Crain's Detroit Business, June 8, 2020 issue by Crain's Detroit Business

CRAINSDETROIT.COM I JUNE 8, 2020

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SPECIAL COVID-19 EDITION

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nonprofits figh t for survival a

mid pandemic , looming rece ssion. PAGE 17 COVID-19 will change volunteerism as we know it. PAGE 18

Virtual fundraising events show early signs of success. PAGE 19 s. PAGE 20 lt u s re r e tt e b r fo e donor data in m n a c ts fi ro p n o How n

O A T T C P HANG A D A ING WO RL D

NEWSPAPER

News: Michigan reopens, protests continue ILLUSTRATION BY ANDREA LEVY FOR CRAIN’S

From Sunrise to Sunset

Whether itâ&#x20AC;&#x2122;s a breakfast breakout session, a midday meeting of the minds, or a happy hour hangout, The Community House is the perfect place to close the deal or do some team building. We have accommodations for gatherings of all sizes, featuring full catering from our award-winning culinary team. To learn more, visit communityhouse.com

As a historic nonprofit organization, our commitment to enriching the community remains as strong as ever. Since we receive no state or local government funding, financially supporting our mission is difficult even in good times, which is why your support during this crisis is more critical than ever. So, weâ&#x20AC;&#x2122;ve created the Community House Emergency Fund to help keep us running during this uncertain time. Pledge your support today at communityhousefoundation.org/donate.

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5/18/20 2:09 PM

THE CONVERSATION Andrew Blake on Blake Farms’ growth during pandemic and wholesale business coming this fall. PAGE 104

Sanford tries to rebuild after flood PAGE 3

CRAINSDETROIT.COM I JUNE 8, 2020

SOCIAL UNREST

MUCH TO OVERCOME As Detroiters take to the streets, economic inequality comes into focus

A protester listens Thursday during a rally in Detroit over the death of George Floyd, who died May 25 after being restrained by police in Minneapolis. | PAUL SANCYA/AP

Dustin

WALSH

Detroit boiled over last week as protesters took to the streets for mostly nonviolent demonstrations against police brutality. But the cries of racism extend long past policing policies in a city where recent health crises and economic recovery then fallout have been uneven. Black Detroiters represent 1,138, or 81.8 percent, of the 1,392 COVID-19 deaths in the city as of Friday. After years of paltry gains in income — only 12 of Detroit’s 297 neighborhoods are considered middle class — the coronavirus recession decimated black communities. The unemployment rate of Detroit, which is 77 percent black, climbed to 38.5 percent in April from 7.6 percent in February prior to the outbreak. See INEQUALITY on Page 102

INSIDE

 Businesses that boarded up underscore a complex reality for black-owned businesses in Detroit. PAGE 102

COPING WITH COVID-19

Restaurants get creative to reopen, while others opt to delay dine-in service BY ANNALISE FRANK

When restaurants in Michigan are allowed to reopen Monday, some will throw open their doors while others will wait weeks or months out of safety or staffing concerns. When they do restart dine-in operations, it will be at 50 percent capacity indoors. They will be balanc-

ing a list of safety regulations with training employees for a work environment they’ve never faced, and addressing concerns of customers who have never dined with restrictions or ordered from waitstaff wearing masks. The Bologna family is among those planning to reopen Monday. It’s yet another reinvention, said Joe Bolo-

gna of Bologna Via Cucina in Rochester and Via Bologna in Clarkston. The pair of Italian restaurants pivoted in the last couple of months to curbside takeout, devising and pricing out dinner packs with chicken, pasta, salad and cannoli. They made pizza kits and started a Taco Tuesday. See RESTAURANTS on Page 100 Via Bologna restaurant at 7071 Dixie Highway in Clarkston is doing curbside pickup, and expects to reopen Monday for limited dine-in service. | VIA BOLOGNA VIA FACEBOOK

NEED TO KNOW

HIBERNATION ENDS

THE WEEK IN REVIEW, WITH AN EYE ON WHAT’S NEXT ` BARBER SHOPS, SALONS TO REOPEN JUNE 15

Mary Barra

` EXECUTIVES COMMIT TO FIGHT FOR RACIAL EQUITY THE NEWS: Executives of some of metro Detroit’s largest corporations, all but one of them white, spoke against racism and outlined commitments at Detroit’s City Hall on Wednesday morning. Leaders of General Motors Co., Blue Cross Blue Shield of Michigan and others took turns speaking along with the Rev. Wendell Anthony, president of the Detroit chapter of the NAACP, in response to the death of George Floyd in the hands of Minneapolis police that renewed protests across the U.S. against police brutality on black Americans. WHY IT MATTERS: The news conference including General Motors Co. CEO Mary Barra, Henry Ford Health System CEO Wright Lassiter III and others came on the heels of a fifth straight night of protests in Detroit and the third in which police enforced an 8 p.m. curfew, arresting dozens of protesters.

THE NEWS: Beginning next week, Michigan residents can get haircuts throughout the northern Lower Peninsula and Upper Peninsula. And by June 15, the entire state should be able to. Gov. Gretchen Whitmer on Friday signed an executive order that on June 10 will allow more than 30 counties in the northern part of the state to advance to the fifth phase of her coronavirus pandemic reopening plan. Under that stage, personal care services including hair and nail salons, tattoo parlors, exercise facilities and tanning parlors can reopen. WHY IT MATTERS: Hair salons became a flashpoint in the state’s reopening after Karl Manke of Owosso refused to close his barber shop as mandated by Whitmer’s executive order.

` HOPCAT’S PARENT COMPANY FILES FOR CHAPTER 11 THE NEWS: The Grand Rapids-based parent company of HopCat restaurant/bar chain has filed for voluntary Chapter 11 bankruptcy protection amid financial struggles from the COVID-19 pandemic and legal disputes with one of its landlords. BarFly Ventures LLC filed in U.S. Bankruptcy Court for the Western District of Michigan as the first step toward financial restructuring and reducing debt, it announced Wednesday.

WHY IT MATTERS: “We were crushed under a mountain of debt and uncertainty about the future due to COVID,” Mark Sellers, founder of BarFly Ventures, told Crain’s. “It shut us down to the point where our revenues declined 100 percent overnight.”

` LA-Z-BOY WILL LAY OFF ABOUT 850 EMPLOYEES THE NEWS: La-Z-Boy Inc. said Thursday that it will reduce its global workforce by about 10 percent, or approximately 850 employees, across its manufacturing, retail and corporate locations. About 60 of the layoffs are at its Monroe headquarters. The residential furniture giant (NYSE: LZB) will also close its Newton, Miss., upholstery manufacturing facility that employs about 300 people and shift production to other U.S. facilities, it said in a news release.

Zoo to make socially distanced opening ` The Detroit Zoo will emerge from “hibernation” today with a fourday soft reopening for members only. Initially, the 125-acre attraction in Royal Oak will limit the number of people who can visit the zoo to 1,000 guests per day, with no more than 500 people permitted on the grounds at any one time. Members will be required to schedule a time to visit the zoo so capacity limits can be maintained and touchless payment can be made. Reservations for members were expected to open Friday with an online link to registrations. The zoo has extended memberships by three months to make up for the time it was closed to the public. General admission guests can book a timed ticket beginning next week for visits starting June 12. The Detroit Zoo will begin a gradual reopening, starting first with members, next week.

WHY IT MATTERS: La-Z-Boy cited impact from the coronavirus pandemic, including weeks of manufacturing shutdowns.

| DETROIT ZOO

` PISTONS LEFT OUT OF NBA RESTART THE NEWS: Professional basketball is on track to restart its season — the biggest test yet of whether U.S. sports can return smoothly from a monthslong blackout. The National Basketball Association’s board of

governors approved a plan to resume the season at the Walt Disney World theme-park complex in Orlando, Fla., where 22 out of its 30 teams will begin games July 31, the league said in a statement Thursday.

WHY IT MATTERS: In Detroit, it matters because the restart won’t include the Detroit Pistons, which had a record of 20-46 overall when league play was halted March 11 and didn’t make the cut for the season restart.

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INFRASTRUCTURE

‘AND THEN THE DAM BROKE’

Wilson Gum (right) and Robert Long have not been able to save much from their business, Alex’s Railside Restaurant, after flooding in Sanford two weeks ago. The pair were hard at work on Wednesday as businesses attempted to recover from epic flooding. | DALE G. YOUNG FOR CRAIN’S DETROIT BUSINESS

Sanford business owners try to rebuild after devastating flood BY CHAD LIVENGOOD

Crain’s Michigan Business

SANFORD — Walking into what’s now a stripped-down shell of the kitchen at Alex’s Railside Restaurant, there was still a stench of rotting meat Wednesday morning lingering more than two weeks after eight feet of floodwaters swamped the longtime dining establishment. When billions of gallons of water from the breached Sanford Dam came rushing through this mid-Michigan hamlet of 800 residents on the evening of May 19, it picked up and relocated heavy objects like garage roofs, camping trailers, riding lawn mowers and industrial air conditioning units. At Railside Restaurant, an outside steel freezer unit storing 68 turkeys and 600 pounds of ground beef was Sanford Lake, a 1,250 manmade lake in Midland County, was drained by the May 19 lifted by the floodwaters and turned failures of two dams in Sanford and Edenville that forced the evacuations of more into the building, jamming the door than 10,000 residents in Midland County.| CHAD LIVENGOOD/CRAIN’S DETROIT BUSINESS

 Central Michigan University Research Corp. is helping to drive entrepreneurship in Central Michigan. For that story and more, see Pages 10-14.

shut for two weeks — without power. On Wednesday afternoon, a construction contractor moved the freezer back into place with a SkyTrack crane and volunteers helped extract the rotting food inside — the last dirty job from a nightmarish cleanup for co-owners Wilson Gum and Robert Long, who saw their life’s work washed away by the dam disaster on Wixom and Sanford lakes. “You can’t even describe it,” Gum said of the foul task of cleaning out the freezer. After being shut down since midMarch because of the coronavirus pandemic, businesses in Sanford’s quaint downtown are now playing

the post-flood waiting game to find out whether they’ll be compensated for their losses by the state or federal government or one of the numerous lawsuits against the owners of the two dams. “It’s going to be years before we recover, for sure,” said Troy Webb, co-owner of J&D Plumbing & Heating Ltd., a commercial and residential contractor based in downtown Sanford. Webb’s multibuilding complex was under 10 feet of water, ruining machines, a work truck and countless feet of pipe meant for freshwater use that’s now caked in mud. See SANFORD on Page 100

FINANCE

Mortgage sector ticks back up as companies go on hiring sprees BY NICK MANES

Southeast Michigan’s mortgage industry giants remain steadfast in their belief that business will remain steady, despite economic pain from the COVID-19 pandemic. The first couple weeks of lockdowns in late March and early April made for a bumpy ride, mortgage executives say. But as June progresses, they say some initial consumer reluctance is giving way to a largely healthy market. Several factors are contributing to

“THIRTY-YEAR FIXED IN THE TWOS (RATES) IS ALL WE’RE DOING RIGHT NOW. AND SO THAT’S GOING ON AND SO THE DEMAND IS OFF THE CHARTS.” — Mat Ishbia, president and CEO, United Shore Financial Services LLC

this, sources say. That includes historically low interest rates leading to consumers seeking refinancing of current mortgages and a delayed spring pur-

chasing season. “Well, the demand for mortgages is off the charts,” said Mat Ishbia, president and CEO of mortgage loan origi-

nator United Shore Financial Services LLC based in Pontiac. That demand, according to Ishbia, is almost entirely focused on 30-year fixed-rate mortgages with an interest rate in the range of 2 percent-3 percent. “Thirty-year fixed in the twos is all we’re doing right now,” Ishbia said. “And so that’s going on and so the demand is off the charts. There’s $11 trillion of mortgages in America and almost everybody in America that didn’t get a mortgage in the last three to six months should be refinancing. And so

there’s a huge demand for refinance.” In early April, Ishbia told all United Shore employees that no matter how bruised the mortgage sector got due to the pandemic, he was willing to promise no layoffs of any kind at his company. Longer-term data on the overall state of the mortgage industry since COVID-19 and the resulting economic collapse remains somewhat hard to come by. See MORTGAGE on Page 100 JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 3

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The latest troubling sign for the Fairlane Town Center in Dearborn: A Texas company has taken over management of the mall after its owner deKirk faulted on more PINHO than $135 million in debt. The Fort Worth-based Woodmont Co. has not responded to repeated inquiries the last week about the status of the mall, which is part of a three-mall portfolio that Miami Beach, Fla.-based Starwood Capital Partners owned with a $135.7 million loan as well as two others in Virginia and Texas. Starwood has declined to comment on the mall. The company received a two-year extension in November 2017 until last November to pay off the balance of the loan, but failed to do so. Itâ&#x20AC;&#x2122;s not clear when Woodmont took the mall over. Regional malls have been battered as online retail has claimed brickand-mortar stores by the thousands

around the country, ranging from small mom-and-pop shops to major department stores. In addition, the COVID-19 pandemic has caused bankruptcies and closures of retailers, further crippling mall owners as states like Michigan shuttered retailers en masse. Also part of Starwoodâ&#x20AC;&#x2122;s 2014 portfolio of malls purchased from Bloomfield Hills-based Taubman Centers Inc. (NYSE: TCO), the Mall at Par-

REGIONAL MALLS HAVE BEEN BATTERED AS ONLINE RETAIL HAS CLAIMED BRICK-AND-MORTAR STORES BY THE THOUSANDS AROUND THE COUNTRY, RANGING FROM SMALL MOM-AND-POP SHOPS TO MAJOR DEPARTMENT STORES. tridge Creek in Clinton Township is under duress as well, behind on its loan payments on a $725 million

note, Crainâ&#x20AC;&#x2122;s reported last month. Revenue from Fairlane, The Shops at Willow Bend in Plano, Texas, and Stony Point Fashion Park in Richmond, Va., has fallen from $55.1 million in 2015 to $48.1 million in the first nine months of 2019, according to Trepp LLC. Revenue was just shy of $52 million in the 2018 calendar year. Fairlaneâ&#x20AC;&#x2122;s revenue was $21.2 million in 2016, $22.1 million in 2017 and $21.6 million in 2018, according to Trepp data. Its net cash flow â&#x20AC;&#x201D; revenue minus operating and capital expenses â&#x20AC;&#x201D; has increased from $7.5 million in 2016 to $8.1 million in 2017 and $8.2 million in 2018, Trepp says. Lakeside Mall in Sterling Heights sold late last year for $26.5 million after Chicago-based General Growth Properties defaulted on a $144 million loan in 2016 and the property went to special servicer C-III Capital Partners LLC. The blighted, vacant Summit Place Mall in Waterford Township at its border with Pontiac sold for $3.7 million in 2018 as a redevelopment play. Contact: kpinho@crain.com; (313) 446-0412; @kirkpinhoCDB

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NONPROFITS

CARES Act tax incentives aim to spur cash gifts to public charities in 2020 Breaks come as nonprofits face financial fallout from COVID-19 BY SHERRI WELCH

800.456.3824 fishbeck.com

4 | CRAINâ&#x20AC;&#x2122;S DETROIT BUSINESS | JUNE 8, 2020

Donors who itemize on their federal taxes can deduct up to 100 percent of their adjusted gross income for cash contributions to qualified public charities this year as part of federal tax breaks designed to spur charitable giving at a time when nonprofits need it most. Thatâ&#x20AC;&#x2122;s up from the 60 percent cap on deductions that donors who itemize could take in 2019, with amounts above that deductible over the following five years, if needed, said Lynne Huismann, partner at Plante & Moran PLLC. Because the rules are complex, she advises donors considering large gifts to first seek counsel from their

tax advisers. The provision is one of several breaks for individual and corporate givers embedded in the Coronavirus Aid, Relief and Economic Security Act. Huismann The incentives are designed to spur giving as nonprofits face the financial fallout of COVID-19, rising demand and the need to adjust their operations to continue operating safely amid concerns of additional waves of the virus. All of the tax breaks are for cash gifts made this year to public charities, not including donor-advised

funds and supporting organizations, which are generally not required to make payouts under federal law, Huismann said. â&#x20AC;&#x153;Based on the exclusions, it appears that Congress wanted the money getting out into the general stream â&#x20AC;Ś into the hands of operating charities ... who can be on the front line of doing this work,â&#x20AC;? she said. Individuals who take the standard deduction are also entitled to a tax break for cash gifts to qualified charities this year. The increase in the standard deduction that began in 2018 made it possible for a lot more people to claim that instead of itemizing, Huismann said. Ever since, thereâ&#x20AC;&#x2122;s been a call for an above-theline charitable deduction.

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COVID-19 HEROES

Caring for cancer patients during coronavirus Nursing executive watches over patients, staff BY KURT NAGL

When the coronavirus pandemic swept through Michigan, the stakes were especially high at the only cancer-specific hospital in the state. The responsibility of looking after dozens of immunocompromised patients, as well as 365 registered nurses, fell on the shoulders of Kathleen “Kay” Carolin, chief nursing officer at the Barbara Ann Karmanos Cancer Center in Detroit. Carolin, a 40year veteran of the health care industry, didn’t retreat to her office when the novel virus shook the hospital. She could be Carolin found on the unit at all hours of the day, according to the nurses she oversees and who Carolin says are every bit as much heroes. “I would go home sometimes in tears because of how powerful my experiences were watching the people that I work with,” Carolin said. Her humility and penchant for propping up coworkers lifted spirits during some of the most demoralizing times of their careers. There have been nearly 6,000 deaths from COVID-19 and more than 58,000 cases reported in Michigan. Karmanos treated cancer patients who contracted the coronavirus but declined to say how many COVID-19 patients it has had. “Particularly in the early weeks, I remember how in the very beginning, we weren’t exactly certain what we were up against,” Carolin said. “It was new. We were trying to go fast into figuring out what this was.” After some of the nurses expressed worries about bringing the illness home to their families, Carolin implemented a process to let nurses change out of their scrubs after work and have clean ones ready for them before every shift.

“BASED ON THE EXCLUSIONS, IT APPEARS THAT CONGRESS WANTED THE MONEY GETTING OUT INTO THE GENERAL STREAM … INTO THE HANDS OF OPERATING CHARITIES ... WHO CAN BE ON THE FRONT LINE OF DOING THIS WORK.” — Lynne Huismann, partner at Plante & Moran PLLC

“The vast majority of people don’t itemize at this point,” she said, something nonprofit leaders say has impacted giving. A new above-the-line deduction of up to $300 is in play this year for individuals who make qualified charitable contributions but don’t itemize. There’s been a push to increase that deduction, but so far Congress hasn’t taken any action on that, Huis-

“It was one less thing for them to worry about,” she said. “It was a way for us to demonstrate that we were taking care of them. Something that simple meant a whole lot to them.” Although outside her typical administrative duties, visiting with individual patients has been important to Carolin. The hospital went on lockdown to slow the spread of the virus and stopped allowing visitors. Carolin and her team were adamant about making sure terminally ill patients and those undergoing transplants didn’t have to go it alone. “Not only do they have COVID, but they also have cancer, or they were here with cancer for a transplant, and here they are doing it by themselves now because we weren’t letting visitors in,” she said. “Imagine going through that all by yourself.” Jesse Martinovich, a nurse preceptor at Karmanos, said Carolin also made sure her nurses never felt alone. “A lot of our job is we have to be strong for the patients during this because they were afraid, and I feel like Kay was the one being strong for us,” Martinovich said. “So we could walk into our patient’s room with a brave face and really be there for them, but when we left the room, we knew we had her to help support us and be there for us.” During the hectic early days of COVID-19, Carolin worked with Martinovich and the nurse practice committee to improve processes and make their jobs easier. “I think the biggest thing for me and for the people that I work with is that she was always very present … she was up here every single day checking in with us, asking what we needed, even if she would just talk to us for a minute and we could unload our stress,” Martinovich said.

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mann said last week. The CARES Act provisions also increase the deduction limit for companies to 25 percent of taxable income for cash gifts made to the same qualified charities, up from 10 percent last year. And companies that donate food inventory to help feed the hungry this year can take a deduction of up to 25 percent of AGI, an increase from the 15 percent deduction in 2019, Huismann said. The cancellation, postponement or shifting of fundraising events to virtual platforms as a result of the pandemic could spur liquidity issues over the short term for many charities, she said. The year-end is a trigger for many to think about giving, Huismann said, but some charities can’t wait until the end of the year to get these funds. “There’s so much need right now, that anything that can be done to encourage giving right now is a positive.” Contact: swelch@crain.com; (313) 446-1694; @SherriWelch

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WORKFORCE

We know what’s at stake. That’s why we’re here.

Mixing PPP and work-share: the issues businesses have to navigate

Changes may make it easier for companies to resume operations BY CHAD LIVENGOOD

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The changes Congress made to the Paycheck Protection Program could make it easier for Michigan companies carrying the loans to ease back into full operations using a partial unemployment program after a nearly three-month-long coronavirus pandemic interruption of business. But it’s tricky, experts say, and may vary on a case-by-case basis among businesses that rushed to secure 1 percent PPP loans during the height of the coronavirus outbreak in Michigan when most economic activity ground to a halt. The U.S. Senate last week sent President Donald Trump changes to the PPP loan program that extend the spending period from eight weeks in May and June to a 24-week period that extends into early October. Congress also is loosening the percentage of the loans that has to be spent on payroll from 75 percent to 60 percent in order to get a portion of the loan forgiven. The remaining 40 percent can be spent on rent and approved non-payroll expenses. Both changes create an opening for businesses to put workers on partial unemployment through the state’s work-share program while paying wages from the loan proceeds, said Jamie Lopiccolo, a certified public accountant and owner of Capocore Professional Advisors in Lake Orion. “It makes sense now that work-

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share, in the right circumstances, could actually become a benefit as an option as long as (workers) don’t see a decrease in their hourly rate,” Lopiccolo said. Tierney State labor officials have been trying to get employers to consider the work-share program as a means to gradually ramping up production in factories or hours of operation in restaurant businesses that reopen statewide Monday. Over the past month, as certain sectors of Michigan’s economy have been gradually coming back online, the number of employers bringing back laid-off employees through the work-share partial unemployment program has doubled to nearly 1,100. The number of employees covered by the work-share program has increased six-fold to nearly 58,000 since the first week in May, according to the Michigan Department of Labor and Economic Opportunity. The work-share program allows employers to reduce an employee’s hours — and their payroll cost — between 10 percent and 60 percent and those workers then get a prorated portion of Michigan’s $362 weekly unemployment benefit. Employees enrolled in the workshare program also qualify for the $600 weekly federal pandemic benefit through the end of July, an enticing benefit that’s allowed employees to ease back into full productivity while earning more in salary and unemployment payments than their normal wages. If a worker’s hours are reduced by 10 percent, they would get $36 in regular weekly unemployment plus the $600 one-time federal benefit that ends July 25, according to the state labor department. The added federal benefit has had some businesses that got a PPP loan trying to figure out how to double dip into both government programs. There are ways to do both, but “it is

complicated,” said Michael Tierney, CEO of the Community Bankers of Michigan. “The main thing is they have to do what’s right for their business,” Tierney said. The new provision lowering the payroll threshold to 60 percent of the loan and extending the spending period to 24 weeks gives employers more flexibility to qualify for loan forgiveness. “PPP loan forgiveness is important ... and all of us bankers want you to get your loan forgiven,” said Tierney, a veteran Southeast Michigan banker. “We don’t want a 1 percent loan out there for two more years or maybe longer.” The bill on the president’s desk gives businesses five years to pay back their bank for the PPP loan, instead of the original two-year term. Loan forgiveness hinges on spending at least 60 percent of the loan on payroll during the 24-week period. Reducing hours for an employee returning from layoff to qualify for the work-share program also reduces the number of full-time equivalent jobs based on a 40-hour work week, Lopiccolo said. The U.S. Small Business Administration’s PPP loan program requires employers maintain the same number of FTEs as they had during two time periods that businesses can elect to use, Feb. 15, 2019 to June 30, 2019 or Jan. 1 to Feb. 29 of this year, Lopiccolo said. Lopiccolo contends mixing employees on work-share is “kind of defeating the purpose of the (PPP) loan,” which was designed to keep workers out of the unemployment line. “Your PPP forgiveness is ultimately based upon how much did you pay of that loan (in wages),” Lopiccolo said. “So if you’ve got the work-share and the PPP at the same time, you’re going to have a lower wage base or wage calculation because you’re not going to have as many dollars in wages.” Contact: clivengood@crain.com; (313) 446-1654; @ChadLivengood

AUTOMOTIVE

Spartan Motors takes a new name in new Novi HQ BY MALIQUE MORRIS

Spartan Motors Inc. (NASDAQ: SPAR) on Monday announced it will change its name to The Shyft Group Inc. (NASDAQ: SHYF) after divesting its Emergency Response business. The new moniker represents a shift for the Novi-based specialty vehicle manufacturer, which recently moved its headquarters from Chalotte. “For 45 years, the Company has gone to market as Spartan. This new chapter has been well contemplated, it’s aligned with our long-term growth strategy, and it’s one we’re incredibly proud of,” said Daryl Adams, president and CEO of The Shyft

Group, in a press release. Back in February the company sold its Emergency Response segment, which supplied parts for fire trucks, to Wisconsin-based emergency vehicle maker REV Group Inc. for $55 million. The sale was intended to clear some of Spartan’s outstanding debt, estimated at $25.5 million in December 2018. Adams said the name, which was approved by the company’s board of directors and a vote by shareholders, is part of a new approach as the manufacturer focuses on expanding key segments of its business, including in the work truck, specialty service and delivery vehicle markets.

NONPROFITS

May Days of Giving don’t end with May Digital fundraising campaign to help nonprofits hit hard by pandemic extended to June 20 Yes, it’s June. But our “May Days of Giving” — a digital campaign to help 32 nonprofits raise money in the midst of the COVID-19 panMary demic — has KRAMER been extended to June 20. As of Friday, with 15 days left in the campaign, more than 300 donors have contributed nearly $54,000. You can check out their stories at maydaysofgiving. crainsdetroit.com or in greater detail in our annual Giving Guide in this issue. (The section starts on Page 17.) I’ve been reporting out on some of those nonprofits in online columns. Here are some highlights from participating nonprofits who I haven’t featured previously. We’ll report on the remainder online next week and a final summary on June 15. Probably no other nonprofit has been slammed by the COVID-19 crisis as hard as the YMCA of Metropolitan Detroit. The Y lost nearly 50 percent of its membership and more than a third of operating revenue, prompting the closure of two Y facilities. Affected members have free memberships at eight other facilities until December, said Helene Weir, president and CEO. All programming stopped but in May, with donor support, the Y started childcare for essential workers. “Recovery will take a significant amount of time and may require more difficult operational decisions in the future,” Weir said in an email. Meanwhile, the Y has responded to the current challenge by providing nearly 100,000 meals at 20 sites from mid-March to May 30. Its virtual YMCA offers online fitness and youth development classes, art and teen counseling. Another nonprofit with a focus on teens is the Detroit Area Pre-College Engineering Program (DAPCEP), which encourages under-represented minorities to pursue careers in science, engineering and research. Because of COVID-19, it plans to serve 11,000 students this year with a hybrid program that combines modified live and on-demand virtual courses that focus on STEM subjects including robotics, coding, artificial intelligence, renewable energy and drone certification. But the new programs require additional funding and in-kind technology contributions. It’s also looking for companies in the STEM field to host virtual field trips, mentoring and career chats. With DAPCEP focusing on teens, Ypsilanti-based HighScope Educational Research Foundation celebrates its 50th anniversary this year, focusing on early childhood education, particularly with a racial equity lens. Originally focused on long-term research that measured outcomes of children in HeadStart programs, the foundation uses research to create recommended curriculum and best practices for early childhood programs, including sites in Detroit. Its web site includes profiles of alumni of those programs, including Marlon Cox, a former Detroiter now working at NASA in Washington, D.C., after

year. Combined, the two events could see a revenue drop of 50 percent. Another nonprofit devoted to health, Gilda’s Club, went “virtual,” literally overnight. Support groups, lectures, art, music, yoga and healthy lifestyle workshops — previously all done “in person” — morphed into virtual formats. Gilda’s Club serves people diagnosed with cancer and caregivers. Laura Varan Brown, CEO, said the nonprofit is serving hundreds of clients in more than 30 weekly virtual programs. But, like many other nonprofits, she also reconfigured a major fundraiser. Gilda’s Big Night Out in April became “Gilda’s Big Night … IN.” But she’s aware that “virtual fatigue” may also set in. May Days and the Giving Guide in this issue are great ways to learn more about a nonprofit devoted to a cause that’s important to you. We hope you find it useful. Detroit Area Pre-College Engineering Program Explorers (Pre-K to third grade) engage in a hands-on lesson in oil spill cleanup. The program encourages underrepresented minorities to pursue careers in science, engineering and research. | DAPCEP

earning a degree at Case Western Reserve University. The current national conversation about racial justice and equity supports the foundation’s goal of ensuring children of all backgrounds have equitable access to tools for learning. The Goodfellows have got to be among the leanest nonprofits around. Fundraising is mostly by the volunteer Goodfellows themselves who send out letters every year urging people in their networks to donate to hit the goal: “no kiddie without a Christmas.” This Christmas, the need may be greater. “Many families we serve may have a parent or both parents out of work because of COVID,” says Sari Schneider, executive director. “If kids are not in school in the fall, we will be challenged to get our applications out into the community. We have been working to do this more via our website and will have to step up that effort in the weeks ahead.” Schneider said the biggest challenge could be the actual distribution of the planned target of 30,000 holiday boxes, usually through churches, school gyms and police precincts. The challenge may be in September if Goodfellows cancels its annual fall breakfast, honoring civic luminaries; the event is a civic “who’s who,” drawing as many as 1,000 attendees and netting about 10 percent of the operating income. “We are working to make some upgrades to our website and trying to move into more virtual forms of fundraising. This Crain’s May Days of Giving has really helped us to get our mind-set into doing more of these types of crowd funding programs,” Schneider said. BUILD Institute has helped hundreds of small businesses, mostly consumer-facing, launch in Detroit in recent years. Now it is preparing to help some of them “close with dignity” and move on to a new endeavor. BUILD’s programming has shifted to virtual workshops on how to survive, with one-on-one consultations and a weekly Coffee & Conversations series. BUILD also promotes to a wide audience up to 10 businesses a week, urging potential clients to support a

local entrepreneur. Most companies need cash, so BUILD also offers community capital/crowdfunding programs through Kiva and Honeycomb Credit that provide matching for borrowers. So far, most businesses have been funded within days versus weeks. And businesses that have taken loans through BUILD have received loan relief of 3 to 6 months. In health care, Ascension and Providence Foundations had plenty of priorities this year — expanding a neonatal intensive care unit and a minimally invasive spine surgery program. When the COVID-19 pandemic forced the cancellation of a major fundraising event, donors supported the neonatal project with an online silent auction that raised nearly $125,000. Meanwhile, foundation work pivoted to include raising money for COVID efforts, from a hardship fund for employees having a hard time (bringing some recipients to tears) to shower trailers for frontline staff to use after their hospital shifts before returning home. For patients, the foundations purchased iPads so they could communicate with families who couldn’t visit. The Autism Alliance of Michigan knew that the “Stay Home, Stay Safe” order that closed schools would cause significant disruption and stress. Calls to the alliance soared; parents became 24/7 caregivers for their children with autism, with the potential for an increase in “elopement” or wandering. So the alliance pivoted its support programs and urged therapists and care providers to exercise new standards for “essential workers.” It also offered free wearable GPS devices, a service that one mother from Redford Township reported as a “blessing” for her son who has “very limited verbal skills … and issues with wandering/running.” Meanwhile, fundraising is taking a hit. The group’s annual Michigan Shines for Autism Gala, which usually earns $1 million, was bumped from April to September. Another event, the annual Superhero Walk at the Detroit Zoo, will be virtual this

Mary Kramer is group publisher of Crain’s Detroit Business.

