNDRAISING

Jesus Hernandez Treasurer

Patrick Irwin Director

Luisa Schumacher Director

James Walker Director

FUNDING SOURCES

8%

Contributions

Other (Foundations, Trusts, Public):

40% Grants

52%

On October 26, MiHC will celebrate the impact of our Prox Gen program on Michigan’s Hispanic community and the state. Our Desayuno (Breakfast) will feature MiHC’s rst Poet Laureate! Come and celebrate Latino style. Contact yolandagh@mihc.org for more information.

Our Annual Latinx Send-off on August 20 will celebrate students and their families. College-bound students get celebratory sendoff, meet mentors and access resources needed to start freshman year of college with success.

JOANN CHAVEZ Secretary & Founder

ANITA I. MARTÍNEZ Executive Director

Lawrence Garcia President

Accelerate Economic Mobility through Education

The Michigan Hispanic Collaborative is proud to invest in La Próxima Generación (the next generation) and provide them with the support, education and opportunities they deserve. Through our work, we are revitalizing the college-going culture in the Hispanic community.

WHAT WE DO

Orchards Children’s Services is one of the largest child welfare agencies in the state of Michigan, founded in 1962 by the National Council of Jewish Women (NCJW) Greater Detroit Section. Orchards started as a small residential group home for seven boys with emotional impairments. Today, Orchards Children’s Services serves over 8,500 children throughout the state of Michigan. We are dedicated to ful lling our mission of strengthening the community through quality services to children and families.

Adoption: Since 1986, we have completed more than 3,000 adoptions. Although most of the children are adopted by their foster parents or relatives, there is no typical adoptive family and there continues to be an ongoing need for families who are willing to adopt older children.

Foster Care: For Orchards to provide a temporary and safe haven for children entering the foster care system, the sta in our Foster Home Licensing and Training/ Recruitment departments continue to recruit, train and license new foster parents. O en the removal from a family is as traumatic for the child as the abuse and neglect they have endured in their biological homes.

Family Preservation: Orchards Family Preservation programs utilize service models that are characterized by mutual respect and open communication between caregivers and social workers.

Education: ParentChild+ is a voluntary community program that o ers home based services to parents with children who are between the ages of 16 months – 2 years old at the onset of services.

Promise Scholarship: e scholarship was started in 2014 to provide services and nancial aid to high school seniors who have survived chronic abuse/neglect.

EVENTS & FUNDRAISING

HOW YOU CAN HELP

JOIN: Support our annual gala as we honor our “Champion for Children” for their outstanding service to Orchards. e Gerald L. Levin “Champions for Children” Signature Event takes place every spring.

HELP OTHERS: Volunteer your time and talent with Orchards Children’s Services (building bikes for bike day or packing toys/food for the holidays). Consider joining our Orchards Early Learning Specialists team to provide free educational toys and books to disadvantaged children.

DONATE: Make a tax-deductible gi at orchards.org or support our college-age youth by helping them achieve their goals of success post high school.

SHARE: Follow us on Facebook (@orchardschildrensservices), Instagram (@orchards_ childrens_services) and Twitter (@OrchardsCS).

LEADERSHIP

PHONE 248-258-0440

ADDRESS 24901 Northwestern Hwy, Suite 500 South eld, MI 48075 WEBSITE orchards.org

350 EMPLOYEES

2022 REVENUE

$24.1M

FOUNDED IN 1962

Shannon Laskey Chief Operating Of cer

Troy Kulick Chief Financial Of cer

BOARD MEMBERS

Drew Besonson Vice Chair and Chair-Elect

Dianna Ronan Chair, Audit & Finance Committee

Rochelle Hurt Secretary

Tana Bridge Chair, Governance Committee

Jennifer LoPatin

Jonathan LoPatin

Sharon Spilkin

Alexis Alan

LaKeisha Florence

Lea Narens

George Pitchford

Emily Snow

Cheryl Parks Ajamu

Darryl Gardner

FUNDING SOURCES

4%

2%

Community Programs and Education Services Contributions

94%

Family Preservation, placement services, and clinical

For too many children living in foster care, the holidays are often a time of feeling lost with little hope. You can help bring home the magic of the holidays to a child in need by supporting Orchards’ toy drive.

Help provide hundreds of Orchards children with a new bike/ skateboard/scooter, helmet and lock. Every year we strive to give out hundreds of bikes, skateboards and scooters to children and teens.

MICHAEL ADKINS Board Chair

MICHAEL WILLIAMS President & CEO

HOW YOU CAN HELP

DONATE: Make a gi to provide Real Help for the Other Part of the Fight by donating to Pink Fund at pinkfund.org.

WHAT WE DO

No one undergoing breast cancer treatment should ever have to choose between getting medical care or paying their household bills. Sadly, treatment costs, coupled with income loss, force patients into hard decisions. e nancial side can be just as devastating as the medical side. at’s why there’s Pink Fund.

Pink Fund mitigates the nancial burdens of breast cancer patients in active treatment by providing a bridge between hardship and recovery via direct, nonmedical nancial assistance, nancial navigation, health literacy and education.

Our grant program helps patients and their families by making payments for critical nonmedical expenses, such as housing, transportation, utilities and health insurance. Payments are made directly to patients’ creditors.

As patients ght to keep their health and their homes, Pink Fund helps patients remain on their treatment plan, improving survivorship outcomes.

In addition to our core nancial bridge program, the Mary Herzog Fund for Metastatic Breast Cancer Patients bridges the required ve-month wait period to receive Social Security Disability Insurance bene ts.

Since its inception in 2006, Pink Fund has provided more than $7 million in nancial assistance to patients and their families. For the women who are faced with the tough nancial decision of chemo or car payments, radiation or rent, Pink Fund is here to provide “Real Help for the Other Part of the Fight.”

EVENTS & FUNDRAISING

PARTNER: To learn more about corporate social responsibility and how to align your brand with Pink Fund’s core mission, contact Jeanna English at  Jeanna@thepinkfund.org.

PARTICIPATE: Attend, sponsor, organize or host an individual or business event to bene t Pink Fund. To learn more about getting involved, contact Katie Maxwell at Katie@thepinkfund.org.

VOLUNTEER: Pink Fund relies on volunteers to serve breast cancer patients nationwide. To volunteer, contact Rosalind Sample at Rosalind@thepinkfund.org.

SHARE: Help spread the word by sharing on social media, telling others about Pink Fund and generating awareness around the nancial burdens of breast cancer.

LEADERSHIP

PHONE 248-762-1227

ADDRESS P.O. Box 607 South eld, MI 48037 WEBSITE pinkfund.org

9 EMPLOYEES

2022 REVENUE $1.4M

FOUNDED IN 2006

FUNDING SOURCES

3%

Special Events

18%

Foundations

43% Corporate

Individual

36%

Lingenfelter Collection hosted a charity open house bene ting Pink Fund, where car lovers were able to admire exotic vehicles from all over the world.

In 2022, Pink Fund celebrated breast cancer survivors at our 10th Annual Dancing for the Survivors event in the heart of Detroit.

FRAN PARSONS Board Chair

MOLLY MACDONALD Founder & CEO

Shannon Crone Treasurer Thomas Pettit Secretary

Dan Sherman Director Linda Ross Director

Judy Vindici Director Marcela Mazo Canola Director

Wanda Hammoud Director

They tell you not to worry. They tell you stress is your enemy. Then you get a bill the size of two small houses. Without Pink Fund I would’ve had to add homelessness to my list of things to deal with.”

– Theresa, Pink Fund Recipient

eyes up here

It’s time to shift our focus to the financial part of the breast cancer fight.

WHAT WE DO

e Rainbow Connection grants wishes and provides support services to children in Michigan who are battling a life-threatening medical condition. In order to qualify, the Wish Child must reside in Michigan, be between the ages of 2 to 18, have a physician veri ed lifethreatening medical condition and have never received a wish from any other wish-granting organization.

In addition to the wish, we provide support services to the Wish Family before, during and a er the wish. e Enhancement Program provides free opportunities for the Wish Family to enjoy which include sporting events, theater productions, picnics, holiday parties and so much more. e Special Response Program initiates emergency support in the form of utilities, food, clothing, transportation and housing. e Scholarship Program awards $1,000 scholarships to Wish Children pursuing any form of education following high school.

HOW YOU CAN HELP

DONATE: A donation of any size supports our mission of granting wishes to Michigan children! Make a onetime donation today or sign up to be a monthly donor. Monthly gi s are a great way to provide steady, reliable support to our mission at an amount that ts into your budget! Donate today at rainbowconnection.org/donate.

Or, coordinate a workplace giving opportunity for you and your co-workers. Ask your organization to donate to an upcoming event or sponsor a wish for a child.

VOLUNTEER: Volunteers are an essential part of e Rainbow Connection family, contributing more than 3,000 hours annually. Volunteers can assist with o ce projects, yardwork and at our major events. Fill out our volunteer application on our website to sign up.

JOIN: We have four major fundraising events throughout the year: Dream Makers Ball, e Dobson Golf Outing, Detroit Uncorked and Celebration of Dreams.

SCHEDULE A TOUR: Allow us to give you a tour, share stories about the Wish Children and show you our Wish Board. You can call anytime for a tour: 248-6019474 and ask for Ingrid

CONNECT: Like us on Facebook @rainbowconnectionmichigan to learn more about our mission and see wish stories!

LEADERSHIP

ADDRESS

621 W. University Drive Rochester, MI 48307

PHONE 248-601-9474 ext. 160

WEBSITE rainbowconnection.org

11 EMPLOYEES

2022 REVENUE

3.2 million

FOUNDED IN 1985

EVENTS & FUNDRAISING

Janet Dobson

Vernier

Meritorious Director

BOARD MEMBERS

Dave Anderson

Brad Byrnes

Dr. Roland Chu

Krista Eschbach

Howard Goldman

Kathi Hunt

John Jackson

David LewAllen

Steve Neiheisel

Michael Plotzke

Sue Welker

Kevin Zezula

FUNDING SOURCES

4%

Grants and Foundations

32% Donated Goods & Services 64% Fundraising

Detroit Uncorked at Jimmy John’s Field in Utica on September 23, 2023

INGRID TODT Executive Director

L.BROOKS PATTERSON Founder

Kevin Schnieders Board President

Rob Bava Vice President

Dan Flynn 2nd Vice President and Treasurer

Ryan Giacolone Secretary

Rebecca Neuman Past President

WHAT WE DO

e Salvation Army, an international movement, is an evangelical part of the universal Christian Church. Its message is based on the Bible. Its ministry is motivated by the love of God. Its mission is to preach the gospel of Jesus Christ and to meet human needs in his name without discrimination.

e Salvation Army serves the metro Detroit’s most vulnerable by providing meals, shelter, medical respite and drug and alcohol treatment through the Great Lakes Harbor Light System. In addition to meeting basic needs, e Salvation Army provides other lifechanging programs and services. e Pathway of Hope program empowers individuals and families towards self-su ciency by teaching goal setting and o ering counseling. Children at the corps community centers learn team-building skills and positive sportsmanship through basketball, archery and STRIVE (Student Training for Integrity, Vitality and Education) program.

Christmas Toy Shops and other holiday programs provide meals on anksgiving Day and the gi of joy on Christmas day. Care for shut-in seniors includes meals and gi s at Christmas, and active seniors bene t from programs such as computer classes and weekly luncheons. Emergency Disaster Services (EDS) serve rst responders and victims of natural and man-made disasters. Echo Grove Camp and Retreat Center provides the life-changing experience of nature and the outdoors. e William Booth Legal Aid Clinic (WBLAC) provides legal services at no cost to those living at or below poverty guidelines, including clients participating in programs.

ese services are made possible through the generosity of supporters and are carefully stewarded so that 84 cents of every dollar go directly to serving people in need.

EVENTS & FUNDRAISING

HOW YOU CAN HELP

EXPLORE: e Salvation Army is much more than red kettles, food pantries and emergency shelter. Learn more about Emergency Disaster Services, Pathway of Hope, and the William Booth Legal Aid Clinic by going to SAmetrodetroit.org.

JOIN: Join other community and civic leaders and serve on the Advisory Board. Members provide community outreach and support the programs that are Doing the Most Good for those in the most need. ese representatives are of di erent age groups, races, religions, interests and expertise.

HELP OTHERS: e Salvation Army is powered by its volunteers and welcomes corporate and other groups to assist with bell ringing, meal preparation for the Bed & Bread trucks, serving meals on the truck, senior luncheons and other special events. Learn more at SAmetrodetroit.org/volunteer.

DONATE: Give online, by check, or from your DAF to improve the lives of our most vulnerable Metro Detroiters. A sustaining monthly donation of $25 will help feed, clothe and shelter families in need. Give today at SAmetrodetroit.org.

SHARE: Connect on social media to learn about the programs that break the cycle of poverty, and true stories of resilience and hope.

LEADERSHIP

ADDRESS

16130 Northland Drive

South eld, MI 48067

PHONE

248-443-5500

WEBSITE

SAmetrodetroit.org

308 EMPLOYEES

2022 REVENUE $36.3M

FOUNDED IN 1865

Lt. Colonel Christine Merritt Divisional Leader for Of cer Development

Major Toni E. Dorrell General Secretary and Metro Detroit Area Commander (Regional COO)

Derek Kumpula Executive Director of Finance (Regional CFO)

Gariann Brock Executive Director of Social Services

John Hale Executive Director of Development

Angela Cusmano

First Vice Chair, Advisory Board, Dahring Cusmano

Janet Lawson

Second Vice Chair, Advisory Board, The Shepherd Group

Clenetta Frazier Secretary, Advisory Board, Rainbow Rehabilitation Centers, Inc.

FUNDING SOURCES

5%

Other

1% Program Fees

42%

52% Grants and Government

Contributions

KURT E. TECH M.D. Chair, Advisory Board Corewell Health

LT. COL. STEVE MERRITT Divisional Commander (Regional CEO)

The 36th Annual Bed & Bread Club® Radiothon was presented by Ford Motor Company Fund and hosted by 760 WJR. It is held the last Thursday and Friday of February each year and raises funds to feed and shelter Detroiters in need.

Join our Red Kettle Christmas Campaign. Iconic red kettles and local events raise funds which stay local to the community and are the primary source of funding for programs and services at the corps community centers.

WHAT WE DO

Samaritas focuses on serving people as an expression of the love of Christ. With this in mind, for nearly 90 years, Samaritas has served others throughout Michigan. As one of Michigan’s largest, faith-based, nonpro t health and human services organizations, Samaritas o ers a full suite of local programs and services to li up Michigan’s most vulnerable people.

WE:

•Serve more foster children and complete more domestic adoptions than any other nonpro t in Michigan.

•Serve struggling families to strengthen them as a family unit and help them thrive with family preservation programming.

•Create new and safe homes for refugees and provide cultural integration, job training and education.

•O er Substance Use Disorder Services (SUD) services to help address the substance misuse issues in many Michigan households.

•Deliver behavioral health and substance use disorder services to children and adults.

•Provide a safe haven and support services for homeless families.

•Provide a ordable living communities for families, seniors and people with disabilities.

•O er people with developmental disabilities support and group home families.

•O er cost-e ective independent living, memory care and rehab support for seniors in fun, faith-based communities.

EVENTS & FUNDRAISING

HOW YOU CAN HELP

JOIN: Join us at one of our annual events. Whether in Grand Rapids (samaritas.org/betherock) or Detroit (samaritas.org/ripplesgala), you’ll hear inspirational stories and enjoy entertainment from around the globe while helping Michigan’s most vulnerable citizens.

HELP OTHERS: Start your own ripple of transformation by becoming a volunteer with Samaritas: samaritas.galaxydigital.com.

DONATE: Join the Ripple E ects monthly giving club and help Samaritas all year long. How far will your ripple spread? Visit samaritas.org/donate.

SHARE: Rocks wanted! We need social workers, clinicians, case workers and residental care specialists. Come explore careers at Samaritas samaritas.org/AboutSamaritas/Samaritas-Careers.

LEADERSHIP

PHONE 313-823-7700

ADDRESS 8131 East Jefferson Detroit, MI 48124 WEBSITE samaritas.org

1,224 EMPLOYEES

2022 REVENUE $110M

FOUNDED IN 1934

FUNDING SOURCES

Contributions

12%

Grants

2%

Other

1%

6% Events

79%

Programs

Join us for an evening of inspiration and exploration as we take you on a global journey at the Ripples Gala on November 3 at the Motor City Event Center in Detroit. For sponsorship info or to purchase tickets, go to samaritas.org/ripplesgala.

An immersive experience awaits you at the Pinnacle Center in Hudsonville on September18. Come and experience different cultures and cuisines from all over the world at our Be the Rock Gala: Make a World of Difference! For sponsorship info or to purchase tickets, go to samaritas.org/betherock.

DAVID LOCHNER Chair, Board of Directors

DAVE MORIN Interim CEO

Kelli Dobner Chief Strategy and Advancement Of cer

Kevin Van Den Bosch Chief Operating Of cer

Jenny Cederstrom Chief Financial Of cer

Anthony Mueller CFD, Vice President, Substance Use Disorder Services

Todd Hanselman Vice President, Human Resources

Charles Caine Vice President, Information Technology

WHAT WE DO

Our mission at Services To Enhance Potential (STEP) is to support individuals in the pursuit of their chosen goals and the achievement of personal satisfaction in their lives.

For over 50 years, STEP has provided services to individuals with developmental disabilities and other mental health needs in Southeast Michigan. Headquartered in Dearborn, STEP is a non-pro t organization that brings employment and employment training to 1,400 adults throughout Wayne and Macomb counties.

Since 1972, STEP has strived to provide the most strategic and e ective specialized programs and services in its industry. ese programs include an awardwinning culinary arts program, three Progressive Art Studio Collective studios and gallery, three STEP owned and operated ri Store & Donation Centers, community volunteer opportunities and classroom learning, among many other programs.

STEP’s Employment and Training Services Department promotes employment opportunities by providing job development and placement, job training and job coaching. Our Production programs at our resource centers have the capabilities to do kitting and hand assembly jobs for customers. ese opportunities train individuals in processing orders and quality output. It allows consumers to experience a wide array of factory settings so that they can pursue competitive employment outside of STEP.

We have been helping companies with their sta ng needs for over 30 years. Our employment services are innovative, successful, and, many times, free to the employer. For a consulting call, contact Carla Dean, Employment and Training Services Director, at cdean@stepcentral.org.

EVENTS & FUNDRAISING

HOW YOU CAN HELP

EXPLORE: Explore what our Employment and Training Services Department can o er! From our job training, job placement, and job coaching, to providing your business with trained janitorial crews, we are able to assist businesses with employees and individuals looking for employment.

JOIN: Join in on our mission to support individuals in the pursuit of their chosen goals and the achievement of personal satisfaction in their lives. Join our mailing list and visit our website to learn more about our annual STEP events.

HELP OTHERS: Help others in your community learn about STEP and what we o er. If you know of individuals with developmental disabilities or other mental health needs who are looking for services, please share our information.

DONATE: Donate and shop at our three STEP owned and operated ri Store and Donation Centers. ese stores are located in Southgate, Dearborn Heights and the City of Wayne. Monetary donations can be made at stepcentral.org.

SHARE: Share in our mission by becoming a volunteer! From mentoring to providing employment for our clients, to assisting with administrative tasks or at community outings, experience personal rewards in supporting employment opportunities for individuals with disabilities.

LEADERSHIP

Michele Garrett-Finley CFO

Jeff Bachynski Director of Operations

Carla Dean Director of Employment & Training Services

Terey DeLisle Director of Program Services

BOARD OF DIRECTORS

Christopher Cousineau Chairperson

Karl Kostrzewa Vice Chairperson

Jeffrey McKelvey Past Chairperson

Judy Hernandez Secretary

BOARD MEMBERS

Lynn Meyer

Jim Mulcahy

Marisa Nicely

Lisa Redick

Terrance Reed

Nina Rodriguez

Krista Shuler

Lisa Varnier

BRENT MIKULSKI President & CEO

Cherie Stangis Director of Clinical and Quality Services and Development

Ceretta Willis

Jackie Lovejoy Treasurer

FUNDING SOURCES

STEPS to Success. Celebrate the consumers we serve, our business partners and the community at large during our premier event, featuring a fashion show by individuals we serve, PASC artwork, food from our culinary arts program, awards and raf es.

Strides for STEP. Come step, run, and stroll with us at your own pace at this fun 5K walk-run event, an opportunity for STEP consumers and supporters to come together to make strides for STEP.

Employment Opportunities for All Abilities

Services To Enhance Potential (STEP) provides support and services to over 1,400 individuals with disabilities and mental health needs in Wayne and Macomb counties. Individuals with barriers to employment are enabled to reach their best potential and life goals through selfemployment, supported employment, volunteer opportunities, and a variety of programs and training.

STEP programs and trainings include an award-winning culinary arts program, a Progressive Art Studio Collective program with 3 studios and a gallery in Southgate, three STEP owned and operated Thrift Store & Donation Centers, a production program for kitting and hand assembly jobs, employment training services, transition services, and classroom learning experiences among others.

Changing Lives One STEP at a Time

For more information, please call 734-718-0483 or visit www.STEPcentral.org

WHAT WE DO

Share Detroit is the only community engagement platform in SE Michigan that showcases the needs and e orts of 350+ metro Detroit nonpro t organizations. Our service is free to all nonpro ts, and our goal is to make it simple for everyone to “do good” and give to a cause or organization that has meaning to them.

We highlight ways for neighbors, clubs, religious organizations, students and businesses to support our local nonpro t community. We make it easy for people to nd nonpro ts that match their interests and support them by “doing good.” Whether they’re donating money, volunteering time, attending an event or buying much-needed items from wish lists, our metro Detroit community is generous. Our free, open and inclusive platform ampli es the needs of hundreds of area nonpro ts, giving all a chance to be seen and heard, regardless of size, focus area or budget.

Share Detroit made strong progress in 2022. Volunteers of all ages applied to over 500 volunteer postings. Groups of volunteers from universities and corporations participated in meaningful volunteer experiences. ese include “done in a day” activities and deep, skills-based support in project management, nance or marketing. Our platform is a great research tool for schools, clubs or corporate organizations who want their teams to give back or complete community service hours.

Our robust online platform makes giving easy. Generous people donated $450,000 in critical funds to nonpro ts supporting the vulnerable. Share Detroit nonpro ts serve 8,261,000 residents across Oakland, Wayne, Macomb and Washtenaw counties. In 2022, we coordinated over $1M in free publicity and marketing to local nonpro ts.

EVENTS & FUNDRAISING

HOW YOU CAN HELP

EXPLORE: Explore our website to nd meaningful ways to give back to your community. Use our lters to narrow your search. Discover ways to volunteer, attend events, shop wish lists or donate funds for the missions that matter to you.

JOIN: Nonpro ts may join our free Share Detroit platform any time. We encourage Detroit area nonpro ts to add their mission, needs and volunteer opportunities to the Share Detroit platform and reach more neighbors and community groups who want to support your important work. We help nonpro ts DO more GOOD. Join us!

HELP OTHERS: Share Detroit lists hundreds of ways to volunteer and support nonpro ts and their clients. Use our lters in the volunteer tab to nd a nonpro t doing meaningful work in your city or for a cause that matters to you.

DONATE: Metro Detroit nonpro ts cannot do their mission work without cash donations. Please give to Share Detroit or another nonpro t on our platform by clicking on the Donate button to give. 100% of your donation goes to the nonpro t you choose.

SHARE: Please discover and share how wonderful the Share Detroit platform is with your friends, family members, work colleagues! We want everyone to know that there is a convenient way to give back to hundreds of nonpro ts from one place!

LEADERSHIP

ADDRESS 38710 Woodward Ave., Suite 100 Bloom eld Hills, MI 48304

1420 Woodward Ave., Suite 301 Detroit, MI 48226

PHONE 248-985-3125

WEBSITE sharedetroit.org

5 EMPLOYEES

2022 REVENUE $658K

FOUNDED IN 2019

FUNDING SOURCES

Events 13%

69% Contributions 18%

Share Detroit’s outreach includes support for Ukraine. Donations to Share Ukraine have purchased medical equipment, boots, warm socks, an ambulance and computer equipment to support Ukraine citizens during the war.

More than 300 supporters of Share Detroit and its member nonpro ts attended the kickoff to promote volunteering at the Summer Share Event at Jimmy John’s Field – because need doesn’t get a vacation.

PAUL VLASIC Co-Founder, Board Chair

JANETTE PHILLIPS Executive Director

Sam Rozenberg Co-Founder, Board Secretary

Karly Moore Director of Nonpro t & Community Engagement

Lori Brauer Marketing & Events Manager

Karen Boyd Volunteer Specialist

Pam Debono Analytics & Storytelling

WHAT WE DO

Single Family Living (SFL) is a 501(c)(3) nonpro t organization founded in the year 2013 in Michigan by a single parent, Jeri Hunley. SFL works to combat youth illiteracy from single parent families throughout Metro Detroit. SFL is devoted to helping the youth from single parent homes learn the importance of education and positive mentorship. SFL also provides parenting workshops for single parents and youth (grades K-12). SFL’s four-tier plan equips youth and their parents with career development skills; mental health (trauma) awareness; and helps with overcoming functional illiteracy.

For 10 years, SFL has hosted over 8,500 events and impacted thousands of youth by providing books, clothes, tutoring, menstrual products, housing and food throughout the Detroit Metro area. During the pandemic, we shared our expertise and collaborated with organizations throughout the nation to create strategies to support single parents in crisis.

Single Family Living is committed to serving children in under-resourced communities who do not have access to quality education due to economic and social barriers. We earned several awards in educational services, including the Detroit Spirit Award. Our vision is to reduce the education gap that impacts children living in poverty-stricken single parent homes.

HOW YOU CAN HELP

EXPLORE (WHAT’S NEW): SFL provides diverse child and family programs such as Reading Heroes on Wheels, Mental Health Care and Menstrual Equity. We are open to collaborating with other organizations that believe in our cause to help youth and their families.

JOIN: SFL is seeking tutors/mentors for H.E.R.O., a student-lead mobile learning center that provides STEM labs. SFL visits schools to provide a er-school and summer enrichment programs for K-12 grades.

HELP OTHERS: “You are a H.E.R.O.!” SFL is open to partnering with corporate sponsors and other organizations to expand the development of our Helping Every Child Reach Outstandingness program. We love collaborating with universities and college students/ professionals.

DONATE: Consider celebrating our “10th anniversary” by making a recurring gi . SFL is proud to serve the Detroit Tri-County area for a decade! SFL appreciates your support! Visit singlefamilyliving.org/donate-form.

SHARE: Are you interested in sharing your experience and expertise to advance our future leaders? SFL o ers several opportunities to get connected. Learn more by visiting the “Get Involved” section on Single Family Living’s website.

LEADERSHIP

EVENTS & FUNDRAISING

ADDRESS

1420 Washington Blvd., Suite 301 Detroit, MI 48226 WEBSITE singlefamilyliving.org

PHONE 586-843-9678

5 EMPLOYEES

2022 REVENUE $252K

FOUNDED IN 2013

Jerilynn Hunley Vice President

Toni Johnson-Smith Board Member/Housing Director

Amanda Helman Board Member

Jamie LaPorte-DeWaele Human Resource Director

FUNDING SOURCES

5%

Other

9%

Programs

26%

Events

1%

Retail

26%

Grants

33% Contributions

Join Single Family Living’s 2nd Annual “Fight for Education” fundraiser event/Mini-Golf Family Day on July 22 at the Royal Oak Golf Center. Help us reach our goal of raising $5,000 to support our after-school and enrichment programs for youth in K-12 grades.

Celebrate Mental Health Education Awareness Month by visiting Boba Chai in Utica for the entire month of July. Mention “Single Family Living” with a purchase and a portion of the proceeds will be donated to Single Family Living organization.

JENNA ATKINSON Board Secretary

JERI HUNLEY CEO/Founder

Joinusandbeapartofsomethingtrulyspecial. Ourworkisurgentandthere'snotimetowaste. With yourhelp,wecanprovidemoreyouthwith STEMenrichmentandmoresupportsingleparentsneedtothrive.

Gotosocial mediatagus detroitsfl thentype: #fight4literacy

Heallth&Wellness

Mentoring

Tutoring

Youth-LedLeadership

Gotosocial mediatagus detroitsfl thentype: #fight4literacy

AfterschoolPrograms

HousingDevelopmentt

CareerReadiness

ColllegeDevelopment

TraumaAwareness

@detroitsfl

"Ittakesavillagetoraiseachild."

WHAT WE DO

SouthEast Michigan Producers Association (SEMPA) is a rural farm cooperative established to build capacity of its members and provide fresh produce to serve the Detroit area, speci cally targeting food insecure neighborhoods and e ectively developing a local food system.

e SEMPA Collective consists of rural and urban farms seeking to meet the objectives of creating a healthy food network combining experience and resources in food, agriculture and economics to develop an innovative approach to promote food security.

•We recruit farm entrepreneurs while assisting existing farms to maintain ownership and keep land in production.

•We assist food entrepreneurs while supplying neighborhood healthy food enterprises.

•We establish relationships that support local food systems.

HOW YOU CAN HELP

•Support existing farm/food entrepreneur mentorship program.

•Assist in development of more neighborhood healthy food outlets.

•Enhance capacity to provide metropolitan Detroit more of our farmers’ local product.

•Source equipment to increase e ectiveness of our ability to serve existing clients.

•Attend our upcoming events:

SEMPA Heirs’ Property Workshop — August 2023

SEMPA Regional Agriculture Conference — October/ November 2023

SEMPA Healthy Food Policy Summit — March 2024

•Provide foundational support of SEMPA.

•Help fund the Heirs Property Series.

•Leverage grocer and restaurant supplier distribution to incorporate SEMPA Collective products.

•Participate in sponsorship and philanthropic giving.

LEADERSHIP

Joseph Jordan Jr. Vice Chair/Treasurer

Hakim Rashid Secretary

ADDRESS

EVENTS & FUNDRAISING

PHONE 866-443-7752

8 EMPLOYEES (CONTRACTORS)

2022 REVENUE $350K

FOUNDED IN 2013

SEMPA COLLABORATIVE TEAM

Marilyn NefeRa Barber Women Who Love to Grow, Marketing Lead

Marcellus Wheeler

Urban Farm Development Managers, Farm Lead

Romondo Woods II Urban Youth Agriculture, Asst. Farm Lead

FUNDING SOURCES

4605 Cass Ave, #207 Detroit, MI 48201 WEBSITE sempafarms.org Foundations 5% Contributions 1%

Heirs’ Property is family-owned land approved to transfer to next of kin by probate law. SEMPA connects underserved communities to resources to retain ownership and identify income opportunities so families minimize land loss.

Urban Youth Agriculture Detroit hosted an Earth Day event sponsored by SEMPA Collaborative that included face painting, art, youth-led farm plantings and games. It culminated with the Umoja Debate Team, Black Men Build and a community cleanup.