You know. The Motor City has both fueled and felt the power of the Laker Effect. Many of our students not only hail from the Detroit area, but they also return there: as analysts and engineers, biochemists and health professionals, as leaders in business and leaders of communities. Support them. Support us. And see the power of what can be.

gvsu.edu/SupportLakerEffect

JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 7

COMMENTARY

Let’s match protesters’ urgency with action Move over, COVID. America has a new crisis. No one could watch the wrenching video of the minutes preceding George Floyd’s death and not be moved. “Please let this time be the one in which the bough breaks,” wrote Skillman Foundation CEO Tonya Allen in a powerful “letter to God” being shared on the Skillman website (Disclosure: I am a Skillman Foundation trustee.) Today, anyone with a cell phone is a journalist. Seeing is believing, whether it was the impassive police officer, knee planted on the neck of George Floyd, or the horror of video documenting armed vigilantes hunting down THERE IS NO jogger Ahmaud Arbery DOUBT ABOUT in Georgia. The voices of proTHE URGENCY OF testers are being THE PROTESTERS’ heard. But the actions some — physical MESSAGE. SO THE of violence, arson, lootQUESTION NOW ing — could ultimatethem out. IS: WHAT DO WE ly drown In late May, AmeriDO ABOUT THE cans were riveted by Atlanta Mayor Keisha MESSAGE? Lance Bottoms’ emphatic Friday night appeal to prevent additional physical and property violence in her city. “Go Home!” she exhorted residents and protesters. Register to vote. Work on real change. Her words were a kind of warmup to an activist and rapper, Killer Mike, whose real name is Michael Render. The son of an Atlanta cop, he acknowledged the pain of many Atlantans as they watched the video showing a ”white officer assassinate a black man.” But he added: “I am duty-bound to be here to simply say: That it is your duty not to burn your own house down for anger with an enemy. It is your duty to fortify your own house, so that you may be a house of refuge in times of organiza-

Mary

KRAMER

Group Publisher tion … It is time to beat up prosecutors you don’t like at the voting booth. It is time to hold mayoral offices accountable, chiefs and deputy chiefs. Atlanta is not perfect, but we’re a lot better than we ever were…” The phrase “burn your own house down” stuck with me. Anybody who wants to know what happens when people “burn their own house down” need only to visit the 200 blocks in Detroit engulfed in violence in 1967, a response to that time’s injustices. The causes of the violence have been well documented. But many of those blocks and neighborhoods never recovered. That’s why this time is so incredibly important. When Crain’s looked back on 1967 during the 50th anniversary year in 2017, we noted that more than 2,500 businesses — businesses with black and white owners, businesses that employed many Detroiters — were destroyed. As Chad Livengood reported, “Before the riots, Dexter Avenue had restaurants, a Jewish delicatessen, a Muslim-owned fish market, record stores, a tuxedo rental shop, the Dexter Theater, the Minor Key jazz club and Bowl-ODrome, a bowling alley and jazz club… In 1963, one-time auto worker Ed Davis opened the nation’s first black-owned Chrysler-Plymouth car dealership on Dexter Avenue…” The commercial corridor emptied out. So did the city. The parts of the city most affected by the riots lost 237,000 residents between 1960 and 1980; 64 percent of the city’s black population in 1967 lived in those tracts.

FROM THE EDITORS Protesters have been heard — across the country and in Detroit — on the issue of racial inequality. Crain’s Detroit Business is committed to equity in coverage of business in Southeast Michigan in ways that serve our readers — all our readers. Through news coverage, opinion pieces and recognition programs, this is our goal and has been since we were founded in 1985. Like many companies, we recognize we have work to do ourselves. We are taking this moment to listen, understand and move beyond words, including by discussing and improving our own internal policies and practices. We will continue to strive for inclusive sourcing in our coverage, and we encourage readers to reach out to Executive Editor Kelley Root at kelley.root@ crain.com with story ideas, opinion pieces and general feedback. As always, we appreciate your readership. “The legacy of black entrepreneurship was burned, destroyed, decimated during the riots,” Harold Ellis, a retired Detroit educator who was in college in 1967, told Livengood. “We did have black businesses. But when they burned down, many of them did not come back to life.” Maybe that’s why on Woodward Avenue in downtown Detroit this week, a sign hung in the window of Detroit is the New Black: “BLACK OWNED — Please Don’t Loot!!!” Maybe that’s also why Detroit’s protests so far have remained relatively peaceful. Detroit remembers. There is no doubt about the urgency of the protesters’ message. And as we went to press on Friday night, in many cities, including Detroit, the protesters and police seemed to reach an understanding. So the question now is: What do we do about the message? That’s why the gathering of top CEOs of some of Detroit’s largest employers last

Wednesday was important. As a group, they spoke about equity and racial injustice. They also committed to invest in programs and policies that “help to transform the disparities that exist within these communities.” The sole African American in the group, Wright Lassiter III, CEO of Henry Ford Health System, added: “... What we’re seeing in our communities (with protests) are reflective of the fact that our nation is not listening. We know that our organization, like all the ones standing here, aren’t perfect. We understand, however, that no matter what we’ve been doing throughout our history, we can and we will do more.” Detroit’s revitalization has often been cast through the lens of a future for every neighborhood and opportunities for all Detroiters. We have new urgency to meet that promise. Mary Kramer is group publisher of Crain’s Detroit Business.

Let’s seize this moment to create positive change BY ASHLEY M. WILLIAMS

For me, like many Americans, these past few months, especially this past week, have been incredibly challenging. I’m often without words when it comes to discussing the state of our country ... our greater world. It breaks my heart. My mind is constantly Ashley Williams trying to wrap itself around is founder and the current issues, the curCEO of Detroitrent dynamics, the current based contentinjustices, the current lossmarketing es, and the current emocompany tions that many in our naRizzarr. tion are facing. From dealing with COVID-19 to confronting the systemic racism and blatant hate that have existed within our country since its founding, it’s no wonder so many are protesting and pushing our leaders to implement needed positive changes. As a member of the often beloved — and sometimes hated — millennial

generation, I am constantly hearing from my peers about how they are anxious, devastated and overwhelmed by what is happening. We watch our televisions, roam online and check our social media, yearning for more leaders of light and hope to step forward. Yet with each day, I’m realizing more and more that these leaders whom we are seeking won’t necessarily be found in the brightest limelight or in the highest offices. On the contrary, they are often on the sidelines, or within our very reach. These leaders are businesses — the entities that make up the backbone of our great nation. Why do I say this? Because now, more than ever, every business has the opportunity to improve the state of our world and the state of our collective consciousness through their online marketing, brand positioning, digital media content and messaging. As a former journalist and now a content creator as well as marketer, I urge every business to realize the opportunity that they have at hand to positively move our world forward. More businesses waking up to the notion that they can use the online world not only to reach

more customers, but also to inspire and empower them through the content and messages that they post. Businesses are our new “world leaders,” our new lightworkers. By being purpose-driven in their messaging, customer interactions, graphics, influencer marketing and digital media, businesses can transform our world for the better. Businesses have the opportunity to uplift, to inspire and to move our country forward. Beyond that, businesses can engage in online dialogue with their customers and audiences through content focused on raising awareness of the issues affecting our greater world, and maybe even resolving them. By consistently leading social campaigns and creating content on these issues, businesses can support and empower communities as they rise up to take mindful and noteworthy action. Interestingly, recent studies have consistently indicated that it is this the kind of marketing — purpose-driven marketing — that millennials and Gen Z crave. And now, they are not the only ones. I believe, due to the state of our world, that every generation is seeking this. Every generation is seeking to buy and in-

Write us: Crain’s welcomes responses from readers. Letters should be as brief as possible and may be edited for length or clarity. Send letters to Crain’s Detroit Business, 1155 Gratiot Ave, Detroit, MI 48207, or email crainsdetroit@crain.com. Please include your complete name, city from which you are writing and a phone number for fact-checking purposes. 8 | CRAIN’S DETROIT BUSINESS | JUNE 8, 2020

teract with entities that are conscientious, transformative, positive and hopeful for better days to come. Businesses leaders, realize that you have the power to create the ripple effect of a more conscious world. Everything you put into the BECAUSE NOW, world can help people improve the quality of MORE THAN their lives. Where there EVER, EVERY are problems, you can help your customers BUSINESS HAS and audiences, be THE mindful and improve our thinking and ideol- OPPORTUNITY ogies first. Seize this TO IMPROVE THE moment not just to be online for the sake of STATE OF OUR needing to be, but to be WORLD... online to distribute content and messaging that can positively change our world today and for years to come. You have the power to be the change that we wish to see. You are more powerful now than ever before. I wholeheartedly believe you can create this. My generation believes that you can create this change.

Sound off: Crain’s considers longer opinion pieces from guest writers on issues of interest to business readers. Email ideas to Managing Editor Michael Lee at malee@crain.com.

OTHER VOICES

Invest in strength of Detroiters to uproot poverty, systemic racism BY C. KOFI KENYATTA

A couple of years after my grandmother passed, I moved into her home, where she had maintained a beautiful backyard garden. AdC. Kofi Kenyatta mittedly, I did not inherit her green is the Detroitthumb. based Recently, while partnership in the backyard director for preparing to grill, Family my neighbor Independence called me to our Initiativeshared fence. My National. neighbor, who also takes great pride in her garden, alerted me to the fact that one of my grandmother’s perennial flower bushes was being strangled by a vine weed. After taking a closer look, I saw that the vine was stubbornly interwoven throughout the flower bush. I began the arduous process of locating its root and gathering tools to dig it out. I had every intent on enjoying the beautiful sunny day, grilling lamb chops and chicken. Yet, there I was, getting dirty and uprooting a vine weed. I tell this story because as I reflect on the current social and economic unrest, I’m reminded of how the vine weed that had engulfed my grandmother’s flower bush, choking the life out of it, is eerily representative of the systemic racism that attempts to choke the life out of black people in America. This weed was deeply rooted and interwoven into every crevice of my grandmother’s flowers. It had to be detangled and uprooted, in order for the true beauty of the flower bush to be seen. This is the challenge that faces America, white America, to detangle and uproot systems of oppression that prevent the country from keeping its promises to its citizens. My work as partnership director of Family Independence Initiative is centered on demonstrating the impact and advocating for the adoption of a strength-based approach toward alleviating poverty in America. Recently, through our #GiveTo-

CRAIN’S AWARDS

Tell us about Notable Women in Design Crain’s Detroit Business will recognize Michigan women leaders in design in a special section on Sept. 14, 2020. We’re seeking accomplished and influential women working in commercial, architectural and industrial design as well as package, fashion, graphic and web design. The deadline to nominate a candidate is Tuesday, June 23. Once nominated, candidates will receive an email and have until Tuesday, June 30, to complete a separate application. To learn more or submit a nomination, go to crainsdetroit.com/nominate. For questions, contact Special Projects Editor Amy Bragg: abragg@ crain.com.

getherNow campaign, we put over $2 business and government communimillion in cash directly into the ties to join us in trusting and investhands of Detroiters impacted by ing in people. My hope is that Detroit leaders will COVID-19. As it turns out, unrestricted access to capital is not only AS THE POOREST AND BLACKEST MAJOR good for businesses, it is good CITY IN AMERICA, DETROIT CANNOT AFFORD for people too. Financial capital FOR ITS BUSINESS AND CIVIC LEADERS TO BE coupled with so- COMPLICIT IN THE DEATH BY A THOUSAND cial capital is a powerful combi- CUTS THAT POVERTY PRODUCES. nation that accelunderstand that the good being done erates social-economic mobility. We have the data, studies and sto- in the form of in-kind charity does ries to back up these claims. All we not make up for the harm being done need now is for the philanthropic, in the form of exploitative policies

and practices. Civic and business leaders must take on the challenge of detangling and uprooting the unconscious bias that results in policies and practices that hinder economic mobility and stifles our region’s collective progress. I encourage leaders to invest in the strengths of Detroiters and not our perceived deficits. Detroiters do not need to be saved. We need the unnecessary barriers to accessing resources to be removed and for racial equity to be central in all that you do. The knee of white supremacy has callously rested on the neck of black people in America for over 400 years, in its attempt to snuff the life out of

us. As in the tragic murder of George Floyd, some people could have intervened and did not; they are complicit by their inaction. As the poorest and blackest major city in America, Detroit cannot afford for its business and civic leaders to be complicit in the death by a thousand cuts that poverty produces. Detroit is home to a beautiful, resourceful, talented, and resilient people. We must make way for the people closest to the problem to lead, while recognizing and investing in the solutions they develop. It is not only the righteous thing to do, it is a path toward true prosperity for all Detroiters.

NOMINATIONS NOW OPEN FOR

We’re looking for accomplished women leaders in commercial, architectural, industrial, package, fashion, graphic and web design. Do you know a designer deserving of recognition? We want to hear from you! Honorees will be featured in a special section in Crain’s Detroit Business on September 14. Eligibility criteria and program guidelines: Any woman currently working in design in Michigan and who has not earned a Notable Women in Michigan honor in the past 12 months is eligible for Notable Women recognition.

DEADLINE TO NOMINATE: Tuesday, June 23.

NOMINATE A CANDIDATE TODAY: CrainsDetroit.com/Nominate

JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 9

JUMP START Inventor of basketball training device gets help from local incubator

CRAIN’S MICHIGAN BUSINESS: CENTRAL MICHIGAN

CENTRAL MICHIGAN UNIVERSITY RESEARCH CORP.

PAGE 12

Erin Strang, president and CEO of Central Michigan University Research Corp.

DRIVING ENTREPRENEURSHIP

Pandemic, flood shift trajectory of Central Michigan University Research Corp. after record 2019 BY TOM HENDERSON

It was a record year in 2019 for the Central Michigan University Research Corp., and 2020 was certain to be even better — until the pandemic that disrupted everything in America and the world. The CMURC was created in 2002 to promote collaborations between universities, industry, government and community, with a focus on growing technology-based businesses and jobs. Its headquarters and largest co-working and incubator spaces are in a 30,000-squarefoot building on the CMU campus. Last year, it set three records, serving 562 clients, creating 638 jobs and creating 84 new companies. While the amount of money client companies raised from investors last year wasn’t a record, the total of $8.1 million was substantially higher than the $1.5 million it raised in 2018.

` Pandemic, flood shift trajectory of Central Michigan University Research Corp. after record 2019. THIS PAGE ` CMU hires first VP of research and innovation. PAGE 13 `Viral Facebook video launches wheelchair apparel firm. PAGE 11 `COVID-19 delays capital campaign for food co-op. PAGE 14

Elissa Gagne, director of operations at CMURC. 10 | CRAIN’S DETROIT BUSINESS | JUNE 8, 2020

With the opening of its third satellite incubator and co-working space in Midland in March, in addition to other offices in Saginaw and Bay City, Erin Strang, the nonprofit’s president and CEO, said she was sure her organization would set some records this year. But COVID-19 more or less brought the kind of networking and outreach that matches CMURC’s services and facilities to the needs of would-be entrepreneurs and early stage companies to a standstill. While the four incubator offices remained open to those tenants who had keyfobs, lockdown rules imposed by Gov. Gretchen Whitmer temporarily ended most other activities. Based on the CMU campus and running the Mt. Pleasant SmartZone, the CMURC is a 501(c)3 with 10 employees. Its chairman is universi-

ty president Robert Davies. The SmartZone, one of 21 in the state, is a partnership with the Michigan Economic Development Corp. The CMURC began expanding its SmartZone operations regionally in 2017 when it opened a 5,000-squarefoot facility in Bay City, followed by a 10,000-square-foot facility in Saginaw in 2018 and the 8,000-squarefoot facility in Midland in March. No further expansion is planned for now, and Strang hopes to quickly get things back on track now that Whitmer has begun easing many of her lockdown restrictions. “We had a pretty aggressive rollout of these facilities and we’re still proving out that the model is a good one,” said Strang. “We’ll see how things proceed.” See CMURC on Page 12

FOCUS | CENTRAL MICHIGAN

Viral Facebook video launches wheelchair coat company

Ithaca-based firm gets start after mom designs way for daughter to enjoy recess in winter BY TOM HENDERSON

In the winter of 2017, Zoey Harrison went viral. She was 9, then, and used a motorized wheelchair to get around. At school, it took her caregivers so much time in the winter to get her coat on, get her in her chair and wrap her legs in blankets that by the time they were done, recess was nearly over. One day, she asked her mother, Jennifer, if she could make her something so getting ready for recess was quicker. “‘Mommy, will you make me something that keeps me warm at recess? My blankets fall and don’t stay tucked in, so cold air hits me’” Jennifer recalled. The result is something Jennifer called a wheelchair bodycoat. Cutting two coats into pieces, she sewed a full length, insulated body wrap that could be affixed to Jennifer’s wheelchair. When it came time for recess, she could just be put into the body wrap and be out in the cold in no time. But the paraprofessional at the school who worked with Zoey couldn’t figure out how it worked. They were supposed to attach the body wrap to the chair first, then place Zoey in it and zip it over her. But they were putting her in it first, then trying to attach it to the chair.

Zoey Harrison in winter apparel designed by her mom, Jennifer Harrison. | X-ABILITY

Doctors didn’t think Zoey was going to survive when she was born with numerous medical conditions, including cerebral palsy, a heart condition called supraventricular tachycardia and a brain condition called periventricular leukomalacia. The Harrisons adopted Zoey when she was 1 year old. The Harrisons have 11 children, nine of them adopted. “She loves life, and of course she has many bad moments with having multiple health issues, but despite that she lives up every good moment to the max,” said Jennifer. “She has no filter, is spunky, smart and one of the most funny, faithful persons I have ever met.” Jennifer filmed a brief tutorial on how the coat works on her smartphone, but the file was too big to email. So she posted the one-minute video to her Facebook page for school officials to look at. “I was going to take it down in a day,” she said. A day later, her husband, John, a corrections officer in the mid-Michigan city of St. Louis, came home from work and told her the news: the video had been viewed 7,000 times. Jennifer, shocked, decided to leave it up. It took off from there and has now been seen 12 million times. Zoey became a star of local TV

news shows, and the family made appearances on Good Morning America and ABC World News Tonight. Newspapers as far away as the Daily Mail in London did feature stories. Jennifer started getting requests from Facebook visitors who had special needs children to make wheelchair coats for them, too. “A week later, I thought, ‘Hey, this is a business,’” said Jennifer, a baker who was about to change professions and become an apparel manufacturer. “It’s a very simple design, a simple idea. Why hadn’t someone come up with this a long time ago? I don’t consider myself a genius,” she said. In February 2018, she started a company, X-Ability LLC, and began making a few coats for early customers — slowly, paintstakingly, not at a pace that would sustain a business. The company is based in Ithaca but has been nurtured substantially by the Central Michigan University Research Corp., the nonprofit that manages the Mt. Pleasant SmartZone, and by the Mt. Pleasant Small Business Development Center. The CMURC helped her apply for a patent and assisted with supply-chain procurement and distribution. She took classes in accounting, taxes and marketing through the SBDC. See X-ABILITY on Page 13

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FOCUS | CENTRAL MICHIGAN

JUMP START

Mt. Pleasant inventor of basketball training device levels up with some help from a local incubator BY TOM HENDERSON

An acquisition by a private-equity behemoth in Boston created an opportunity for a very small company based in Mt. Pleasant. In 2018, Berkshire Partners, which has raised nine private equity funds with more than $16 billion in assets, bought Pro Performance Sports LLC of Durham, N.C. Pro Performance sells a wide variety of athletic equipment, doing business as SKLZ. One of the pieces of equipment SKLZ sells was called the Dribble Stick, a device used to improve the ball handling skills of basketball players. Luke Lloyd created the first Dribble Stick in 2010 and soon had a license with SKLZ to make them, sell them and pay him a royalty. But when SKLZ was sold to Implus, a portfolio company of Berkshire Partners that sells athletic, fitness and outdoor accessories, Lloyd saw his opportunity. He would create the Dribble Stick 2.0, a smaller, cheaper version of the first incarnation, find someone to make them, sell them himself and keep a much bigger piece of the pie. The original Dribble Stick is still being sold by SKLZ. But that’s getting ahead of Lloyd’s story. Lloyd was a standout basketball player at Flint Southwestern Acade-

CMURC

From Page 10

In May, just after CMU announced it was going to hold in-person classes this fall and things seemed to be getting back to something like normal, the Midland office was threatened by the record floods that hit the city after the failure of the Edenville dam. The Midland office of the CMURC was spared from flooding or water damage. There was one silver lining to restrictions imposed on the CMURC by Whitmer’s orders. CMURC has what it calls a Percs program. Before COVID-19 hit, entrepreneurs met for a community lunch at each facility every Monday, with an opportunity for one entrepreneur to practice his or her pitch for investments and get feedback. Tuesday was Ideation Day, where an entrepreneur struggling with his or her business plan or in need of marketing help, for example, would get feedback and advice from other tenants. Thursday was Beer 30 at 4:30, where clients and service providers could meet at 4:30 for a beer, glass of wine and networking. “We had to get creative, so we went to virtual Percs via Zoom,” said Strang. Tenants at all four facilities, instead of meeting separately, Zoom together. “It’s been a cool way to introduce people in Mt. Pleasant to people in Saginaw or Bay City or Midland. An unintended consequence was building a better sense of community,” said Strang. The co-working offices have vary12 | CRAIN’S DETROIT BUSINESS | JUNE 8, 2020

my, graduating in 1995. He got a scholarship to play at Morehead State University in Morehead, Ky., finished his college career at Campbellsville University in Campbellsville, Ky., then played pro ball from 1999-2008, including stints in Mexico, Germany, Switzerland, Austria, England and five years in Finland. “It was an amazing experience. When you go somewhere as a tourist, you don’t really learn about the culture, but when you live in different countries, you get to experience their cultures,” said Lloyd. “It was just a great time.” After retiring from pro ball, Lloyd returned to Flint and began working as a coach at basketball camps, again touring the world while doing so. In 2010, he created his first Dribble Stick, buying some PVC pipe from Home Depot, getting advice from some engineers he knew and making devices. They consisted of a thin tube about four feet high attached to a base. About midway up, a small baton stuck out vertically and served as a target for a ball to be dribbled under or over. Lloyd sold them out of the trunk of his car at basketball camps for two years. In 2012, the Dribble Stick caught the attention of buyers at SKLZ, and they negotiated a license with him to take over manufacturing and marketing. Over the years, some

ing levels of membership. The basic membership is $150 a month and allows access to one of the co-working spaces and access to office equipment and meeting rooms. Seating space is first-come, first served. A regional membership allows access to a dedicated space at a location of your choice and access to all facilities for $250 a month. A private membership, which includes a lockable office, starts at $500 a month and goes up, depending on the number of employees and how much office space is needed. There is also what is called professional co-working space, where service providers in the community pay $250 a month to be able to use a facility one day a week to offer advice and mentoring to tenants and potentially add them as clients. Before COVID, day passes were available for $15 a day for those who needed access to equipment and office space from time to time. That is on hold for now. The CMURC has a free accelerator program for would-be entrepreneurs thinking about trying to form a business. It is free of charge and four are picked to join each month. “We want to get them to their first sale,” said Strang. “Get them ready and then gather individual investors to hear them pitch.” The accelerator program is run in three phases. In seven years, 231 entrepreneurs began phase one, 95 moved on to phase two and 49 to phase three, ending up with a total of 52 products or services with sales. Currently, 36 companies are in various phases, with graduates welcome

Former professional basketball player and entrepreneur Luke Lloyd (center) watches as players demonstrate using the Dribble Stick 2.0. | DRIBBLE STICK TRAINING LLC

30,000 Dribble Sticks were sold at about $100 each, with Amazon.com a prime online sales outlet. From 2015-2019, Lloyd was the assistant coach of the varsity women’s basketball team at Saginaw Valley State University, which incorporated the Dribble Stick into some of its practice drills. In 2018, after SKLZ was sold, Lloyd

decided to redesign the Dribble Stick, call it Dribble Stick 2.0, and launch a company, Dribble Stick Training LLC. Soon after the launch, Lloyd heard about a pitch event in Bay City called Bay Area Pitch a Dream, held at the Bay City Theater and open to companies with less than $1 million in private-sector investments and less

than $2.5 million in revenue in the previous 12 months. There were 40 entrants, and Lloyd made the cut as one of the 10 finalists. After another round of presentations to a panel of judges, he was named the winner, which came with a cash prize of $25,000. “It was a huge jump start,” said Lloyd.

O pres Mic a no Sma tor a (See “Y and him

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Offices of Central Michigan University’s Research Corp.| CENTRAL MICHIGAN UNIVERSITY RESEARCH CORP.

to stay on as paying tenants in co-working spaces until they feel ready to rent large facilities out in the community. Two recent graduates are Ithaca-based X-Ability LLC, which makes winter apparel for the disabled; and Mt. Pleasant-based Dribble Stick Training LLC, which makes a device that helps teach ball-handling skills to basketball players. (See related stories, pages 11 and 12.) The organization also runs the CMURC Exchange, a proprietary crowdfunding website that allows friends and family to donate to local entrepreneurs. In six years, entrepreneurs have raised more than $98,000. Currently, the CMURC serves 152

companies. That number includes tenants and entrepreneurs associated with various programs. Of those companies, 113 are service-based or traditional companies and 39 are innovative-product or technology-based companies. Local companies also work with the CMURC to provide discounted service to SmartZone clients, including Mt. Pleasant-based Blystone & Bailey, CPAs PC; and the Mt. Pleasant-based law firm of GraySky & Associates PLLC Tony Fox is regional director the Mt. Pleasant-based office of the Small Business Development Center. The SBDC and the CMURC often either work with the same clients or

refer would-be clients to each other depending on their need. “CMURC is a valued resource for early stage firms and aspiring entrepreneurs. I feel their suite of programing nicely compliments our SBDC training and consulting services. I’ve had a long-standing working relationship with both Erin and Elissa during their time at CMURC,” he said. (Elissa refers to Elissa Gagne, the CMURC’s operations manager.) “I’ve always found them to be responsive and diligent in their efforts to serve current, and emerging, needs of early stage small business in Michigan.” Tom Henderson: (231) 499-2817 Twitter: @TomHenderson2

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FOCUS | CENTRAL MICHIGAN

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X-ABILITY

From Page 11

“When John and Jennifer came to CMURC, you couldn’t help but get excited to see that they took something in their lives that had been a challenge and not only did they solve that challenge for themselves, but they also made a impact on so many others that faced the same challenge,” said Elissa Gagne, the operations manager at CMURC. “The demand was evident, but they were making the coats at home and that was not sustainable.” The Harrisons were referred to CMURC through a company the Harrisons had gone to for some marketing materials, Alley T Screen Printing Embroidery & Promotional Products of Ithaca. Jennifer was invited to join the SmartZone incubator’s accelerator program, which takes very early stage would-be entrepreneurs through three phases to them ready for market and to meet investors. It is a free program, with four entrepreneurs accepted each month. The CMURC helped connect the Harrisons to a manufacturer, Grand Rapids-based AC Sewing Inc., and with Spider Marketing Group, a web designer and marketing company also based in Grand Rapids. In November 2018, X-Ability was ready for the marketplace. In promotional materials, the “X” spreads over the “dis” in “disability,” x-ing it out. In the first four months, they had $100,000 in sales, with orders from around the world. They had hit $150,000 by the end of 2019, but sales slowed as they struggled to fund in-

ventory needs. All of the proceeds have been put back into the company. John was recovering from an operation when the coronavirus hit and decided it Fox was a good time to retire and join X-Ability full time, with the title of vice president. Jennifer is president. Currently, coat prices range from $115 for a chair raincoat to $138 for a child’s winter coat to $185 for an adult coat to $215 for what is called a designer coat. “They had a pain and they solved it, and they realized it was a pain for others ... and the business took off,” said Tony Fox, the regional director of the Mt. Pleasant SBDC. “The problem with rapid growth is you have to make sure it is tenable, that it doesn’t kill the company,” said Fox. “That’s been a lot of our work: How to scale when you see huge market demand.” A major component of fulfilling market demand will be figuring out how to finance it, whether through lines of credit, angel investors or both. The hunt for capital is on hold until there is some semblance of normality with regard to the pandemic, though the need for capital hasn’t gone away. Meanwhile, last November, Zoey was named Miss Wheelchair Michigan for 2020 and 2021, honored both for being the impetus for the wheelchair coat but also for helping a supply drive for a local animal rescue.

“The CMURC has been an integral part. They’ve been phenomenal,” said Lloyd. “Elissa and I work hand in hand. She helped me with Datapak and with my website. She helped me with my pitch deck for investors.” “Luke is what this is all about. The coachability is there. His customers are there. I haven’t seen so much perseverance in an entrepreneur in a long time,” said Gagne. “He has a lot of skin in the game, and he’s going to stick with it.” Lloyd graduated from the threephase accelerator program and is now a paying co-working tenant of CMURC’s Mt. Pleasant incubator. Just before the coronavirus shut down much of Michigan’s economy in March, CMURC had refurbished two shipping containers to serve as meetand-greets and sales opportunities for its entrepreneurs and their potential customers. “It was set up trade-booth style,” said Gagne. “Customers could come in, touch and feel and purchase. Dribble Stick was the first company we were beta-testing that sort of distribution and sales support. In a better time, we’ll get back to it.” Tom Henderson: (231) 499-2817 Twitter: @TomHenderson2

David Weindorf takes his new post on July 1 BY TOM HENDERSON

COVID-19 forced Central Michigan University to be innovative in its search for its first-ever vice president of research and innovation. The three finalists for the position where scheduled to visit the Mt. Pleasant campus in March for final interviews, but the coronavirus forced those meetings to become virtual, instead. They were livestreamed to the university community. And the virtual and real winner was David Weindorf of Texas Tech University, whose interview was on March 30 and who will assume his new post at CMU on July 1. He was selected by Mary Schutten, an executive vice president and provost at the school. Weindorf had been associate vice president in the office of research and innovation at Texas Tech and holder of its B.L. Allen endowed chair of soil science at Texas Tech. He was also associate director of Texas Tech’s STEM Center for Outreach, Research and Education. The other two finalists were Jennifer Taylor, the assistant vice chancellor for research and innovation and director of the Office of Sponsored Programs at the University of Arkansas; and Satyendra Kumar, the associate vice president for research and professor of physics at

the State University of New York at Albany. Weindorf will replace David Ash, who retired May 31 as vice president for research and dean of Weindorf graduate studies. The new title of vice president of research and innovation reflects CMU’s increased focus on technology development. “The inaugural vice president for Research and Innovation provides leadership across campus to develop and implement a clear vision for enhancing CMU’s research and innovation enterprise,” Heather Smith, the school’s executive director of communications, told Crain’s. She said Weindorf’s mission will include expanding strategic research initiatives and partnerships, further developing the school’s infrastructure and administrative support for research and compliance and focusing on intellectual property and migrating the best of it to the private sector through technology transfer. “I am excited to be able to take a leadership role in helping to guide and grow CMU’s already strong and accomplished research endeavors, from incoming freshmen on up,” said Weindorf in a press release.