CARY JUNIOR General Manager

Norris Stephens Board Chair

WHAT WE DO

e Heat and Warmth Fund (THAW) stabilizes and empowers Michigan families, keeping them healthy, safe and warm. Living in a home without heat, electricity or water can be dangerous for our most vulnerable neighbors. ousands of families with young children, seniors and the disabled are faced with tough choices like paying for utilities or paying for food or medicine.

For these struggling families, THAW acts as a bridge to stability. Since its founding, THAW has been a leader in providing utility assistance statewide and has distributed over $226 million to ensure that 308,000 households had heat, electricity or water.

THAW distributes utility assistance and provides energy e ciency education, case management services and additional support to low-income residents throughout Michigan. Customers in need of assistance can work with a trained specialist in our o ce, attend one of our community events or apply for THAW programs on our website.

THAW is excited and grateful to partner with the Michigan State Housing Development Authority (MSHDA) and MI-HOPE to implement THAW’s MiWater (Water Assistance rough E ciency and Repairs) program. is program supports healthy homes for struggling Michigan residents by providing water bill payment assistance and case management services statewide. It will also provide water conservation assessments and education, and minor plumbing repairs in Wayne, Macomb and Oakland counties.

Heat, electricity and water are essential human needs, and your continued support provides much-needed hope for vulnerable Michigan families.

EVENTS & FUNDRAISING

HOW YOU CAN HELP

EXPLORE: Learn more about THAW’s mission and the work we are doing for the greater Michigan community by attending one of our events! Our annual Night of Warm Hearts Gala will take place on November 3.

JOIN: We are always looking to expand our team at e Heat and Warmth Fund. If you are interested in a career with THAW, visit thawfund.org/about-us/careers/. If you are interested in participating on our board of directors, contact Sarah Prues at sprues@thawfund.org.

HELP OTHERS: Many sponsorship and volunteer opportunities are available for our annual fundraising gala, telethon phone bank or another upcoming event. Please feel free to email giving@thawfund.org for information on how to volunteer or current sponsorship opportunities.

DONATE: To keep Michigan families healthy, safe and warm, please visit thawfund.org/donate. You can also email awDonations@thawfund.org or call our donation hotline at 313-963-2656 for more information.

SHARE: Keep up with THAW’s news and events at thawfund.org/news-events/, follow us on Facebook and Twitter @THAWFund and on Instagram, or go to thawfund.org to sign up for our newsletter.

LEADERSHIP

BOARD OF DIRECTORS, OFFICERS

FUNDING SOURCES

29%

59% Contributions

Grants

WWJ and Audacy present THAW’s 14-hour Winter Survival Radiothon, raising critical funds for low-income and vulnerable residents. It’s a volunteer favorite, as we partner with local companies and organizations to take callers’ pledges.

THAW kicks off the season of need (November 1–March 31) with our Week of Warmth, concluding with THAW’s signature black-tie fundraising event, the Night of Warm Hearts Gala (November 3).

TANYA HILL Board President

SAUNTEEL JENKINS CEO

Alicia Ramon COO

Jim Larson-Shidler CAO

Moyna Moore VP of Finance

Sarah Prues VP of Fund Development

Tony Saunders Board Vice President

Waymond Harris Board Treasurer

Doug Detterman Board Secretary

WHAT WE DO

United Way for Southeastern Michigan is working to advance equitable communities where all households are stable and every child can thrive. We are uniquely positioned to meet needs by putting resources where they’re most e ective; combining strategic investments with advocacy, volunteerism and innovative programs to create real, systemic change.

In Southeastern Michigan, nearly 40% of households struggle to a ord basic needs like food, housing and health care. Together with our network of partners, donors, advocates and volunteers, we work to make sure families right here in Southeastern Michigan can put food on their tables and keep their lights on, and ensure all kids get a fair shot.

United Way is focused on core impact areas that help households reach stability and ensure all children have the support needed to succeed: Helping families meet their basic needs; providing 24/7 assistance through our 2-1-1 help line; stepping up during community crisis and recovery; investing in early childhood education and increasing access to quality child care; providing wrap-around support to schools and the communities they serve; advancing digital inclusion through device and internet access; and helping families become economically mobile.

We center diversity, equity and inclusion in everything that we do, and we advocate for long-term change through policies that advance equity and support families. For more than 100 years, United Way has been there to serve our community. Every day, we are working to build a Southeastern Michigan that works for all of us.

EVENTS & FUNDRAISING

HOW YOU CAN HELP

EXPLORE: Partners, donors, advocates and volunteers make our vision to advance equity in Southeastern Michigan a reality, coming through for families and communities in need. You can explore our focus areas and nd ways to get involved at UnitedWaySEM.org.

ADVOCATE: We believe in the power of advocacy to help struggling families right now and create long-term, equitable change. You can make your voice heard where it matters most — in local, state and federal legislatures. Join us at UnitedWaySEM.org/Advocate.

VOLUNTEER: Making care packages, reading to children, connecting disaster victims with food and shelter — our volunteers are at the heart of everything we do. You can nd many ways to make a di erence, remotely and in-person, at UnitedWaySEM.org/ Volunteer.

GIVE: Your generosity puts technology in the hands of students and food on the table for struggling families. Donations help us to provide access to literacy support, crisis recovery, essential technologies and basic needs. You can make your gi at UnitedWaySEM.org/Donate.

SHARE: We are grateful to friends in our social network who help us raise funds and awareness by sharing the work we do across Southeastern Michigan. Follow ‘UnitedWaySEM’ on Twitter, Facebook, LinkedIn and Instagram to see and share our latest stories.

LEADERSHIP

Tonya

Adair Chief People, Equity, & Engagement Of cer

Sarah Grutza Vice President, Corporate Relations

Steven

Schwartz Chief Financial Of cer

Ashleigh Imerman Vice President, Major Gifts & Donor Relations

Brandon

Lee Executive Vice President, Strategy & Operations

Jeff

Miles Vice President, Community Impact

5% Programs

Other

DuBuc Executive Director, Advocacy, Communications, Marketing & Events

Kyle

42%

Lara

Keathley Executive Director, People & Culture

1%

Events

47% Grants

Contributions

MARK STIERS Board Chair

DR. DARIENNE HUDSON President & CEO

United Way for Southeastern Michigan’s Run United team puts their feet to the pavement to better their communities. Runners participate in virtual and in-person events, raising funds to support education and digital access for students.

Women United’s signature networking and fundraising event, The Women of In uence Summit, is hosted annually every March in celebration of International Women’s Day. All proceeds support United Way for Southeastern Michigan’s early education and literacy efforts.

DONATE TODAY HELP FAMILIES IN YOUR COMMUNITY

EVERY DOLLAR MAKES A DIFFERENCE

LAST YEAR WE:

Made 302,122 referrals to food, housing, utility assistance services through our 2-1-1 helpline. Served more than 860,000 people with food, health care and housing resources. Invested another $1 million in grants into local BIPOC-led organizations through our Racial Equity Fund.

Sent 60,000 books home with children and delivered 9,000 backpacks to students in need.

When you support United Way, you help families in your community put food on their table, keep their lights on, and access the support they need to move past crisis. Together, we can be the light that guides our neighbors toward a brighter future.

®

WHAT WE DO

In our pursuit to eliminate poverty, Wayne Metropolitan Community Action Agency (Wayne Metro) empowers people and Southeast Michigan communities to be strong, healthy and thriving. Wayne Metro improves human service outcomes through integrative approaches that examine the root causes of poverty. Founded in 1971, Wayne Metro is a non-pro t organization serving approximately 75,000 low-and moderate-income residents throughout Wayne County with over 75 programs.

Wayne Metro Outputs by Impact Area 2022:

Healthy Homes

47,683 individuals and 55,670 households assisted with utility, rent, mortgage or home repair assistance to maintain stable housing.

Upward Mobility

12,110 individuals received nancial coaching, homeownership counseling, skills and job training to increase assets; 2,556 individuals received bene ts and employment coordination or referrals to other assistance.

Family Success

255,157 food packets distributed; 6,518 individuals received early childhood education, youth enrichment, plus other support services using a strengthening families approach.

Equity and Inclusion

153 community organizations were assisted through subgrants; 667,157 phone calls received for client inquiries; 90 community-based organizations participated regularly in Wayne Metro’s Regional Advisory Councils, which help inform the agency’s work and distribution of grants and sponsorships; $2 million dollars invested in grassroots organizations to support resident-led community transformation in the past year alone.

EVENTS & FUNDRAISING

HOW YOU CAN HELP

EXPLORE: We are rooted in mission and guided by vision! Learn more about Wayne Metro Community Action Agency and our programs at waynemetro.org.

JOIN: If you are an organization, agency, business or local leader within Wayne County who is striving to make a positive impact on the community, Wayne Metro would love to partner with you. Visit our website to learn about grant opportunities, support for community events and our Regional Advisory Council.

HELP OTHERS: Making a gi to Wayne Metro is helping your neighbor, family or friend who needs a helping hand. Wayne Metro provides a safety net when times are hard. Each gi makes a di erence in our communities. Your donation helps us continue our pursuit of helping people live a more thriving and successful life.

DONATE: Visit waynemetro.org/get-involved to make a donation and learn how to be a part of our community e orts. It takes a village; we are grateful for your support!

SHARE: Our 2023 Annual Meeting will be held virtually on October 19 at 10 am. and will broadcast live from Detroit’s AVL Creative studios. Join us for this annual fundraiser showcasing “Our commitment to putting the community in community action.” Sponsorships are available and begin at $500. Contact Development Manager Assia Likomanov at alikomanov@waynemetro.org for more information.

LEADERSHIP

Mia Harnos Chief Operating Of cer

William Lane

Chief Financial Of cer

Courtney Hierlihy Interim

ADDRESS

7310 Woodward Avenue, Suite 800 Detroit, MI 48202

PHONE

313-873-6000

WEBSITE waynemetro.org

696 EMPLOYEES

2022 REVENUE $309.5M

FOUNDED IN 1971

Nadeem Siddiqi Executive Director of Data, Development & IT

Executive Director of Green & Health Homes

Jessica Mays Executive

Director of Whole

Family Services

Shama Mounzer Executive

Director of Empowerment & Integration

Steven

Cato Director of Community Development

Sitara

Govender Director of Innovative Programming

JODI ADAMOVICH Board Chair

LOUIS PISZKER CEO

The Project Homeless Connect event event serves as a onestop shop to deliver resources, services and personal items to those experiencing homelessness and low-income families annually in Out-Wayne County.

Wayne Metro celebrated the opening of our new emergency overnight facility, River Rouge Service Center, to support individuals and families experiencing homelessness. We welcome the opportunity to assist individuals during transitional times.

WHAT WE DO

e YMCA of Metropolitan Detroit is a vital partner in the development of thriving communities. We are committed to providing experiences that enhance health and wellness, child and youth development, family and community.

We believe health and wellness should be accessible to all. Everyone should have an opportunity to contribute to improving their community. Healthy communities are safe, inclusive and welcoming. Youth deserve positive experiences to support them in realizing their potential.

We serve over 50,000 children and families throughout Southeastern Michigan — primarily in Wayne, Oakland and Macomb counties — through traditional YMCA facilities, community-centered programs and two residential camps, located in Holly and Oscoda, MI.

Our core values are: caring, honesty, inclusion, respect and responsibility. Our mission is to put Judeo-Christian principles into practice through programs that build healthy spirit, mind and body for all.

EVENTS & FUNDRAISING

VOLUNTEER: Become a Girls or the Run or STRIDE Coach: gotrdetroit.org/volunteer/

DONATE: Our greatest needs are monetary donations to help provide scholarships to children to attend YMCA summer camps, swim lessons and other year-round educational programs.

SHARE: Refer childcare workers and lifeguards; we will provide training.

JOIN: Become a member and give yourself and your family the gi of a healthier lifestyle while strengthening our YMCA’s ability to serve the community.

LEADERSHIP

Kyle Anderson VP OperationsMembership

Michelle Kotas Chief Financial Of cer

Latitia McCree-Thomas SVP Marketing and Communications

Lisa Mullins VP Finance & Risk Management/Controller

ADDRESS

1401 Broadway, Suite 3A Detroit, MI 48226

PHONE 313-267-5300

WEBSITE YMCADetroit.org

680 EMPLOYEES

2022 REVENUE $24.7M

FOUNDED IN 1852

Lynette Simmons VP Operations - Community Initiatives

Lorie Uranga SVP Properties and Facilities

Darcie West SVP Human Resources/ CHRO

Other 1% 5% 1% Contributions Events

27%

66% Grants

FUNDING SOURCES Programs and Memberships

ERIC D. HUFFMAN Board Chair HELENE WEIR President & CEO

The YMCA of Metropolitan Detroit celebrated 170 years of service as we honored our core values: caring, honesty, inclusion, responsibility and respect with a tribute concert to Detroit’s Queen of Soul Aretha Franklin.

The 26th annual Legacy Golf Classic at Oakland Hills Country Club raises funds to support youth and families.

DONATE TODAY.

GIVE A CHILD A SUMMER TO REMEMBER.

Young campers will learn without realizing it. They will explore STEM projects and have fun staying active and exploring nature.

Youth of all ages learn drowning prevention through our Safety Around Water programs; a skill that is necessary for a state with so many pools and natural bodies of water.

Career exploration, mentoring opportunities, and first jobs will happen for older youth under the guidance of caring Y professionals. Adolescents and young adults learn core values of caring, honesty, respect, responsibility, and inclusion that will last a lifetime as they grow into the leaders of tomorrow.

Your support will make better days for the children we have the privilege of serving.

DONATE TODAY TO MAKE EVERY DAY BETTER YMCA

SEARCH

Jane Alessandrini

Vice President of Development

Detroit Zoological Society

Overseeing all fundraising and sponsorship at the Detroit Zoological Society, Jane Alessandrini leads a team that has raised $39 million in the past ve years, including $9.5 million in 2022. She uses her 30 years of experience in all aspects of major and planned gifts, corporate and foundation relations and capital campaigns to provide the day-to-day leadership and management of the Development department, which includes 10 professionals.

Alessandrini's biggest career win was working with volunteer leaders and colleagues to secure funding for the Zoo’s Arctic Ring of Life and Ford Education Center as part of the nonpro t’s successful $35-million Celebrating Wildlife Campaign. e features draw more than a million visitors annually.

Alessandrini is a longtime member of the Association of Fundraising Professionals.

Melinda Clemons

Vice President, Central Midwest Market & Senior Advisor of Equitable Path Forward Enterprise Community Partners

Melinda Clemons co-created Enterprise’s $3.5 billion Equitable Path Forward initiative to increase racial equity by bringing funding to BIPOC real estate developers across the country. To date, the EPF has invested more than $250.

Most recently, she led the creation and implementation of Enterprise’s CDO (Community Development Organizations) Fund in Detroit, which disbursed $11.7 million to 25 nonpro t organizations.

Additionally, Melinda oversaw the creation of the $4.2 million Elevating CDO Fund to support smaller BIPOC-led organizations and the $20 million Detroit Home Repair Fund.

Clemons serves on the board of directors of Community Development Advocates of Detroit and Communities First. She also serves on Invest Detroit’s Investment Committee and is a Real Estate Executive Council member.

Eric Barritt

Senior Associate Vice President and Chief Development O cer

Michigan Medicine - University of Michigan

Eric Barritt is responsible for fundraising for Michigan Medicine, which includes the University of Michigan Medical School, the University of Michigan Hospital, C.S. Mott Children's Hospital, Von Voigtlander Women's Hospital and 40 health centers and home care services across Southeast Michigan.

One of Barritt's signi cant accomplishments was leading the health systems portion of the Victors for Michigan campaign, raising $500,000 over the $1 billion goal. Under Barritt's leadership, his team of 125 people has raised more than $200 million annually over the past 8 years.

Barritt teaches nonpro t management at UM-Dearborn and has served as president of the Northville Education Foundation for more than 10 years.

Heidi Coates

Senior Associate Vice President of the O ce of Business Engagement and Strategic Partnerships

Wayne State University

Recently promoted to a senior role, Heidi Coates manages a team of 20; among them are 14 development professionals working with faculty and sta to raise upwards of $45 million annually.

One of Coates' biggest accomplishments occurred in 2022 when she worked with Provost Mark L. Kornbluh to raise $6 million from the Andrew Mellon Foundation to diversify Wayne State’s faculty and establish the Detroit Center for Black Studies.

"Heidi Coates brings talent and passion to whatever she does. Her work has made the university and the city of Detroit stronger," said David Ripple, vice president of Development and Alumni A airs at Wayne State University and president of the WSU Foundation.

Coates advocates for diversity, equity and inclusion at Wayne State and served on the university’s Social Justice Action Committee. She also serves on the Connect 313 board of directors to ensure all Detroiters have digital access.

Jennifer Beamer

Senior Executive Director, Michigan American Cancer Society

After 20 years of experience at the American Cancer Society, Jennifer Beamer stepped into a senior role while also executing responsibilities as Development director in 2022. Under her leadership, ACS Michigan ended the year by reaching 117% of its fundraising goal. Beamer manages nearly $8 million annually.

A signi cant stand out in Beamer's tenure is her work Suits and Sneakers, a fundraising in collaboration with Michigan State University Men's Basketball that has raised $300,000 in the last ve years for the ght against cancer.

However, her biggest win has been leading her team to garner 27% annual growth and become the fourth highest market in community fundraising in the country.

Beamer volunteers at and contributes to various nonpro ts, including the American Heart Association. She is also the owner and artist at Tinker Dot Designs, creating art pieces that promote mental health and personal empowerment.

Margaret Cooney Casey

President, Corewell Health Foundation – Southeast Michigan

Chief Development O cer, Corewell Health East, Corewell Health Foundation – Southeast Michigan

Since taking the helm for fundraising at Beaumont (now Corewell Health East) in 2000, Margaret Cooney Casey’s team has raised more than $700 million. Within the last ve years, she secured a $21 million commitment to enhance patient care, training and research within the Royal Oak emergency center, which includes specialized resources for geriatric and pediatric care.

"Margaret has an extraordinary wealth of knowledge, an outstanding commitment to her work, an uncanny talent for problem-solving and an incredible ability to inspire others to give back and make a di erence," said Warren Rose, CEO of Edward Rose & Sons and chair of the Corewell Health Foundation – Southeast Michigan board of directors.

Cooney Casey is a member of the National Society of Fund Raising Executives and Association for Healthcare Philanthropy and a Detroit Symphony Orchestra trustee.

Joan

Brophy Director of Development Wayne Metropolitan Community Action Agency

Since Joan Brophy began her tenure at Wayne Metro in 2013, the organization’s revenue has increased to $50 million in 2019 from $30 million in 2013 and now exceeds $200 million as a result of federal funding opportunities.

Brophy leads a team of fundraising professionals who submit more than 200 proposals each year to ll gaps in services and fund innovations in more than 75 program areas. She also leads Wayne Metro’s Participatory Grantmaking program, which supports BIPOC-led grassroots organizations with funding and technical assistance. e program has successfully raised nearly $8 million to support nonpro ts in Detroit, Hamtramck and Highland Park.

“She is always looking for new opportunities that align with our mission, but more importantly, support the needs of residents,” said Nadeem Siddiqi, executive director of IT, Development and Data Strategy for Wayne Metropolitan Community Action Agency.

Matthew Cullen

Chair

Detroit Riverfront Conservancy and JACK Entertainment

Matt Cullen has been chair of the Detroit Riverfront Conservancy since the nonpro t launched in 2003. He recently helped lead the Regional CEO Group that brought corporate and philanthropic leaders together for a public space visioning process. As the architect of the Uni ed Greenway Partnership, he helped to raise $350 million to fund the completion of the Detroit Riverfront and build the Joe Louis Greenway.

"Matt’s a brilliant fundraiser and world-class volunteer who’s invested thousands of hours to causes that matter to him. Matt is quick to share credit with others, which has always been key to his success," said Mark Wallace, president and CEO of Detroit Riverfront Conservancy.

Cullen has been CEO of M-1 RAIL since its inception in 2007. Cullen also serves as the chair of Invest Detroit, vice chair of the Downtown Detroit Partnership and is an active member of the Detroit Zoological Society executive committee.

Kate Cherry Development Director Detroit Future City

In 2021, Kate Cherry increased Detroit Future City’s funding sources vefold to include public, private and nonpro t funding support. e annual budget also increased by 50 percent, allowing DFC to further its mission of increasing access to land use, community development and economic equity-related quality-of-life improvements. For instance, her “braided funding” model helped transform polluted land on Detroit’s east side into a reforestation project.

“In addition to the incredible work Kate has done to bring new and diverse funding streams to Detroit Future City, what I nd most notable about Kate’s leadership is her commitment to the community, volunteering to help small nonpro ts in Detroit navigate fundraising challenges,” said DFC CEO Anika Goss.

As a member of the Alternatives for Girls board and chair of the program and strategic planning committees, she helped increase revenue from $3.7 million to $8.6 million.

Jennifer Dale

Director of Community Outreach & Philanthropy

Angela Hospice

In her rst year at Angela Hospice, Jennifer Dale and her team procured more than 2,000 new donors, who gave over $430,000 in the previous scal year. She also reshaped the Legacy Giving Society for planned giving donors, resulting in 10 additional new members. Dale oversees and leads a team of six responsible for bringing in nearly $1.5 million annually.

"Jennifer is the kind of leader that allows her team to shine under her guidance, and therefore, leads not only them to success but the entire organization as well. She’s building something special here, and a culture of philanthropy that will only grow," said Jamie LaLonde, executive director at Angela Hospice.

Dale is board president of the Michigan Society for Healthcare Planning & Marketing and a member of e Parade Company’s Distinguished Clown Corp.

METHODOLOGY: The honorees featured in this Notable Leaders in Fundraising report were nominated by their peers, companies, friends or family members. Crain’s Detroit Business editors selected nominated honorees based on their career accomplishments, track record of success in their eld and contributions to their industry and community, as outlined in the detailed criteria. Natalie Tomlin, Ryan Kelly and Crain sta wrote the honoree pro les based on the nomination forms. For questions about this report, Contact Special Projects Editor Leslie D. Green: lgreen@crain.com.

Crain’s Detroit Business is accepting Notable Leaders in Higher Education nominations until June 23. For questions about this or a future Notable award program, visit our Nomination Page or email notablesdetroit@crain.com.

Crain's Notable Leaders in Fundraising have a special knack for raising awareness, cultivating donor relationships, and completing successful campaigns that help their organizations thrive.

Andrea DiGiovanni Director of Development Operations and Communications

Lighthouse

"Andrea has played an instrumental role in Lighthouse's recent growth, overseeing a variety of initiatives supporting a wide range of complex emerging program areas. She has done an excellent job recruiting and mentoring sta , is adept at collaborating across departments, and is an important contributor to our leadership team," said Lighthouse CEO Ryan Hertz.

Lighthouse provides a holistic, client-centered approach to moving individuals and families from homelessness to housing and crisis to self-su ciency.

Andrea DiGiovanni manages approximately $2.5 million in donations that result from fundraising events, direct mail campaigns, and other e orts she leads on behalf of Lighthouse.

During COVID-19, DiGiovanni helped raise more than $3.5 million to help thousands of local families, seniors and individuals a ected by the pandemic.

In 2021, DiGiovanni partnered with Genisys Credit Union to raise $12,230 to purchase anksgiving turkeys for all of the families Lighthouse serves.

Beth Dochinger

Development O cer

Michigan Medicine - University of Michigan

Beth Dochinger is responsible for creating the foundational strategic fundraising plan for the Department of Nursing at University of Michigan Health and leads a clinical development team charged with identifying and soliciting major gifts to support research, teaching and patient care.

Her team at Michigan Medicine raised a $7 million donation for traumatic brain injury care and a $5 million donation for food and allergy services.

She led the conclusion of a W.K. Kellogg Eye Center, successfully raising $64 million, a 27% increase over their original goal.

Dochinger raised more than $20 million while at Johns Hopkins Medicine and created a portfolio that increased giving by $10 million in three years.

Prior to her work at the University of Michigan, she worked at the University of Cincinnati-College Conservatory of Music, where her team achieved a $91 million campaign.

Kelli Dobner Chief Advancement and Strategy O cer Samaritas

Under Kelli Dobner’s direction, Samaritas’s revenue increased by 390% in three years.

“In addition to impressive Advancement prowess, Kelli also has a deep operations-level understanding of Samaritas’ diverse programming — not just to be able to connect donors to mission but as an effective internal partner to the entire leadership group and external audiences. Her commitment to the organization cannot be contained within ‘advancement’,” said Samaritas board Chair David Lochner.

Dobner leads fundraising, marketing and IT operations, oversees a $120 million budget and manages 42 employees. Dobner has helped raise $25.8 million since joining the nonpro t foster care and adoption organization in 2017.

Other notable accomplishments include collaborating with the City of Detroit and others to create and launch the Detroit Refugee Network, which connects refugees to housing and employment in the city.

Dobner is a member of the Detroit Regional Chamber and the Wayne State University Alumni Association and sits on the executive committee board of Area Agency on Aging 1-B.

Jill Elder

Vice President and Chief Revenue O cer

Detroit Symphony Orchestra

“ e DSO’s vision for what an orchestra can mean for its community is re ected in Jill’s vision for how it will be supported through fundraising initiatives. Jill’s fundraising acumen is demonstrated by consistently meeting goals while simultaneously looking to the future to create new and innovative processes,” said DSO President and CEO Erik Ronmark.

Jill Elder was promoted to vice president and chief revenue o cer in 2021. She oversees 29 employees, a $19 million annual fund, a $75 million endowment campaign and $8 million in earned revenue.

She successfully raised over $100 million toward the DSO’s annual and endowment funds, including $32 million for the nonpro t’s Impact Campaign in 2022.

Elder worked at the American Cancer Society for 20 years before joining the DSO. She continues to support ACS.

is proud to congratulate

REGAN GOLDBERG on being named one of Crain’s Detroit Business Notable Leaders in Fundraising

Easterseals MORC is committed to building a culture of philanthropy within our organization and the community to make the world a better place.

Virginia Fallis

Vice President and Senior Counsel

Hammond & Associates LLC

Virginia Fallis has helped clients raise over $100 million since she joined Hammond & Associates in 2006. She works with 10 to 12 clients each year on “capital campaigns, major gift initiatives, feasibility studies, strategic planning and historic giving analysis.”

Fallis led the feasibility study of the Chandler Park Conservancy’s $25 million mission to develop educational, recreational and conservation opportunities at the park on Detroit’s east side. She helped raise $6.2 million towards the project.

“As a consultant for Oakland Family Services, her valuable insights and direction helped take our fundraising program to the next level,” said Jaimie Clayton, president and CEO of Oakland Family Services. “Virginia also assisted in enhancing our visibility, brand awareness (and) messaging in cultivating donors and gave us clear guidance on methods of donor recognition.

Before joining Hammond & Associates, Fallis led the $125 million Campaign for Community and Orchestra fundraising e ort for the Detroit Symphony Orchestra that raised 50 gifts of $1 million or more. Other notable clients include Forgotten Harvest and the Detroit Riverfront Conservancy.

Regan Goldberg

Senior Vice President and Chief Development O cer Easterseals MORC

Donations to Easterseals MORC have increased 52 percent since 2021 under Regan Goldberg’s leadership. She is responsible for 10 employees, a $2.8 million annual budget and relationships with 8,300 donors.

During the pandemic, Goldberg and her team found success by creating methods of fundraising that didn’t involve public gatherings. ey exceeded the organization’s goals by 93% in 2021 and 11% in 2022. e additional funding allowed Easterseals MORC to increase the number of individuals it serves by 17% and attract a $15 million gift from philanthropist Mackenzie Scott.

“Since Regan joined our organization in 2019, she has been instrumental in increasing both private and public donations. is funding has been critical as we nd ways to meet the needs of Michiganders at a time when the demand for our services has reached record highs.”

Goldberg volunteers with Hope Shelter in Pontiac, American House in Troy and Heart to Heart Mission in the Dominican Republic.

Nicole Hefty Director of Philanthropy and Grants City of Dearborn

Nicole Hefty joined the city of Dearborn last year and made an immediate impact, raising more than $25 million in her rst year on the job.

"Nicole is amazing to work with. Her dedication, intelligence, organization, and creativity is the reason behind the millions of grant dollars she has been able to secure for the city,” said Alia Phillips, director of Community Relations for the City of Dearborn.

She manages Parks Equity and Access for Citizen Engagement, a $32 million Dearborn project to add three new city parks and upgrade the others with outdoor Wi-Fi, basketball courts and soccer elds.

Hefty, who is the sole member of her department, has submitted more than $320 million in grant requests over 14 months. Her rst project for the city received a $20 million grant and a $10 million match that covered sta land and more.

Hefty is an adjunct professor at Western Michigan University, a member of the Dearborn Community Fund board and an advisory board member at the Environmental Interpretive Center at the University of Michigan-Dearborn.

Bill Kolb Chair

McCann Worldgroup

Bill Kolb, Chairman of McCann Worldgroup, serves on the board of directors at the National Kidney Foundation of Michigan.

“Bill is an incredible leader and a true mentor with a focus on growth and wellbeing,” said Linda Smith-Wheelock, president and CEO of the National Kidney Foundation of Michigan. “Bill has given of his time, money, and resources to impact the NKFM and those we serve, both now and into the future.”

Kolb created NKFM’s Healthy Futures campaign to educate children, build programs for those who struggle with health and transform kidney care through early care and attention.

Under his guidance, the campaign raised $11 million in one year.

Kolb also serves on the Project Healthy Minds board and supports Women of Tomorrow, which works to empower at-risk young women.

As chair and former CEO of McCann Worldgroup, Kolb helps lead a team of 14,000 employees, delivering marketing services to companies such as General Motors, Microsoft, Cigna and Nestle.

Kathi Kucharski Vice President of Grants Administration

Invest Detroit

“Kathi is truly an unsung hero at Invest Detroit. Her e orts have allowed the organization to explore new programs, expand existing ones and to increase our impact in the community. Her work has increased internal capacity for the organization, and improved operations, making us a better organization,” said Invest Detroit President and CEO Dave Blaskiewicz.

Invest Detroit lends to and invests money in business and real estate projects in Metro Detroit that struggle to nd traditional nancing. It also aims to create housing and job opportunities for Detroiters.

Kucharski manages $100 million in grant revenue and a team of three employees. Under her direction, Invest Detroit has received $121 million in grants, including a $10 million grant from the Ralph C. Wilson, Jr. Foundation and a $750,000 grant from Wells Fargo. She also spearheaded the organization’s e ort to centralize its data to better track the progress and compliance of grants.

She also sits on the Boll Family YMCA of Metropolitan Detroit board.

Congratulations to

Margaret Cooney Casey

President of

Corewell Health Foundation – Southeast Michigan and a 2023 Crain’s Detroit Notable Leader in Fundraising

For more than two decades, Margaret Cooney Casey has led fundraising for Beaumont and now Corewell Health in Southeast Michigan, working in tandem with visionary, generous donors and a dedicated advancement team to raise $700 million in support of exceptional health care in southeast Michigan.

On behalf of those donors and the countless patients and families served by these efforts, we say thank you.