R E A L E S TAT E O N L I N E A U C T I O N Modern College Campus Buildings

Locations in Flint, Clinton Township and Allen Park, Michigan Selling to the Public at Online Auction on August 19

Flint, MI

said

— Elissa Gagne, operations manager, CMURC

CMU hires first VP of research and innovation

Clinton Township, MI

oyd nalntawas with

One of the judges was Erin Strang, president and CEO of the Central Michigan University Research Corp., a nonprofit that runs the Mt. Pleasant SmartZone, as well as a large incubator and co-worker space on campus. (See related story, Page 10.) “You could tell he had the passion and drive behind him, and we invited him to CMURC to help move his busi-

“LUKE WAS ALREADY DOING GREAT THINGS, SO WE PUT HIM IN OUR ACCELERATOR PROGRAM TO CONTINUE TO GET HIM MOVING IN THE RIGHT DIRECTION.”

Allen Park, MI

the

ness forward,” she said. The invitation was to join CMURC’s accelerator program, which accepts four very-early stage entrepreneurs a month at no charge to help them with their business plan, marketing, supply chain and other issues facing startups. “Luke was already doing great things, so we put him in our accelerator program to continue to get him moving in the right direction. Through this process we reworked his business model, and were able to access some business accelerator funds to help with the next version of his prototype and marketing,” said Elissa Gagne, the operations manager at CMURC. The accelerator funding of $15,000 came from the Michigan Economic Development Corp. Gagne and Strang helped Lloyd find a manufacturer in Bay City, Saginaw Bay Plastics; a warehouse and fulfillment center in Howell, Datapak Services Corp.; a video-production company, Bay City-based Cooke Productions LLC; and a website design and branding company, Grand Rapids-based Spider Marketing Group. In January, the Dribble Stick 2.0 hit the market. It is smaller and lighter than the original, fits in a backpack and sells for $49.99, about half the price of the original Dribble Stick. He also had an app created, a free download for now that he eventually plans to charge for that allows users to set their smartphone into a holder attached to the vertical tube of the Dribble Stick and follow a series of drills. Drills follow a pattern of dribbling for 45 seconds, then resting for 15. There are right-hand drills, cross-over drills, left-hand drills. The phone holder costs $9.99 and a workbook to assist in drills, keep track of workouts and offer coaching tips costs $14.99.

Personal property, furniture, equipment and other items in the buildings will also sell at online auction.

Call 989-720-SELL for more information. For Info, Photos and Bidding, visit www.SheridanAuctionService.com JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 13

FOCUS | CENTRAL MICHIGAN

Coronavirus delays capital campaign for Mt. Pleasant food co-op But pandemic illustrates strength of GreenTree’s membership-based business model BY TOM HENDERSON

The coronavirus slowed a $1.2 million capital campaign and groundbreaking on a new, much larger location in Mt. Pleasant for GreenTree Cooperative Grocery, one of the oldest food co-ops in the state. But it couldn’t stop them. GreenTree was scheduled to break ground in March on a 10,000-squarefoot store in a major new residential and commercial project called Broadway Lofts, on West Broadway along the Chippewa River in downtown Mt. Pleasant. Groundbreaking had to wait until May 10, when Gov. Gretchen Whitmer relaxed some of her prohibitions on certain commercial activities around the state. Currently, GreenTree, which started out as a buying club in 1970, is in 2,400 square feet of space on a downtown sidestreet with no nearby parking. The new store will have outdoor patio seating, on-site parking for 50 cars and, perhaps best of all, a builtin clientele. The co-op will be on the ground floor and the anchor tenant of a four-story, 50,000-square-foot brick building that will have 47 residences marketed to faculty and graduate students at Central Michigan University. There will be another commercial tenant to be determined on the ground floor. The building is now scheduled to be finished in July 2021 and is expected to result in an additional 15-20 jobs at the co-op. The developer is Lansing-based Michigan Community Capital, a 501 (c)3 nonprofit and community-development finance institution licensed by the U.S. Treasury. MCC focuses on public-private partnerships for projects the private sector would not pursue. It bought the property from the Mount Pleasant Economic Development Corp. last December. In its 14-year history, the nonprofit has financed 22 projects, using a federal new market tax-credit allocation of $164 million, and has developed more than 250 units of rental housing that addresses a housing gap known as the “missing middle:” affordable but not subsidized housing. It partners with the Michigan Economic Development Corp. and the Michigan State Housing Development Authority and works with a number of local, regional and national banks to increase investment in underserved markets in the state of Michigan. Public and private funders on this $16.9 million project include PNC Bank, Cinnaire, the National Cooperative Bank, the city of Mt. Pleasant and the Michigan Department of Environment, Great Lakes and Energy. The largest source of funding was through a workforce housing loan from the MEDC. Plans call for Broadway Lofts to have six studio apartments of 432 square feet each; 30 one-bedroom apartments of 540 square foot each; and 11 two-bedroom apartments of 720 square feet. Rents are expected to range in price from $785-1,295 per month, with about one-third of the units having caps on their tenants’ income, at a level yet to be set. GreenTree’s portion of the development costs is $3.2 million, with the first $2 million being financed by the 14 | CRAIN’S DETROIT BUSINESS | JUNE 8, 2020

Sarah Christensen, general manager of GreenTree Cooperative Grocery in Mt. Pleasant. | GREENTREE COOPERATIVE GROCERY

A rendering of the planned larger location of GreenTree Cooperative Grocery in Mt. Pleasant. Plans were slowed by the coronavirus pandemic. | GREENTREE COOPERATIVE GROCERY

developer. GreenTree raised its first round of capital of $400,000 last fall and was just launching phase two when the pandemic started. General manager Sarah Christensen said it made sense in such uncertain times to put a pause on fundraising and focus on operations. Christensen said she began fundraising again last week. GreenTree will also raise money through grants and donations and has bridge loans in place in case fundraising falls short. The bulk of the money will be raised by shares of interest-bearing stock known as nonvoting investment certificates — a common funding mechanism for co-ops, Christensen said. Interest rates vary from 2 percent for investments between $1,000 and $9,000; 3 percent for up to $50,000; and 4 percent for more than $50,000. The coronavirus proved out the coop business model — that it pays off to have local suppliers and dedicated customers and members. Membership is $210 at GreenTree, paid at just $30 a year for seven years. Membership is not required to shop there, but members always get 10 percent off products made in Michigan and 10 percent off everything the first Saturday of every month. About 65 percent of sales go to members. GreenTree has about 2,000 members. “In years we are profitable, we distribute profits in proportion to how much members have purchased, but our board has voted to put profits now into our capital campaign,” said Christensen, who has worked at GreenTree for 17 years, having graduated from CMU with a degree in public health education. In the first few weeks after the coronavirus hit with full force in March, GreenTree was spared many of the ill effects of the panicked buying seen across the state and nation. “We got out-of-stock notices from some of our national suppliers, but we were able to pivot to local suppliers,” said Christensen. Unlike most retailers, GreenTree never ran out of toilet paper, thanks to its longtime supplier of recycled paper products, GreenLine Paper Co. Inc. of York, Pa. And the store always had meat on the shelves. It got various cuts of beef, pork and chicken from Graham’s Organics of Rosebush; bison from Pohl Bison in Clare; and lamb from the Kampf Farm in Mt. Pleasant. “It really helped us keep the shelves stocked to have local suppliers. Most of ours are within 15 miles. We put in an order on Tuesday and it’s delivered on Wednesday,” said Christensen. “We wouldn’t have been able to keep the shelves stocked if we had to rely on national distribution.” “This is a university town, which gives GreenTree an avid customer base,” said Tony Fox, the regional director of the Mt. Pleasant Small Business Development Center, who helped Christensen plan her capital raise. “Their service is bar none, and the market is finally coming to them. With food distribution, even preCOVID, there was the question: Where does my food come from? Their food is local. They can support local suppliers while maintaining their margins.”

CRAIN'S LIST: TOP-C OP-COMPENS OMPENSA ATED CE CEO OS Ranked by fiscal 2019 compensation Name Company

Total compensation 2019/2018

Mary Barra

$21,630,867

$2,100,000 $2,100,000

$0 $0

$12,141,801 $11,081,760

$3,032,986 $4,452,000

$831,080 $811,684

$3,525,000 $3,425,006

203

$106,715

$6,732,000,000 $8,014,000,000

James Hackett

17,355,506

1,800,000 1,800,000

0 0

13,188,269 12,743,125

1,749,600 2,592,000

617,637 617,710

0 NA

157

110,706

47,000,000 3,677,000,000

Kevin Clark

15,164,533

1,421,000 1,375,000

0 0

11,504,627 10,643,793

1,970,640 1,827,000

268,266 277,310

0 NA

2,077

7,302

990,000,000 1,067,000,000

Michael Manley

14,903,954

1,603,906 687,477

1,350,290 355,812

NA NA

NA 334,639

2,052,721 437,538

NA NA

232

64,362

NA NA

Douglas Del Grosso

14,496,754

1,150,000 NA

800,000 NA

10,385,848 NA

1,949,250 0

211,656 NA

NA NA

789

18,387

491,000,000 1,685,000,000

Frederic Lissalde

13,947,029

1,156,250 946,235

0 0

9,506,072 2,490,633

2,754,999 944,146

529,708 627,428

0 NA

314

44,389

746,000,000 931,000,000

Raymond Scott

13,718,257

1,200,000 1,109,183

0 0

10,596,388 6,968,803

1,479,416 1,429,734

442,453 428,585

0 NA

1,349

10,172

753,600,000 1,149,800,000

Gerard Anderson

12,145,179

1,080,048 1,344,231

0 0

7,319,993 6,992,734

3,609,501 2,500,000

135,637 149,844

0 NA

153,976

1,169,000,000 1,120,000,000

Richard Dauch

11,670,748

1,083,077 NA

40,000 NA

7,113,821 NA

0 0

445,801 NA

2,988,049 NA

615

19,015

17,000,000 358,000,000

Jeffrey Brown

10,642,118

1,000,000 1,000,000

3,600,000 3,000,000

6,000,038 5,550,040

0 0

42,080 41,526

0 NA

123,305

1,715,000,000 1,263,000,000

Majdi Abulaban

9,514,876

503,031 NA

NA NA

8,380,385 NA

625,000 0

6,460 NA

NA NA

755

13,299

96,460,000 25,961,000

Patricia Poppe

8,986,702

1,250,000 1,200,000

NA 0

5,381,113 4,609,710

1,830,000 1,876,800

525,589 404,675

NA NA

122,783

680,000,000 657,000,000

Keith Allman

8,659,363

1,227,542 1,201,200

0 0

3,590,018 3,783,562

1,570,195 4,243,600

270,101 320,383

2,001,507 2,087,694

216

40,070

935,000,000 734,000,000

Gerardo Norcia

8,228,339

1,009,856 826,923

NA 0

4,716,621 2,979,048

2,367,832 1,549,185

134,030 121,721

NA NA

153,976

1,169,000,000 1,120,000,000

Sachin Lawande

8,008,145

1,030,000 1,030,000

0 0

4,470,046 4,504,035

721,000 298,700

287,109 526,207

1,499,990 1,499,978

498

16,068

70,000,000 164,000,000

Gary Shiffman

7,969,265

691,837 691,837

0 0

5,889,480 7,404,000

1,383,675 1,089,643

4,273 8,298

0 NA

272

29,280

161,553,000 107,229,000

David Dauch

7,663,251

1,150,000 1,150,000

0 0

4,818,898 5,700,848

1,011,626 2,519,073

682,727 99,378

0 NA

138

55,627

484,500,000 57,500,000

Jeffrey Craig

7,399,117

1,000,000 900,000

0 0

4,349,994 4,099,993

1,802,400 2,624,455

246,723 218,199

0 NA

200

36,966

291,000,000 117,000,000

Roger Penske

6,893,752

1,400,000 1,400,000

0 0

5,000,000 5,000,000

0 0

493,752 424,351

0 NA

155

44,527

435,800,000 471,000,000

Kurt Darrow

6,561,010

1,019,980 989,981

0 0

1,339,068 1,277,607

1,841,575 478,161

1,079,137 444,203

1,281,250 1,243,749

185

35,423

68,574,000 80,866,000

Richard Allison

5,495,804

865,000 744,711

0 0

820,501 5,428,782

2,212,670 1,470,143

196,315 161,180

1,401,318 1,297,600

307

17,919

400,709,000 361,972,000

Joel Agree

5,405,424

664,615 609,712

0 0

3,500,016 3,362,974

1,195,000 877,000

45,793 45,579

0 NA

115,294

80,081,000 58,172,000

Jeffrey Edwards

5,053,653

1,000,000 980,769

0 0

2,804,576 2,095,392

0 0

122,640 186,569

1,126,437 907,477

332

15,219

67,529,000 103,601,000

Carl Bizon

5,040,296

511,269 392,826

840,752 225,000

1,859,999 313,838

0 0

1,828,276 261,274

0 0

N/A

80,750,000 203,960,000

Phillip Eyler

4,933,682

800,000 750,000

NA 1,000,000

2,965,312 NA

864,800 639,000

303,570 12,825

NA NA

1,150

4,289

37,506,000 41,899,000

Brian Harper

4,493,756

750,000 377,885

350,000 1,011,000

1,772,631 6,517,047

1,618,125 0

3,000 141,819

NA NA

83,548

NA NA

Daryl Adams

4,395,821

703,460 674,719

NA 0

1,749,581 915,705

1,890,000 472,303

52,780 65,654

NA NA

54,178

12,566,000 15,012,000

General Motors Co.

$21,870,450

Ford Motor Co.

17,752,835

Aptiv PLC

14,123,103

FCA US LLC

3,412,444

Adient plc

BorgWarner Inc.

5,008,442

Lear Corp.

9,936,305 1

DTE Energy Co.

Delphi Technologies PLC

Ally Financial Inc.

10,986,809

9,591,566

Superior Industries International Inc.

CMS Energy Corp.

8,091,185

Masco Corp.

11,636,439

DTE Energy Co.

5,476,877

Visteon Corp.

7,858,920

Sun Communities Inc.

American Axle & Manufacturing Holdings Inc. Meritor Inc.

9,193,778

9,469,299

7,842,647

Penske Automotive Group Inc. La-Z-Boy Inc.

6,824,351

4,433,701 2

Domino's Pizza Inc.

Agree Realty Corp.

Cooper-Standard Holdings Inc. 3

Horizon Global Corp.

Gentherm Inc.

RPT Realty

9,102,416

4,895,265

4,170,207

1,192,938

2,401,825 4

Spartan Motors Inc.

8,047,751

2,128,381

Salary 2019/2018

Bonus 2019/ 2018

Stock awards 2019/2018

Nonequity incentive/retirement 2019/2018

Other compensation 2019/2018

Option awards 2019/2018

CEO pay ratio 2020

Median employee's total compensation

Company net income 2019/2018

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Top compensation for CEOs at publicly held companies in Wayne, Oakland, Macomb, Washtenaw and Livingston counties. Incentive plan/retirement column is total of nonequity incentive-plan compensation, nonqualified deferred compensation and change in pension value. NA = not available. 1 Succeeded by Jerry Norcia, effective July 1. Anderson will moved to the position of executive board chairman. 2 Became CEO July 1, 2018. 3 Became CEO May 8, 2018. Resigned in September 2019. Succeeded as CEO by Terrence Gohl. 4 Replaced Dennis Gershenson as CEO in June. 5 Formerly Ramco-Gershenson Properties Trust. Rebranded as Ramco-Gershenson Properties Trust effective Nov. 13 and moved headquarters to New York City. SOURCES: S&P Global Market Intelligence, (Marketintelligence.spglobal.com) and SEC filings. JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 15

CRAIN'S LIST: TOP-C OP-COMPENS OMPENSA ATED CE CEO OS Ranked by fiscal 2019 compensation 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52

Name Company

Total compensation 2019/2018

Thomas Amato

$3,864,568

$686,539 $637,500

$0 $0

$2,589,484 $2,638,354

$562,800 $774,800

$25,745 $23,907

$0 NA

103

$37,385

$98,620,000 $83,300,000

George Corona

3,592,635

798,154 1,000,000

0 0

2,316,507 2,257,096

444,600 608,400

33,374 43,689

0 NA

347

8,627

112,400,000 22,900,000

Alessandro DiNello

3,453,121

1,000,000 950,000

0 0

735,218 14,206,394

1,620,000 1,212,000

97,903 56,805

0 NA

55,996

218,000,000 187,000,000

Edward Christian

3,377,633

1,114,168 1,071,476

NA 0

1,382,815 1,365,163

700,000 800,000

180,650 151,350

NA NA

36,249

NA NA

Jonathan DeGaynor

3,303,164

825,000 750,000

0 0

2,449,942 1,800,013

0 564,000

28,222 28,022

0 0

137

24,135

60,291,000 53,848,000

William Kozyra

3,117,494

1,084,053 1,019,006

1,950,398 1,834,211

0 NA

0 0

83,043 98,466

0 NA

N/A

158,904,720 157,774,220

Craig Dahl

2,501,712

423,077 926,481

NA 0

NA 3,727,406

2,043,120 1,528,226

35,515 76,518

NA NA

111

45,637

295,468,000 304,358,000

Julia Owens

2,381,882

478,900 432,600

NA 50,000

NA NA

215,505 179,529

8,400 8,250

1,679,077 1,753,828

N/A

44,568,000 27,192,000

James Scapa

2,369,530

830,000 830,000

0 0

762,200 536,800

435,000 575,000

11,330 11,330

331,000 NA

70,782

7,542,000 15,535,000

John Adent

1,962,814

450,000 393,750

157,500 180,000

NA NA

0 0

18,356 33,004

1,336,958 1,250,239

34,497

60,176,000 63,145,000

1,925,996

640,231 575,000

NA 0

1,053,933 807,586

187,720 214,561

44,112 53,173

NA NA

347

8,627

112,400,000 22,900,000

Gerald Solensky

1,513,830

334,610 309,737

30,000 70,000

NA NA

0 0

336,730 24,000

812,490 NA

N/A

19,784,050 16,647,690

Robert Taubman

1,357,347

120,010 119,786

NA 0

NA NA

1,200,000 1,498,000

37,337 224,847

NA NA

85,185

227,063,000 81,090,000

Timothy Mayleben

1,080,850

625,000 600,000

NA 115,000

0 NA

375,000 360,000

80,850 81,615

NA 8,568,224

242,988

NA NA

Terrence Gohl

912,938

162,500 NA

0 NA

719,250 NA

0 0

31,188 NA

NA NA

N/A

80,750,000 203,960,000

William Febbo

833,990

300,000 275,000

126,990 294,838

391,800 336,000

0 0

15,200 17,300

0 NA

N/A

3,142,580 226,340

Patrick Fehring

705,206

375,285 364,808

0 0

104,588 69,440

142,133 70,384

83,200 47,359

NA 22,285

N/A

16,111,000 14,386,000

668,360

515,000 NA

100,000 NA

NA NA

0 0

53,360 NA

NA NA

N/A

35,400,000 1,500,000

Shameze Rampertab

633,118

226,261 242,128

31,289 72,625

NA NA

0 0

8,013 7,390

367,555 NA

N/A

19,784,050 16,647,690

Richard DiIorio

606,287

338,832 312,000

261,508 151,827

NA 171,535

0 0

5,947 14,695

NA 399,260

N/A

1,361,000 1,095,000

Jeffrey Rogers

583,537

583,386 471,496

NA 525,000

NA 282,720

0 0

151 151

NA NA

32,218

37,586,000 52,178,000

James Petcoff

561,200

550,000 550,000

NA 113,767

0 NA

0 0

11,200 11,000

0 NA

N/A

7,822,000 9,227,000

Jae Evans

499,085

411,077 400,000

19,200 21,803

0 0

49,608 53,219

NA NA

N/A

13,024,000 14,021,000

Kim Thompson

478,547

354,791 334,708

70,958 66,942

0 NA

0 0

52,798 55,934

0 NA

N/A

NA NA

Timothy McQuay

475,003

225,000 32,500

NA 0

NA NA

0 0

250,003 NA

NA NA

755

13,299

TriMas Corp.

$4,074,561

Kelly Services Inc.

3,909,185

Flagstar Bancorp Inc.

16,425,199

Saga Communications Inc.

3,387,989

Stoneridge Inc.

3,142,035

TI Fluid Systems plc

2,951,683

TCF Financial Corp.

6,258,631

Millendo Therapeutics Inc.

2,424,207

Altair Engineering Inc.

1,953,130

Neogen Corp.

Peter Quigley

1,856,993 1

Kelly Services Inc.

1,650,321

Zomedica Pharmaceuticals Corp.

403,737

Taubman Centers Inc.

1,842,633

Esperion Therapeutics Inc.

9,724,839

Horizon Global Corp.

OptimizeRx Corp.

923,138

Level One Bancorp Inc.

Ryan Greenawalt

Alta Equipment Group Inc.

574,276

Zomedica Pharmaceuticals Corp. InfuSystem Holdings Inc. 3

Universal Logistics Holdings Inc. Conifer Holdings Inc.

Isabella Bank Corp.

Kraig Biocraft Laboratories Inc. Superior Industries International Inc.

322,143

1,049,317

1,279,367

674,767

526,325

457,584

282,502

Salary 2019/2018

Bonus 2019/ 2018

Stock awards 2019/2018

Nonequity incentive/retirement 2019/2018

Other compensation 2019/2018

Option awards 2019/2018

CEO pay ratio 2020

Median employee's total compensation

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Company net income 2019/2018

96,460,000 25,961,000

Top compensation for CEOs at publicly held companies in Wayne, Oakland, Macomb, Washtenaw and Livingston counties. Incentive plan/retirement column is total of nonequity incentive-plan compensation, nonqualified deferred compensation and change in pension value. NA = not available. 1 Succeeded George Corona as CEO on Oct. 1. 2 Went public February 18 after closing a reverse merger with an affiliate of B. Riley Financial Corp. the previous week. Alta (NYSE: ALTG). 3 Tim Phillips succeeded Rogers as CEO on Jan. 10, 2020. SOURCES: S&P Global Market Intelligence, (Marketintelligence.spglobal.com) and SEC filings. 16 | CRAIN’S DETROIT BUSINESS | JUNE 8, 2020

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Nonprofits wonder: What’s next? ‘Shocking number’ expected to close or consolidate between pandemic, looming recession BY SHERRI WELCH

hile many nonprofits have survived past recessions, it’s been decades since the country has seen a pandemic. With COVID-19, nonprofits are in unprecedented territory, facing significant change and contraction in the months and years ahead as the sector grapples with revenue losses, ballooning demand for many services, operating model shifts needed to keep people safe and a looming recession, industry leaders said.

Based on their financial models and cash on hand, a “shocking number” of nonprofits will not survive the pandemic, with closures most likely spread out over the next two to three years, said Jeff Williams, director of the community data and research lab at Grand Valley State University’s Dorothy A. Johnson Center for Philanthropy. Williams is sharing that data with foundation and nonprofit leaders in the hopes of preparing them for what’s on the horizon. “We’ve never seen anything like COVID and what it’s going to do,” said Dave Egner, president and CEO of the Ralph C. Wilson Jr. Foundation. With a recession, there’s typically a nine- to 18-month lag before nonprofits feel the most impact because pledges have already been made and special events with sponsorships already planned. “What happens when an economy comes to a halt as it has now, followed by a recession?” Egner said. Nonprofits are seeing surging demand for many services and the onus to adapt with new operating models and technology, with immediate hits on every revenue front, from pledges and contributions to special events and earned revenue. And those losses already hitting the sector are likely to be followed by a lag in revenue tied to a recession. “We’ve never seen that happen before,” Egner said. “We can’t begin to project the impact on the nonprofit sector.”

Financial models are one predictor of which nonprofits are most vulnerable to the pandemic and a recession experts believe will soon follow. “No matter which way you slice it, a significant number of nonprofit organizations, both big and small, have less than 30 days cash on hand, and that’s worrisome,” Williams said. His recent analysis of financial data for Michigan nonprofits is turning up some surprises about which nonprofits could be most vulnerable. Smaller and midsized nonprofits could be in the best position to weather financial issues because their business models are generally based on philanthropy, and they have more cash on hand, Williams said. Those nonprofits also have lower cost structures, which makes it easier to “pull a rabbit out

ILLUSTRATION BY ANDREA LEVY FOR CRAIN’S

Signs of vulnerability

of their hat” to get by in time of crisis, said Paul Trulik, CEO of Apparatus Solutions Inc., which provides financial and strategic consulting and services. The larger a nonprofit, the more likely it is to rely more heavily on earned revenue from services funded by programmatic contracts, ticketed events and admissions and other sources. And many, particularly those in human services, have just one month of cash or operating dollars on hand, Williams said. Williams analyzed the financials of 501(c)3 Michigan nonprofits that were required to file an annual 990 with the Internal Revenue Service and did in 2017, the most recent year available. As a whole, those 5,008 organizations had a median of two months of cash on hand and a median of five and a half months of cash and savings. Organizations founded before 1975, the largest of the bunch with median revenue of $1.26 million, were the most vulnerable with just over a month’s cash on hand and three months’ worth of operating dollars with cash and savings. Michigan nonprofits founded between 1975 and 2001, with median revenue of about half that amount or just over $559,000, had almost twice that much or 1.9 months of cash on hand and 5.2 median months of cash and savings available in 2017. The youngest organizations, which were founded after 2014 and reported median revenue of just over $316,000, were the best-positioned with 2.5 months of cash on hand and 5.3 months of cash and savings it could tap. Here in Southeast Michigan, the 700 human services agencies analyzed in Wayne, Oakland, Macomb, Washtenaw and Livingston counties had just 1.3 months cash on hand in 2017, while non-hospital, health nonprofits had a month and a half. Among other nonprofits, arts, culture and humanities groups in the region generally fared a little better, with 2.2 months of cash on hand, and education, public benefit and religious nonprofits had just over three months of cash on hand. The data Williams unearthed has busted two myths in the nonprofit sector, said Kyle Caldwell, president and CEO of the Council of Michigan Foundations. “One is the bigger the nonprofits, the more likely they are able to weather this storm,” he said. The other is the idea that the big will survive and absorb small nonprofits. “All of those typical ways of thinking about an economic downtown could be turned on their head,” Caldwell said. The cash flow statements do give a sense of the most vulnerable nonprofits, presuming operating models have remained the same. But it’s im“NO MATTER WHICH WAY YOU portant to also note that the SLICE IT, A SIGNIFICANT NUMBER data isn’t live, Williams said. all large nonprofits were OF NONPROFIT ORGANIZATIONS, Not negatively impacted by BOTH BIG AND SMALL, HAVE LESS COVID-19, and those that were could have non-cash THAN 30 DAYS CASH ON HAND, assets and lines of credit available that could put them AND THAT’S WORRISOME.” in a better position. Others — Jeff Williams, director, community data and research lab, Dorothy have incurred unforeseen A. Johnson Center for Philanthropy at Grand Valley State University costs as demand has spiked and drastic revenue declined as programs and events have been canceled or postponed. So the coming month will start to provide a clearer picture of how things are shaking out. See NONPROFITS on Page 23 JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 17

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Volunteerism after the pandemic: opportunity or crisis? New operating models, virtual experiences will be needed to keep volunteers engaged BY SHERRI WELCH

As the region was hunkering down in March to block the spread of COVID-19, Southeast Michigan food rescue Forgotten Harvest was trying to figure out how to keep volunteers engaged in its efforts to feed the hungry. It started by suspending open volunteerism for two weeks while it looked for a larger space. Forgotten Harvest had already outgrown its Oak Park headquarters, but the need for a larger building became even more glaring with new social distancing requirements, President and CEO Kirk Mayes said. As it began shifting its operations to the expansive TCF Center in Detroit to make room for the unwanted guest in the region, the food rescue leaned more heavily on staff and a smaller contingent of consistent volunteers to help sort, pack and distribute food. When the downtown Detroit center was called into service as a field hospital for COVID-19 patients and new cases of the disease soared in the city, Forgotten Harvest moved its conveyors, staff and volunteers once again, this time to a 100,000-square-foot Royal Oak facility loaned by the owners of Oak Park-based 1-800-SelfStorage.com. At the same time, it launched a mobile food pantry, with curbside pickups of food boxes at 15 sites across Wayne, Oakland and Macomb counties to ensure food distribution could continue, with the closure of more than half of the 250 churches, community centers, pantries and shelters it typically serves. About 225 volunteers are coming consistently each week to help, Mayes said. That’s down from about 300 per week before the pandemic, but it’s adequate for now. “We had to quickly pivot,” he said. “Once we had the equipment, we had to hustle a little bit to get the awareness out there. But we definitely saw a robust response from the community of people who wanted to step up and stand next to us.” Much is uncertain as Southeast Michigan and the state as a whole begin to emerge from the COVID-19 pandemic that has held everyone hostage since March. But one thing is already very clear for the philanthropic sector, said Jeff Williams, director, community data and research lab, for the Dorothy A. Johnson Center for Philanthropy at Grand Valley State University. “Coronavirus is going to reshape the face of volunteering in 2020 because the act of volunteering has been placed in danger.” Social distancing and personal protection equipment needs that have become the norm in just a matter of months will impact how people can volunteer, where they volunteer and even, perhaps, the emotional connection donors get from volunteering. The nonprofit sector will see changes in the pool of willing volunteers, more or less, depending on the levels of fear and the pent-up desire to do good, nonprofit leaders said. Michigan ranked in the bottom 15 states in volunteerism rates, even before the pandemic. Some leaders in the 18 | CRAIN’S DETROIT BUSINESS | JUNE 8, 2020

A longtime Forgotten Harvest volunteer sorts food and packs boxes at the Royal Oak site temporarily donated to the food rescue by Eugene Sherizen and Ed Hersch, owners of Oak Park-based 1-800-Self-Storage.com. | FORGOTTTEN HARVEST

“WE HAD TO QUICKLY PIVOT. ONCE WE HAD THE EQUIPMENT, WE HAD TO HUSTLE A LITTLE BIT TO GET THE AWARENESS OUT THERE. BUT WE DEFINITELY SAW A ROBUST RESPONSE FROM THE COMMUNITY OF PEOPLE WHO WANTED TO STEP UP AND STAND NEXT TO US.” — Kirk Mayes, president and CEO, Forgotten Harvest

sector are concerned that continuing fears about contracting the virus and delays in volunteers being able to engage could turn some off for good. But others are more optimistic. They say there’s pent-up demand from volunteers who want to help, and think volunteerism could surge now that stay-at-home orders are lifted. Either way, nonprofits will need to adapt, given the sector’s reliance on volunteers for a significant part of its labor pool, Williams said. “Until we as a society or a globe know how we’re going to deal with coronavirus, the changes to volunteering will have lasting effects.”

Human capital Nonprofits rely on two types of capital: financial and human, said Kyle Caldwell, president and CEO of the Council of Michigan Foundations.

“In this pandemic, both are being threatened,” which is challenging the ability of many nonprofits to continue providing services, he said. In Michigan, an estimated 2.3 million people volunteer each year, according to the 2018 Volunteering in America report from the federal Corp. for National and Community Service. It values the 185.9 million hours of time donated at $4.4 billion. On the face of it, the number of volunteers seems impressive, but it’s just 29.4 percent of the state’s residents, ranking Michigan No. 36 among all states for volunteering. The number of people volunteering has dropped significantly over the last decade in recent years to about 29 percent of adults volunteering vs. nearly 50 percent a decade ago, Caldwell said. Factors influencing volunteering include poverty rates, high school graduation rates, nonprofit density,

“IF PEOPLE DON’T FEEL SAFE, FEEL THAT THEY CAN VOLUNTEER WITHOUT PUTTING THEMSELVES OR OTHERS AT RISK … WE COULD SEE A FURTHER DECLINE.” — Kyle Caldwell, president and CEO, the Council of Michigan Foundations

home ownership and commute times, according to the federal organization. “That gap in volunteering, generally, that was happening before COVID-19 is what I’m concerned about,” along with the further toll the pandemic could take, Caldwell said. “If people don’t feel safe, feel that they can volunteer without putting themselves or others at risk … we could see a further decline.” There is an increased interest in volunteering right now, similar to that seen during past disasters, but people hesitate to volunteer because they fear they’ll be putting themselves at risk, said Ginna Holmes, executive director of the Michigan Community Service Commission. Due to safety risks, many traditional forms of volunteering are not available, which is causing concerns for organizations that rely on a strong volunteer base and fear delays in volunteering will cause people to lose interest, she said. The challenge comes in identifying positions that allow volunteers to be safe, which will require nonprofits to explore new models and ways of supporting “a new normal for volunteering,” Holmes said. “Addressing these issues will be critical for recruiting and supporting volunteers now and post pandemic.”

Shifting with the pandemic With Gov. Gretchen Whitmer’s sixphase plan to reopen the economy, nonprofits are waiting to hear when they will be allowed to reopen and their boards and senior leadership are also thinking about how to protect staff and volunteers, Williams said. Like for-profit employers, they

are considering what they need to put in place not only for staff, but for the volunteers they rely on. “If I’m a volunteer, I want to know is the nonprofit open, is it safe to return and what are the jobs and (personal protection) equipment they are going to give me,” Williams said. Nonprofits operating in multiple counties may wind up having different schedules for relaunching services and programs on a county-by-county or region-by-region basis, he said. “That could confuse volunteers and make them reluctant to return to volunteering until they get an allclear signal.” Things will not go back to “normal,” operating as they had before the pandemic, Williams said. “It’s going to be a weird purgatory ... and then by fall maybe we’re hitting our stride.” Volunteers that weren’t providing essential services were subject to stay-at-home orders as the nonprofits they assisted — arts and education, workforce and other groups — paused operations. But nonprofits providing essential services during the pandemic, like food, could still call on volunteers. Still, the number of people volunteering even with essential nonprofits dwindled over the past couple of months, given personal safety concerns, the number who come through corporate volunteerism efforts and the closures of churches and community centers. Some nonprofits, like Lighthouse in Oakland County or Pope Francis Center in Detroit, also politely turned volunteers away to protect them and the homeless clients they serve. See VOLUNTEERS on Page 24

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Virtual fundraising events show silver linings Previous sponsorship, ticket purchases and donor relationships help buoy proceeds BY SHERRI WELCH

Save-the-dates for Loyola High School’s “Tigers Game Day & Auction,” held late each spring for about 800 of its closest “friends,” had gone out months before. The event attracts about 800 supporters for a tailgate at the Detroit Athletic Club pavilion with hot dogs and coneys, a silent auction, raffle and of course, some baseball. But in early March, before the first stay-home order was issued, Loyola’s Director of Advancement Bill McGrail saw signs as the looming pandemic got closer to Michigan.

He met with directors on the board of the Catholic and Jesuit school for boys and told them the event needed to shift online. “When I said that, my board looked at me sideways. We’d never done a virtual event,” he said. Loyola moved quickly, creating a new virtual event and shifting mailed invitations to reflect the new format but keep the Game Day theme. With the message inside the invitations, Loyola told supporters, “The world has changed, but what hasn’t changed is we still need your support,” McGrail said. Donors got it, he said. “Tigers day is there to support our mission ... it’s a known platform to engage with donors and ask for their support.” “That’s a different message than ‘Hey, there’s a fire, and we need help,’” McGrail said. The voice of the Detroit Pistons and Michigan State University football, announcer George Blaha, boomed a welcome to the 150 people who registered to attend the live event on May 8. Former Loyola presidents and donors spoke about the importance of the school’s mission through prerecorded events before the event shifted to a livestream of McGrail and Loyola President Dave Smith, trading jokes and jabs at each other before doing a live raffle. The event raised $160,000, with about 90 percent of previous event sponsors returning, program ads, an auction with Detroit Tigers memorabilia and a trip, the raffle and a scholarship ask. That was on par with the amount the in-person event raised last year, but Loyola netted more, given that costs for the online event and promotion materials were just $10,000, McGrail said. Part of the event’s success was serendipity and being among the first ILLUSTRATION BY ANDREA LEVY FOR CRAIN’S

out of the gate with a virtual event, he said. But he believes the normalcy of the event amid the pandemic and strong relationships with sponsors and donors were the keys. “Our messaging and marketing and how we promoted it were like nothing has changed; we’re just doing Tigers. We just happen to not be getting together in person,” he said. “Our donor (and sponsor) relationships … clearly won the day for us.”

“TIGERS DAY IS THERE TO SUPPORT OUR MISSION ... IT’S A KNOWN PLATFORM TO ENGAGE WITH DONORS AND ASK FOR THEIR SUPPORT. THAT’S A DIFFERENT MESSAGE THAN ‘HEY, THERE’S A FIRE, AND WE NEED HELP.” — Bill McGrail, director of advancement, Loyola High School

Sign of success Virtual fundraising events for the region’s nonprofits are showing early signs of success. Established relationships with donors and sponsors and previous commitments made by them to canceled events are big parts of that, said Stephen Ragan, president of the Association of Fundraising Professionals Greater Detroit Chapter and executive vice president at Hope Network. Alternatives for Girls, Boys & Girls Clubs of Southeastern Michigan and Living Arts are just a few nonprofits

that have benefited from previously committed sponsorships and ticket purchases or contributions that supporters have told them to apply to new virtual events and fundraisers. Groups that have hosted online fundraisers are also seeing new ways to connect with larger and broader audiences over extended periods of time through virtual events. And that is prompting some to consider them a permanent part of their fundraising efforts. But as with any other type of fundraising, experts caution nonprofits to make sure they have command of their case for support as they move it online amid the flood of nonprofit need and solicitations in the coming months. “The American philanthropic community is adaptable: If donors believe in your cause, they’re going to give to you whether they’re look-

“THE AMERICAN PHILANTHROPIC COMMUNITY IS ADAPTABLE: IF DONORS BELIEVE IN YOUR CAUSE, THEY’RE GOING TO GIVE TO YOU WHETHER THEY’RE LOOKING AT A SMALL SCREEN OR SITTING IN A ROOM WITH 1,000 PEOPLE.” — Peter Remington, founder and CEO of The Remington Group

ing at a small screen or sitting in a room with 1,000 people,” said Peter Remington, founder and CEO of The Remington Group, a Beverly Hillsbased fundraising consultancy. The vehicle becomes less important than articulating the need, he said. “If you have a loyal donor base and people sympathetic to your cause, it doesn’t really matter what form your event takes.” Competition for support and bal-

looning demand for support of every type of nonprofit will mean fundraisers can’t take relationships and support for granted, though, Remington said. “Don’t assume everyone knows the need … no matter how loyal a person might be, communicate with them about the need.”

Creative approaches With a strong case for support and established relationships in place, nonprofits planning virtual events should look for ways to set them apart from the large number expected to crowd the calendar during the second half of the year to make up for in-person events canceled because of COVID-19 health concerns. Groups will have to start getting creative to attract supporters and sponsors to new events that are envisioned as virtual from the start and aren’t simply moving programming from a live stage, Ragan said. To stand out, nonprofits will need

“WE WERE THRILLED WITH THE SUPPORT FROM THE COMMUNITY, BECAUSE OUR RESPONSE TO THE IMPACT OF THIS PANDEMIC ON HOMELESS AND HIGH-RISK GIRLS AND YOUNG WOMEN HAS HIT OUR BUDGET HARD.” — Amanda Good, CEO, Alternatives for Girls

to reconceive in-person events, as Loyola did, for virtual platforms or even hybrid platforms with some mix of in-person and virtual to respond to limits on the size of gatherings and personal health concerns, he said. “It’s a lot different to say we’re going to find someone to be a sponsor of a (new) virtual event,” vs. shifting previously committed support for

an in-person event to a virtual event, Ragan said. “That’s where I think this stuff is going to get interesting, where virtual events could compete with live events … and complement live events.” “I could see as time goes on where nonprofits (say), ‘We’re going to send you a dessert or a cocktail, and there’s a dress code,’” as supporters tune in for virtual events, he said. Boys & Girls Clubs’ president and CEO Shawn Wilson called in favors from celebrity friends including Big Sean, rapper/actor Ludacris, actor/ author Hill Harper, and NFL Hall of Famer Jerome Bettis to participate in an April 23 virtual event to make up for the loss of large fundraisers. The virtual event featured celebrities competing against each other and club youth in games like Family Feud, Shazam and Bad Jokes. Additionally, Big Sean hosted a 16 bars rap challenge for aspiring rappers in Detroit. The event raised $324,500. Of the total, $300,000 was in sponsorships committed to the nonprofit’s annual golf outing and the charity preview of the North American International Auto Show. Those events, which were canceled this year, typically raise about $1 million combined. The remainder of the amount raised from the event came from the sale of one-day passes to the virtual club event for $250 each. Alternatives for Girls stayed with its plan to honor three role models when it shifted an annual event online in late April. The women honored included: Laura Chavez-Wazeerud-Din, branch manager for Flagstar Bank in Downtown Detroit;

Denise Ilitch, president, Ilitch Enterprises LLC; and Palencia Mobley, deputy director and chief engineer at Detroit Water and Sewerage Department. The event, which included an auction, took place April 23-26. It, too, benefited from previously committed sponsorships and ticket purchases, netting $190,000 in support from them alone. During the four-day virtual event, 165 people contributed to the auction, raising another $41,000 for the nonprofit. That brought the total raised to $231,000 — about $11,000 more than last year’s in-person event. “We were thrilled with the support from the community, because our response to the impact of this pandemic on homeless and highrisk girls and young women has hit our budget hard,” said CEO Amanda Good. See FUNDRAISERS on Page 24 JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 19

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How nonprofits can mine donor data

Looking at how to use assets to reactivate audience, make emotional connections pays off Nonprofits are working hard to recoup money they would have raised through events or campaigns tabled during the pandemic. Knowing the key reasons each donor gives is producing dividends for Troy-based Phoenix Innovate’s clients. Mark Gaskill, executive vice president of marketing and research strategies, ` What does it mean to mine your donor base? In very simple terms, donor retention right now is more valuable than ever. We always focus on retention because doing acquisition without retention isn’t going to give the organization a broad, sustainable base of donor support. Typically only 20 percent of donors you acquire will make a second gift. Looking inside your donor database for different audience segments that you can either reactivate or try to get that second gift from can bring you a good return right now since acquisition is so challenged. Your data is an asset you can leverage with the right understanding of the data and developing the right messages to your unique audience segments to create that emotional connection and gain positive results from those fundraising efforts. ` Does it start with getting to know their donors better? Exactly right. The more you understand about your donors and the more you can use that information about their emotional connections to be able to communicate to them on a more personal level, the stronger you’re going to reinforce the connection between the donor and the organization and drive a better response. It’s the emotional connection that drives the response. The best way to make the case is using emotion and drawing off that. You can’t activate that emotion without the right messaging. You look for information in the data that will help you draw conclusions and strategies on how to message with more personalized content. You can start at a real basic level with transactional aspects. Did they come to an event or respond to an appeal? You can add to that questions like what is their favorite animal or what parts of your mission do they respond to most? The more information you can gather, the more you’ll have for personalized messaging. ` We all get direct mail pieces with emotional appeals. How are those different from the more personalized messages you are developing? Most organizations are challenged because they may have 10,000 donors in their database. Maybe they haven’t created the right kind of attributes or groupings like did they come for an event, respond to a direct mail appeal or respond to a social media campaign. So they tend to have to look at all donors the same. Unfortunately, what that pushes them into is talking about themselves, having a monologue-type of message talking about what they have done to fulfill their mission. But what’s important to the donor is to understand the value of their contribution and even on a smaller level, to be able to see the impact of their donation. By coming up with individualized tactics leveraging data insights, you can now create messaging that will connect with that emotional connection they had in a more authentic way and drive a much higher response rate to your appeals. Conceptually, you’re trying to speak more personally to these 22 | CRAIN’S DETROIT BUSINESS | JUNE 8, 2020

talked with senior reporter Sherri Welch about the proven ways the research, analytics and direct communications company is helping nonprofits mine their data to develop customized marketing approaches that are boosting fundraising efforts. ` What are the practical ways other nonprofits can use that approach to mine their database? For those organizations that have good data, like data points that show somebody came to an event or made a gift through direct mail or through email, they can pull out a report and start to group based on some of those different data attributes and see where there audience groupings exist. A simple thing if you have 10,000 donors in your donor base would be to see how many of those contributed through an event or from direct mail. It’s as simple as taking your donor data, exporting it into Excel and looking at the different data in there that will show you some natural groupings. With that information, think about how to then craft a message that’s specific to that audience segment that will resonate with them. If there are information points like a favorite animal or part of their mission that you know they support more than any other, if you can add that to your data, then you can export that as a group and be able to message with custom information that reinforces that emotional connection.

“YOU LOOK FOR INFORMATION IN THE DATA THAT WILL HELP YOU DRAW CONCLUSIONS AND STRATEGIES ON HOW TO MESSAGE WITH MORE PERSONALIZED CONTENT. ... THE MORE INFORMATION YOU CAN GATHER, THE MORE YOU’LL HAVE FOR PERSONALIZED MESSAGING.” — Mark Gaskill, executive vice president, marketing and research strategies at Phoenix Innovate

` What’s an example of a custom message that reinforces an emotional connection? An example would be for like the Detroit Zoo. We collected information on favorite animals of donors and members. Then we create visuals and text that relate to those favorite animals when we communicate with them through direct mail. It’s a visual of not just any animal but here’s our lion. Here’s a visual of Simba the lion — and did you know that lions eat about 189 pounds of meat each week, almost 10,000 pounds each year? You don’t say make a donation so we can feed Simba. You do these things to help donors understand the need in relatable terms. It’s something at their level they can connect to — they know how much it costs them to go buy a pound of beef. When we include this favorite animal content, we see response rates from the favorite animal audience around 40 percent. The non-favorite animal audience typically responds at about 8 percent.

KELLY GASKILL

individuals, based on what you know. You can’t speak personally unless you have some of these connection points to draw from for these messages. ` How has this has worked out for nonprofits? Implementing our authentic marketing approach, we’ve increased the Coalition

for Temporary Shelter’s gross fundraising revenue for fiscal 2020 by 20 percent from the prior 12 months. With the Belle Isle Conservancy, we did a direct mail appeal for them in which we included people who had only purchased a ticket to an event. We thanked them for attending the previous event, talked with them about how that

support impacted the organization. And then we asked if they would be willing to support the organization’s mission outside of that event. We had fantastic results. A good acquisition rate or direct mail response rate is a .5 percent. We had a 6 percent response rate. That audience segment generated 37 percent of the organization’s revenue for that appeal.

` You also recommend regularly “cleaning” donor bases? Donor data is an important asset. Keeping it clean will definitely provide a positive return on the time invested. Organizations need to do regular database updates and run their database against national databases to understand who is unfortunately deceased. You can do that quite simply and cost-effectively by providing your data to a certified mailer or data house and they can provide you an updates as far as people who have moved and people who are deceased. You worked hard to get those donors — making sure you don’t lose them because they moved is important. We recommend having your data reviewed like this three times a year. Contact: swelch@crain.com; (313) 446-1694; @SherriWelch

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From Page 17

The vulnerability and possibility of some large nonprofits not being able to continue operating in the months and years ahead is concerning not only because it could leave holes in the safety net and other services, Williams said. It could also mean significant layoffs. Low-cash nonprofits employed two-thirds of the sector’s total workforce or 260,000 people in 2017, according to his analysis. Consolidation has rumbled in the sector for years, even decades. But many nonprofit leaders believe it will become a reality on a broad scale. Nonprofits, for the most part, have run lean, Trulik said. They weren’t prepared for a crisis and a long period without events. Many didn’t have a rainy day fund and some that did were penalized because they had too much in reserves, which impacted their ability to secure other grants and contributions. “Then you hit a three- to ninemonth gap of activity and this is what happens,” he said. Federal paycheck protection program loans gave many organizations a two-month bridge, Trulik said, and some have lines of credit and flexible grants they can redeploy. Nonprofits have proven resourceful in the past when consolidation was thought to be a sure thing, he said, such as after the 2008-09 recession. But by late summer or early fall, “I think organizations will be faced with having to make difficult decisions, whether it be downsizing, mergers or strategic partnerships or alliances,” he said. The closures, collaboration and consolidation nonprofit leaders predict has already begun. In mid-May, the YMCA of Metropolitan Detroit closed two of its 10 branches in Southeast Michigan. Those branches had been struggling for years, but with the pandemic-forced temporary closure of all of YMCA branches, the organization could no longer subsidize them. In late May, Boys & Girls Clubs of Southeastern Michigan and Ponyride forged a strategic alliance to keep the shared workspace nonprofit alive by moving it into three local club sites, while bringing an entrepreneur-support program to the clubs. The alliance stopped short of a full merger, but Ponyride founder Philip Cooley, the owner of Slows Bar BQ in Detroit, didn’t rule it out for the future if the partnership works well. Ponyride, which subsidizes rent for its business tenants, had been renting space for the past year in Detroit’s Core City neighborhood. But it could not raise enough money to keep up with market-rate costs. “When our money ran out, we realized we financially could no longer stay there,” Cooley said. Ponyride approached funders but was turned down for grant requests because of the pressing needs that emerged with the coronavirus outbreak. “Funders have a lot to take care of right now,” Cooley said. “They just decided to go in a different direction. That’s why we made that pivot.”

Developing support

“The question is what do we do next in the next phase when we think But funders are looking for ways to about what does it mean to open up the economy ... (and) schools,” Caldhelp. Local companies have stepped up well said. Many foundations are thinking with cash and in-kind assistance of things like masks and other personal about the support nonprofits will need in three phases, Cald“WHERE CAN YOU REALLY well said. The MAKE A DIFFERENCE IN first is the rapid SURVIVAL OR THRIVING OF response to the urgent needs. THE SECTOR OR The second wave will focus (INDIVIDUAL) on replenishing ORGANIZATIONS? ... THAT’S the pooled funds, he said, WHAT WE ARE LOOKING AT.” noting the pan— Mariam Noland, president of the Community Foundation demic has conprotection equipment for nonprofits. tinued longer than most had initially And early on during the pandemic, predicted. “We still don’t know what the foundations loosened restrictions on grants made before the outbreak so needs are going to be as we come those grants could be turned to help into this warming season and perhaps an onward trend of cases. ... nonprofits survive.

sectors have reasons to be vulnerable, said Mariam Noland, president of the Community Foundation which supports a seven-county region of Southeast Michigan. The cultural community, for example, not only has limited cash, its revenue streams depend on audience coming back, she said. “Where can you really make a difference in survival or thriving of the sector or (individual) organizations? ... That’s what we are looking at.” The data is an important alert that nonprofits are going to need cash, strong board leadership and innovative and reactive ideas with a balance of short- and long-term perspective, Noland said. “Many of them are alive because they got the PPP money. But what happens when that runs out in June or July? It’s an unfolding story.” The Community Foundation has changed its grantmaking guidelines for the balance of the year, she said,

Place-based organizations like the arts, summer youth groups and congregate senior sites “are likely to be the ones we see hardest hit,” she said. Cash on hand considerations are true issues, she agreed, but only part of the analysis. “The other part of the evaluation is which organizations can be nimble and innovative and have board support to pursue new ways of doing business,” Brisson said. The best thinking the Community Foundation has is that it needs to continue to hear about the needs nonprofits are facing while also helping them think beyond the immediate crisis to the future, Noland said. “That’s harsh and hard when it is right now survival. But the time is here when the boards have to think longer-term.” Southeast Michigan is blessed with a strong foundation and corporate communities and civic leadership that has come together after other crises like the last recession and the Detroit bankruptcy, and they will step up again, Trulik said. But as the coming months unfold, “how do we prioritize which nonprofits are going to remain open or operating at some level?” he said.

Leadership also key

ILLUSTRATION BY ANDREA LEVY FOR CRAIN’S

NONPROFITS

Foundations, corporations and individuals have contributed at least $22.7 million in funding to pooled COVID-19 emergency relief funds, much of which has already been deployed. United Way for Southeastern Michigan raised $11 million and over $4 million in in-kind or donated goods and services to support vulnerable people and the nonprofits that serve them from foundation, corporate and individual commitments. It had given out $5.5 million of that by early May. The Community Foundation for Southeast Michigan raised another $11.7 million to support testing and other urgent public health needs, arts and culture, and small business. It had granted $9.4 million of that by mid-May. Those are two of more than 30 pooled funds set up in Michigan to provide rapid-response support to first-line, critical needs nonprofits, Caldwell said.

we’re going to see continued demand and considering how it can help with additional money that comes into on those funds.” The third phase of support is ex- the foundation and its own grantpected to focus on rebuilding and re- making dollars. Beyond the COVID-19 relief dolstructuring, Caldwell said. “Coming out of this crisis, what are lars, the foundation has converted the critical needs that remain ... “THE OTHER PART OF THE and are we at risk EVALUATION IS WHICH of seeing nonprofits close? ORGANIZATIONS CAN BE What nonprofits NIMBLE AND INNOVATIVE are going to be around in order AND HAVE BOARD SUPPORT to support the TO PURSUE NEW WAYS OF needs?” Regions are DOING BUSINESS.” currently between the first — Katie Brisson, vice president, program, at the Community Foundation and second phase, depending on whether they core endowment money it grants evare see declining or rising case num- ery year to grants for COVID-related recovery for nonprofits, said Katie bers, Caldwell said. In looking at which nonprofits are Brisson, vice president, program, at going to survive and thrive, different the Community Foundation.

Foundations are going to be limited in their ability to respond to the coming contractions in the nonprofit industry, said Egner, a former head of the Michigan Nonprofit Association, the New Economy Initiative and the Hudson-Webber Foundation. “The issue is going to be less about money and more about board and staff leadership.” There is going to be so much necessary retooling to respond to loss of resources, continuing demand for services and adjusting to new protocols that foundations will have to work through what they will fund, he said. “Those answers are going to come from nonprofits, not from us.” To help nonprofits think through operational issues and what the future will look, the Wilson foundation made a $1.2 million grant to Co.act, a firstof-its-kind center that launched in early 2019 to help nonprofits build operating capacity, and is working with the Michigan Nonprofit Association. The two groups are pulling together a network of intermediary groups that support nonprofits. “This looks like financial coaching and support for nonprofits navigating the crisis’ uncertain waters, mindfulness and well-being series to help nonprofit staff manage stress, and focused technical assistance to help nonprofits meet their missions in a time of constant change,” Co.act Executive Director Allandra Bulger said in an emailed statement. The organizations will share more details on the support this summer, she said. “Because it’s a pandemic, there isn’t a box you can put it in; it renders all nonprofits vulnerable,” said MNA President and CEO Donna Murray Brown, who is chair of the National Council on Nonprofits. “The question really is how far and how deep will you be impacted?” she said. “That’s what we don’t know yet.” Contact: swelch@crain.com; (313) 446-1694; @SherriWelch JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 23

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VOLUNTEERS

From Page 18

Nonprofits have been filling volunteer gaps in different ways. Early on during the pandemic, Focus: Hope shifted security staff and other employees to help distribute food to seniors. On an annual basis, Gleaners Community Food Bank of Southeastern Michigan benefits from 57,000 volunteers shifts ranging from individuals to groups, said Stacy Averill, senior director of community giving and public relations. “Since the pandemic, we’ve really reduced that. We still have some volunteer opportunities, but they are minimal ... in areas where we can control the environment,” in order to protect volunteers. About 10 percent of its regular volunteers have come consistently to help during the pandemic, Averill said. The need for a consistent, trained group of people to help with sorting, packing and distribution led Gleaners to hire 86 temporary staff to help with regular distribution to area pantries, group homes and shelters and to 54 temporary sites launched for curbside pickup, Gleaners, Forgotten Harvest and other food banks in the state are also getting a helping hand from the Michigan National Guard. “People are really interested in helping. They are reaching out and asking how they can help,” Averill said. Volunteers are not only important to help keep the costs of distributing food to people in need low, but a great engagement opportunity for Gleaners, she said. “We absolutely will always continue to need volunteers … we’re having conversations about what a realistic viewpoint of volunteerism will look like at our organization in the future, balancing safety as things open back up with the stability we rely on in our volunteer base.” Many of the larger volunteer groups that come to the food bank

Devon Graham-Aiyash, a Wayne State University law student (left), Little Sister Bella Hotchkiss, a 10-year-old who lives in Pontiac with her mom Ashley Schoch (center), and Joseph Yelick, a program specialist with Big Brothers Big Sisters of Metropolitan Detroit, take part in the nonprofit’s first virtual match meeting in early May. | BIG BROTHERS BIG SISTERS OF METROPOLITAN DETROIT

“LIKE MANY ORGANIZATIONS, OUR PROGRAM WASN’T SET UP FOR VIRTUAL RELATIONSHIPS. IT WAS FACE-TO-FACE.” — Jeannine Gant, president and CEO, Big Brothers Big Sisters of Metropolitan Detroit

FUNDRAISERS

From Page 19

“The needs of those we serve have intensified, and we have had to go above and beyond our budget for staffing, delivery of food and supplies to girls, young women and their families throughout the neighborhood, cleaning expenses, etc.” Brighton-based Make-A-Wish Michigan faced the same health concerns as others with its flagship fundraiser, a three-day, 300-mile bicycle tour in late July from Traverse City to Marshall which usually raises $2.5 million. As riders are on their bikes, sweat and other liquids can travel through air, so riders would need to be farther apart. “That’s hard to do with several hundred people riding,” said President and CEO Karen Davis. So Make-A-Wish shifted to a virtual event for this year, giving riders between May and Aug. 16 to do 300 miles on regular or stationary bikes. Those riders make flat donations to Make-A-Wish. “It is on the honor system this year,” she said.

“THAT’S WHERE I THINK THIS STUFF IS GOING TO GET INTERESTING, WHERE VIRTUAL EVENTS COULD COMPETE WITH LIVE EVENTS … AND COMPLEMENT LIVE EVENTS.” — Stephen Ragan, president of the Association of Fundraising Professionals Greater Detroit Chapter and executive vice president at Hope Network

come from corporations, she said. “We haven’t heard from corporations, yet, on their policies. We’re hearing they are still working on plans to bring their workforce back first.” During normal times, most of Forgotten Harvest’s volunteerism is “almost on auto pilot” because of its relationships with the corporate community, Mayes said, with volunteer slots booked months in advance. In late May, those spots were booked just two weeks out. “Unless corporate culture against giving back in the community and volunteerism drastically changes, I don’t see for us such a detrimental hit on volunteerism,” he said. There will be some changes, “but I don’t think giving back and volunteerism is going to be cut out as long as you can provide safe environments for people.” The pandemic has fueled a strong desire to be a part of a solution, Holmes said. “We anticipate that this

desire to help will result in an increased number of volunteers in Michigan, similar to what happened after 9-11.” “For this to happen, we must leverage new avenues, like virtual volunteering and skills-based volunteerism, to allow all to share their talents and volunteer.” Some nonprofits have already begun making those shifts. Big Brothers Big Sisters of Metropolitan Detroit works with 450-850 mentors and youth each year. Traditionally, “bigs” meet with their “littles” face to face for four hours each month to go to a ball game, the park, a movie or the library to do homework together. “How we fulfill our mission is going to completely change,” said President and CEO Jeannine Gant. The belief that BBBS mentors are essential in ensuring that children feel a sense of belonging, prompted the nonprofit to take those relationships online during the pandemic.

Minimum fundraising requirements have been waived, and there are incentives like T-shirts and meals for contributions at lower fundraising levels. Adapting the event “potentially brings a new group of riders to us, including people who maybe train on indoor cycles or Pelotons or enjoy cycling around their neighborhoods,” Davis said. As with any other event, “the real measure of whether (virtual and hybrid) events are successful is if you can engage your current supporters, your board and your employees and get them to bring people,” Ragan said. “If you can, you’ve multiplied your potential supporters dramatically, Ragan said.

sponsors make a bigger impression. Loyola High School had 150 people register for its event but within days had already secured 1,900 impressions or visitors to the recorded event on its page, McGrail said in May. It embedded a Vimeo link on Loyola’s website with a “donate here” button to make it easy, he said. While in-person events take place at a fixed time, virtual programs allow for a longer window of support and the possibility of reaching new and broader audiences. For Cranbrook, hosting a virtual fundraiser in lieu of its annual gala allowed it to reach more people — 500 vs. 400 for the in-person event, said Julie Fracker, director of communications, Cranbrook Academy of Art and Cranbrook Art Museum. It also moved its annual student art sale online, drawing people from around the world to donate and purchase art, she said. Students sold nearly 400 works. And the net revenue from the online fundraiser — which included many of the traditional elements of its gala — has been comparable to the unspecified amount raised through the annual gala, she said. Scholarship contributions were continuing on

Virtual advantages Nonprofits that have already hosted virtual events find they bring some advantage over in-person events. Generally speaking, online events tend to come with lower costs, nonprofits said, which means more money is going to support the work. The online events could also help

The challenge has been that many kids don’t have access to technology. And BBBS also lost contact with hundreds of kids where a school or a company was the conduit to the relationship, Gant said. But online mentoring has provided support for 200 kids, many of whom were feeling isolated during the pandemic and stay-home orders, she said. “Like many organizations, our program wasn’t set up for virtual relationships. It was face-to-face,” Gant said. “But we don’t believe we’re going to go back to normal in the fall … we’ll still be able to connect our youth to corporate partners (and other volunteers)… it will just be in a virtual space instead of on location at school or corporation.” To ensure safety amid virtual meetups, Big Brothers Big Sisters of America will roll out an e-mentoring platform this month, Gant said. The Southeast Michigan affiliate is adopting it and plans to roll it out locally this fall. This e-mentoring program will let mentors and youth have ongoing contact, while also enabling the nonprofit to track the interaction and provide support where needed, she said. Gant believes volunteers and the kids they mentor will probably miss not being able to go to a ball game. But kids will still benefit from the mentoring and mentors will still get excited by knowing they are making a difference. Hopefully, ball games and some sense of normalcy will return in the future, she said. But virtual mentoring will become a permanent part of our organization going forward. “As we continue to work in this space, we will be able to create even more robust experiences for both the big and the little … programming we can offer through a virtual space,” like museum tours or experiences they can watch together. Contact: swelch@crain.com; (313) 446-1694; @SherriWelch Cranbrook’s website as of late May and will be open through June. The virtual approach “was such a success, that we will continue to consider hosting an online event to complement our in-person events in the future,” Fracker said. Beyond fundraising potential, virtual events are a great way to keep supporters engaged in your organization’s cause and work, to give them updates on how your program delivery is faring and your future plans, said Chuck Hammond, president and CEO of Detroit-based Hammond & Associates LLC. He cautions nonprofits, though, on developing a new reliance for too much of their revenue from virtual events. Nonprofits need to have a diverse portfolio of funding, Hammond said. “To rely too much on events … was dangerous during the (Great) recession and is dangerous today.” “There may be an opportunity in this moment for nonprofits to pivot and become less reliant on events to raise the annual dollars they need,” Hammond said. Contact: swelch@crain.com; (313) 446-1694; @SherriWelch JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 24

SPONSORED CONTENT

GUIDE TO

STRATEGIC GIVING WE GAVE SOUTHEAST MICHIGAN NONPROFITS THE OPPORTUNITY TO TELL THEIR STORIES AND SHARE THEIR BIGGEST WISHES.