Leslie Lambert Chief Development O cer American Red Cross Michigan Region

Leslie Lambert joined the American Red Cross in 2020. She oversees nine employees dedicated to raising funds for disaster relief, like home res and oods. e team manages a 700-account portfolio and is charged with raising $10.5 million this year. Last year her team exceeded its fundraising goal by 30%.

“An e ective change agent, Leslie has excelled in meeting fundraising targets. She has risen through the ranks and become a great 'player coach’ modeling best practices,” said Ron Horvat, vice president of fundraising at the north central division of the Red Cross. “She has built a team that re ects the diversity of those we serve. Leslie truly represents what is best about the American Red Cross.”

Lambert volunteered for the Red Cross disaster response teams when she joined and continues to participate in the program that installs free smoke alarms in homes and provides education on re safety.

She previously worked as a corporate fundraiser handling corporate partners, such as Ford and GM.

Laura LeBlanc

Executive Director of Philanthropy & Communications Southwest Solutions

Laura LeBlanc’s team has doubled major gifts and increased revenue at Southwest Solutions, a nonpro t that provides services to the mentally ill and disabled. ey raised more than $465,000, a 30% increase, at the organization’s annual fundraising gala.

“Laura is an exceptional fundraising professional because of her dedication to leading fundraising e orts, as well as partnering to improve the quality and impact of our work,” said Sean de Flour, president and CEO of Southwest Solutions. “Her leadership and communications e orts have improved sta retention, impacted operational decisions and simpli ed access to services for our clients,”

One of the biggest wins of LaBlanc’s career was as vice president of Development and Communications at Volunteers of America, where she launched a Veteran’s Day Car Giveaway that reversed a decline in car donations and brought in 10 new major gifts.

Danielle Manley

Senior Director of Strategic Partnerships

Wayne State University and TechTown

Detroit

Danielle Manley manages of fundraising for Wayne State University’s O ce of Economic Development and TechTown Detroit.

She was integral to TechTown receiving more than $16 million in federal grants to bolster mobility in the region. Her team increased donated revenue by almost 400% by launching an annual fund that attracted more than 700 donors.

In 2021, she launched the TechTown Startup Fund to support Black and Detroit-based tech founders, which has raised $1.4 million and awarded 24 grants.

Manley is also working toward balancing the composition of TechTown’s board and executive committees to have 51% women, 51% Detroit residents and 75% Black and Indigenous people of color.

“She’s led this department with TechTown’s values of entrepreneurship and innovation. We’ve broken the rules and the models for traditional fundraising in recognition that we don’t have to do what has been done before,” said Lindsay Robillard, TechTown associate director of fundraising.

Denise Lewis Committee on Directors Chair Wayne State University Foundation Board

Denise Lewis has duciary responsibility and helps manage the WSU Foundation’s volunteers and university sta . As an investment committee member, she helps oversee the university’s $502.4 million endowment.

She diversi ed board membership to re ect the WSU community better, bolstered the trustee council by recruiting successful alumni, created more e ective orientation and onboarding processes and helped to choose a new outsourced chief investment o cer.

“Wayne State is proud of its relationship with Denise Lewis,” said David Ripple, vice president of development and alumni a airs and president of the WSU foundation. “Her role on our foundation board is marked by asking tough questions, challenging ideas, and driving impactful decisions.”

She also assists with fundraising as a member of the Detroit Zoo, Detroit Opera and Motown Museum boards.

Jonathan Lowe Director of Charitable Gift Planning Jewish Federation of Metropolitan Detroit

Jonathan Lowe was a core architect of the Centennial Fund, the Jewish Federation of Metropolitan Detroit’s $273 million endowment created as a safety net for atrisk members of the Jewish community.

As the director of charitable gift planning, he manages a donor portfolio of 225 individuals and families.

“No one in this town was luckier than our Federation when Jon decided to come back into the nonpro t world from law practice. When you need someone of the highest knowledge, integrity, compassion and understanding to help your family, Jonathan is who I would call and have on many occasions,” said Andrew Beider, senior portfolio management director at Morgan Stanley.

Lowe’s notable accomplishments include stewarding a $15 million legacy endowment to create the Brown Center, which provides adult daycare services to people with dementia and support to their family members.

In addition, Lowe is treasurer of the Planned Giving Round Table of Southeastern Michigan.

Dawn Magretta Executive Director of Development Schoolcraft College Foundation

Under Dawn Magretta’s leadership, the Schoolcraft College Foundation’s portfolio has grown from $14 million to $19 million. She manages annual revenue of $2 million to $5 million.

Magretta launched Vision 2025, a veyear, $18 million fundraising campaign — the rst campaign in the college’s history — that has reached 75% of its goal. She also improved the ability to donate online, established a planned giving program and secured more than $4 million in private grant funding “for student success, K-12 alignment and mobility sector alignment.”

“Dawn Magretta has been an incredible asset to Schoolcraft College as her advocacy for removing student barriers is inspiring and unwavering,” said Schoolcraft College President Glenn Cerny.

Before joining Schoolcraft, Magretta launched a successful $10 million campaign for the Macomb Community College Foundation. Magretta serves on the boards of the Association of Fundraising Professionals Greater Detroit Chapter and the Secretary of the Livonia AM Rotary.

Katrina

McCree Chief Community Impact O cer Neighborhood Service Organization

Since 2020, Katrina McCree has raised over $7 million, obtained 10 new grant funders, increased employee giving by 216% and doubled sponsorships for Neighborhood Service Organization’s annual fundraiser.

“It is an honor to have Katrina on the team. She is an incredible asset to our organization, with a passion for service that aligns with our strategic vision,” said NSO President and CEO Linda Little. e nonpro t individuals who are homeless, mentally ill or have developmental disabilities.

McCree led a capital campaign that raised $6 million to aid in the opening of the Detroit Healthy Housing Center. She also created new community partnerships, increased media attention and started the Affordable Housing Summit, a meeting of 125 thought leaders from the community.

McCree serves on the boards of Planned Parenthood Advocates of Michigan, the Coleman A. Young Foundation and the City of Detroit Local Development Finance Authority.

J. Spencer Medford

Senior Vice President and Chief Advancement O cer

The Henry Ford

“I have worked in the nonpro t sector for more than 40 years, including serving in senior-level fundraising roles with e Henry Ford and Detroit Symphony Orchestra. During that time, I have known many fundraising professionals, and in my opinion, Spence is one of the best I have ever met,” said George Moroz, Ph.D., special assistant to the president and senior director for external relations at e Henry Ford.

Medford directs a team of 50 people in several departments. His fundraising team is responsible for annually “soliciting and stewarding donations from 2,800 donors and 54,000 member households.” He manages the nonpro t’s $150 million comprehensive campaign and is key to the more than $140 million already raised. e funds pay for the Henry Ford’s rst diversity, equity, access and inclusion manager, free eld trips for Detroit students, invention conventions and more.

His notable accomplishments also include creating the Carver-Carson donor society, which set a $200,000 fundraising goal to rebuild the Detroit Central Market vegetable shed in Green eld Village. e society exceeded the goal and secured $850,000.

Medford is a member of the Association of Fundraising Professionals.

Paul Miller President Presbyterian Villages of Michigan Foundation

Each year, with Miller at the helm, PVMF raises an average of $5 million to help the nonpro t serve its partner organizations and support 7,500 low-income seniors.

“Paul’s focus on the vital role of donors and providing continual stewardship and gratitude for their generosity … has enhanced PVM’s organizational culture for the bene t of our nearly 80-year mission that serves thousands of seniors and dozens of communities across Michigan,” said PVM President Roger Myers.

Miller’s team surpassed its average fundraising total in 2021 by raising $12.7 million toward a wellness center and telehealth suites, new spaces for fellowship and updated kitchens and dining areas. e nonpro t also created an emergency fund for necessities, such as eyeglasses, dental work and mobility devices to residents in need.

In addition, Miller has launched a $170 million capital campaign to address the increased need for memory care and a ordable housing for seniors.

Tracy Muscat Vice President of Institutional Advancement College for Creative Studies

“Having served as president at four private colleges, I have never been as well supported in achieving the college’s philanthropic goals as I have been working with Tracy Muscat,” said CCS President Donald Tuski.

Muscat’s team of six raises upwards of $10 million annually and collaborates with the college’s 30 o ces and departments, board of trustees, alumni council and with numerous vendors. She re-engaged alumni and improved the donor database, developed an actionable philanthropic grown plan, grew the school’s investment in fundraising from two-to-one in scal 2019 to nine-to-one in 2022 and reorganized the development o ce.

Before joining CCS, Muscat was senior director of development for the University of Michigan – Michigan Medicine, where she founded the National Advisory Board for U-M’s Rogel Cancer Center and helped raise the $150 million Rich and Susan Rogel donated.

Muscat also serves the community. She is the director of Bellaire’s Downtown Development Authority and a mentor.

Howard Neistein

Chief O cer of Strategic Planning and Partnerships

Jewish Federation of Metropolitan Detroit

e Jewish community relies on the stewardship of the Jewish Federation to help meet needs. Neistein is integral to the team that manages $750 million in assets.

Under his direction, the nonpro t raises $35 million through its annual campaign and distributes $75 million to $90 million each year. He also manages individual and family foundation clients and supporters.

In 2002, Neistein helped launch JFMD’s Israel and Overseas Committee, which makes annual grants of $9 million to its partners. After the shooting at the Seattle Federation in 2006, he helped establish the Detroit Jewish Community security initiative, now a national model.

“Howard has … been a guide and mentor to me as CEO — as he was for those before me and the numerous board presidents he has worked with. His integrity, resourcefulness and teamwork have been invaluable,” said JFMD CEO Steven Ingber.

Michelle Rabideau President

Saint Mary’s Foundation

Saint Mary’s Foundation has raised more than $90 million over 20 years and made more than $100 million in grants with Rabideau leading philanthropy. She manages $27 million in assets, a $1 million operating budget, a large board of directors, a dozen sta members and a 30-donor portfolio.

Rabideau is on the Trinity Health Grand Rapids Hospital senior leadership team, Trinity’s national philanthropy leadership council and the boards of YWCA West Central Michigan and Kappa Delta Foundation. She completed six years on the Michigan Community Service Commission in 2021.

She led the $500,000 launch Colleague Emergency Assistance Program when pandemic-related stress, including furloughs and changes in workload began wearing down colleagues. e program awarded more than $280,000 to more than 200 people.

“Michelle is a true servant leader who is passionate about the mission of her work and her community. She is a master at building relationships, which is critical in the world of philanthropy, and (she) is results-oriented but, more importantly, strives to empower others to be their very best,” said Scott Breslin, partner, public a airs associate and chair at Saint Mary’s Foundation.

Stephen Ragan

Senior Vice President for External Relations College Possible

Ragan previously held leadership roles at Southwest Solutions, Focus: HOPE, Make It Right Foundation and other nonpro ts. Now he manages 31 people at College Possible, which strives to improve college access and success for more than 25,000 underserved students a year. He raised more than $28 million in 2022.

“Steve’s resume of fundraising is a ‘who’s who’ of important nonpro ts in Michigan. He believes in serving others, both in his professional fundraising and organizations he has helped through his volunteer work,” said David Brandon, executive board chair at Domino’s.

Ragan is a recent past president of the Association of Fundraising Professionals for Greater Detroit. Under his leadership, AFP dropped fees for training during the pandemic and opened programs to nonmembers and other nonpro t leaders, increasing program participation. He is also vice chair and development committee chair for Advantage Health, chair, treasurer and a tutor for All Saints Literacy Center and fundraising counsel for Life Remodeled.

Jalen Rose

Founder and Board President

Jalen Rose Leadership Academy

Rose established the Jalen Rose Foundation in 2000 and followed it 11 years later by establishing the Jalen Rose Leadership Academy, a Detroit-based charter school that supports students from high school and through college graduation.

“He has always been a hard worker with tremendous potential. During my time as mayor, he founded JRLA, the epitome of giving back to his community,” said Dave Bing, founder and chair of the Bing Youth Institute and former mayor of Detroit.

An ABC/ESPN analyst and former NBA player, Rose leads the school’s nine-member board and nearly $7 million operating budget. He builds partnerships with the community and most recently raised $5 million to meet “ambitious educational goals.” e school’s graduation rate is 97%, and 72% of students matriculate to college.

Casandra Ulbrich, Ph.D.

Vice Chancellor of Institutional Advancement University of Michigan-Dearborn

Ulbrich joined University of Michigan-Dearborn in 2019 and created a national advisory council.

“Casandra … seeks creative opportunities to connect alumni and donors to faculty engaged in pioneering research and community betterment. Most importantly, she works tirelessly to ndnancial support that allows our students to nd success and realize their dreams,” said UM-D Chancellor Domenico Grasso.

Under Ulbrich’s direction, her team has worked with more than 2,700 donors and raised nearly $18 million. In scal 2022, they increased annual giving by more than 276%.

Before UM-D, Ulbrich worked at Macomb Community College. Her e orts increased fundraising from $750,000 to $10.7 million. She also implemented the school’s Innovation Fund, sponsored by JPMorgan Chase. e fund awarded $1.7 million to 33 companies and “enhanced learning” for students.

Ulbrich is the past president of Michigan’s State Board of Education and a past member of the National Association of State Boards of Education’s government a airs committee. She is the board treasurer and a K-9 handler for Wolverine State Search and Recovery.

Chief Development O cer

Angels' Place

Urbiel started with Angels' Place, which provides people with intellectual and developmental disabilities with homes and support, more than 24 years ago. e nonpro t operates 21 homes. She worked her way up to her current role and now raises nearly $9 million and manages a team of volunteers. She is key to the development and improvement of successful fundraising events and implemented more e orts on social media.

“Barbara is one of the most dedicated and professional fundraisers I have ever known. She is obsessed with detail and will not quit until the job is done right. Yet this drive is only surpassed by her compassion for her clients, the mentally and physically challenged of Angels' Place,” said Chris Yaw, rector at St. David’s Episcopal Church.

Mary Jane Vogt Executive Vice President and Chief Development O cer

Henry Ford Health

“We have the best team in health care at Henry Ford, and thankfully that includes Mary Jane Vogt who along with her team help to secure the resources necessary to ensure we can always provide life-changing clinical care, research, discovery and innovation giving our patients the hope and breakthroughs they need,” said Henry Ford Health President and CEO Robert Riney.

By modernizing Henry Ford Health’s employee and physician giving campaign, Vogt and her 50-member team have brought in more than $35 million. ey have built numerous relationships externally, drawing more than $450 million in donations to date. Vogt also supports the Henry Ford Health Foundation board, which oversees a $350 million unrestricted endowment.

In 2022 alone, Vogt’s team raised more than $72 million for research, advancements in patient care, medical education and training and community health equity.

Her e orts have resulted in the Brigitte Harris Cancer Pavilion, the Pancreatic Cancer Center and Precision Medicine programming.

Barbara Urbiel

MICHIGAN ACCOUNTING FIRMS CRAIN'S LIST |

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Detroit auto show says it expects more auto brands to show up

CRAIN'S DETROIT BUSINESS

e North American International Auto Show said this year's show will feature more automotive brands than last year's rst foray into a September show that extended outside the walls of Huntington Place.

e Detroit Auto Dealers Association, which runs the show, said Wednesday that it expects more than double the 13 brands that participated in last year's show. General Motors Co., Ford Motor Co. and Stellan-

PEOPLE ON THE MOVE

ACCOUNTING

BDO USA, LLP

BDO USA, LLP has named Matt Manosky Tax Practice Leader of the rm’s Detroit of ce. Manosky will oversee all day-to-day operational aspects of the rm’s local Tax practice, including people development, strategic growth, and quality. With over 15 years of experience, Manosky has assisted both private and public companies with various tax matters such as managing their Total Tax Liability, tax mergers & acquisitions planning, and ASC 740.