In this time of uncertainty and unprecedented challenges, we’ve timed the publication of our annual Giving Guide to give nonprofits an opportunity to tell how COVID-19 has impacted their fundraising events, volunteer efforts and overall missions.

CONTENTS

SHARE THIS REPORT ONLINE AT CRAINSDETROIT.COM/ GIVINGGUIDE.

26 Alternatives For Girls (AFG)

54 Focus: HOPE

84 The Society of St. Vincent de Paul Detroit

28 Ascension St. John and Providence Foundations

56 Forgotten Harvest

86 Teach For America Detroit

30 Autism Alliance of Michigan

58 Fostering Futures Scholarship Trust Fund

88 United Way for Southeastern Michigan

32 Build Institute

60 Franklin-Wright Settlements

90 Wayne County Medical Society Foundation

34 Catholic Charities of Southeast Michigan

62 Gilda’s Club Metro Detroit

92 Wayne Metropolitan Community Action Agency

36 The Children’s Foundation

64 Hegira Health, Inc.

94 Welcome Inn Day Center

38 Community Care Services

66 HighScope Educational Research Foundation

96 YMCA of Metropolitan Detroit

40 COTS

68 Mercy Education Project

98 The Youth Connection

42 Delta Dental Foundation

70 Michigan Hispanic Collaborative

44 Detroit Area Pre-College Engineering Program

72 New Day Foundation for Families

(DAPCEP)

74 Pope Francis Center

46 Detroit Children’s Fund

76 Rose Hill Center and Rose Hill Foundation

48 Detroit Goodfellows

78 Sacred Heart Major Seminary

50 Downtown Detroit Partnership

80 The Salvation Army of Metro Detroit

53 2020 Wish List

82 Samaritas

This guide to nonproﬁt giving was sponsored by the featured nonproﬁts and powered by Crain’s Content Studio. Lynn Zott edited and managed this project. For information about this report, contact Director of Program Content Kristin Bull at kbull@crain.com.

DONATE TO THE ORGANIZATIONS LISTED ABOVE AT MAYDAYSOFGIVING.CRAINSDETROIT.COM.

COVID-19 IMPACT AND RESPONSE COVID-19 significantly impacted AFG with unprecedented overtime costs and substantial depletion of all supplies. To stay open to serve girls (including mothers with infants/toddlers) in our shelter as well as victims of domestic violence and trafficking, youth in the streets and families in poverty, we divided into two teams: our Frontline and Off-site based. For 24 hours/day, 7 days/week, our Frontline team came to the shelter to support participants’ emotional health and physical needs and provide the community with food, hygiene items (including showers) and emotional support. Concurrently, our Off-site based team actively engaged with their participants/families via phone/conference-video calls, texts, social media and—once they assessed needs—drive-by visits to deliver food (groceries, cooked meals), hygiene items and school/recreational supplies (laptops, paper, pens/pencils, markers/crayons, board/card games).

WHAT WE DO Founded in 1987, Alternatives For Girls (AFG) helps homeless and high-risk girls and young women avoid violence, teen pregnancy and exploitation, while also helping them to explore and access the support, resources and opportunities necessary to be safe, to grow strong and to make positive choices. AFG started as a volunteer-run, five-bed emergency shelter for young women. It has since evolved into a multi-service agency serving over 5,000 homeless and at-risk girls, women and families each year. We have three programs: Prevention, Shelter, and Outreach.

HOW YOU CAN HELP

You can donate these much-needed items: School and office supplies New and gently used laptops and headphones Snacks (shelf-safe for street outreach) Food for complete meals for our after school and Rise N Shine summer programs, Peer Educators and Safe/New Choices participants. Internet subscriptions for youth with no credit history and families with defaults and poor credit

Gift cards (Target, Walmart, Kroger, Meijer, CVS, Walgreens) Cleaning supplies: personal/industrial soap, hand sanitizer, household/industrial disinfectant, mops, washcloths Medical supplies: Band-Aids, Neosporin, rubbing alcohol and hydrogen peroxide

AFG’s Prevention Program Serves girls aged 10-19, who are at risk of pregnancy, gang involvement, abusing drugs or alcohol, and school truancy.

FUNDRAISING

AFG’s Shelter Program Provides a safe, temporary home, case management, and counseling to homeless young women aged 15-21 and their young children and helps them acquire the skills they need to lead independent, productive and fulfilling lives. AFG’s Outreach Program Helps teens and women engaged in high-risk activities, such as human trafficking, drug use and gang involvement, understand the risks of such activities and transition to safe choices and healthy lives.

Widen the path of opportunities and continue to leave a positive legacy in this world.

AFG is a 2020 Detroit Free Press/TCF Bank Marathon charity partner. Marathon participants can fundraise for AFG through the following site: givengain.com/c/alternativesforgirls.

Your contributions can help provide resources and services for those who are most in need.

AFG accepts donations directly through our website, year-round, in the way that works best for you: one time gift, recurring gift, planned giving, matching corporate gifts and in-kind donations. Visit alternativesforgirls.org to donate now.

Funding sources Government grants

57%

Special events and donations

20%

18%

Private grants

Other

FAST FACTS

60 Employees

LEADERSHIP

Amanda (Amy) L. Good Chief Executive Ofﬁcer Celia Thomas COO

Total 2019 revenue: $4.7 million

CONTACT

BOARD OF DIRECTORS

Christine Moore Chair, Board of Directors

Executive Committee

Members

Christine Moore Chair

D’Anne Carpenter

Christine Stesney-Ridenour Vice-Chair

Marlene Martel

Nu Tran Treasurer Kate Cherry Secretary

SPONSORED CONTENT POWERED BY CRAIN'S CONTENT STUDIO

Founded in 1987

Rochelle Lento Ann Nicholson

Carolyn Normandin Linda Ross

Sammye Van Diver Stefanie Worth

ADDRESS 903 West Grand Blvd. Detroit, MI 48208 PHONE (313) 361-4000 WEBSITE alternativesforgirls.org

COVID-19 IMPACT AND RESPONSE In this unprecedented time of COVID-19, our healthcare heroes at Ascension hospitals in Southeast Michigan are working long days on the front lines of patient care. Many are facing financial challenges and personal sacrifices. Some have spouses who lost a job and can't make ends meet. Our Associate Hardship Fund is assisting caregivers with emergent needs, such as eviction or foreclosure of associate’s primary residence, medication expenses, funeral expenses for members of their immediate family, utility bill payment to prevent shut off, and groceries.

WHAT WE DO

HOW YOU CAN HELP

Making a Difference

Donate to the Associate Hardship Fund:

Ascension in Southeast Michigan has been protecting and restoring health to your family, friends and the community for generations with award-winning hospitals, programs and services offering convenient access to state-of-the-art technology and a highly respected healthcare team. We are driven by our mission to help everyone in need, regardless of their ability to pay for treatment. Each year, we provide millions of dollars in uncompensated care for patients in need, especially those most vulnerable.

Your gift will help caregivers cover extra personal costs incurred during this crisis. Donations of any amount make a difference. Associates helped by this fund are very appreciative: “This is an amazing blessing for my family during these worrisome times. Words cannot express how grateful we are.”

Donate today: Gifts can be made online: stjohnprovfoundations.org/donate You can also support our hospitals through monthly/annual giving, planned giving or honorary/memorial gifts. To learn more, call 313-343-7480 or 248-465-5000.

“Thank you so much! This made my day and made me cry! I’ve been struggling to feed my children during this time.”

Your gift to Ascension St. John and Providence Foundations is more important than ever to our patients and our healthcare heroes. With your support, the Foundations help our Ascension hospitals in Southeast Michigan to provide expert care, purchase state-of-the-art technology, enhance programs and facilities, provide hope and healing to our patients, and assist our associates in this unprecedented time.

FUNDRAISING

Here are some examples of the many areas supported by philanthropy: Associate Hardship Fund Neonatal Intensive Care Unit expansion and renovation at Ascension Providence Hospital

Hundreds of heroes like this Ascension nurse are on the front lines of patient care.

Surgical and Pediatric Services expansion and renovation at Ascension St. John Hospital

Thank you to our community members who already donated more than 3,000 gifts to the Associate Hardship Fund and hospital COVID-19 Funds.

A new patient tower at Ascension Macomb-Oakland Hospital

Special thanks for generous gifts from:

New halfway houses at Ascension Brighton Center for Recovery Minimally Invasive Spine Surgery Program enhancements at Ascension Providence Hospital

The A.A. Van Elslander Foundation

Bill and Darrene Baer

The Ralph C. Wilson Jr. Foundation

Community Foundation for Southeast Michigan

Funding sources

A new hybrid catheterization lab at Ascension St. John Hospital

Major gifts

45%

Mobile health center heart screenings for first responders

Grants

32%

Breast care services funding for patients in need

Special events

Scholarships for medical students and residents

Annual giving

Dr. Kevin Grady President, Ascension St. John Hospital

FY19 total revenue: $14,191,057

CONTACT

ASCENSION PROVIDENCE FOUNDATION Sr. Betty Granger, CSJ

Ann Conrad Chair, Development Committee

Dr. Dan Megler

Vic Battani

Huong Reilly Chair, Nominating Committee

Matthew Casey

Dan Roma

James Cole

Dr. Lou Saravolatz

Greg DeMars

Dr. Ed Schervish

Robert Hoban Vice President, Foundation Development, Ascension Michigan

Terence Thomas

Peter Ahee

Michael LoVasco Treasurer/Finance Committee Chair

3.5%

26 Employees

ASCENSION ST. JOHN FOUNDATION

William Zweng Board Secretary

Commemorative, third party and other

LEADERSHIP

Jennifer Kluge Board Chair

10.5%

Planned giving

FAST FACTS

Ascension caregivers take time out of a busy day to pose with signs honoring them.

Adrienne Way

Terence Durkin Board Chair Cherolee Trembath, MD Vice Chair

Dr. Cheryl Wesen Lorna Zalenski

SPONSORED CONTENT POWERED BY CRAIN'S CONTENT STUDIO

Joseph Hurshe President, Ascension Providence Hospital & Chief Operating Ofﬁcer, Ascension Michigan Sr. Joan Drega, DC Douglas Drobnis

Jim Hynes David Imesch Michael J. LaRouere, MD Denise Shuttie, MD Raymond Waller

ADDRESS 19251 Mack Ave., Suite 102 Grosse Pointe Woods, MI 48236

Jeffrey M. Zaks, MD

PHONE (313) 343-7480 (248) 465-5000

Lewis Grieshaber Ronald Hinsley

WEBSITE stjohnprovfoundations.org JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 28

Support the caregivers who serve our community. Your gift will help caregivers cover extra

“Oh my goodness, I am in tears. Thank you so

personal costs incurred during this crisis.

much! You don’t know how much relief this

Donations of any amount make a difference.

brings to me and my family. I’m so thankful.” “Thank you so much from me and my little family. It means the world to me to work for a system that goes out of its way to help its workers during this pandemic. Thank you again!”

Donate to the Associate Hardship Fund online at stjohnprovfoundations.org/donate

Gifts can be made online: stjohnprovfoundations.org/donate

You can also support our hospitals through monthly/annual giving, planned giving or honorary/memorial gifts. To learn more, call 313-343-7480 or 248-465-5000.

You can also support our hospitals through monthly/annual giving, planned giving or honorary/memorial gifts. To learn more, call 313-343-7480 or 248-465-5000. Ascension Providence Foundation Ascension St. John Foundation

COVID-19 IMPACT AND RESPONSE With the rate of autism now 1 in 54 and a stunning 49 percent prone to elopement, individuals with autism are at greatly increased risk for wandering-related deaths. With schools closed from COVID-19, disrupted routines, and the usual childcare options in turmoil, many parents and ad hoc caregivers are now unexpectedly responsible for the 24/7 care of children with autism, leading to an increasing number of potentially unsafe situations.

WHAT WE DO Thousands of Michigan families affected by autism face never-ending physical, psychological, emotional and financial challenges. Minimizing, even eliminating those challenges is why Autism Alliance of Michigan (AAoM) was created. AAoM is prepared—at no cost—to counsel, advocate and connect families to evidence-based care and support; however long it takes. Guided by the vision that people with autism will lead lives that meet their greatest potential, the mission of AAoM is to lead efforts to raise expectations and expand opportunities for people touched by autism across the lifespan. Through our four pillars of focus, AAoM has served over 40,000 people throughout the state and continues to lead efforts to raise expectations and expand opportunities for people touched by autism across the lifespan:

AAoM provides free wearable GPS devices and 1-year service scholarships to needy families to help ensure their child with autism stays safe, along with educational safety kits that provide pertinent information to create a safety plan. Now more than ever, we need your help to keep our children safe.

HOW YOU CAN HELP Learn and Refer If you know anyone affected by autism in Michigan, please direct them to our MiNavigator contact information (877.463.2266 or Navigator@ aaomi.org). MiNavigator offers endless resources, immediate answers, and is there for the long haul for families overcoming complex barriers to care and inclusion.

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

FUNDRAISING

Navigation: Connect to a free lifelong guide with professional help and answers for anyone touched by autism. Education: Provide comprehensive education to families and the community, while advocating at the statewide level for safe and inclusive education environments to foster independence. Employment: Maximize employment opportunities for individuals of all abilities across industries, through innovation and partnerships. Independent Living: Drive initiatives that allow individuals with autism to attain the independent or supported living they choose, such as transportation, college, housing and insurance. New this year: Online, web-based family, caregiver and community education on topics geared to the target population’s specific needs.

Guests enjoying the reception inside of SoundBoard at the 2019 Michigan Shines for Autism Gala.

A young participant plays in the bubbles during opening ceremony of Autism Hero Walk 2019.

Michigan Shines for Autism Gala Friday, September 18, 2020

Autism Hero Walk: Virtual Edition June-July 2020

The annual gala (in-person or virtual) raises awareness/funds to improve the lives of Michigan families affected by autism, while honoring people and organizations making an impact across Michigan.

The annual walk is Michigan’s autism community coming together in celebration of their loved ones. This year’s event will be six weeks of virtual, interactive content culminating in one, united walk in the safety of our own neighborhoods.

Funding sources Events

42%

Grants

34%

16%

Contributions

Program fees

In-kind donations

FAST FACTS

30 Employees

LEADERSHIP

Laura Athens Attorney and Mediator PLC

Amy Fangboner Executive Assistant, PVS Chemicals, Inc.

Ronald Hodess Principal, Miller Canﬁeld

Elisabeth Berry Young Professionals Board Representative

Michelle Fecteau Director, Wayne State University Chapter of the American Association of University Professors Member, State Board of Education

Melissa Howell Senior Vice President & Global Human Resources, Kellogg Company

Julie Bullock Parent Advocate

Colleen Allen, PhD President and Chief Executive Ofﬁcer, Autism Alliance of Michigan

David Meador Chairman, Board of Directors Vice Chairman and Chief Administrative Ofﬁcer, DTE Energy Company

Brian Calley President, Small Business Association of Michigan Bruce Dall President, MotorCity Casino Hotel Stephen D’Arcy Partner, Quantum Group LLC William Ernzen Managing Director, Slalom

Total 2019 revenue: $4,091,996

SPONSORED CONTENT POWERED BY CRAIN'S CONTENT STUDIO

Ronald Fournier President, Truscott Rossman Michael Geheb Technician, Ford Motor Company Paul Glomski Chief Executive Ofﬁcer, Detroit Labs

Tisa Johnson-Hooper, M.D. Medical Director, Henry Ford Health System Center for Autism and Developmental Disabilities

Founded in 2009

CONTACT

Raj Nair President and Chief Operating Officer, Multimatic Carla O’Malley Vice President Philanthropy and Chief Operating Officer, AAoM Kathleen Oswald Director & Chief Administrative Officer, H2O Energy Ltd. Paula Patterson Account Director, Experis

John Koppin Assurance Partner, Colette Rizik PricewaterhouseCoopers Client Accountant, Apparatus Solutions, Mark LaNeve Inc. Vice President, U.S. Marketing, Sales & Jonathan Witz Service, Ford Motor President, Jonathan Company Witz & Associates

ADDRESS 30100 Telegraph Rd. Suite 250 Bingham Farms, MI 48025

PHONE (877) 463-2266

WEBSITE aaomi.org

JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 30

AUTISM? FEELING ALONE? START HERE.

AAoMI.org 877.463.2266 Accenture Amerisure Mutual Insurance Company Jeff Anderson Arts, Beats and Eats Foundation AT&T - Michigan Barton Malow Company Blue Cross Blue Shield of Michigan Center Management Chemical Bank Stephen & Deborah D’Arcy Delta Dental of Michigan DeRoy Testamentary Foundation Detroit Labs, LLC Donald and Mary Kosch Foundation DTE Energy Company DTE Energy Foundation Mark Dunkeson Experis Flex-N-Gate Ford Motor Company

Ford Motor Company Fund Richard and Jane Manoogian Foundation Ron & Lori Fournier Robert Bosch LLC ITC Holdings Corp. Rotary Charities-Traverse City John James for Senate, Inc Sigma Associates JPMorgan Chase Sigma Nu & UM Greeklife Karen Colina Wilson Foundation Karen & Patrick Smithbauer Kessler Foundation Soaring Eagle Casino & Resort Lazard Freres & Co. LLC Jeffrey Stafeil Lear Corporation Strategic Staffing Solutions Magna International Suburban Motors Company David & Peggy Meador Robert Taubman MotorCity Casino TCF Bank Multimatic, Inc. The Children’s Foundation Raj & Wendy Nair The Skillman Foundation James & Ann Nicholson The Suburban Collection LLC OUTFRONT Media United Shore Financial Services, LLC Piston Group United Way for Southeastern Michigan (UWSEM) Plastipak Holdings Inc. Vectorform, LLC Plymouth Community United Way Walker-Miller Energy Services LLC PVS Chemicals, Inc. Wayne County Community College District - Ted Scott Campus

COVID-19 IMPACT AND RESPONSE Small businesses are the backbone of our communities. They transform our neighborhoods by beautifying them, creating jobs, increasing property values, and allowing residents to keep money reinvested and recirculated continually through the local economy. Without providing long-term, robust support for our small businesses now, they will falter and our neighborhoods will be decimated.

WHAT WE DO Build Institute empowers people to launch ideas and grow businesses by providing access to education, resources, and a supportive, engaged community. We are an incubator and champion of local talent, removing barriers to small business ownership that often exist for women and people of color. Our focus is on serving microenterprises and “Main Street” entrepreneurs—our true neighborhood businesses. Build aims to shift the current paradigm that says small business success must be big and immediate, that taking risks outside of tech—such as retail, services, and arts—is bad, and that investing in women or people of color comes with a lower ROI. Build Institute was founded in 2012 as part of D:hive, a program of the Downtown Detroit Partnership (DDP). We provide tools, resources, support and community that would not exist otherwise. Build Institute’s programming plays an active role in creating a pathway out of poverty by building wealth and ownership for entrepreneurs and their families, leading to financial and economic health and well-being. Our programming centers around our four pillars:

This is why Build Institute’s programming is so important right now. We are focused on keeping our small businesses open by connecting to resources, providing access to capital, and helping them pivot their business model for long-term success. All of our programming is currently offered virtually, including business planning classes, technical assistance programming, pivoting workshops, and various opportunities to connect with entrepreneurs and experts for support. It takes a village to start and run a business—Build Institute helps surround our entrepreneurs with the support system they need to thrive.

HOW YOU CAN HELP Donate By providing support to Build Institute, you can ensure our small businesses get the support they need, whether through scholarships for our classes, matching support for our capital programs, or through our technical assistance program. Please consider supporting Build Institute today at buildinstitute.org/donate. Become a Lender Community capital moves funding decisions from the boardroom to the living room, ensuring access to capital for our neighborhood businesses. You can support Michigan businesses through our Kiva and Honeycomb Credit programs by becoming a lender today. Learn more at kiva.org/lend or honeycombcredit.com/invest. Volunteer Your Skills Entrepreneurs need as much help from experts in areas like marketing, legal, financing, etc. right now as possible. You can play a major part by dedicating your time utilizing your expertise to help small businesses. If you are interested in volunteering, contact Scott Stewart at scott@buildinstitute.org.

1 Learn with business planning and growth courses for all levels. 2 Launch with proof of concept opportunities through retail vending and pop-ups. 3 Fund with support through our community capital programs such as Detroit SOUP, Kiva, and Honeycomb Credit. 4 Connect with entrepreneurs, subject matter experts, and Build alumni. To date, Build Institute has seen the following growth: Close to 2,000 entrepreneurs served through Build programming. 1,300+ jobs created by Build graduates since 2012. 83 percent of graduates are women and 63 percent are people of color. 600+ active businesses led by Build graduates generate $41.7 million each year in regional labor income and reach 14,000 people each month. In October 2019, Build Institute moved into The Corner, an incubator space dedicated to advancing the needs of entrepreneurs.

FAST FACTS

Drifter Coffee is one of Build Institute’s many successful graduates of its business planning classes.

Funding sources Grants

80%

Earned revenue

15% 5%

Donations

10 Employees

LEADERSHIP

Total 2019 revenue: $1,394,013

LEADERSHIP TEAM

BOARD OF DIRECTORS

Christianne Malone Deputy Director

Erin Bonahoom Co-Chair

Amy Emberling

Scott Stewart Development Director

Toni Beaubien Treasurer

Camille Walker-Banks

LaShonda Cooley Secretary April Jones-Boyle Executive Director

Participants in one of our Build Basics planning courses, our core programming.

Delphia Simmons Board Co-Chair

SPONSORED CONTENT POWERED BY CRAIN'S CONTENT STUDIO

April Anderson Jeff Aronoff

Melissa Joy

Kimberly Watts

J. Mathew Yohannan Brandon Hodges Portia Powell

Founded in 2012

CONTACT ADDRESS 1620 Michigan Ave. Suite 120 Detroit, MI 48216 PHONE (313) 265-3590 WEBSITE buildinstitute.org JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 32

REBUILDING b e g i ns no w !

Small businesses are the backbones of our community. Due to COVID-19,

50% may close this year unless we act now.

Build Institute is fighting to keep our small businesses open by connecting them to resources, capital, and support to survive this crisis. Donate to Build Institute today to help us keep our communities afloat. We need your help.

Great Ideas Start with Build www.buildinstitute.org

COVID-19 IMPACT AND RESPONSE Senior outreach and case management: Delivers necessities at no cost Mental health and substance abuse programs: All have telehealth options. Free mental health hotline is open daily from 8 a.m. to 8 p.m. Please call (888) 271-2350 to speak with a qualified mental health professional, free of charge. All Saints Soup Kitchen and Food Pantry: Serves Southwest Detroit and our food distribution hub services pantries in need of additional non-perishable goods packed for clients all across Detroit. Every week, we: distribute over 8,000 pounds of food

WHAT WE DO

check in with over 400 seniors

Catholic Charities of Southeast Michigan: Providing Help, Giving Hope Mission Compelled by the love and teachings of Jesus Christ, Catholic Charities of Southeast Michigan provides compassionate, quality, professional services and support to people in need. Vision CCSEM strives to be the organization of choice for people in need, transforming lives, encountering Christ, and mobilizing hope in our community. In the six counties of southeast Michigan, Catholic Charities of Southeast Michigan serves more than 20,000 people annually of all faiths, races, and cultures through mental health and substance abuse services, assistance for expecting mothers and their young children, immigrant and legal services, crisis intervention for those struggling with addiction, finding forever homes for children in the foster care and adoption system, and caring for seniors and others through our adult day program and senior volunteer programs. We have expanded our programming to help those in need during the COVID-19 health crisis. Our senior outreach and case management outreaches to seniors and offers delivery services of necessities at no cost, our mental health and substance abuse programs now all have telehealth options, our All Saints Soup Kitchen and Food Pantry continues to service those in Southwest Detroit, and our food distribution hub services pantries that are in need of additional non-perishable goods packed for clients all across Detroit. We are distributing over 8,000 pounds a week, checking in with over 400 seniors weekly, performing over 75 deliveries a week, and giving comfort to over 300 individuals a week through telehealth services. Through the leadership of our board president, Archbishop Vigneron, we act as the arm for the corporal works of mercy throughout the Archdiocese of Detroit. We will continue to service Oakland, Macomb, Wayne, Lapeer, St. Clair, and Monroe counties and provide help and give hope to all those in need.

FAST FACTS

perform over 75 deliveries give counseling to over 300 individuals through telehealth services

HOW YOU CAN HELP Please consider contributing to our outreach efforts through a financial or in-kind donation. Our donors make Catholic Charities a reality for over 20,000 individuals in need throughout the Archdiocese of Detroit. To review our needs during during the health crisis please visit ccsem.org/covid-19-outreach-and-resources/ ways-to-get-involved.

FUNDRAISING Annual Celebration Petruzzello’s Banquet Hall | Troy, Michigan Friday, September 11, 2020 Please join us for a beautiful, black tie (optional) celebration that includes dinner, music and dancing, silent and live auction, and a program sharing the impact Catholic Charities has made across the Archdiocese of Detroit because of your generous support. This event helps fund our 14 offices that support all six counties of the Archdiocese of Detroit and service over 20,000 individuals annually. For more information visit our events page at ccsem.cbo.io.

Archbishop Vigneron serving with CCSEM volunteers and staff at All Saints Soup Kitchen and Food Pantry.

Funding sources Grants & other contracts

65%

Program service revenue

18%

Annual appeal

175 Employees

Archbishop Allen H. Vigneron Board President Andrea Foley Chief Program Ofﬁcer James Duprey Chief Financial Ofﬁcer

14%

Contributions

LEADERSHIP

Paul Propson Chief Executive Ofﬁcer

Children at an outreach program at La Casa Amiga in Pontiac.

Rev. Msgr. Dr. Charles Kosanke Board Chair

SPONSORED CONTENT POWERED BY CRAIN'S CONTENT STUDIO

Total 2019 revenue: $9.7 million

Founded in 2012

CONTACT ADDRESS 15945 Canal Rd. Clinton Township, MI 48038 PHONE (586) 416-2300 WEBSITE ccsem.org

COVID-19 IMPACT AND RESPONSE Our Commitment During The COVID-19 Pandemic – Emergency Relief Funding During this crisis, our mission to improve the health and wellness of children and families has never been more essential. Our swift response to the quickly developing Coronavirus pandemic included establishing the COVID-19 Emergency Relief Fund. To date, more than $275,000 has been awarded to organizations to support unexpected needs and costs as they responded to new challenges and a greater demand. Emergency funding for key safety-net organizations ensured an immediate ability to serve families enduring economic hardships and supported the sustainability of these organizations.

WHAT WE DO The Children’s Foundation, an independent community foundation for children, is the largest funder dedicated to advancing the health and wellness of children and families in the state of Michigan and beyond. Through fundraising, grant-making and advocacy, The Children’s Foundation establishes partnerships with health systems and community-based organizations to enable research and solutions that improve the health and wellness of children. Additionally, The Foundation prioritizes meeting demands of communities that create social and physical environments that promote good health as they relate to Social Determinants of Health.

The Foundation has continued to raise funds in support of this effort. Thank you to the individuals, corporations and all who have helped raise nearly $500,000 in additional funding to aid children and families in our community!

HOW YOU CAN HELP Consider joining our efforts by: Making a donation or signing up for our newsletter at YourChildrensFoundation.org Attending or sponsoring an event

Following us on Twitter (@ChildrensFndn), Facebook (@YourChildrensFoundation) and Instagram (@YourChildrensFoundation)

FUNDRAISING

Since 2011, the Foundation has distributed more than 60 million dollars in grant funding to more than 100 partners throughout the state. Current initiatives of The Children’s Foundation include the Jamie Daniels Foundation, the Children’s Hospital of Michigan Foundation and the Paul W. Smith Golf Classic. The Three Pillars of The Children’s Foundation are: Community Benefit

Frederiek and Cynthia Toney, Matt Friedman and Fred and Michelle Minturn at the 2019 Derby for Kids.

Pediatric Research Medical Education

Larry Burns and Delta Dental’s Margaret Trimer at the 2019 Celebrity Roast of Mickey Redmond.

Derby for Kids The Fourth Annual Derby for Kids is scheduled for September 5th at the Country Club of Detroit. This festive and impactful fundraising event supports a vital multi-institutional pediatric brain cancer research project. Visit YourChildrensFoundation.org to stay up to date on event details!

Current areas of focus for the Foundation include: Mental health

The Jamie Daniels Foundation Virtual Celebrity Roast of Scotty Bowman The 2020 Jamie Daniels Foundation Celebrity Roast of Scotty Bowman, presented by Delta Dental, will be pivoting to a virtual Roast in early October. The event will feature a lineup of NHL & comedy legends. Visit JamieDanielsFoundation.org for more details as they are announced!

Nutritional wellness Abuse and neglect Oncology and cardiology research Injury prevention

Pediatric & Adolescent Behavioral Health Summit Join us on April 13, 2021 for our Second Annual Pediatric & Adolescent Behavioral Health Summit at the Inn at St. John’s in Plymouth, Michigan. The summit will provide informational sessions from a variety of presenters on the latest in behavioral health.

Funding sources Investment income

76%

Individual and planned gifts

10%

Corporate and other giving

Events

FAST FACTS

20 Employees

LEADERSHIP

Lawrence J. Burns President & CEO

Total 2019 revenue: $28,309,378

Founded in 2003

CONTACT Matt Friedman Board Chairman Cynthia Ford Vice Chair Fred Minturn Vice Chair and Treasurer Rita Margherio Secretary Dr. John D. Baker Grants Committee Chair

Tom Constand Strategic Planning Task Force Co-Chair Edward Levy, Jr. Nominating and Governance Committee Chair Mike Madison Investment Committee Chair Andy Zaleski Finance Committee Chair

SPONSORED CONTENT POWERED BY CRAIN'S CONTENT STUDIO

ADDRESS 3011 West Grand Blvd, Suite 218 Detroit, MI 48202 PHONE (313) 964-6994 WEBSITE yourchildrensfoundation.org JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 36

Creating Healthier Communities B Y A D D R E S S I N G S O C I A L D E T E R M I N A N T S O F H E A LT H .

The Childrenâ&#x20AC;&#x2122;s Foundation is transforming the conditions in which people live, work and play for optimal health, mental health & well being. We are focused on improving the health and wellness of children and families through broader approaches that address social, economical and environmental factors.

T H E C H I L D R E N â&#x20AC;&#x2122; S F O U N DAT I O N I S C O M M I T T E D TO

Fostering multi-sector collaborations and partnerships

Creating healthier, more equitable communities

Increasing community capacity to shape outcomes

Making health equity a shared vision and value

Since 2011, we have awarded more than $60 million in grant funding. LEARN MORE

YourChildrensFoundation.org

COVID-19 IMPACT AND RESPONSE In response to the COVID-19 pandemic, Community Care Services (CCS) transitioned to telehealth services for the safety of clients and staff. The response to telehealth has been positive and has helped clients who have a barrier to service, such as a disability, health condition, or transportation issues. CCS was also designated an Urgent Behavioral Health Care Clinic by the Detroit Wayne Integrated Health Network, which means individuals with an urgent mental health or substance abuse need can call-in, or walk-in, and receive immediate services without an appointment.

HOW YOU CAN HELP

WHAT WE DO Community Care Services (CCS) is a community mental health agency that provides outpatient mental health and substance abuse treatment to children, teens and adults. With more than 70 licensed clinicians on staff, CCS treats over 5,000 clients and provides over 90,000 services annually. In addition to outpatient therapy, CCS offers evidencebased programs such as drug court, intensive outpatient therapy, assertive community treatment, a school-based program and medication assisted treatment. This year CCS added home-based therapy for children and young adults ages 7-21 diagnosed with a serious mental illness. Supportive services help our clients achieve or regain the confidence and skills needed to lead satisfying, productive lives. Our Supported Education Program, Supported Employment Program, and Turning Point Clubhouse are available to our clients at no cost. These programs help clients prepare for college, secure and maintain employment, and develop work/life skills and social connections that provide a solid foundation for recovery. To help our clients with their physical health goals, our nurses collaborate with primary care doctors, provide annual health assessments, and offer wellness check-ups as needed. On-site dental and vision services are available to our clients though our health and wellness partnerships. Adhering to a treatment plan is critical to achieving recovery goals. Our case management team works with each individual to resolve challenges that may be a barrier to consistent treatment such as transportation, housing, or other basic needs. Coming soon: CCS will soon break ground on River’s Edge, a 32-unit apartment complex in Lincoln Park that will combine permanent housing and supportive services for individuals with mental health and/or substance use disorders.

Donate

Your financial gift will help us address the overwhelming need for behavioral health care as a result of COVID-19.

We encourage you to help us battle the stigma that exists around mental health.

Your gift will help us:

Actions you can take include: Let others know it’s okay to not be okay

Reach vulnerable members of our community

Prioritize mental health

End the stigma around mental health

Talk openly about mental health

Keep our communities healthy, safe and strong

Donate online at: comcareserv.org/donate.

FUNDRAISING

Mental Health Awareness Month activity.

Reality of Recovery event featuring Tiffany Jenkins.

May

September

During Mental Health Awareness Month we activate a campaign to break down the stigma, educate the public and provide our consumers resources to support their recovery.

During National Recovery Month we host “Reality of Recovery,” a free, community-based conversation featuring speakers with first-hand experience in addiction or caregiving.

Funding sources

87%

Medicaid

Other

Medicare

Commercial insurance

Grants

FAST FACTS

102 Employees

Total 2019 revenue: $10,847,217

LEADERSHIP Lisa Norris Board Vice President Behavior Center of Michigan William Fix Board Secretary Deerﬁeld Free Methodist Church

Susan Kozak LMSW, Executive Director

Lisa Forbes Board President Northwest Manor

Kimberly Zazula Board Treasurer Banking Executive

SPONSORED CONTENT POWERED BY CRAIN'S CONTENT STUDIO

Simone Calvas Beaumont Health Randall Pentiuk Pentiuk, Couvreur & Kobiljak, P.C. Valentine Salazar Community Member Shelley Zulewski Riverview Community School District

Founded in 1985

CONTACT ADDRESS 26184 W. Outer Dr. Lincoln Park, MI 48146 PHONE (313) 389-7500 WEBSITE comcareserv.org

JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 38

7 in 10 people are currently experiencing mental distress as a result of the COVID-19 pandemic.

We can help. Social isolation, fear of illness, job loss, and uncertainty about the future are all contributing to high levels of stress, anxiety, and depression. Whether this is the first time you’ve considered treatment or you’re struggling to manage a previous diagnosis, we can help. Community Care Services is open and providing: • Outpatient counseling, case management, and psychiatric services via telehealth • Immediate walk-in or call-in urgent behavioral health services • A sliding fee scale for those with little to no income/insurance With nearly 70 licensed clinicians on staff, Community Care Services has more than 35 years of experience providing outpatient mental health and substance abuse treatment. We are working to keep individuals, families and our community safe and well. You are not alone. We can help. Call us today.

313-389-7500 • www.comcareserv.org 26184 W. Outer Dr., Lincoln Park, MI 48146

COVID-19 IMPACT AND RESPONSE

HOPE HELP HOUSING WHAT WE DO Who we are: For nearly 40 years, COTS has been committed to serving the most vulnerable members of the Detroit community by providing emergency shelter, affordable housing, permanent supportive housing, and more. COTS creates opportunities for families overcoming poverty to collaborate, thrive, and succeed in building strong and stable households, neighborhoods and communities. Who we serve: Programs include family-only emergency shelter, emergency shelter for victims of domestic violence, long-term supportive housing with assistance for addiction, disability or illness, and child development services for homeless infants and toddlers at Bright Beginnings. COTS provides housing and support to more than 1,000 people annually—60 percent are children. COTS Passport to Self-SufficiencyTM 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. This trauma-informed, research-based, transformative, whole family approach is designed to create poverty-resistant families and is the overarching framework for all of COTS’ work. All programs and services, including emergency shelter operations, child care, mobility coaching, and housing support assistance, are provided within the framework of this theory of change. COTS provides these services through a network of partnerships aimed at building healthy relationships that support the mutual growth and development of the whole family while also supporting families in meeting their basic needs and the needs of their households. Where we’re going: COTS will soon re-open its 26 Peterboro location to offer 56 families a new place to call HOME! This building renovation provides twoand three-bedroom affordable apartments for families. Residents will benefit from the wealth of growing resources in the area—resources such as employment, transportation, entertainment, education, arts and culture, and centers focused on healthy living. We need you! Consider partnering with COTS today. Together, we Create Opportunities To Succeed!

FAST FACTS

This pandemic has proven to us all that the health and well-being of every single one of us is intertwined. Many people have been impacted by this illness. Many have lost wages. Many are unable to pay their rent or mortgages. Basic necessities are in even shorter supply than they were before. We can’t afford to overlook Detroit’s families. We must ensure that actions and support extend into places where resources have been limited to prevent further, unacceptable harm. As a nonprofit partner, COTS is committed to getting services to where they are most needed.

HOW YOU CAN HELP With partners like you, we are doing all we can to offer expertise and experience to our community to ensure that no family is left behind. If we act together and act now, we can protect our communities. We want to build back better—but we can’t do it alone. Partner with us today. Together, we can and will Create Opportunities To Succeed! Visit us at cotsdetroit.org or call 313-806-0904 to learn more or speak with someone about supporting COTS.

FUNDRAISING Leading Ladies Virtual Tea at Three! June 2020 Healthy mothers play a critical role in families’ well-being. This virtual tea party to support COTS family-focused programs allows women of influence to engage with, encourage, and impact the lives of COTS families in a meaningful way. Soup City: The Virtual Edition January 2021 Our annual signature event usually brings more than 400 people together to raise funds and awareness around the issues surrounding family homelessness, while also making a positive impact in Detroit. Join us for Soup City: The Virtual Edition in January 2021! Visit cotsdetroit.org for more information on these upcoming events.

COTS CEO, Cheryl P. Johnson and Soup City Hosts, Jason Carr and Taryn Asher, invite you to join COTS for Soup City: The Virtual Edition in January 2021!

Funding sources Extraordinary donation

34%

State and federal grants

26%

20%

Contributions

12%

Private foundations

Income and other

58 Employees

Total 2019 revenue: $9,415,647

LEADERSHIP Andrew Gilroy Chief Financial Officer Sharyn W. Johnson Chief Operating Officer Cheryl P. Johnson COTS Chief Executive Officer

Avery K. Williams COTS Board President

We invite you to put on your fancy hat and join us for Leading Ladies Tea at 3: A Virtual Tea Party!

Joyce Johnson-Maples Chief Human Resources Ofﬁcer

Aisha Morrell-Ferguson Chief Development Ofﬁcer Delphia Simmons Chief Strategy and Learning Ofﬁcer

SPONSORED CONTENT POWERED BY CRAIN'S CONTENT STUDIO

BOARD OF DIRECTORS Mark Denis Vice President Judy Gruner Treasurer Linda Koos Secretary

Members Ina Fernandez Dr. Rita Fields

Deborah Jones Josh Jaime

George Rochette Sammye Van Diver

Founded in 1982

CONTACT ADDRESS 2211 E. Jefferson Ave. Suite 400 Detroit, MI 48207 PHONE (313) 576-0206 WEBSITE cotsdetroit.org

JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 40

Hope is the only thing stronger than fear. -Robert Ludlum

HOPE HELP HOUSING www.cotsdetroit.org 313-831-3777

The COVID-19 pandemic has proven to us all that the health and wellness of every single one of us is intertwined. Many people have been impacted by this illness. Many have lost wages. Many are unable to pay their rent or mortgages. Basic needs are in even shorter supply than they were before. We can’t afford to overlook Detroit’s families. We must ensure that actions and support extends into places where resources have been limited to prevent further unacceptable harm. With partners like you, we can ensure that no one is left behind. If we act together and act now, we can protect our communities. We want to build back better – but we can’t do it alone. Partner with us today.

Together, we can and will Create Opportunities To Succeed!

COVID-19 IMPACT AND RESPONSE In response to the COVID-19 pandemic, the DDF created a $600,000 Emergency Assistance Fund to support safety net dental clinics, hospitals, food banks/pantries, homeless shelters and other community organizations to help provide critical services to communities impacted by the virus.

FUNDRAISING

WHAT WE DO The Delta Dental Foundation (DDF) serves as the philanthropic arm of Delta Dental of Michigan, Ohio, Indiana, and North Carolina. The mission of the DDF is to develop and enhance partnerships and programs to improve oral and overall health. The DDF focuses its support in these categories: Increasing dental access to underserved and high-risk populations

Donors banded together to replace old water fountains with new ﬁltration/bottle ﬁlling stations at schools across the DPS district.

Educational programming on the importance of oral health and how it relates to overall health Providing scholarships and awards to dental students Continuing education programs for the dental profession To learn more about the Delta Dental Foundation, please visit deltadentalmi.com/ddf.

A senior is given a dental assessment and treated to lunch at a congregate meal site as part of the Serving Smiles to Seniors program.

Recent grants awarded include: University of Detroit Mercy School of Dentistry, in partnership with Michigan Primary Care Association, for the Michigan Initiative for Mother and Infant Oral Health Expansion project to provide dental care to pregnant women during prenatal appointments. Detroit Public School Foundation to replace old water fountains with new filtration/bottle filling stations at 14 schools across the district and provide more than 50,000 refillable water bottles to students and staff. Rethink Your Drink: Water’s Cool at School program, in partnership with MESSA, to replace more than 200 fountains at schools across the state, and also provide refillable water bottles to each student and staff at selected schools to encourage water consumption throughout the day. Malta Dental and Medical Clinic to relocate and fully equip a new handicap-accessible clinic to better serve patients.

Smiles on Wheels to administer year four of the Serving Smiles to Seniors program at congregate meal sites across the state. Seniors are treated to lunch, a free dental assessment, oral health education and a game of bingo. My Community Dental Centers (MCDC), in partnership with the Macomb County Health Department and Michigan Community Health Worker Association (MiCHWA) to address socioeconomic factors that contribute to health inequality. The MiCHWA will provide technical assistance, guidance with implementation and project evaluation. McMillen Health to equip rural Women, Infants, and Children (WIC) staff in dental professional health shortage areas in Michigan with the education and tools necessary to support good oral health among their clients at an early age. This is the fourth year of the collaborative between the DDF, Michigan WIC and Altarum.

Primary areas of giving Dental treatment

46%

Medical/dental integration

24% 15%

Dental prevention

11%

Oral health education

Dental workforce development

FAST FACTS

4 Employees

Total 2019 giving: $5 million

LEADERSHIP

CONTACT

Kimberly Garland Manager BOARD OF TRUSTEES John Breza

Raymond Gist

Kelly Scheiderer

Stephen Eklund

Goran Jurkovic

Carole Watkins

Lawrence Crawford Holli Seabury Executive Director, Delta Dental Foundation

James P. Hallan Chairperson, Board of Trustees

Ann Flermoen

SPONSORED CONTENT POWERED BY CRAIN'S CONTENT STUDIO

Founded in 1980

Joseph Harris Elaine Loyack

Bruce Smith

ADDRESS 4100 Okemos Rd. Okemos, MI 48864 PHONE (517) 347-5333 WEBSITE deltadentalmi.com/ddf

JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 42

Right now, we can still smile at each other. We can still connect. And we can continue to build communities.

Together. We are a force for good. Together. We will rebuild.

Delta Dental of Michigan, along with our customers and partners, builds healthy, smart, vibrant communities.

COVID-19 IMPACT AND RESPONSE At DAPCEP, our vision has always been to provide quality STEM educational programming to underrepresented students and maximize their potential for success. Despite the many dramatic changes in our world, that vision remains constant. What will evolve, however, is how we deliver that programming. If COVID-19 has taught us anything, it’s that the world is going to need more scientists, engineers, and researchers to support our communities.

WHAT WE DO For more than 40 years, Detroit Area Pre-College Engineering Program (DAPCEP) has provided high-quality, standards-aligned science, technology, engineering and mathematics (STEM) programming to Pre-K to 12th grade youth throughout Southeastern Michigan. As an educational 501(c)3 organization, our mission is to increase the number of historically underrepresented students who possess the talent, intelligence, and academic capacity to pursue and excel in STEM careers. According to National Science Foundation reporting (2017), only 17 percent of scientists and engineers employed full time are minority. We work to ensure students from various racial, ethnic and socioeconomic backgrounds receive the training and preparation required to develop their skills and build confidence. With access to high-quality academic experiences at an early age, these students will grow into STEM leaders and help ensure that the future workplace is diverse and reflects the unique strengths of people from an array of backgrounds. We’ve seen how this formula yields success through our 68,000 esteemed alumni.

With school buildings closed for the remainder of the 2019-20 academic year, the DAPCEP team realizes that students from various racial, lower socioeconomic, and ethnic backgrounds are adversely impacted and their underrepresentation in STEM is now compounded. We are modifying our format to meet federal and state safety guidelines. Our team, instructors, and partners will deliver a hybrid program that includes modified live and on-demand virtual courses and continued enrollment in our summer camps.

HOW YOU CAN HELP

With the increase in program modifications to ensure student access to the critical out-of-school time (OST) programs we need funding for year-round hybrid programs, creative volunteer teams, and in-kind technology contributions. Because students will not be able to participate in STEM College Tours or corporate field trips, we are in need of the STEM industry to host virtual field trips, mentoring sessions, PopUp courses, STEM Challenges and Career Chats.

FUNDRAISING Annual DAPCEP Real McCoy Awards Fall 2020 Sponsorship opportunities are available for these awards, which celebrate local STEM professionals and outstanding youth excelling in STEM during a grand event presented by DTE Energy. Youth are recognized with Jr. Real McCoy awards for academic achievements in STEM studies. For sponsorship opportunities, please contact Maria Webb, Development Director, at mwebb@dapcep.org.

DAPCEP maintains a near 100 percent graduation rate, serving approximately 11,000 students per year with a 50:50 male-female ratio. On Saturdays during the school year and in camp format during the summer, we expose students to a wide range of STEM subjects, including disciplines in the sciences and engineering, robotics, computer coding, artificial intelligence, renewable energy and drone certification. Our core programming models include: Explorers (Pre-K to 3rd grade) Saturday Series; Pathfinders (4th to 12th grade) Saturday Series; Summer Channel; DAPCEP In-School Curriculum (DISC); Pop-Up STEM Program; and Multi-Year Engagement Programs. DAPCEP students work in labs on college campuses in the Metro Detroit area, meet minority engineers, college students and other role models. Visits to the Black Engineer of the Year Awards and college tours round out the DAPCEP student experience.

DAPCEP Explorers (Pre-K to 3rd grade) engage in a hands-on lesson in oil spill cleanup.

DAPCEP Pathﬁnders (4th to 12th grade) explore buoyancy through an interactive exercise.

Funding sources In-kind donations

43%

Government contracts

35%

19%

Contributions and grants

Program fees and other

FAST FACTS

9 Employees

LEADERSHIP

Total 2019 revenue: $2,700,000

Founded in 1976

CONTACT ADDRESS 2111 Woodward Ave. Suite 510 Detroit, MI 48201

Michelle L. Reaves Executive Director

Stephen C. Lewis Board Chair

SPONSORED CONTENT POWERED BY CRAIN'S CONTENT STUDIO

PHONE (313) 831-3050 WEBSITE dapcep.org JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 44

For more than 40 years, Detroit Area Pre-College Engineering Program (DAPCEP) has provided quality STEM programming to preK â&#x20AC;&#x201C; 12th grade youth throughout Southeast Michigan. Our mission is to increase the number of underrepresented students that pursue and excel in STEM pathways. DAPCEP serves approximately 11,000 students per year, maintains a near 100% graduation rate and a 50:50 male-female ratio. On Saturdays during the school year and in our summer camps, students engage in a STEM curriculum that includes: artificial intelligence, computer coding, drone certification, renewable energy and robotics. Weâ&#x20AC;&#x2122;ve seen how this formula yields success through our 68,000 esteemed alumni. As out-of-school time academic support is becoming a critical resource, DAPCEP is building a virtual education platform and transitioning our STEM content into virtual lessons. Join our donors, volunteers and mentors whose support will help us prepare our students for success in the growing STEM economy.

dapcep.org - (313) 831-3050

COVID-19 IMPACT AND RESPONSE COVID-19 has revealed and exacerbated inequities in our society and in our city. Access to technology— both devices and internet—remains a substantial barrier to ensuring students are prepared to engage in twenty-first century learning and have the skills to be successful in life. In its grant-making to schools, DCF not only provides expert leadership and curriculum coaching, but also provides the things that all children and educators deserve: new, high-quality curriculum and instructional tools, laptops, media centers, libraries, textbooks and much more. We have increased our support for these needs as a direct response to COVID-19.

WHAT WE DO Detroit Children’s Fund’s mission is to help public schools in Detroit improve. DCF is the first of what are commonly known as “education champion organizations” in Detroit, serving as a driver for change in the city’s educational landscape. Our investments impact all areas of the educational landscape, from teacher and leader development to instructional coaching, school support and critical foundational investments. We make investments in both Detroit Public Schools Community District schools and non-profit charter schools to support their efforts to improve school quality for kids across the city.

COVID-19 will also prove challenging for schools in other ways, including reduced budgets, the need for increased social emotional support for students who have experienced trauma during the shutdown, and a greater need to support teachers, students and parents in the use of technology for learning and other purposes at home. DCF’s deep involvement and commitment to schools across Detroit positions us to be responsive to these challenges and identify new opportunities for impact.

HOW YOU CAN HELP The best way to support Detroit Children’s Fund is by making a donation to directly support our mission to help public schools in Detroit improve. In the wake of COVID-19, we are directing a portion of our funding to purchase laptops and technology for students to aid in virtual learning. To contribute, visit detroitchildrensfund.org.

FUNDRAISING Due to the COVID-19 pandemic, all events are currently postponed or on hold. Please visit our website at detroitchildrensfund.org for up-to-date information on our fundraising events.

Funding sources Grants and major gifts

64%

Fundraising events

31% 5%

In-kind donations

FAST FACTS

5 Employees

LEADERSHIP Nick Karmanos Chief Advancement Ofﬁcer

Jack Elsey Executive Director

KC Crain Chairman of the Board

SPONSORED CONTENT POWERED BY CRAIN'S CONTENT STUDIO

Total 2019 revenue: $6,142,836

Founded in 2013

CONTACT ADDRESS 100 Talon Centre Dr. Suite 100 Detroit, MI 48207 PHONE (313) 960-4321 WEBSITE detroitchildrensfund.org

JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 46

The majority of children in Detroit do not have access to a quality public school. Detroit Children’s Fund is changing that.

Here’s how.

We Help Schools Improve and Expand

We Support and Develop School Leaders

We Coach, Recruit and Help Retain Teachers

We Support City-Wide Initiatives

DCF provides schools with the resources they need to be successful. D For schools that are excelling academically, we fund growth strategies so they can serve more students. D For under-performing schools, we deploy customized interventions that improve academic outcomes.

Great schools are led by strong leaders. D DCF funds comprehensive training in best practices for school leadership giving them the experience needed to succeed. D To create talent pipelines, DCF also works with schools to identify and train future leaders.

For schools to succeed, quality teachers are needed. D DCF supports programs that develop teachers, providing them with the skills they need to drive academic outcomes. D We also support retention strategies that keep quality teachers in the city’s classrooms, and recruitment efforts that attract effective educators to Detroit.

For education to flourish in the city, the environment must be conducive to school quality. D We support programs that enable school systems to succeed. Examples include the creation of a Detroit-based school rating system, and significant technology and data system upgrades to better track student progress.

ONE MISSION

Detroit Children’s Fund is a nonprofit organization that makes high-potential investments to expand successful schools, greatly improve lower performing schools, and discover and develop talented educators so that every child in Detroit has the opportunity to receive an excellent education.

IN JUST THREE YEARS… $16 MILLION

in active investments.

60 SCHOOLS

are improving or growing from a DCF-led intervention.

29,000 STUDENTS

are being impacted by a DCF investment.

1,800 TEACHERS

are developing their skills in the classroom from DCF- funded coaching.

156 SCHOOL LEADERS

are implementing best practices in their schools from DCF- funded professional development.

Every child in Detroit deserves an excellent education. Join the effort at www.DetroitChildrensFund.org

COVID-19 IMPACT AND RESPONSE The Detroit Goodfellows’ programs for Detroit area young people would not be possible without our long-term partnership with the Detroit Police Department. The DPD partners with us on our package distribution in December and is also vital to our efforts to distribute application forms in schools and neighborhoods to make sure that kids who need the packages receive them. To help care for our first responders during the COVID-19 pandemic, our Board donated funds to the Detroit Public Safety Foundation. The donated funds were used to provide no-touch thermometers to monitor the health of DPD officers in various precincts.

HOW YOU CAN HELP

Your donations are needed to help us:

WHAT WE DO The primary mission of The Old Newsboys’ Goodfellow Fund of Detroit (Detroit Goodfellows) is “no kiddie without a Christmas.” Our goal, since 1914, is to ensure that no child is “forgotten”—at Christmas or any other time of year. Each holiday season we provide 30,000 kids (ages four through 13) in Detroit, Highland Park, Hamtramck, River Rouge, Harper Woods and Ecorse with a festive box containing warm winter clothing (hats, mittens or gloves, sweatshirts, sweat pants, socks and underwear), toys, books, games, candy, school supplies, a dental kit and more.

Create wonderful gift boxes for kids this holiday season and potentially provide them with additional help this summer. This holiday season will be particularly rough for people who are unemployed right now— the COVID-19 crisis will have long-term, negative impact on these families and their finances. Even under normal circumstances Christmas presents are out of reach for the working poor, who have other, more pressing needs that take priority. Provide some of the summer camps we support with other services during summer 2020, such as food resources. Ensure that our workers, volunteers and police officers who prepare and distribute our gift boxes in December have the masks, gloves and other protective gear they need to make the distribution process safe for all involved.

FUNDRAISING

Since 1924 our doll program has distributed dolls— dressed by volunteers in a variety of outfits—to girls ages four through nine. There will be 9,000 dolls distributed in 2020. The campership program we support provides grassroots programs in our service communities with funds to help give free camp experiences to young people. We sponsor a scholarship program to Wayne State University’s School of Journalism to ensure that two deserving young people each year receive financial support with tuition. Our shoe program provides kids with a voucher to purchase shoes for school. Many children cannot attend school due to lack of proper footwear. And finally, we partner with University of Detroit Mercy School of Dentistry to provide dental care for kids in need through our support of the “Seal a Smile” school-based sealant clinic for kids ages four through 13 and the Titans for Teeth Mobile clinic, which operates an eight-chair clinic in various locations, primarily on-site at public schools in our service cities.

FAST FACTS

2019 Sales Day participants: the Brady family and Detroit Goodfellows Director of Philanthropy, Moira Mahoney.

Over 30,000 holiday gift boxes containing clothing, books, toys and more are assembled annually by staff and volunteers.

The cancellation of our annual Goodfellows Tribute Breakfast due to the COVID-19 pandemic has left us with an anticipated $100,000 loss in revenue. We hope to host some type of virtual event this fall and will post updates and information when plans are finalized at detroitgoodfellows.org.

Funding sources General support

51%

Special events/annual breakfast

17% 17%

Foundations

10%

Endowment fund

1.9%

Corporate gifts

1.6%

Planned gifts

1.5%

Payroll deduction campaigns

3 Employees

LEADERSHIP

Total 2019 revenue: $1.1 million

Founded in 1914

CONTACT ADDRESS P.O. Box 44444 Detroit, MI 48244-0444

Daran L. Carey President (volunteer) Director of Security Continental Management

Sari Klok-Schneider Executive Director

SPONSORED CONTENT POWERED BY CRAIN'S CONTENT STUDIO

PHONE (586) 775-6139 WEBSITE detroitgoodfellows.org

JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 48

Please help keep the good in Detroit Goodfellows

For more than 100 years, helping children have a happy holiday has been the Detroit Goodfellows mission — and we need your help. Your donation ensures we fill 30,000 gift boxes with warm clothing, hats, mittens, books, toys and more. We’ve been providing these boxes of joy to kids who otherwise would have no gifts to celebrate the season. We also enhance their lives with camperships, and our shoe and dental programs. Please help us continue our tradition of making sure no child is forgotten. Give today at DetroitGoodfellows.org.

“No kiddie without a Christmas”

COVID-19 IMPACT AND RESPONSE The Downtown Detroit Partnership remains committed to serving the community through the continual care for the six Downtown parks during this unprecedented time. Parks and public spaces are vital for public health. DDP recognizes the community's need for clean, welcoming and safe green space as being outdoors can boost one's immune system and improve mental health. Thus, DDP has kept the Downtown Detroit Parks open and available, with increased measures to ensure all visitors feel comfortable. In addition to adapting our already rigorous cleaning and disinfecting standards, DDP has added two touchless hand-washing stations in the parks for the public’s use.

WHAT WE DO The Downtown Detroit Partnership (DDP) is a nonprofit organization focused on advancing Detroit by driving engagement, development and programs that benefit businesses, residents and visitors throughout Downtown’s urban core. DDP strengthens and supports Downtown Detroit through strategic initiatives that evolve with the changing needs of the community. DDP convenes business, philanthropic and government partners to ensure that our mutual efforts are balanced and that all perspectives are considered. DDP also actively engages in the collective efforts to support a vibrant business district, a top-rated tourist destination and an overall clean and exciting place to live. DDP supports accessibility and opportunities for all citizens, cultures, income levels and backgrounds. These efforts are best exemplified through the Downtown Detroit Business Improvement Zone (BIZ) and our 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. Through the DDP affiliate, the Detroit 300 Conservancy, DDP manages, and operates over 9 acres of lush gardens, expansive lawns, shady trees, historical monuments, water fountains and seasonal amenities, as well as programs over 1,900 free community programs annually. These parks and events provide numerous sources of health and happiness for our citizens, and a window into the incredible diversity of talents and traditions that enrich life in Detroit. DDP affiliate, MoGo, metro Detroit’s on-demand bike share company, provides affordable, reliable and accessible transportation for Detroiters and visitors alike. MoGo has paved the way in bringing new mobility options and services to a wide range of people across the city.

FAST FACTS

Financially, many of the traditional funding streams that DDP depends on for park and public space operations, including restaurant and food truck commissions, public and private rentals, filming fees and program-related sponsorship, have been severely impacted by COVID-19. Concurrently, the organization has incurred increased expenses to maintain the heightened standards of cleanliness while keeping our employees safe. This will be a challenging year and we need your help to sustain our work.

HOW YOU CAN HELP DDP invites the community to support the small businesses in the Downtown who contribute to making Detroit unique and vibrant. DDP also invites the community to visit the parks to recharge and relax while maintaining proper social distance. DDP has partnered with MightyCause to raise critical funding for the park operations. Your donation, no matter its size, will help support our efforts to maintain the parks during these unprecedented times. Please visit the DDP’s MightyCause page to invest in our parks’ future today: bit.ly/DDPGive2020.

Downtown Detroit BIZ Ambassadors are essential in keeping the parks clean, safe and welcoming.

Corporate sponsorship and support

38%

Downtown Detroit Business Improvement Zone (BIZ)

31%

18%

Foundation support

13%

Earned interest/income

DDP LEADERSHIP TEAM

Cynthia J. Pasky Chair, Board of Directors Founder & CEO, Strategic Stafﬁng Solutions

Downtown Detroit Partnership Parks + Public Spaces celebrates our community daily.

Funding sources

29 Employees

LEADERSHIP

Eric B. Larson Chief Executive Ofﬁcer, Downtown Detroit Partnership

DDP has also taken measures to protect the health of the Downtown Detroit BIZ Ambassadors, a dedicated team of 60 employees responsible for cleaning and hospitality services in the Downtown and adjacent areas. DDP has rented an additional office space so they are not crowded at the BIZ headquarters in Rivertown. This strategy has proven successful in keeping team members healthy.