ACCOUNTING

BDO USA, LLP

BDO USA, LLP has named John Marquardt Managing Partner of the rm’s Tax practice for the Central geography.

Marquardt will be responsible for strategic development and performance, and will oversee all aspects of operations, including fostering enhanced opportunities for the rm’s professionals and outcomes for its clients. With over 30 years of experience, Marquardt has extensive knowledge of corporate, partnership, international and multi-state taxation as well as mergers and acquisitions.

To

ACCOUNTING

BDO USA, LLP

BDO USA, LLP has named Kevin Patterson Assurance Market Leader of the rm’s Detroit practice. Patterson will oversee practice development and go-to-market business development strategies throughout the Midwest Market including in Detroit, Pittsburgh, Cleveland and Grand Rapids, aligning with the rm’s strategic business objectives. With over 17 years of public accounting experience, Patterson has worked extensively with both private equity owned and publicly traded manufacturers and suppliers.

Comcast

tis were the primary automakers featuring their brands in the show, with many European and Asian brands absent.

is year's show schedule includes media days on Sept. 13-14, the charity preview Sept. 15 and public show Sept. 16-24.

Other additions this year will in include an indoor EV test track for attendees and a global mobility forum for executives, which will run concurrently with media days.

Ford, GM and Stellantis will fea-

Advertising Section

ACCOUNTING

BDO USA, LLP

BDO USA, LLP has named Andy Zaleski Tax Market Leader of the rm’s Midwest Market. Zaleski will oversee client development and go-to-market strategies throughout the Midwest Market, aligning with the rm’s strategic business objectives. Zaleski has experience advising public, family and private equity owned multinational companies. His experience includes various aspects of federal, state and international taxation, including complex planning and restructuring of multinational businesses.

ture their full brand portfolios this year, organizers said. e show expects "multiple" vehicle debuts, but did not give a gure for how many had committed to the show so far.

Last year's auto show extended beyond its traditional home in Huntington Place to encompass events in Hart Plaza and elsewhere in Detroit.

It represented a relaunch of the show for a connected world where automakers no longer need a central media event to launch their vehicles and automakers would rather talk more directly to consumers.

It also represented a relaunch after several years of cancellations due to the move of the show from January, which was followed by COVID-related delays. In all, there were almost four years between the two editions of the show.

Attendance at the revamped show was down signi cantly from attendance at pre-pandemic shows, but live events more broadly have bounced back strongly in 2023.

HUNTINGTON

From Page 3

However, Detroit and county land records say the property at 2025 Woodward was recently owned by an entity registered in Morristown, N.J. called M-TCFM LLC. at address is linked to a real estate company called Richards & Robbins. It's not known whether the Torgows had any remaining ownership interest in the tower at the time of the sale.

A message was sent ursday morning to an executive at Detroit-based Sterling Group, the real estate company run by Torgow's children. A voicemail was left with and an email was sent to Norton Herrick seeking additional information.

e building is leased to Huntington at an initial annual lease rate of nearly $7 million, according to a regulatory ling.

AUTOMOTIVE Piston Group

The Piston Group announced the appointment of Ericka Stephens as chief human resources of cer. In her role, Stephens will be responsible for assisting the chief executive of cer and executive leadership team with developing, implementing, communicating, and executing the Piston Group’s strategic plan for human resources. She will also be responsible for advising internal business leaders as a key partner for critical decision support and guidance.

HEALTHCARE / INSURANCE

Marsh McLennan Agency

Shelby Brown joins Marsh McLennan

Agency’s Michigan Employee Health & Bene ts practice as an Account Director based in Troy. Drawing upon over 20 years of experience in human resources and employee bene ts, Shelby has a proven record of creative bene t strategy, focusing on cost containment and budget stability.

Andrew Milnes joins Marsh McLennan

Brown

Matt Groen has been appointed vice president, State Government Affairs for Comcast in Michigan. He is responsible for managing the company’s traditional legislative issues as well as state broadband funding opportunities. Groen is a veteran leader with over two decades of experience in public policy and lobbying. He has a wealth of experience in the cable industry, having most recently served as executive director of the Michigan Cable Telecommunications Association.

“Huntington is a major tenant in Huntington Tower, and we currently own the naming rights, but we have no ownership interest in the building. e sale of the property won’t a ect our presence in the building or our commitment to Detroit and the surrounding region," spokesman Kris Dahl said. "We have approximately 750 employees in Southeast Michigan, and Huntington Tower remains our commercial banking headquarters and the home base of our Middle Market and Technology Finance businesses.”

A joint venture between Macomb Township-based Colasanti Construction Services Inc. and Detroit-based MiG Construction was the general contractor on the construction. Detroit-based Neumann/Smith Architecture was the project architect.

Agency’s Michigan Employee Health & Bene ts practices as an Account Director based in Grand Rapids. With over 25 years of experience in the employee bene ts industry, Andrew’s specialties include bene ts consulting, client management, employee engagement, vendor management, carrier selection and contract negotiations.

Milnes

e new Detroit building made for a consolidation of multiple o ces Huntington had across metro Detroit and features 10 oors of parking on the lower levels plus exible workspaces, cafe and communal dining areas, and a rooftop terrace with views around the city and stretching far into Canada.

As of March 31, Huntington stood as the 22nd largest bank in the country, with about $188 billion in assets, according to the U.S. Federal Reserve. Crain's reporter Nick Manes contributed to this report

Contact: kpinho@crain.com; (313) 446-0412; @kirkpinhoCDB

Ford Motor Co. touted its Mustang at the 2022 auto show. | NIC ANTAYA/CRAIN’S DETROIT BUSINESS

Lt. Gov. Gilchrist lists Corktown penthouse condo for $1.9M

A penthouse in Detroit's Corktown neighborhood owned by Michigan

Lt. Gov. Garlin Gilchrist is on the market, priced at nearly $1.9 million.

e 5,600-square-foot, fth-story condominium on Sixth Street just south of Michigan Avenue was purchased by Gilchrist well before his time in Gov. Gretchen Whitmer's administration. Property records show Gilchrist bought the unit in June 2014 for $495,000.

All told, the unit makes for perhaps “the most unique condo in the city” of Detroit, according to Ryan Cooley, owner of O’Connor Real Estate, who’s marketing the property for Gilchrist.

Gilchrist — rst elected alongside Whitmer in 2018 and re-elected in 2022 — declined to comment.

e 40-year-old Detroit native is married with three children. Cooley told Crain’s that the family would commence a search for a new home once the condo sells, and would likely seek a single-family home.

Gilchrist and his family plan to continue living in the city of Detroit, according to Bobby Leddy, a spokesperson for the Whitmer administration.

Corktown, just west of downtown Detroit, has seen a condo boom as of late. e more than century-old building in which Gilchrist aims to sell his unit was one of the rst condo conversions in the neighborhood, according to Cooley.

Contact: nmanes@crain.com; (313) 446-1626; @nickrmanes

Cathedral Arts Apartments, training center build underway in Detroit

A $19.7 million project that will bring new a ordable housing, a job training center and community center to the Gateway community near Detroit’s Boston Edison/Arden Park is underway.

It will include a training center to prepare people for jobs as maintenance supervisors/property managers amid shortages in those areas.

Nonpro t developer MHT Housing Inc. is several months into the foundation work for the new construction near the city’s North End.

“Next week we’re going to start going vertical” with construction, President T. Van Fox said.

It has teamed up with the Cathedral of the Most Blessed Sacrament, the “mother church” for the Catholic Archdiocese of Detroit, on the housing project, which is part of a larger plan to establish the church and surrounding campus as a center for arts and culture for the surrounding community.

Located across Woodward Avenue from the cathedral, the 56,721-square-foot, Energy Star certi ed development will include 53, two-bedroom units and on the ground oor, a community center and M Training Center that will provide maintenance supervisor training through a four-week course, with a $500,000 grant from Citizen’s Bank, Fox said.

Initially, the plan was to include

retail space on the ground oor, but it shifted because there is no other community center space in the neighborhood, he said. “ is will complement the local neighborhood and the cathedral for events and gatherings.”

MHT acquired the 1.25 acres the development will sit on from the cathedral and has brought the church on as an equal partner in the project, Fox said.

e project will include 4 percent and 9 percent low-income tax credits, with nancing provided by the Michigan State Housing Development Authority.

e apartments are expected to come on line by year’s end. MHT will open applications for the apartments late this summer, Fox said.

e developer is doing a number of other new construction projects in the city currently, “but this is a very meaningful development in partnership with the cathedral to celebrate Father JJ (Mech) and Archbishop (Allen) Vigneron’s mission of strengthening the neighborhood,” he said.

M Training Center

e Cathedral Arts Apartments building will be home to the city’s third M Training Center, a workforce development program that trains people to be maintenance supervi-

sors.

e program will provide courses in electrical, plumbing, heating and cooling, appliance repair, drywall repair and painting. Participants are provided with supports from services for those with disabilities to help getting their driver’s license back/dealing with speeding tickets or polishing their resume.

rough the training program founded and operated by MHT, they are paid $15 hour during the program and guaranteed a job with MHT or another company, Fox said.

“ eres a shortage of maintenance supervisors and maintenance

techs though out the state...our objective is to graduate about 150 students a year.”

MHT has plans to break ground on yet another project with the Catholic church later this summer, Fox said.

Planning is underway for an identical, mixed-use project with St. Aloysius Parish on Washington Boulevard north of Michigan Avenue, he said.

A message was left for St. Aloysius's neighborhood services director seeking comment.

Contact: swelch@crain.com; (313) 446-1694; @SherriWelch

NICK MANES

The fth- oor penthouse unit in the Sixth Street Lofts in Detroit’s Cortktown o ers stunning views of the city. | PHOTOS BY O’CONNOR REAL ESTATE

SHERRI WELCH

Van Fox, president of MHT Housing Inc.

Small nonpro ts face biggest challenges in hiring fundraisers

SHERRI WELCH

e pool of available nonpro t fundraisers in the Southeast Michigan market remains tight, with nonpro ts of all sizes looking to hire development help.

Small nonpro ts are having the most di culty hiring and keeping fundraisers because they often have the smallest budgets, nonpro t leaders said.

Neway Works Inc., a youth development and mentoring nonpro t for underserved, impoverished students in grades 6-12, only received a couple of applicants over a threemonth search period for a contract development director.

“It’s been tough. It’s very time-consuming and can be frustrating, at times, because you’re so passionate about your work. And you expect others to share that passion, but that’s not always the case,” said Shane Gianino, founder and executive director of the Mount Clemens nonpro t.

He believes Neway’s small, $250,000 budget and short track record having starting during the pandemic, along with the demographics of the people it serves are sticking points for candidates looking for a nonpro t that’s more established. One candidate who had proven fundraising experience and education quoted a rate that was less than the market. Neway tried them on a pilot basis.

“ at didn’t work out for us. We need to pay the market (rate) in order to be competitive” and to be able to

From Page 1

research around cancer, health disparities and DEI will be really powerful to the donor community, especially those who have an interest in both organizations,” said Mary Jane Vogt, executive vice president and chief development o cer.

“ at’s when you really see some transformational giving.”

Two powerhouse nonpro ts teaming up to fundraise on a project isn’t unheard of; it has happened between universities and hospitals in the medical research space in other parts of the country, Vogt said. HFH also has research and training partnerships with Wayne State University. But the joint fundraising isn’t common in Southeast Michigan and certainly not at this scale.

“ is is unique for us at this moment in time to be jointly raising money with another large organization,” Vogt said.

e two organizations are jointly strategizing on fundraising to support their formal partnership, HFH + Michigan State University Health Sciences, MSU’s deputy spokesperson Dan Olsen said.

ey’ve had success recently, he said, with a foundational donation of $5 million from Heather and Ron Boji, an MSU alum who is CEO of the Boji Group, a real estate development, property management and construction management rm with o ces in Birmingham and Lansing.

e gift will support both the de-

hire a successful fundraiser, he said.

Another part of the problem is that the nonpro t sector continues to face a shortage of experienced fundraisers, especially diverse candidates, said Stephen Ragan, locally based senior vice president for external relations for College Possible National.

ere are long-term causes for the shortages, he said. ey include the absence of established paths to entering the profession, unrealistic fundraising targets and expectations that fundraisers bring existing relationships with donors to new jobs and underfunding of development positions.

e pandemic magni ed those challenges, Ragan said, creating a growing schism between nonpro ts' fundraising abilities. Some organizations have strong, well-resourced development programs that retain and grow sta and build strong philanthropy programs.

“Others churn through people without ever building a strong philanthropy program,” he said.

Building a pipeline

e number of fundraisers in the market looks better now than it did a year ago, but there are still shortages, said Leslie Carmona, president of the Detroit Chapter of the Association of Fundraising Professionals.

“If you have a job open, you’re (now) getting about half the applicants you would have pre-pandemic.”

To help matters, the sector is

working to recruit people with translatable skills and to bolster the skills of those leading small nonpro ts and their fundraising.

AFP has initiated a number of educational and mentorship programs to attract and support new fundraisers, including those transitioning from other professions, Ragan said.

It made its education programs free to fundraisers at the outset of the COVID-19 pandemic. And with funding from the Max M. and Marjorie S. Fisher Foundation, it launched a program to cover the costs of membership and programs and to provide experienced fundraising mentors for those new to the profession, he said.

Building a pipeline of development or fundraising talent is also a key AFP strategy for countering shortages, Carmona said. e association is working to come up with tactical ways to do that through conversations with universities to ensure students enrolled in nonpro t management certi cate programs are aware of fundraising career opportunities and through combating low-wage assumptions about nonpro t fundraising careers.

Beyond those, nonpro ts can and are looking for skills that translate to fundraising, Carmona said.

“ ere’s some talent out there. If you’re an active enough recruiter, you can nd them; you just have to look for applicable skill sets,” even if someone doesn’t have a degree, she said.

For example, among nine fundraisers Wayne State University re-

cently hired is a former teacher who brings a lot of patience, strong organizational, communications and presenting skills, all skills needed for a successful fundraiser, Carmona said, all very translatable to fundraising.

Marketing, communications and sales backgrounds also lend themselves to fundraising, Carmona said.

“If they have passion, persistence and resilience, this could be a career for them.”

Competing for talent

In the end, it’s about nding someone who is inspired by the mission of the organization, not just the paycheck, Nina Sapp, senior vice president and chief development ofcer at the Detroit Institute of Arts, said.

“ at’s not impossible; we’re still out there.”

e smaller number of fundraisers in the market has ratcheted up the competition among nonpro ts for fundraising talent.

Large organizations like universi-

ties and health systems can have teams that include hundreds of fundraisers. Mid-sized organizations, like the DIA — which has a 24-member development team — and smaller nonpro ts operating on much smaller budgets must compete with them for fundraising talent, Sapp said.

Many smaller nonpro ts with modest budgets can’t a ord to hire a fundraiser and rely on their top executives to raise money to support their missions, said Kyla Carlsen, senior director of program strategy and innovation for nonpro t capacity support center Co.act Detroit.

“ is is usually a new skill for them as their expertise typically lies in programmatic areas” and something that creates capacity challenges with competing responsibilities preventing dedicated time for fund development, Carlsen said.

“From our vantage point, we are seeing a need for deeper knowledge and training support for organizational development and fundraising, especially for smaller and newer nonpro t organizations.”

velopment of the joint research facility in Detroit and joint cancer research.

“We are proud of this partnership and our continued work to further cancer research and discoveries while eliminating health disparities,” Olsen said.

Sta ng up

HFH’s new campaign comes in the wake of its best fundraising year ever, Vogt said. Last year it raised $72 million, about $10 million more than its previous annual record.

HFH is now also working to raise

hundreds of millions of dollars towards the costs of the hospital expansion, with the balance of funding for that project expected to come through a mix of operating pro ts, bonding and borrowing, Vogt said.

“Certainly, when you have projects of this size ... you need to build up sta to support that e ort.”

at can be challenging when the average length of stay for a fundraiser at health care organizations nationally is 18-24 months, she said, adding that is something she notes when looking at resumes for potential job candidates.

As it moves into campaign mode, the health system is expanding its

fundraising team little by little, not en masse, Vogt said.

“It’s a marathon, not a sprint. I want to be very methodical in our growth and very responsible with our budget...we are extremely e cient in our fundraising.”

Nationally, for large health systems like HFH, a $7 billion integrated system, the cost to raise a dollar is about 19 cents, based on Giving USA research, Vogt said. For its part, Henry Ford spends nine to 10 cents to raise a dollar.

Health systems around the country like the Mayo Clinic, Cleveland Clinic and Johns Hopkins often have

hundreds of fundraising or development employees on sta , given their larger budgets. In Southeast Michigan, University of Michigan's Michigan Medicine is in that ballpark, with more than double HFH’s fundraiser numbers, Vogt said.

Retaining and sustaining

But HFH is being more measured as it adds fundraising support to raise money for the new Detroit campus. So far, Vogt said she's added about 10 to its 40-member development team. Going forward, she’ll continue to hire a handful of new development pro-

Tutor Camila Ash works with a student from Austin Catholic High School. | NEWAY WORKS INC.

A rendering of the hospital as seen looking south from the Lodge Freeway.

A conceptual rendering of the planned view of the new Henry Ford Health hospital in Detroit as seen looking north from Lincoln. | RENDERINGS BY HDR/ TSOI KOBUS DESIGN/ HAMILTON ANDERSON

Co.Act recently hosted the "Fundraising Unpacked” training series with Candid, formerly GuideStar, to try and boost fundraising knowledge among small nonpro ts and their leaders.

Outside of the support it’s providing to nonpro ts, Co.act is seeing a wealth of consultants specializing in fund development, she said.

Working with nonpro t support organization Michigan Community Resources, Co.act is pulling together a list of those fund development consultants and plans to launch a public directory of them, Carlsen said.

“ ere remains a signi cant need, however, to pay for the cost of these capacity building services which we are actively working to address.”

With the large number of nonprofits operating in Southeast Michigan, there are many opportunities for development o cers to jump from one organization to the next to build their careers and compensation, said Eileen Savage, chief advancement o cer for Cranbrook Educational Community.

If there aren’t opportunities for career promotion within their own organization, “the best opportunity for advancement in their career is to move out,” she said.

Nonpro ts, particularly small ones that don’t o er advancement opportunities, can help prevent talent loss by ensuring there are professional development opportunities within the organization, Savage said.

Fundraising is the business of building relationships and trust, she said.

Every time fundraisers leave, “you have to rebuild that trust and rapport to again move the relationship forward.”

Contact: swelch@crain.com; (313) 446-1694; @SherriWelch

fessionals at a time to increase fundraising capacity, with no set target.

e goal is to retain those highly-e cient fundraisers after the campaign ends to continue to support the health system, said Vogt, who has been on HFH’s development team for 26 years with the past four as chief development o cer.

“You want to make sure as you sta up, you’re able to sustain that baseline for fundraising...I would never be able to have enough sta to meet all the needs we have.”

To attract fundraising talent, you have to pay the going rate, especially given the competitive marketplace, she said. ere are more openings than there are people to ll them.

Beyond compensation, nonpro ts need to nd the people who connect with their mission, Vogt said, whether that is animals, arts, education or in the health system’s case, working to improve the lives of the people it serves.

Vogt has focused over the past several years on building greater depth in HFH’s fundraising team, providing pathways for career advancement as a way to keep talent on sta . at’s helped with retention; some on the team have eight-year, 10-year or 16year tenures with the health system, something that is attractive to new hires, she said.

“We’ve had the bene t of some boomerangs coming back, people who left the organization and want to come back and be part of this next chapter,” she said.

Contact: swelch@crain.com; (313) 446-1694; @SherriWelch

CVS bringing mock store to Detroit Goodwill in e ort to boost job training

CVS Health is bringing a workforce training center model it operates in other U.S. cities to Detroit as a way to increase equitable access to jobs and help ll talent needs for the company.

It’s set to open the mock store and pharmacy located inside of Goodwill Industries of Greater Detroit’s building in July to prepare hundreds of people each year for jobs at CVS and other employers in retail, pharmacy, distribution, customer service tied to mail orders and other areas. e Workforce Innovation and Talent Center will also provide job placement and community health services.

CVS (NYSE: CVS) is experiencing the same talent issues as other employers, said Ernie DuPont, executive director of workforce initiatives at the Rhode Island-based retailer. In addition to 230 stores in Michigan, CVS has a Novi distribution center.

" at’s why the work we’re doing is so important...we’re tapping into untapped pools of talent," he said. " ere are a lot of people who .. were just born to the wrong zip code and don’t have the opportunities others have. We’re opening up those opportunities along with our partners."

CVS has been working on workforce development with about 30 local nonpro ts, faith-based organizations and government agencies for the past two decades, DuPont said, providing training opportunities in its stores with people one at a time. e Detroit WITC will give it a dedicated space for those trainings and the ability to expand them through space at Goodwill, one of its premier partners in the area.

“We feel very strong around aligning our cultures and aligning the mission and partnership we have with Goodwill,” he said.

Goodwill is providing space in its Detroit building for the CVS-operated center at no charge. CVS will tap Goodwill and the roughly 30 other Detroit nonpro ts it has worked with on local workforce development for the past 20 years to help remove barriers to employment, said DuPont.

It’s a true partnership; both of us are bringing resources to the table,” said Dan Varner, president and CEO of Goodwill Industries of Greater Detroit.

“We are thrilled to have CVS resources partnered with ours in delivering this type of innovative workforce training for area residents.”

Goodwill will help recruit folks into the program and provide non-occupational supports like soft skills development, he said. “And many of our trainees in other programs will take advantage of the WITC to learn retail or pharmacy tech to get into those elds.

In addition, organizations like Detroit Employment Solutions Corp., Gesher Human Services, Spectrum Human Services and Wayne State Community College will help address issues around transportation, childcare, nancial literacy, job preparation skills and health to improve participants’ ability to hold a job while also providing

referrals for the training program, CVS said.

e WITC will serve everyone, including those with barriers to employment: people with disabilities, mature workers, youth, veterans and returning citizens, who may not only need a job but may also need additional support to ensure their longterm success, CVS said.

e length of the training will be customized to the needs of each individual to get them job-ready, DuPont said.

CVS launched its rst WITC in the 1990s in Washington, D.C., DuPont said, to help the company identify untapped pools of talent.

“It was about providing a hand up for people…breaking the cycle of poverty and recognizing that every

individual has potential,” he said.

Located at 3111 Grand River Avenue in Detroit’s Corktown neighborhood, the Detroit WITC is CVS’ ninth. e company also has locations in Boston; Cleveland; Jackson, Tenn.; Philadelphia; Pittsburgh; New York City; and Woonsocket, R.I.

Last year, the centers trained more than 1,800 people through the WITCs and hired 1,000 of them, a spokesman for the company said. Nearly a quarter of those hired were Black and/or African American.

CVS trained another 1,200 people across its locations through non-formalized training programs and plans to open additional WITCs in cities including Chicago, Columbus and Houston, he said.

Detroiter Amber Duncan was recruited as a junior in high school during a career day and started as a part time pharmacy tech trainee 17 years ago. A rst-generation Mexican-American, she went on to college and became the rst in her family to earn a college degree. She is now pharmacy manager at a Detroit CVS near 7 Mile and Livernois.

“I never thought my high-school part-time job would change my entire life or that a career and nancial independence was possible for me,” Duncan said in a statement provided to CVS.

“My family relied on state-assistance to make ends-meet and were unfamiliar of how to navigate systems to pursue opportunity. rough the program, I applied to pharmacy school, applied for grants and scholarships, and now provide culturally conscious care to my community.”

People are more loyal to CVS because of its workforce development investments, DuPont said.

"As a result, those that come to work for us are feeling loyal to CVS for the investment we made with them. Sometimes they progress with CVS and sometimes with others. .. both are a good story.”

e undisclosed investment in the Detroit WITC builds on other commitments CVS has made to address the social determinants of health across Michigan. In February, the company invested more than $11 million to build a 53-unit multifamily a ordable housing community in Detroit’s historic Brush Park neighborhood.

CVS and its Aetna Better Health of Michigan brand also recently awarded $250,000 in grants to 10 nonprofits across the state, including Goodwill, to address health and social care needs in physical and mental health, food insecurity, workforce training, housing stability and other areas.

Contact: swelch@crain.com; (313) 446-1694; @SherriWelch

SHERRI WELCH

Duncan Varner

“I NEVER THOUGHT MY HIGHSCHOOL PART-TIME JOB WOULD CHANGE MY ENTIRE LIFE...”

—Amber Duncan, CVS pharmacy manager

CVS’ Workforce Innovation and Talent Center inside Detroit’s Goodwill headquarters in Corktown will provide training, job placement and community health services. | PHOTOS BY CVS HEALTH

The mock CVS store and pharmacy located inside of Goodwill Industries of Greater Detroit’s building will prepare hundreds of people each year for jobs at CVS and other employers.

With the exception of the Great Recession era when struggling banks and automakers largely pulled back from sponsorship deals, the game of golf at its highest levels “has traditionally been an easy sponsorship decision because it’s clear who the audience is,” said Matt Friedman, a crisis communications expert and founding partner of Farmington Hills-based public relations rm Tanner Friedman.

While the deal to merge the tours into the new for-pro t entity with the Saudi PIF as the lead investor and the PGA Tour controlling operations is far from nished, companies that do business in golf need to be prepared, according to Friedman. Speculation that the U.S. Department of Justice or Federal Trade Commission may make inquiries has become rampant and Friedman noted the increasingly partisan divide in the country extending well beyond traditional politics and into areas such as pro athletics.

“Now there’s a PR quotient and companies will have to be prepared to explain, defend or communicate their decision to sponsor (golfers and/or golf events), or discontinue sponsorship,” he said. “ ey will have to explain their decision.”

At the moment, however, there is very little explaining going on. Metro Detroit companies that have business in the professional golf world appear to be keeping their heads in the sand.

Most notably, perhaps, is Rocket Mortgage, the Detroit-based mortgage lender — among the nation’s largest — and the title sponsor of the annual Rocket Mortgage Classic PGA Tour stop set to be played at the Detroit Golf Club at the end of the month.

As the annual event draws closer, tournament o cials “are focused on delivering a great fan experience and impacting the outcome in Detroit,” Jason Langwell, executive director of the Rocket Mortgage Classic, said in an emailed statement.

“Anytime there is news about the best players in the world coming together to compete, that can only enhance the fan experience and create an even better outcome for Detroit,” Langwell said of the proposed merger deal. “We are looking forward to learning more.”

Rocket Mortgage stands as an example of one company that opted against participating in the LIV Golf circuit, cutting business ties last June with golfer Bryson DeChambeau

Rocket Mortgage cut business ties last June with golfer Bryson DeChambeau when he opted to join the new LIV Golf tour. DeChambeau won the Rocket Mortgage Classic in Detroit in 2020. |

when he opted to join the new tour. DeChambeau won the Rocket Mortgage Classic in 2020.

A Rocket Mortgage spokesperson declined to comment on how the company is exploring its golf sponsorship strategy going forward. e company has the title sponsorship of the Detroit event through 2027.

Similar to Rocket Mortgage —

which is the only locally-based “ocial marketing partner” for the PGA Tour — other metro Detroit companies involved in pro golf are staying mum on how they’re evaluating the news.

at includes Ally Financial, the Detroit-based auto lending andnancial services company that serves as the title sponsor for a PGA Cham-

pions tour event later this summer at Warwick Hills Country Club in Grand Blanc near Flint. e company did not respond to a message seeking comment.

Neither did Lineage Logistics, a Novi-based cold storage distribution company that has a sponsorship deal with Justin omas, a two-time major winner and currently ranked as the 15th best golfer in the world.

Executives at OneStream Software, a Birmingham-based corporate software rm that has had numerous golf sponsorship deals in recent years, declined to comment.

Likewise, companies in the Chicagoland area are staying mum on how they’re evaluating the new potential landscape in pro golf, according to a report in Crain’s Chicago Business.

at companies are staying so quiet came as little surprise to Friedman, the PR executive. Given that any deal is not expected to take e ect until next year, companies do have “some runway” to plot their course in golf going forward.

e PGA Tour has been on the up-

swing in recent years, increasing tournament purses and seeking to make sure that more of the top players are playing at signi cant events throughout the year.

Revenue for the PGA Tour soared 37% from 2020 to 2021 to $1.59 billion, according to a Wall Street Journal report from late last year, citing the nonpro t tour’s tax returns. at dynamic may make for a dicult choice for some major companies, Friedman said, but he expects to see at least some sort of an exodus should the deal go forward.

Some brands will exit simply because they want to stay out of the political fracas, while others may see an “escape hatch” to save money.

“One way or another, there will be some defection,” Friedman said, noting that doing so still may wind up as a challenging moment for a company if it is unprepared to explain their decision. “A company may choose to exit for good business reasons, but still face political backlash.”

Contact: nmanes@crain.com; (313) 446-1626; @nickrmanes

Chicago insurance brokerage acquires seven metro Detroit agencies

A global insurance brokerage and nancial services company has added seven a liated rms based in Southeast Michigan to its Midwest division. Chicago-based Hub International said in a statement ursday that it acquired Troy-based Johnston Lewis Associates Inc., Joseph Aiello & Associates Inc., Creative Bene t Solutions and Custom Results Corporate Consulting; Novi-based Business Bene ts Resource LLC and T. Souphis Insurance Consulting LLC; and Rochester Hills-based Health Insurance Consultants.

Terms of the deal were not disclosed.

e seven rms are part of Troybased Project Motown Holding Co., a platform agency with more than 60 employees specializing in commercial insurance, employee bene ts, employer compliance requirements, human resources technology, employee wellness and wealth management services.

e entities have been working together since 2012 as members of ICA, one of the largest independent insurance brokerage rms in Michigan. e rms, their employees and leaders — including Jay Sawmiller, Dan Wilhelm, Steve Rosser, Joe Aiello, Greg Liposky, Steve McCain, Diane Christensen, Ed Clink, Ted Souphis and Jim Bokshan — will join

the Hub Midwest East division.

Caroly Hofstee, president of Hub Midwest East, said in a statement that the deal strengthens Hub’s already strong Michigan footprint by adding two physical o ces in Troy to the rm’s existing o ces in Grand Rapids, Traverse City, Kalamazoo, Farmington Hills, Brighton and Utica, where it employs 250.

“We have a large presence in Michigan further strengthened by the addition of Project Motown on top of the recent acquisitions of Grace & Porta in Brighton and CBIS in Utica,” she said in the statement.

Hofstee described the deal as a “game-changer” for the rm and its Michigan clients.

“As a full-service global insurance broker and nancial services rm, Hub provides our Michigan clients with risk management, insurance, employee bene ts, retirement and wealth management products and services,” she said. “Project Motown brings increased expertise in the areas of transportation, risk management, employee bene ts and HR consulting in the state.”

Hub International has 16,000 employees worldwide and reported $3.7 billion in revenue in 2022. e rm completed 10 acquisitions in the rst quarter of 2023, down from 14 the year prior, according to the Q1 2023 insurance M&A update from Chicago-based Optis

Partners. Private equity-backed Hub made 66 total investments in the past year, making it the second-most-active North American insurance brokerage rm behind Grand Rapids-based Acrisure, which had a total of 99 deals in the past 12 months.