Gina Cavaliere Chief Community Impact Officer & BIZ Director Robert F. Gregory Chief Public Spaces Officer Laura L. Rodwan Chief Marketing Officer Paul Trulik Chief Financial Officer EXECUTIVE COMMITTEE Daniel J. Loepp Chair, Executive Committee and Vice Chair, Board; President & CEO, Blue Cross Blue Shield of Michigan

SPONSORED CONTENT POWERED BY CRAIN'S CONTENT STUDIO

Total 2019 revenue: $14,498,000

Gerard M. Anderson Vice Chair; Executive Chairman, DTE Energy Matthew P. Cullen Vice Chair; CEO, Bedrock Detroit, LLC

Christopher Ilitch President & CEO, Ilitch Holdings, Inc.

Melanca Clark President & CEO, Hudson-Webber Foundation

Cameron H. Piggott Member, Dykema Gossett, PLLC

David O. Egner President & CEO, Ralph C. Wilson, Jr. Foundation – Honorary Director Dan Gilbert Chairman & Founder, Quicken Loans, Inc. and Rock Ventures, LLC

Founded in 1922

CONTACT

Benjamin S. Kennedy Vice President, Place-Based Practice, The Kresge Foundation

Matthew J. Simoncini President & CEO, Lear Corporation (retired) Bishop Edgar L. Vann II Senior Pastor, Second Ebenezer Church

ADDRESS 1 Campus Martius Suite 380 Detroit, MI 48226

PHONE (313) 566-8250

WEBSITE downtowndetroit.org

JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 50

THE DOWNTOWN DETROIT PARTNERSHIP REMAINS COMMITTED TO OUR COMMUNITY.

Our six parks offer beautiful gardens, expansive lawns, historical monuments, water fountains and seasonal amenities for everyone to enjoy. As a 501(c)3, we rely on the generous support of the community to keep these public spaces clean, safe and fun.

Please consider donating to our efforts now through June 30 at bit.ly/DDPGive2020

DowntownDetroitParks.com @DowntownDet

A 2020 Giving Guide Campaign Help our nonprofits during a time they need it most. Donate to Crainâ&#x20AC;&#x2122;s May Days of Giving, our crowdfunding campaign to help nonprofits during these challenging times. Now through June 20, over 30 Michigan charities will look to you to help raise essential funds they need to make an impact in our community.

Donate Today

maydaysofgiving.crainsdetroit.com See our annual Giving Guide in this issue and online at crainsdetroit.com/giving guide.

BECAUSE OF HEROES LIKE THESE

THE MISSION CONTINUES

COVID-19 IMPACT AND RESPONSE

WHAT WE DO For 30 years, Forgotten Harvest has been dedicated to relieving hunger and preventing nutritious food waste. All the food we rescue and produce is delivered free of charge to metro Detroit families who are food insecure and struggle to cover the cost of basic life necessities. Our food helps bridge the income gap for tens of thousands of people, allowing them to secure some basic life necessities for themselves and their family. We envision communities that work together to end hunger and increase individual, neighborhood, economic, and environmental health. HOW WE DO IT We will achieve community impact more effectively by creating an enhanced, sustainable food security network with nutrition food equity, we focus on four key priorities: Access Optimize locations for emergency food distribution, including use of Forgotten Harvest’s Food Insecurity Index, to serve metro Detroit neighborhoods with the greatest unmet need.

Nobody had a “How To” for dealing with the coronavirus global outbreak. With so many sheltering in place, so many people laid off from their jobs, and numerous people without income, we have seen a sudden increased need in our community. Forgotten Harvest has been designated by Governor Whitmer as an “essential business” and asked by our community to serve as a first responder during this crisis. We are responding by changing our operations to safely increase our distributions to feed the thousands of additional children, families, and seniors that are coming to us for help. In order to quickly respond to this crisis, Forgotten Harvest collaborated with local nonprofit, government, and community leaders to implement critical contingency plans to deliver food in the most effective and safest way possible to address emergency food needs caused by the COVID-19 pandemic. We have opened 17 additional Forgotten Harvest On The Go Mobile pantry sites in strategic areas of the most need. With the closure of businesses and schools, the economic impact of this unprecedented situation rapidly increased food insecurity by more than 50 percent for tens of thousands of children, families, and seniors throughout metro Detroit, particularly lower income families and hourly-wage workers in hard-hit service sectors. Our existing network of pantry partners are reporting the number of clients in their distribution lines have doubled at sites across southeast Michigan.

HOW YOU CAN HELP While all support is appreciated, financial support lets us use your gift to meet the greatest needs. A donation of any amount helps us continue to respond. A special donation website has been created. To donate, visit forgottenharvest.org/COVID19.

FUNDRAISING Due to the ever-changing situation the latest information for all of our events can be found at forgottenharvest.org/category/events. Questions can be directed to Laura Burton at lburton@forgottenharvest.org.

Supply Provide an equitable nutritious mix for guests at partner locations and expand the quantity of food to help address food insecurity for thousands of people in metro Detroit. Knowledge Increase acquisition and use of data to identify opportunities, define actions, and evaluate effectiveness, along with qualitative input from our customers. Heightened Community Awareness Enhance collaboration with community partners to address the barriers causing food insecurity and resulting personal stresses.

Volunteers help to safely distribute food to meet the tremendous, sudden need for food brought about by the COVID-19 pandemic.

Funding sources Contributions

53%

Foundations and trusts

17%

13%

Government grants

Special events

Other

FAST FACTS

80 Employees

LEADERSHIP

Kirk Mayes CEO, Forgotten Harvest

FY 2018-2019 revenue: $87,282,144 Operating revenue (non-food): $9,912,864

CONTACT

EXECUTIVE COMMITTEE

John C. Carter Chairperson, Board of Directors

John C. Carter Chairperson

Hannan Lis Vice Chairperson

Richard DiBartolomeo First Vice Chairperson

Mike Murri Vice Chairperson

Doug Busch Secretary

Julie G. Smith Vice Chairperson

James Trouba Treasurer

Jon Woods Vice Chairperson

Randy Kummer Vice Chairperson

SPONSORED CONTENT POWERED BY CRAIN'S CONTENT STUDIO

Founded in 1990

ADDRESS 21800 Greenﬁeld Rd. Oak Park, MI 48237 PHONE (248) 967-1500 WEBSITE forgottenharvest.org

JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 56

The People We Serve

For 30 years, Forgotten Harvest has been rescuing and distributing nutrious food to help feed metro Detroiters in need. Due to the COVID-19 outbreak we were designated as an essential business and asked by our community to serve as a first responder during the crisis. In response, Forgotten Harvest quickly implemented critical contingency plans to increase our capacity and deliver more emergency food in the most effective and safest way possible to address the emergency food needs of your neighbors. Forgotten Harvest and our pantry partners in southeast Michigan are facing unprecedented demand. The pandemic has led to swift and widespread job losses in the area, leaving some people in a position where they are struggling to afford food for the first time. Meanwhile, people who had relied on food assistance before the pandemic are seeing limited resources stretched.

Please help us feed our community. Go to our COVID-19 response page to get the most up to date information and make your donation to Be Part of the Solution - Today.

forgottenharvest.org/covid19 your support is needed

COVID-19 IMPACT AND RESPONSE The COVID-19 pandemic has resulted in the postponement of two of Fostering Futures’ three annual fundraisers so far this year. What future events look like—live or virtual—will depend on whether large gatherings are allowed later this year. The three annual fundraising events are critical because they provide scholarship funding for the year through a combination of sponsorships, ticket sales, auctions and raffles.

WHAT WE DO The Fostering Futures Scholarship Trust Fund, housed in the Michigan Department of Treasury, is a Sec. 170 (c) nonprofit organization that provides scholarships to former foster youth enrolled at Michigan colleges and universities. Approximately 12,500 children are in the Michigan foster care system at any given time. Youth who transition from foster care need resources to pursue higher education and benefit from accessing financial resources and supportive adults when they attend college. Nationally, 70 percent of the teens who exit foster care report that they want to attend college, but fewer than 10 percent who graduate from high school actually enroll in college and fewer than 3 percent graduate college.

HOW YOU CAN HELP

Please consider donating any amount to scholarships or the endowment via the Michigan income tax check off (Voluntary Contributions Schedule Form 4642). Email TreasMET@Michigan.gov to get details on upcoming fundraising events.

FUNDRAISING Two live fundraisers are scheduled, subject to be replaced by virtual events if necessary. Annual Pizza Party on the Capitol Lawn August 6, 2020, 11 a.m.-2 p.m. Annual Fostering Futures Scholarship Trust Fund Benefit September 24, 2020, 5:30-9:30 p.m. The Roostertail, Detroit

Hungry Howie’s donates pizza and beverages every year for the Pizza Party on the Capitol Lawn fundraiser.

Since 2012, Fostering Futures Scholarship Trust Fund fundraising efforts have totaled more than $1.3 million. All of the money is awarded as scholarships in the year it is raised. Scholarships are paid directly to the recipient’s college or university to assist with unmet needs in one or more of the following categories: tuition, fees, room, board, books and supplies. Scholarships are awarded to youth via the application process at fosteringfutures-mi.com. Contributions may be made to scholarships or the endowment. Again in the 2019 tax year, contributions may be made until the state tax filing deadline via the Michigan income tax check off (Voluntary Contributions Schedule Form 4642).

Fostering Futures Scholarship Trust fundraising events are held annually in Grand Rapids, Lansing and Detroit.

Funding sources Michigan Education Trust

69%

Events

28% 3%

Endowment contributions/earnings and MDHHS county ofﬁces

FAST FACTS

8 Employees

LEADERSHIP Robin Lott Executive Director, Michigan Education Trust Diane Brewer Deputy Director, Michigan Education Trust

Rachael Eubanks State Treasurer, Michigan Department of Treasury

Robert Gordon Director, Michigan Department of Health & Human Services

SPONSORED CONTENT POWERED BY CRAIN'S CONTENT STUDIO

Total 2019 revenue: $602,482

Founded in 2012

CONTACT ADDRESS P.O. Box 30198 Lansing, MI 48909 PHONE (517) 241-4884 WEBSITE fosteringfutures-mi.com

JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 58

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For more information or to make a donation, visit

fosteringfutures-mi.com

CMY

HELP STUDENTS WHOâ&#x20AC;&#x2122;VE EXPERIENCED FOSTER CARE EXPERIENCE SOMETHING MORE: A COLLEGE EDUCATION. Donations will provide critical, much-needed scholarships to youth who have experienced foster care and are enrolled at Michigan college and universities. With your participation we can make a lot of dreams come true.

COVID-19 IMPACT AND RESPONSE Franklin-Wright Settlements has a rich history of community service throughout Southeastern Michigan. The COVID-19 pandemic has greatly impacted the way our organization is able to continue to provide services to individuals, families and the community at large. Serving over 100 area seniors, our in-home healthcare workers continue to provide around-the-clock care with a limited supply of personal protection equipment (PPE) available for completing daily tasks.

WHAT WE DO Mission Franklin-Wrightâ&#x20AC;&#x2122;s values are based on the settlement house concept of self-help for the continuous improvement and preservation of the family. Franklin-Wright Settlements (FWS) strives to achieve this through excellence in service and equality of treatment. FWS, established in 1881, is rooted in southeast Michigan. Its goal is to know and understand neighborhoods, to help develop their potential, to provide or aid in obtaining the services people need and to relate the neighborhood to the wider community. Key Services Provided Early Start Child Development Center Serves youth from birth-5 years with language and literacy exploration, social development, fine and gross motor skills. Parenting support programs include daily drop-in, before- and after-care.

activities for youth. Additionally, our Early Childhood Development Center now provides instructional lessons via Zoom. Our agency recognized the need for nutritional food during the pandemic and has established a drive-thru grocery giveaway that operates every Monday from 3-5pm from our Charlevoix location.

Our Out of School Time Program has moved to virtual platforms like Zoom and Skype to provide instruction and daily interactive

HOW YOU CAN HELP Our greatest areas of need during this time are volunteers to help with food distribution, and donations of personal protection equipment (PPE) like disposable gloves, masks and gowns, and sanitation supplies.

FUNDRAISING Annual Spirit of Giving Campaign Month of December 2020 A signature event, this fundraiser recognizes the contributions of community members for their commitment and service to southeastern Michigan. Proceeds from the fundraiser will go towards higher education initiatives that provide scholarships to low-income high school seniors and college students.

Out of School Time Enrichment Program Youth 6-17 years of age receive tutorial and homework assistance, cultural arts and recreation programs, nutritious snacks or meals, anger management and life skills instruction, swimming lessons; individual and group sessions. Additional programs include gardening and cooking, employability skills, community activism, organized recreation, college preparation, cultural awarenessn programming, an annual college tour, and transportation. Senior Outreach Services Seniors can take part in Food and Friendship (socialization), community outreach, kinship care, enhanced fitness and Zumba classes, and personal action toward health programming. Family Growth and Development Programs focused on families include family reunification, parent/child interaction, crisis intervention, family counseling, food and shelter assistance, energy assistance and education.

FAST FACTS

2019 College Tour students on the campus of Harvard University.

Program supervisor B.L. Marks mentors a student in the Early Childhood Development Center (Youthville campus).

Funding sources Grants and contributions

70%

Other

25% 3%

Events

Investment income

120 Employees

LEADERSHIP Michael Van Tull Vice Chair

Missionary Hattie Humphrey

Debra Rush Vice Chair

Cathy Nedd

Richard Halsted Treasurer Monique D. Marks LMSW, President & CEO

Dr. Kenneth Harris Board Chair

Kimberly Batchelor Davis Secretary

Brandon Jackson

Nicole Wells Stallworth

CONTACT ADDRESS 3360 Charlevoix Detroit, MI 48207

Dan Pitera

Karynton Thomas Betty Burns

George Nicholson, III

Penny Cox

Hali Geissler

Stephanie Julien

Leonard Alford, III

Founded in 1881

Total 2019 revenue: $3,609,732

Dr. Annette McCain

PHONE (313) 579-1000 WEBSITE franklinwright.org

Teola Hunter

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JUNE 8, 2020 | CRAINâ&#x20AC;&#x2122;S DETROIT BUSINESS | 60

SMILES OF GIVING Franklin Wright Settlements

The Return On Giving is A Smile

COVID-19 IMPACT AND RESPONSE Anyone with a cancer diagnosis in the COVID-19 environment, instantly became the most vulnerable among us. The isolation, fear and uncertainty of coronavirus that everyone felt, was amplified for the cancer community. A simple visit to the grocery store can be terrifying. Continuation of chemotherapy and essential treatment became layered with added complexities, and in some cases, procedures have been postponed. Gilda’s Club immediately placed 100% of programming on audio and visual platforms to continue to engage, educate and support men, women and children facing the impact and stress of a cancer diagnosis. Support groups, nutrition, music therapy, bereavement support, yoga, family and children’s support and fun activities—more than 30 weekly programs serving 300 people each week—all free of any cost.

HOW YOU CAN HELP

WHAT WE DO Gilda’s Club Metro Detroit provides support for men, women and children facing the stress and impact of a cancer diagnosis—whether you are diagnosed or supporting a loved one diagnosed. The complexities of cancer place families on a path of uncertainty. Gilda’s Club provides the tools to navigate the fear, lifestyle changes and decisions that are thrust upon them. Support, education and wellness programming, along with a community of support, empowers anyone who leans on Gilda’s Club. At this time of social distancing, Gilda’s Club ensures that if cancer is in your life, you are distanced, but not isolated. Gilda’s Club took an immediate and purposeful pivot to 100% visual and audio platforms to create a virtual community to ensure no one faces cancer alone. Access to care is instrumental for the cancer population—among the most vulnerable in the COVID-19 environment. As Michigan begins to gather, Gilda’s Club will be extremely mindful and protective of how that will look for families facing cancer. Our program:

FUNDRAISING

Our walk & run is our longest running fundraiser, attracting more than 1,000 participants each year!

Bereavement Groups Healthy Lifestyle Workshops Music and Art Therapy Social Opportunities Educational Lectures by Top Health Professionals Nutritional Guidance and Workshops

“Thank you for continuing your support programs. I find that I need this support more now with social isolation and look forward to the weekly and monthly meetups.” —Gilda’s Club Member

Gilda’s Family Walk & 5k Run September 12, 2020

Bras for a Cause October 24, 2020

For more information or to show your support, visit gildaswalkandrun.org.

For more information or to show your support, visit brasforacausemichigan.org.

Funding sources Events

50%

Contributions

24%

In-Kind

Bill Pumphrey Vice Chair

Todd Sinclair Board President

Other

CONTACT

BOARD MEMBERS Jack Hemp

Donetta Behen

Susan Leslie-Till

Kevin Watson Secretary

Steve Black

Tracey Papa

Ronald K. Weiner Immediate Past President

Randall Book

Preston Pelham

Stuart M. Bordman

Nickie Perera

Thomas Callan

James Scott

Jeanne Deneweth

Ellen Sherman

Stefany Lester Freeman

Lisa M. Spreder

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Founded in 1993

Total 2019 revenue: $1,378,412

Carolyn Artman

Ilene Beneson Bez Treasurer

Laura Varon Brown Executive Director and CEO

20%

Grants

16 Employees

LEADERSHIP

Our survivor fashion show is always ﬁlled with empowerment at Bras for a Cause!

Gilda’s Club events bring in 50% of our revenue! This year our events will look different than they have in the past, but we promise they will happen, they will inspire and they will bring the same sense of community they always have, year after year. In April we had our first virtual event, Gilda’s Big Night IN, our annual gala, and it turned out wonderfully. Here are the other exciting events we have planned:

Support Groups

FAST FACTS

Gilda’s Club Metro Detroit Programming is free to anyone who walks through the big red doors—whether at one of three main locations in Royal Oak, Detroit, St. Clair Shores or virtual doors in the wake of COVID-19. Licensed counselors lead every support group and programming sets the gold standard for psychosocial support, education and wellness. Funding is crucial to provide this care. In order to gather again, Gilda’s Club also has a great need for masks, Clorox wipes and funding for disinfecting facilities.

ADDRESS 3517 Rochester Rd. Royal Oak, MI 48073 PHONE (248) 577-0800 WEBSITE gildasclubdetroit.org

JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 62

COVID-19 IMPACT AND RESPONSE Our services are essential healthcare. We have faced a myriad of challenges, many of which have gone unnoticed in the face of the devastation at our ERs and hospitals. COVID-19 created an urgent need to transition care delivery, essentially overnight, to a telehealth platform for more than half of our services. Converting our community to a mode of care that many were not technologically prepared for while balancing our ability to meet the ongoing mental health and substance use disorder needs of our clients and preserving staff and clients’ physical health has been extremely difficult. For those programs in which services needed to continue face-to-face, we were required to create safe environments where resources were limited, and staff and clients were falling ill at alarming rates. Distancing requirements have forced reductions in access. We are concerned for those we know are sick and unreachable and the many suffering in their homes and not reaching out.

WHAT WE DO We know that access to quality health care service IS life-changing. Hegira Health, Inc. (HHI) has been a leader in behavioral healthcare in Wayne County for nearly 50 years—and is one of Michigan’s largest non-profit, freestanding, integrated behavioral healthcare organizations. HHI’s goal is to ensure the availability of quality, individualized and rapidly accessible integrated behavioral health treatment and prevention services to infants through older adults of all income levels. Hegira means journey and we are here to provide support along the journey of life—we believe life’s pleasures and achievements are maximized after achieving Wellness First. Accredited by the Joint Commission and the American Association of Suicidology, Hegira Health’s comprehensive array of services are licensed and or certified by MDHHS and staffed by professionals trained in the latest evidence-based practices. Leadership’s achievements include executive committee roles in pertinent local and national associations, memberships on statewide workgroups, honors in Crain’s Notable Women in Healthcare, recognition from NAMI-MI, participation in numerous state and national Learning Communities, and selection as participants in the transformational leadership training program, Leadership Detroit. Hegira Health championed Wayne County’s first organized First Responder Wellness program, providing innovative and community specific mental health crisis services for law enforcement and firefighters/EMTs. As a Zero Suicide Organization, Hegira Health is a leader in bringing suicide prevention to our communities through education, training and treatment. It is our top priority to support our clients and those on the frontline of the COVID-19 crisis. We know that the capacity to provide real-time support to persons experiencing trauma is critical. Through our Critical Incident Stress Management (CISM), our 24/7 on-site, mobile and teletherapy crisis services and virtual training support, we are working to mitigate the impact, accelerate the recovery process, and assess the need for additional or alternative services for all.

FAST FACTS

Our 24/7 crisis center, crisis beds, COVID-19 Mental Health Support Line (734-793-5026) and substance abuse treatment facility remain open.

HOW YOU CAN HELP

Hegira Health takes pride in stretching our funds to their fullest. Services, including our First Responder Wellness program, Suicide Prevention services and law enforcement mental health crisis community coordination services, have limited or no designated funding. COVID-19 has negatively affected overall funding, causing greater hardship. We welcome monetary donations, donations of items on our wish list, and information about foundations and grants. We are also seeking gifts of advertising to reach persons in need.

FUNDRAISING Hegira Health is new to fundraising. We receive limited private donations from families and community stakeholders. Participating in the MightyCause campaign is our first official fundraising campaign. We are registered with charity reward programs like Kroger Rewards and Amazon Smile and welcome donations during our holiday gift and food drives. Hegira Health is GUIDESTAR CERTIFIED and holds a Silver Seal of Transparency.

Hegira Health staff, friends and family walked Hart Plaza supporting the American Foundation for Suicide Prevention.

Funding sources

Insurance contracts and grants revenue

Private pay and cash donations

425 Employees

Robert Davidge Chief Financial Ofﬁcer Michael Wunder Chief Information Ofﬁcer

94%

Medicaid specialty contracts revenue

LEADERSHIP

Edward Forry Chief Executive Ofﬁcer

Hegira Health trained 80 Detroit Catholic Central staff in Question Persuade Refer (QPR) for suicide prevention.

Carol Zuniga Executive Director

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Total 2019 revenue: $27,500,000

Founded in 1971

CONTACT

BOARD OF DIRECTORS Patrick O’Neil Chairman

Charles Chase Director

Ibraham Ahmed Director

Masline Horton Director

Joan Bongard Director

Joan M. Kovacs Director

ADDRESS 37450 Schoolcraft, Suite 110 Livonia, MI 48150 PHONE (734) 458-4601 WEBSITE hegirahealth.org JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 64

COVID-19 IMPACT AND RESPONSE COVID-19 has separated early childhood educators and children from each other and their classrooms, forcing a significant shift to remote learning. In response, HighScope quickly mobilized to help thousands of early childhood programs stay connected with the children and families they serve. We are providing age-appropriate learning activities and strategies for families to continue learning at home; and, we have created a series of free webinars to help educators adjust to teaching remotely.

WHAT WE DO HighScope Educational Research Foundation is on a mission to close the opportunity gap through high-quality early childhood education. For 50 years, we have led the movement to ensure that every child has the opportunity to realize their full potential, regardless of their circumstances. HighScope’s commitment to equity is at the center of our early childhood research and what we practice in the classroom. HighScope is recognized internationally for its groundbreaking research and high-quality early childhood curriculum and its bold, innovative approach to educating young children. At HighScope, our goal is to ensure that every child from birth to age five is certain to thrive and succeed in school and in life. We work side by side with early childhood educators to develop strong instructional leaders whose practices yield positive child outcomes across the country and around the world.

HOW YOU CAN HELP

Investing in HighScope helps more children receive a life changing education. Donations help us: Research and develop high-quality early learning tools.

Advocate for policies to increase funding for early childhood education.

Improve the quality of early childhood education.

Keep prices low so that early childhood programs can keep more of their dollars in the classroom.

Strengthen and expand the early childhood workforce through professional development.

FUNDRAISING

HighScope’s research is instrumental in defining the best practices and policies in early education that strengthen children’s early learning and development. It is from this knowledge base that we develop curricula, child and program assessment tools, and professional learning resources. WHY IT MATTERS HighScope’s pioneering Perry Preschool Project was a game changer in the field of early childhood education. The Perry study proved that high-quality early education makes a significant difference in child development, with long-term positive effects lasting into adulthood.

Every activity presents the opportunity to learn at the HighScope Demonstration Preschool.

Attendees enjoy learning during break-out sessions at the HighScope International Conference.

HighScope Demonstration Preschool

Annual HighScope International Conference May 2021 Workshops featuring the latest trends and research in the field of early education empower educators to return to the classroom with in-depth knowledge, new ideas, and the confidence to help children succeed.

Visitors receive a firsthand look at how we turn our research into practice and facilitate independent and creative thinking in preschool children. 50th Anniversary Celebration October 22, 2020

Children who receive high-quality early education (compared to those who do not): Are more prepared for school Are more emotionally mature and self-regulated Have higher graduation rates and college attendance Have more stable employment and higher salaries Create more stable home environments for children

Join us to recognize HighScope’s 50th anniversary and five decades of elevating early childhood education. Sponsorship opportunities and tickets are available at highscope.org/gala.

Are healthier adults

Funding sources

Are more civically-engaged

Early childhood educator training

29%

Press sales

25%

The return on investment from high-quality early childhood education goes beyond the child to improve the lives of future generations. To join the movement, visit highscope.org.

FAST FACTS

Jana Martella Chair, Board of Directors

Iheoma U. Iruka, PhD Chief Research Innovation Ofﬁcer

22%

Contracts and grants

12%

Assessment

12%

Contributions and other

48 Employees

LEADERSHIP

Total 2019 revenue: $7,719,849

TEAM LEADERSHIP Jim Janetzke CFO

BOARD MEMBERS Oscar Barbarin, PhD

Kimberly Diamond-Berry, PhD Director of Early Childhood Applied Practice

Elizabeth Myers Hyde, PhD

BOARD OF DIRECTORS Bonnie Lash Freeman Vice Chair Gloria Corral-Terrazas Secretary Ralph Burrell Treasurer

“High Five” Annual Fund Pay it forward for generations to come. Investing in high-quality education for children birth to age five results in stronger families and multi-generation outcomes — an indication that early childhood education can be an effective way to break the cycle of poverty.

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Jack Hobaugh Terry Murphy

Aaliyah A. Samuel, PhD Bryan Stokes II

BOARD EMERITUS Sue Bredekamp, PhD James Hawkins, PhD

Founded in 1970

CONTACT ADDRESS 600 North River St. Ypsilanti, MI 48198 PHONE (734) 485-2000 WEBSITE highscope.org

JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 66

50 YEARS ELEVATING EARLY CHILDHOOD EDUCATION What if every child had the opportunity to realize their full potential?

Together, we can make our mission a reality. Join the movement to close the opportunity gap through high-quality early childhood education.

Donate at HighScope.org/invest

COVID-19 IMPACT AND RESPONSE Even during a pandemic, the need for education never stops. Now, more than ever, our services are needed to help get 2nd-12th grade girls get back on track and to help women re-enter the workforce with proper education and new, marketable skills. At MEP, we work hard to support our students and are currently pivoting to remote, virtual classrooms while planning for the long-term with hybrid teaching models. We need your support to help us adjust our programming in response to COVID-19.

WHAT WE DO Mercy Education Project is one of Detroit’s most established and successful tutoring and educational assistance programs for women and girls in Detroit. Founded in 1992 and based in southwest Detroit, we have served more than 3,700 students—1,750 girls and 2,000 women, mostly from Detroit’s southwest and west sides. Our Mission: To empower women and girls through educational opportunities, life skills development and cultural enrichment that will help them improve their lives. Diversity is our strength: 47 percent of our participants are Hispanic; 28 percent African American; 15 percent Arabic; and 10 percent Caucasian, multi-racial and Native American. What We Do: We provide tutoring for girls in 2nd-12th grades; GED high school diploma equivalency instruction; adult education; work skills workshops; computer literacy programs; assistance with Head Start placement; transportation and meals. These programs help girls and women break the cycle of poverty that traps many lower-income families for generations by helping them attain more meaningful, better-paying jobs. Our Track Record: 100 percent of our middle school girls earn high school diplomas, and 100 percent of our high school seniors go on to college. Among the women in our GED program who pass the GED tests and move on from MEP, 75 percent report that they go on to college, job training or a job. How We Do It: A small, dedicated staff is helped by more than 100 volunteers, as well as government, corporate, individual and non-profit grants. The Sisters of Mercy founded MEP; their mission of mercy toward all is the cornerstone of our philosophy.

Students are facing a number of new challenges as a result of COVID-19, including a lack of access to internet and key software tools, housing and food insecurity, and an increase in mental health crises. Funds will be used to support newly-developed online curriculum and programming, build online capabilities, and provide access to critical technology for disconnected and underserved student households. With your support, we will provide the tools our students need to continue their educational success in the face of this pandemic.

HOW YOU CAN HELP Donate to MEP and support after-school tutoring, college and career readiness, and workforce development activities for girls and women in Detroit. By supporting education you are investing in the economy and a bright future for Detroit.

Can you donate a new or gently used laptop less than 3 years old? Can your company donate used laptops for our students and computer lab? Please contact Janette Phillips at jphillips@mercyed.net if you or your company can help!

Consider honoring your favorite teacher or student this month by donating to MEP in their name.

Sign up for our e-newsletter to stay updated on our mission and students. Donors like you make our work possible. We thank you.

FUNDRAISING

Your support helps women in Detroit move on to brighter futures!

Your support helps MEP provide stimulating learning for girls in Detroit.

Due to COVID-19 our fundraising and outreach has been curtailed. Our Doorway to the Future Dinner will be held Spring, 2021, if possible. Donations of new or gently used laptops are always needed to support our students. Host a third party event at your business or home, post-COVID-19. Donations of school supplies, snack foods and coffee supplies are always needed. Please visit mercyed.net to donate today. Thank you!

Funding sources Events and fundraisers

35%

Non-government grants

30% 20%

Government grants

15%

Individual donor gifts

FAST FACTS

22 Employees

Total 2019 revenue: $924,854

LEADERSHIP

Heidi Raubenolt Executive Director

Denise Starr Board Chair

Rosanne Plasky Director of Education Services

Robert Bowen Board Treasurer, Finance Committee Chair

BOARD MEMBERS David Spivey

Janette Phillips Director of Development and Major Gifts

Antoinette Green Board Secretary

Cheryl Adams Davis

Sharon Pfeuffer Board Vice Chair

Debora Murray Board Member, Development Committee Chair

Margaret Casey

Sister Mary Ellen Howard, RSM

ADVISORY BOARD David Parr Glenda Price

Sister Maureen Mulcrone, RSM

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Founded in 1992

CONTACT ADDRESS 1450 Howard St. Detroit, MI 48216 PHONE (313) 963-5881 WEBSITE mercyed.net

JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 68

“MEP taught me that education is the most important thing you can use to change the world.” – Wendy, 12th grade, Girls’ Program

www.mercyed.net @MercyEdProject

MICHIGAN his pa n ic co l l a b or a t i v e

WHAT WE DO The Michigan Hispanic Collaborative’s (MiHC) objective is to reduce poverty in the Detroit Hispanic community. MiHC is Michigan’s first Hispanic focused, twogeneration, to and through program. Over seven years we make investments to support critical transitions in the lives of Hispanic students and their families. MiHC is borne out of the successes of the Summer Talent Exposure Program (STEP), a college internship program created by MiHC’s founder. STEP (2010 to present) provides underserved college students with the opportunity to develop their talents in a corporate environment. STEP has served over 150 students with a 95 percent college graduation rate. MiHC provides support for Hispanic high school students and strengthens the college and career pipeline. La Próxima Generación (Próx Gen) program provides students aged 16 to 24 with resources during high school, college and early career. Próx Gen focuses on providing Hispanic youth and their families with the resources to succeed academically, professionally and—ultimately—economically. Our eight guiding principles: Mission-focused, Economic mobility, Collaboration, Cultural relevance, Student centered/Family supported, Thought-leading, Equity and Responsive. Our focus areas: Academic enrichment: SAT prep, tutoring, critical thinking and essay writing; Life skills: Financial capability, resumes, interviewing, personal branding, social prowess, and growth mindset; College navigation and access: Incremental college advisors, college matching, college tours, scholarships, FAFSA, college application plans and college fairs; Career exposure and readiness: Hispanic professionals, internships, and leadership conferences; Mentorship: High school and college Padrinos/ Madrinas, digital literacy, email and text nudges; Innovation: Parent cafecitos, La Puerta technology tool, cultural renovation, emerging opportunities and partnership alignment. We have strong partnerships, and leverage them to bring existing resources/programs to our students and families.