Representatives from the seven rms represented in this latest deal did not immediately respond to requests for comment at the time this report was published.

Liposky, the president of Creative Bene t Solutions, said in a statement the Project Motown clients will bene t from Hub’s “deep bench of resources.”

Atlanta-based Reagan Consulting Inc. represented the rms in the transaction.

KURT NAGL/CRAIN’S DETROIT BUSINESS

Fireworks during the trophy ceremony at the LIV Golf Invitational in Saudi Arabia last year. | BLOOMBERG

RACHEL WATSON

Franchisees pay royalties to Wing Snob's corporate arm; the owners declined to disclose that gure.

e size of each location varies by region, Mashini said. Midwest stores are around 1,300 square feet — smaller because 95% of the business is carryout orders. Wing Snob restaurants in the south are around 2,000 square feet and get more dine-in business. Overall, though, about 90 percent of Wing Snob business comes by way of carry-out and delivery orders.

Each location has 15-20 employees.

Wing Snob has annual revenue of about $25 million, according to Mashini. e co-owners did not give projections, but said they expect revenue to grow exponentially as more locations open. at goes along with projections for the quick-service chicken franchise industry, which in 2022 saw its market size hit $55.05 billion, according to research from Statista. at represents a more than $30 billion increase from 2012.

e rst Wing Snob opened in 2017 in Livonia with the rst four locations owned by the company. e new new Clarkston location will also be corporate-owned, Shunia said. Shunia and Mashini can’t be everywhere at once, so the company has quality-control managers in each market.

“Our training teams are most important as we build in multiple markets at the same time,” Mashini said of its Wing Snob University program. “ at training to get the employees up to speed is our primary focus.”

Wing Snob o ers traditional and boneless chicken wings, chicken tenders and crispy chicken mini sandwiches. e menu also features cauliower wings and vegetarian Beyond tenders. Diners can choose from 15 sauces and spices for their wings. A selection of those spices, including lemon pepper and Cajun, are sold by the bottle at all Wing Snob stores.

“We work to try and have something for everybody,” Shunia said. “ at’s what’s helped us get to the point where we can expand at the pace we are.”

Shunia and Mashini, who consider themselves wing snobs, left other elds to venture into entrepreneur-

TOYOTA

From Page 1

e lab also will be able to serve suppliers that make batteries for Toyota vehicles. Beyond battery development, workers will evaluate charging stations, connectivity to power sources and infrastructure, and explore new battery con gurations for future products. Toyota, which has another R&D center in nearby Ann Arbor, employs more than 2,000 people at the two campuses.

Toyota will receive a $500,000 state grant and a tax abatement valued at nearly $1.1 million over 12 years to build the lab, according to the Michigan Economic Development Corp.

"Over time, we do envision the further expansion of the lab's capabilities as technology emerges and new business opportunities arise," said Jordan Choby, group vice president of powertrain at Toyota Motor North America's R&D arm.

Gov. Gretchen Whitmer, who attended the announcement with U.S. Rep. Debbie Dingell, said the invest-

Hotel build begins at Bonstelle Theatre

CRAIN'S DETROIT BUSINESS

Construction has begun on the 10-story, 154-room hotel attached to the Bonstelle eatre in Detroit's Brush Park neighborhood.

Detroit-based Roxbury Group is developing the $49 million AC Hotel Detroit alongside Atlanta-based Peachtree Group. It's Roxbury's third project in the city that combines a Marriott International select-service brand with a renovated iconic property.

When the AC Detroit at the Bonstelle opens next year at Woodward Avenue and Eliot Street, it will be the rst AC Hotel in Southeast Michigan and second in the state (the other is in Grand Rapids).

e new construction project will also incorporate the restoration of the historic Bonstelle eatre to its original 1903 Albert Kahn-designed exterior and 1925 interior redesign by noted theater architect C. Howard Crane. e Bonstelle will be used for live performances, as well as civic, corporate and private events. It will be connected to the hotel via a glass-enclosed conservatory that will also feature a bar and private event space.

Center. e complex will also anchor a series of developments planned for surrounding properties at Mack and Woodward avenues that are being developed by Birmingham-based Professional Property Management.

Financing is being provided by Flagstar Bank, Bank of Ann Arbor, Invest Detroit and Stonehill, a part of Peachtree Group. Southeld-based Bernard Financial Group arranged the nancing.

Azul Hospitality, which manages Roxbury’s Element Detroit at the Metropolitan and Aloft Detroit at e David Whitney building, will manage the AC Hotel at the Bonstelle. Design for the project is being led by Stantec, interior design is by Patrick ompson Design and construction is being managed by Sachse Construction.

ship.

Shunia has always worked in the restaurant industry. He was a pizza chef and waiter before helping establish Front Page Deli in 2009; it has two locations in Warren and one in South eld. Mashini previously owned a Metro PCS mobile phone service store and opened 23 stores as a Cricket Wireless licensee.

So why get into a seemingly crowded wings market?

“ ere’s so much room in the wing space. e only really big player is Wingstop,” Mashini said. “ ey’re the McDonald’s of wings. We want to be Burger King. No one is doing what Wingstop is with that type of growth and advertising.

ment "demonstrates Michigan's leadership in pioneering the future of mobility."

Also ursday, Toyota announced a ve-year, nearly $10 million initiative to help prepare pre-K-12 students in the 3,500-student Lincoln Consolidated Schools and the 3,700-student Ypsilanti Community Schools for careers in science, technology, engineering and math. Toyota Motor North America, Toyota Financial Services and the Toyota USA Foundation will donate most of the money to Eastern Michigan University's College of Education for a newly created STEM institute and the rest to the Community Transportation Association of America for a transportation study.

EMU's hub will provide STEM-related curriculum, activities and services within both districts, including eld trips, speakers and camps. e study will analyze transportation barriers to and from schools.

Ryan Evely Gildersleeve, dean of EMU's College of Education, said the community-driven institute will amplify the region's STEM education assets.

“We’re trying to expand into as many markets as possible, but we want to do it the smart way. We don’t want to grow so fast that we crumble. We want to stay relevant. So far, so good.”

Mashini said the sky is the limit for Wing Snob.

“Everywhere we go people are excited to bring us into the market,” he said. “We’re in the 'cool' stage now. We’re trying to stay relevant and open stores in new markets consistently. at’s how you make noise. ere are a ton of chicken places. We’re trying to set ourselves apart.”

Contact: jason.davis@crain.com

(313) 446-1612; @JayDavis_1981

“We are very excited to be bringing the AC Hotels brand to Detroit, and to be doing so in such grand fashion with the connection to the Bonstelle,” David Di Rita, principal of e Roxbury Group, said in a news release. "We take a great deal of pride in pairing high-end hospitality with iconic historic properties, and we are honored to be restoring the beauty of the Bonstelle and seamlessly integrating it with the modern sensibility of AC Hotels.”

Marriott International’s AC Hotels brand features curated art, robust libraries, DIY lavender turndown service, tness centers, day-to-night AC Lounge and AC Kitchen.

e Detroit hotel will be within walking distance of Little Caesars Arena, Orchestra Hall, Wayne State University’s Mike Ilitch School of Business and the Detroit Medical

e Bonstelle eatre opened in 1903 as the Temple Beth El synagogue, and was designed by Kahn, who belonged to the congregation. In 1925, the synagogue moved farther north on Woodward, and the building became home to a theater company and renamed the Bonstelle Playhouse. After the Great Depression, the theater was used as a movie house. In 1951, the theater was acquired by Wayne State University, which restored its name and function as a theater. In 2018, WSU announced that, following an expansion of the Hilberry eatre, the Bonstelle would be decommissioned. e Roxbury Group is a real estate development and investment rm founded in 2005 that specializes in complex real estate and economic development projects. Since its founding,

e Roxbury Group has developed $350 million in projects with $150 million of projects in the pipeline. Most recently, it completed the redevelopment of the long-abandoned Metropolitan Building as well as the Kamper and Stevens buildings on Washington Boulevard, and the Parker Durand in West Village.

"Whether we're talking about growing the talent from the families that are currently here or attracting talent from out of state, if we don't invest in our educational infrastructure and if we don't think creatively and innovatively about we can partner across industry, K-through-12 schools and higher education, all of the wonderfully imagined, innovative, exciting future and the awesome

opportunities that our government has been securing for our state won't matter in 10 or 20 years," he said.

Chris Reynolds, executive vice president and chief administrative o cer of corporate resources for Toyota Motor North America, said the top two factors in recruitment and retention are quality of life and the quality of the education system.

"If we can't deliver on that, we

can't convince people to move," he said. "So in our view, very sel shly, this is an investment in making this area attractive because rst o , there is great quality of life ... and second, we're going to make sure that the quality of education continues and increases."

Contact: david.eggert@crain.com; (313) 446-1654; @DavidEggert00

A rendering of an electric vehicle battery lab that Toyota Motor North America Inc. plans to build near Ann Arbor. | TOYOTA MOTOR NORTH AMERICA INC.

Warren-based Wing Snob plans to have 100 stores in operation in 2025. Co-founders Jack Mashini, left, and Brian Shunia, plan to nearly double their footprint this year. | PHOTOS BY WING SNOB

Trinity exec faces nancial problems with new operational solutions

TRINITY HEALTH MICHIGAN: It's the story at health systems across the U.S.: In ation and labor costs have heavily outpaced reimbursement. It's the rst industry-wide recession the health care sector has ever faced. Because of the nancial pinch, systems are forced to reckon with new business models and cost-cutting strategies. Consolidation is abundant. But for administrators like Shannon Striebich, president of Trinity Health Oakland and Trinity Health Livonia as well as senior vice president of operations for all of Trinity's operations in Michigan, the pinch means getting creative — with costs and technology. This interview has been edited for length and clarity.

BY | DUSTIN WALSH

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 What are the current roadblocks to operations?

I’m sure you’ve heard it all before. As we've come out of the pandemic, which was already challenging, we’ve faced ongoing struggles. One is sta ng and that continues to a challenge, particularly in the area of acute care. We've had big issues with recruiting techs all over the hospitals. It's pervasive and concerning. Then there's the premiums associated with labor costs and in ation. The trifecta is the changes we're seeing with reimbursement. We take care of a lot of CMS (Medicare and Medicaid) patients and there's a push for outpatient services (which reimburse less). Those things together make for a challenging environment.

 Cost cutting is inevitable, it seems. Where do you even begin?

Something we’re doing di erently today, in part because of sta ng and cost, is put a virtual nursing model in place. This allows us to extend our experienced caregivers to support a cohort of nurses, usually newer, less experienced nurses. I put this in the innovation category and I think we'll see a lot more of this. We've seen improvements in multiple dimensions of performance. It means we can stretch our more experienced caregivers and pair them with our new caregivers to give them support via a second set of eyes. We’ve seen improvement in patient satisfaction. Patients and patient families can call and speak with a nurse on camera right on the TV in the room. We're also looking at documentation requirements. The document load for doctors and nurses is a big reason for the burnout in health care. They are exhausted by the requirements of the virtual medical record. We're also looking how to leverage our national size in terms of group purchasing arrangements and standardization of our pharmaceutical

orders. We are also looking at our footprint and trying to gure out how we can remove duplicate services in every single community and leverage our talent to prevent any gaps.

 Virtual nurses seems to be a popular thing right now. How does it work?

They are employed by us and sit in our campus. We're not using an agency service and they are not working remote. It's really intended for our more experienced nurses. You have to have real life experience to serve in that virtual nurse role. It helps extend their careers. Really, it's an interesting way to leverage technology and divide caregiving work to improve the experience of everyone involved. It gives us more teams, virtual or otherwise, at

the bedside. For patients and families, they want to talk to whomever is taking care of them or their loved one. Sometimes it's hard to catch the right caregiver, but now we can arrange a virtual nurse meeting right when they arrive. It's really nice to see innovation like this and for it to have some good promise for our industry.

 It's very expensive to build in health care right now. Is this why we're seeing more outpatient facilites? Because it's a cheaper investment?

There’s multiple answers to that question. We still have pockets of the state that struggle with access, particularly our more rural areas. Frankly, we’ve got a lot of inpatient hospital beds across Michigan. So

where we’ve invested our capital is in outpatient access points. That’s where our industry is shifting to. There's a lot more strategy to consider when building in an ambulatory surgery center, so we're looking at primary care access because it's really important. That’s one of our more strategic investments. We're doing more and more of this type of investment. And, yes, smaller sites of care are less costly to build. In ation in construction for health care is in double digits.

 We've seen lots of consolidation in the industry. What's Trinity Michigan's strategy? Buy or build? We're a national system in 22 states, so our appetite is di erent than most systems here. But Michigan is our largest region in terms of size and net revenue. We’ve got good coverage across the state in a band from Southeast Michigan to West Michigan. And we've got a really good relationship with Michigan Medicine. That’s been an e ective strategy for us to bring a specialty to our communities — doing it with a partner. It's been of mutual bene t to both parties. But as we consider our growth strategy, we're focused on the same metrics — how many lives served, what percent of the market (share) and are there communities that strategically make sense? Those are the things we’re constantly reviewing. But we do have a gap in the middle of the state. We talk all the time about whether we need to solve a problem there. We have experience bringing out services to more rural hospitals. The question is whether we need a presence in the donut in the middle of the state around Lansing. What is the strategic value? Is that a good decision for both the health system and the community? These are the questions we're asking ourselves. That doesn't mean we can't have a presence without building a hospital. The future will be interesting.

Rick Snyder, Bill Parfet to raise money for House Republicans

Former Gov. Rick Snyder and one of his top political allies, Kalamazoo-area business leader and philanthropist Bill Parfet, will help raise money for Republicans hoping to win back control of the Michigan House.

House Republican Campaign Committee leaders announced Monday that Snyder and Parfet will serve as chair and executive chair of the caucus's fundraising committee.

Democrats in recent months have repealed key policies that Snyder helped to enact during his tenure, including the "right-to-work" law and tax changes he championed.

Snyder, who was governor from 2011 through 2018, is CEO of Ann Arbor-based cybersecurity company

SensCy. Upjohn heir Parfet formerly led MPI Research, a Mattawan-based drug and chemical testing laboratory, and is CEO of Northwood Group, a Kalamazoo-based commercial real estate company.

"House Republicans are taking relentless positive action for Michiganders, and a Republican majority

will help provide the leadership our state deserves," Snyder said in a statement. "I'm looking forward to partnering with House Republicans to raise critical resources and communicate their vision and plan of action to Michigan voters."

Democrats have a 56-54 edge in the House, where the majority will be at stake in the 2024. Republicans enjoyed a 12-year run in power before Democrats ipped the chamber in 2022. ey also took the Senate for the rst time in nearly 40 years.

"Bill Parfet and Gov. Snyder have created jobs and helped make our economy competitive, and they know that Michigan needs a House Republican majority to provide checks and balances and refocus

our government on the issues that matter to Michigan families," House Minority Leader Matt Hall, a Republican from Kalamazoo County's Richland Township, said in a statement. "Now, these visionary leaders will use their talents and experience to help us share our record of results and common-sense, positive vision with the people."

Parfet, who backed Snyder in his 2010 and 2014 elections, last year supported Democratic Gov. Gretchen Whitmer's re-election. A judge in December dismissed criminal charges against Snyder in the Flint water crisis, months after the state Supreme Court said indictments returned by a one-person grand jury were invalid.

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Shannon Striebich is president of Trinity Michigan Oakland and Trinity Michigan Livonia hospitals and senior vice president of operations for Trinity Health Michigan