FAST FACTS

COVID-19 IMPACT AND RESPONSE COVID-19 is devastating our most vulnerable communities, like the Detroit Hispanic community. It has exposed the fragile lives of these students and their families. The Hispanic community’s 40 percent poverty rate will easily turn into 50 percent or 60 percent. Heightening MiHC’s sense of urgency are uneven and often inadequate online education and low-income digital access, literacy inequities and increased basic needs. To address these issues we accelerated our virtual student and parent supports, enhanced direct support and utilized MiHC partnerships to help families. We quickly rolled out our innovative supports and accelerated the development of “La Puerta” (translated as “The Door”), our digital platform. This roadmap for students, parents and young professionals streamlines college readiness, persistence and career supports. The uncertainty surrounding education this fall makes La Puerta even more critical and requires incremental investments in our critical/design thinking online capstone and online mentorship platform.

HOW YOU CAN HELP Your donation can transform our students’ lives, and we need your help. The time is now. We refuse to lose another generation of Hispanics to poverty. To donate to MiHC, visit mightycause.com/mihc2020 or michiganhispaniccollaborative.org/donate. Unfortunately, we have found that large philanthropic institutions only give 1 percent of funds annually to Latino-serving organizations and most of this is deployed to organizations focused exclusively on basic needs. We hope to raise money to support our students in Detroit and enable us to create a platform to expand throughout Michigan. We believe that the quickest and most enduring way to stabilize and economically mobilize our community is by helping its members earn bachelor’s degrees. Our objective is to rapidly reduce the growing 40 percent-plus Detroit Hispanic poverty rate. For over 40 years, only 4 percent of Detroit Hispanics have obtained bachelor’s degrees. We must achieve the national 32 percent college graduation rate to stabilize and improve their economic position. Today only 8 percent of the unemployed have a bachelor’s degree, versus the 38 percent with a high school diploma or less. MiHC’s Próx Gen is Michigan’s first “To and Through” program focused on serving Hispanics students and parents. We uniquely select, train and mentor our underserved students and help eliminate inequities that prevent economic stability and growth. We must scale Próx Gen to reduce the overwhelming dive into poverty; we need more unrestricted investments.

Foundations and trusts

54%

In-kind donations

28% 9%

Public support

Contributions

2 Employees

Lawrence T. García MiHC Board President and Corporation Counsel, City of Detroit Alma Crossley MiHC Board Director and Director for Corporate Diversity, General Motors

Social and racial inequities tied to weak inﬂuential networks have also contributed to our poor numbers.

Funding sources

Total 2019 revenue: $500,000

LEADERSHIP

JoAnn Chávez Senior Vice President and Chief Legal Ofﬁcer at DTE Energy

Solving the 40 percent Hispanic poverty through Education. MiHC: Educate one Latino, empower a community.

Anita I. Martínez Executive Director, Michigan Hispanic Collaborative

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Jesus Hernández HR Specialist, DTE Energy Amanda Said Candidate, MPP, Harvard Kennedy School

Founded in 2018

CONTACT ADDRESS 1420 Washington Blvd., Suite 301 Detroit, MI 48226 PHONE (401) 206-0316 WEBSITE michiganhispaniccollaborative.org JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 70

Accelerate Economic Mobility through Education

The Michigan Hispanic Collaborative is proud to invest in La Prรณxima Generaciรณn (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.

COVID-19 IMPACT AND RESPONSE Both cancer and COVID-19 cause fear, anxiety, isolation and financial toxicity. This pandemic presents a perfect illustration for our mission, the impact of our programs, and the need for greater community response. Requests for food, housing and mental health support have multiplied. In addition to rapidly responding to financial assistance requests, New Day implemented a volunteer-supported grocery shopping and delivery program. Partnered with Clean Planet Foods, Kensington Church and the Islamic Association of Greater Detroit, our volunteers delivered hundreds of meals to cancer patients and their families. We surveyed 500+ cancer patients, assessed needs and compiled a COVID-19 resource guide. Additionally, our counseling network is offering tele-therapy and anxiety support.

WHAT WE DO New Day, a leader in the cancer support community, is dedicated to creating a world where no family faces the financial and emotional burden of cancer alone. In partnership with hospitals/cancer centers in Michigan that apply for assistance on behalf of cancer patients in active treatment, New Day customizes a financial treatment plan to help families alleviate financial toxicity, a harmful side effect that creates significant barriers to treatment and healing. The formula for cancer-related financial toxicity is simple: Loss of Income + Increased Expenses + Emotional Distress. Regardless of socio-economic status, financial toxicity can lead to crippling debt, bankruptcy and disruption to medical treatment, resulting in poor quality of life and reduced chance of overall survival.

HOW YOU CAN HELP Give: To donate, please visit foundationforfamilies.org/donate-now. Volunteer: Join our growing network of volunteers at foundationforfamilies.org/volunteer. Collaborate: Become a corporate partner and multiply our impact by developing smart programs to give cancer patients resources to overcome financial barriers to treatment and healing. We work with leaders from healthcare, housing, utility, insurance, transportation, food and nonprofit sectors to implement viable programs for the cancer community.

FUNDRAISING

New Day provides vital resources to bridge the financial gap, giving profound hope and proper focus in the fight against cancer. Our mission to alleviate the financial burden of cancer is the formula for hope: Financial Assistance + Financial Navigation + Emotional Support. Financial Assistance: We pay critical living expenses on behalf of families with a pediatric or adult cancer patient in active treatment. Payments are made directly to creditors for mortgage/rent, utilities, insurance, transportation, grocery, fuel, childcare and more.

Our volunteers shop for and deliver groceries to families with cancer during the COVID-19 crisis.

Annual Guns & Hoses hockey game with Rochester Police and Fire Departments to support families experiencing cancer-related ﬁnancial toxicity.

Financial Navigation: Our financial navigator uses a cutting-edge technology platform to predict financial burden in the early stages of a diagnosis to help optimize insurance plans and minimize out-of-pocket costs for medical care and prescriptions.

Sponsor our No-Show Glow—September 2020

Emotional Support: In collaboration with a network of professional counselors, financial planners, service providers and nonprofit organizations, New Day works to lift the emotional burden of cancer. We also distribute hundreds of custom Care Packs with age-appropriate resources and comfort items.

Contributions

43%

Special events

25%

FAST FACTS

An Essential Event benefitting families fighting cancer. Join Presenting Sponsor Artichoke Garlic Foundation and celebrity guests for a day of hope and inspiration. For more information email: newdayff@gmail.com.

Funding sources

Grants and foundations

In-kind donations

8 Employees

LEADERSHIP

17%

Third-party events

Total 2019 revenue: $996,577

CONTACT

BOARD OF DIRECTORS Jack Aronson

Jim Deliz

Steve Elmer

Vince Asaro

Randy Frantz

Patrick Seyferth, esq.

John Birmingham, esq.

Jeff Maerov

Bob and Toni Valenti

JoAnne Purtan

Caron Koteles Riha

Amy Whipple

ADVISORY BOARD Kevin Beers Gina Kell Spehn Co-Founder and President Michael Spehn Co-Founder and Member, Board of Directors

Steven R. Meyer, Ph.D. Board Chairman

Kristin Bull

Tami Callahan

Michelle Chmelko

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Founded in 2007

Kate Long

Meghan and Eric Pott Curt Powers Mike Reed

Lynn Spehn

Col. Mike Vogel Chip Werner Mickey York

ADDRESS 245 Barclay Circle, Suite 300 Rochester Hills, MI 48307 PHONE (248) 648-1105 WEBSITE foundationforfamilies.org

JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 72

Financial Assistance • Emotional Support • Financial Navigation

A financial bridge for families fighting cancer We all know the scary words associated with cancer — surgery, chemo, radiation. But equally scary are words like foreclosure, shut-off notices and food insecurity. The financial impact of cancer — financial toxicity — is a crippling side effect of cancer that no one talks about. Financial toxicity is often caused by the inability to work and a loss of income due to a cancer diagnosis coupled with rising medical expenses. Regardless of socio-economic status, financial toxicity can lead to debt, bankruptcy and disruption of medical treatment, which directly impacts life

of providing hope for cancer families

million

raised to support our mission

2,916

people served in Michigan

expectancy. Our mission is clear: New Day alleviates the financial burden of cancer for Michigan families. No family should make unthinkable choices between cancer treatment and basic necessities. With your support, we can help families find hope in every new day.

13 $4 7+ .

years

49 hospital partners

245 Barclay Circle, Suite 300, Rochester Hills, MI 48307 (248) 648-1105

FoundationForFamilies.org

COVID-19 IMPACT AND RESPONSE COVID-19 doesn’t discriminate, but its disproportionate effect on those with pre-existing health conditions and limited access to proper hygiene, medical care and proper nourishment is undeniable. That’s why the Pope Francis Center remains committed to serving Detroiters experiencing homelessness throughout this pandemic. The Center jumped from serving 200 to nearly 300 guests each day since the start of the pandemic. This translates into more than 3,600 meals over six days of operation each week. The additional food, rental of outdoor hygiene equipment, additional cleaning supplies, and personal protective equipment needed to safely serve put a drastic strain on the Center’s budget, requiring an additional $72,000 per month above normal operating expenses.

HOW YOU CAN HELP

WHAT WE DO Located in the heart of downtown Detroit, the Pope Francis Center provides vital services to the city’s homeless population. The Center operates six days a week, and provides two nutritious, homemade meals each day. Guests can take showers, do laundry, and enjoy a safe, comfortable place to take shelter from the elements. In addition to these daily services, the Center offers free clinics that provide medical care, legal aid, foot care, dental care, sobriety support, bike repairs, and housing assistance. Since the start of the COVID-19 pandemic, the Pope Francis Center has worked tirelessly to modify its services and safely deliver food, shelter, and hygiene products to a growing number of people in need. The Center has moved all operations outdoors to comply with social distancing guidelines. The Center is now serving individually packaged meals and providing 24-hour access to portable bathrooms and handwashing stations, as well as offering heated tents to provide respite from the elements, a mobile shower unit, and expanded medical services. The Pope Francis Center has faithfully served the city’s most vulnerable population for 30 years and is actively working to eradicate chronic homelessness from Detroit by 2030.

Join us in fighting to ensure the needs of Detroit’s most vulnerable are met, now and in the future. To make a monetary donation or to donate essential supplies, please visit popefranciscenter.org, call (313) 964-2823 or send a check (payable to Pope Francis Center) to: 438 St. Antoine St., Detroit, MI 48226.

FUNDRAISING All the Way Home Gala The All the Way Home Gala is the Pope Francis Center’s largest annual fundraiser. The event was started in 2017 to support the Center’s growing operations and celebrate its vision of eradicating chronic homelessness. Today, the fundraiser draws more than 1,000 guests and corporate sponsors to downtown Detroit for a festive evening of dinner, music, and live and silent auctions. While the Pope Francis Center was forced to cancel the 2020 fundraiser due to the COVID-19 pandemic, many generous corporate partners and supporters converted their gala sponsorships to matching donations for the Center’s COVID-19 emergency relief fund in early May.

A volunteer doctor attends to a Pope Francis Center guest.

THRIVE THRIVE was launched in 2016 to attract younger supporters for the Pope Francis Center, challenging them to raise $60K in 30 Days. The month-long fundraiser includes three popular events, including Cruise for a Cause, Painting with a Twist and Bags n’ Brews. Funds raised during the THRIVE campaign help improve and expand the Center’s services.

Pope Francis Center moves its services outdoors at the start of the COVID-19 pandemic.

Funding sources Foundations & grants

47%

Events

32%

11%

Individual contributions

10%

In-kind donations

FAST FACTS

10 Employees

LEADERSHIP

STAFF LEADERSHIP

BOARD OF DIRECTORS

Anne Blake, PhD Chief Administrative Ofﬁcer

Anthony Ahee Managing Partner, Honor Equity

Harrison Plaskey Program Director

Bill Brazier Regional Vice President, St. Vincent de Paul, USA

Mary McEvoy Director of Institutional Advancement

Father Tim McCabe, S.J. Executive Director

Total 2019 revenue: $2,600,000

Frank Migliazzo Board Chair Managing Director, Merrill Lynch Private Bank

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Jennifer Dewey Associate Attorney, Dickinson Wright PLLC Frank Jerney Senior Vice President and CFO, Kenwal Steel Corp Michael Monahan President, Monahan Enterprises, LLC

Jason Puscas Director of Government Relations, Detroit Regional Chamber Nettie Seabrooks Consultant, Manoogian Foundation

Founded in 1990

CONTACT L’Nard Tufts Design Engineer, Ford Motor Company Mark Van Faussien Senior Managing Director, Azimuth Capital Management LLC

Jimmy Settles Group Executive of Neighborhoods, City of Detroit

Linda Werthman, RSM Associate Professor, Retired - University of Detroit Mercy

Joe Thibodeau Founder, Joseph H. Thibodeau, PC

John Sealey USA Midwest Province Jesuits

ADDRESS 438 St. Antoine St. Detroit, MI 48226

PHONE (313) 964-2823

WEBSITE popefranciscenter.org JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 74

Help Detroitâ&#x20AC;&#x2122;s Most Vulnerable Now and In The Future

COVID-19 IMPACT AND RESPONSE Rose Hill’s primary revenue source has been directly impacted by the temporary suspension of all admissions to the program. Additionally, major fundraising events were altered. The Annual Flower Fair and Sale, which funds the horticulture program, was cancelled, and the Annual Golf Tournament that supports financial assistance programs has been scaled back to a quarter of its original capacity.

HOW YOU CAN HELP Support

Rose Hill Center and Rose Hill Foundation WHAT WE DO Founded in 1992 by Dan and Rosemary Kelly of Bloomfield Hills, Rose Hill Center offers comprehensive psychiatric treatment and rehabilitation services for adults with serious mental illness. Located on 412 acres in northern Oakland County, Rose Hill’s campus provides a peaceful, healing environment for people living with a wide range of mental health disorders. In 2003 the Rose Hill Foundation was established to manage and steward philanthropic funds received on behalf of Rose Hill Center. Since then, the number of applicants to Rose Hill who are unable to afford the full cost of quality mental health care has continued to rise dramatically. While Rose Hill strives to offer reasonable fees for treatment, the lack of insurance benefits and other support for mental health services means out-of-pocket costs that are beyond the reach of many residents and their families. In response to this challenge, the Rose Hill Foundation established Financial Assistance Services. Since Rose Hill Center opened, its effective mental health treatment services have consistently helped people with serious mental illness to return to their families and society as more productive, self-motivated and independent individuals.

You can help the Rose Hill Foundation continue to grow! Make gifts online at rosehillcenter.org. We also accept donations via check, credit card or stock transfer. Checks can be made payable to Rose Hill Foundation and mailed to: The Rose Hill Foundation, 5130 Rose Hill Blvd., Holly, MI 48442. Make a Difference through Planned Giving Including Rose Hill Foundation in your estate plans can help prospective residents overcome struggles associated with mental illness and co-occurring disorders. To speak to someone about arranging an estate gift to Rose Hill, call Dennis Howie, Director of Development at (248) 531-2413.

FUNDRAISING

John Kelly Memorial Golf Invitational to beneﬁt Rose Hill Foundation.

Annual Flower Sale and Fair supports Rose Hill Center Horticulture Program.

John Kelly Memorial Golf Invitational Bloomfield Hills Country Club Monday, July 20, 2020

Annual Flower Sale and Fair Saturday, May 8, 2021 10am – 3pm

Please Note: This is a change of date from the originally scheduled date. Activities may be affected by social distancing requirements; lunch, dinner, and evening program plans are subject to change. 12:30 p.m. shotgun start, complimentary snacks and beverages. Call Dennis Howie, Director of Development at (248) 531-2413 for more information or to join our mailing list.

Purchase plants grown and nurtured by our residents: flats of annuals, perennials and vegetables; potted flower arrangements; hanging baskets and roses in Rose Hill’s signature five-gallon pots. Free hayrides and visits with the many animals in our historic barn included; treats and lunch available for purchase.

Funding sources Program revenue

80%

Donations

18%

Events

FAST FACTS

81 Employees

LEADERSHIP

Total 2019 revenue: $6,479,283

Founded in 1992

CONTACT ADDRESS 5130 Rose Hill Blvd. Holly, MI 48442

Daniel J. Kelly Founder and Chairman of the Board

Rosemary Kelly Founder and Vice-Chairman of the Board

PHONE (248) 634-5530 WEBSITE rosehillcenter.org

Rochelle Rothwell President and CEO, Rose Hill Center

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JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 76

Rose Hill Crain's 2020 FINAL.pdf 1 5/11/2020 11:18:53 AM

CMY

HOW YOU CAN HELP Support Your philanthropic gift will positively impact the success of Sacred Heart Major Seminary’s work in the formation and education of future priests, deacons and lay leaders. Your gift will help Sacred Heart Major Seminary fulfill its mission to form skilled, prayerful leaders to serve Christ and the people of his Church. Annual Giving

WHAT WE DO In the Fall of 2019, Sacred Heart Major Seminary began its centennial celebration of Catholic education and service throughout Southeast Michigan. During the past 100 years, Sacred Heart has served both the Catholic faithful and the community through the formation of priests, deacons and lay leaders. From 1919 to today, the success of Sacred Heart’s mission has been made possible by tremendous support from individuals, businesses an organizations. Thank you to the countless individuals who have helped us to achieve this milestone and supported our mission. According to the Heart of Jesus: Sacred Heart Major Seminary is more than a material place; it is a spiritual place, with Christ at the center of all activity and interactions. Our students are formed to be disciples who are equipped to proclaim and teach the Faith, while also seeking a life of virtue for themselves. Candidates for the priesthood and permanent diaconate and students pursuing degrees in lay ecclesial ministry receive excellent human, spiritual, intellectual and pastoral formation. Excellence in Academics: Sacred Heart Major Seminary is internationally recognized for its excellence in academics. Students are challenged by our world-class faculty to high levels of accomplishment, in keeping with the best Catholic educational tradition. In the classroom and through distance learning, the latest educational technology is utilized to enhance the learning experience. Sacred Heart Major Seminary is accredited by the North Central Association of Colleges and Schools and the Association of Theological Schools. Within the Heart of the City: Seminarians and students benefit from the seminary’s urban setting just as they do from academics and spiritual formation. Sacred Heart Major Seminary’s location within the heart of Detroit provides many opportunities for seminarians and students to serve our neighbors and the greater Detroit metro community.

FAST FACTS

Your gift to the annual fund may be directed to scholarships and financial aid support or be used by the seminary where the needs and opportunities are greatest. Trust that the seminary will be good stewards of your gift. Planned Giving Gifts through bequests, charitable gift annuities, gifts of stock or real estate provide other opportunities to support Sacred Heart Major Seminary’s mission. Planned giving provides you (and your family) with methods of giving that may also help you with other financial objectives.

FUNDRAISING

More than 1,000 supporters attended the 2019 Archbishop’s Gala — please help make sure our 2020 virtual Gala is just as well-attended!

Golfers enjoy a day on the course to support the Desert Formation Experience of Sacred Heart Major Seminary.

Archbishop’s Gala After careful prayer and consideration, we are excited to announce that we will host our June 26, 2020 Gala virtually! Please login to archbishopsgala.com at 7:00pm on Friday, June 26th and celebrate with us! We encourage you to invite others who may not have attended before. You will not want to miss this experience. Registration is free of charge! Learn more at archbishopsgala.com.

Desert Golf Classic The Desert Golf Classic will be held on Monday, September 21, 2020 at the Inn at St. John’s in Plymouth. This benefit supports the Desert Formation Experience, a thirty-day spiritual pilgrimage first-year graduate seminarians make in the Holy Land each year. To register for the outing or learn more by visiting desertgolfclassic.org.

Funding sources Tuition, room and board

54%

Contributions

17%

13%

Investments

12%

Grants

Event income

115 Employees

Total 2019 revenue: $9,422,719

LEADERSHIP Mrs. Denise Bertin-Epp Owner/CEO, Urban Recovery Center NYC Very Rev. Jeffrey D. Day Vicar General and Moderator of the Curia, Archdiocese of Detroit The Most Rev. Allen H. Vigneron Chairman; Archbishop of Detroit

Rev. Msgr. Todd J. Lajiness Rector/President, Sacred Heart Major Seminary

Mrs. Carol Ann Fausone Brigadier General (ret) Most Rev. Francis Y. Kalabat Bishop of the Eparchy of St. Thomas the Apostle Chaldean Catholic Church USA Mr. Terrence B. Larkin Retired General Counsel, Lear Corporation

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Ms. Jerree Martin Retired Public Affairs Executive, Ford Motor Company Dr. Isaiah McKinnon Associate Professor of Education, U of D Mercy; Former Deputy Mayor, City of Detroit; Former Chief of Police, City of Detroit Rev. J.J. Mech Rector, Cathedral of the Blessed Sacrament Mr. Patrick M. O’Brien President/CEO, FAITH Catholic

Most Rev. John M. Quinn Bishop of WinonaRochester, Minnesota Mr. Michael T. Ritchie President, Comerica Bank, Michigan Market Mrs. Lourdes M. Smith Owner/Mendez Group; Coordinator of Conﬁrmation and Youth Ministry, St. Damian of Molokai Parish, Pontiac Mr. Kenneth J. Svoboda CPA/Attorney/Owner, Svoboda McDaniel Group Mr. Jeffrey T. Wagoner Director, Finance and Administration, Archdiocese of Detroit

Founded in 1919

CONTACT

ADDRESS 2701 West Chicago Blvd. Detroit, MI 48206

PHONE (313) 883-8500

WEBSITE shms.edu

JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 78

Centennial Celebration

YEARS 19 19 •2 01 9

Archbishop’s

2020

THANK YOU Exclusive Sponsors and Benefactors!

Alpha & Omega Laser, LLC.

Tune into our virtual Gala on June 26, 2020 | 7:00pm archbishopsgala.com

COVID-19 IMPACT AND RESPONSE The Salvation Army is experiencing a significant increase in emergency assistance needs for low-wage employees facing layoffs, limited hours, childcare challenges and more. The nonprofit is working hard to provide additional food and financial support to the underserved and vulnerable. Since the beginning of the COVID-19 pandemic, The Salvation Army has continually provided food, shelter, social services and spiritual guidance to those needing help. The Bed & Bread trucks, which travel along the streets of Detroit, have been modified to safely distribute food, supplies and grocery items to those in need. The Salvation Army also delivered approximately 20,000 food boxes to families throughout metro Detroit, served nearly 130,000 meals from its community centers, helped more than 300 families keep their utilities on and rent paid, as well as provided hundreds of cleaning supplies and hygiene items during this crisis.

WHAT WE DO The Salvation Army is a faith-based, nonprofit organization with unbroken service to metro Detroit since its start in 1887. Its service offerings are extensive—constantly growing and adapting to meet the changing needs of the community.

HOW YOU CAN HELP Volunteer

Donate

This is accomplished primarily through 13 corps community centers, located strategically throughout metro Detroit. Each is led by highly dedicated, full-time officers (administrators), supported by professional staff and volunteers. This team assesses community needs, then provides holistic programming and assistance to meet those needs. Each location customizes its local offerings to yield maximum impact. These range from traditional financial and in-kind assistance to highly specialized programming, all offered without discrimination.

Volunteers are needed to serve meals from The Salvation Army’s Bed & Bread trucks and corps community centers. Other opportunities are available across metro Detroit, visit salmich.org/volunteer for more information.

The Salvation Army will continue to provide assistance to those impacted by the COVID-19 pandemic. Donate online at salmich.org, text COVID to 24365, or by phone at (877) SAL-MICH. Tax deductible contributions can also be made by sending a check, made payable to The Salvation Army, to 16130 Northland Drive, Southfield, MI 48075.

Programs and services include Bed & Bread meal distribution (365 days/year); legal advocacy through the William Booth Legal Aid Clinic; youth characterbuilding and recreation experiences through STRIVE; Medical Respite; Echo Grove Camp and Conference Center and The Salvation Army Outdoors; victim and responder relief through Emergency Disaster Services; family assistance through Pathway of Hope; drug and alcohol rehabilitation, and much more. Last year, 2,535,013 meals and 579,920 nights of shelter were provided to metro Detroiters, but the organization offers wraparound services, networking both internally and externally to give those in need the best chance possible for lasting improvement. This is done regardless of the situation or cause. Notably, 87 cents of every dollar raised provides direct services to people in need, each and every day of the year. In addition to The Metro Detroit Area Command, Southeast Michigan Adult Rehabilitation Center had income of $58,050,937 and 1,285 employees. *

FAST FACTS

Prepackaged food boxes are handed out via a drive-thru distribution system at local corps community centers.

Funding sources Sales to the public

57.5%

Contributions

16.5%

Major Timothy Pascoe Divisional Secretary for Business (Regional Chief Financial Ofﬁcer)

Teresa DeBastiani Chair, Advisory Board Major Timothy Meyer General Secretary and Metro Detroit Area Commander (Regional Chief Operating Ofﬁcer)

9.96%

Other

Major Judith Tekautz Divisional Secretary for Program Lt. Col. John E. Turner Divisional Commander (Regional Chief Executive Ofﬁcer) Lt. Col. Theresa Turner Director of Women’s Ministries / Ofﬁcer Development Secretary

16.04%

Government fees

644 Employees

LEADERSHIP

A volunteer helps pack food boxes that will be distributed to families impacted by COVID-19.

Elizabeth Moon Carter Director of Social Services John Hale Executive Director of Development Major Larry Manzella Administrator, Adult Rehabilitation Center

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Total 2019 revenue: $42,992,419* (*see “What We Do”) ADVISORY BOARD LEADERSHIP Angela Cusmano Dahring/Cusmano Investment Professionals Gary Marowske Flame Heating, Cooling, Plumbing, & Electrical Clenetta Frazier ITW Thomas Callan UHY Advisors David M. Thoms Varnum LLP

Janet Lawson The Shepherd Group Daniel F. Ponder Franco

Founded in 1865

CONTACT ADDRESS 16130 Northland Dr. Southﬁeld, MI 48075

Derek Brown Quorum Commercial Ronald Marcinelli Comerica Bank (retired) Jack Ray Standard Federal Bank (retired)

PHONE (248) 443-5500

WEBSITE salmich.org

JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 80

In uncertain times, you can be certain of this: Your generosity will make a difference. Today, thanks to donors like you, The Salvation Army is helping those affected by COVID-19. For more than 130 years, weâ&#x20AC;&#x2122;ve been there for the most vulnerable in metro Detroit â&#x20AC;&#x201C; for those whose wages are gone, who lack food, who have no place to call home, and who need help and hope in this time of crisis. You can make a difference in your community by giving today at salmich.org.

COVID-19 IMPACT AND RESPONSE The COVID-19 pandemic has dramatically affected Samaritas’ needs to keep our vulnerable clients and staff healthy and well. As a result, we launched the Samaritas COVID-19 Response Fund to help us obtain basic materials and PPE for our clients.

WHAT WE DO Serving people as an expression of the love of Christ. For over 85 years, Samaritas has served others throughout Michigan. Samaritas is one of the largest faith-based nonprofit health and human services organizations in the state, providing more than 40 programs in more than 60 locations. We: Serve more foster children and complete more domestic adoptions than any other nonprofit in Michigan.

We also implemented staff appreciation programs to keep our rosters full and our employees motivated. We need more help than ever before as we anticipate a multimillion-dollar revenue loss due to unexpected COVID-19 related expenses.

HOW YOU CAN HELP

Samaritas needs more staff and dollars to help the people we care for stay safe and well. As more families suffer from economic instability, the need for food security, affordable living, more capacity in our homeless shelter and services for those in crisis will increase. Also, Child Protective Services (CPS) cases will rise during this challenging time. As an outcome, it’s expected that more foster parents will be needed. A donation to samaritas.org/donate can help.

Serve struggling families to strengthen them as a family unit and help them to thrive with family preservation programming.

FUNDRAISING

Create new and safe homes for refugees, provide cultural integration, job training, and education, school readiness for refugee children, and have, for more than 70 years.

Monetary donations will help us get personal protective equipment, wage increases for our front-line workers and extra food for our shelters. It will also aid new technology to keep children connected to their birth parents and educational platforms. Visit samaritas.org/donate to see what’s needed.

Samaritas COVID-19 Response Fund

Provide a home and services for homeless families and women in transition who can be victims of human trafficking and/or domestic violence. Offer people with developmental disabilities support and group home families.

Samaritas Ripples Experience November 5, 2020

Deliver behavioral health and substance use disorder services to children and adults. Offer cost-effective independent living, memory care and rehab support for seniors in fun, faith-based communities. Provide affordable living communities for families, seniors and people with disabilities. Since the start of the coronavirus pandemic, we’re all adjusting our activities to meet the standards of social distancing and stay-at-home recommendations. At Samaritas, these adjustments include an increased focus on the best care possible for clients vulnerable to COVID-19. These include at-risk seniors, intellectually disabled adults, and families and teens living in shelters. To support our clients, many of our employees are working in extraordinary circumstances to keep them safe. We expect the need for food security, personal protection equipment (PPE), programs and services to increase in the upcoming months. To that end, we need your help to continue offering the quality services our clients need and deserve. Visit samaritas.org/donate to make a donation.

FAST FACTS

Join Event Chairperson Margaret Trimer, VP of Strategic Partnerships for Delta Dental, and Event Vice Chairman Thomas C. Shafer, President and COO for TCF National Bank, for a memorable experience. This year’s event may be altered due to the coronavirus pandemic, but will still be packed with surprises and excitement. Visit samaritas.org for updates and to find out how you can participate. Samaritas Monthly Giving Club For as little as $5 a month, donors can provide a steady funding source throughout the year for children, families, refugees, seniors and people with disabilities. Visit samaritas.org/donate to sign up.

Foster care services

48%

Senior living services

47%

Contributions

Interest and gains

Other revenue

1,500 Employees

Total 2019 revenue: $99 million

Jenny Cederstrom Chief Financial Officer Kelli Dobner Chief Advancement Officer Kim Thompson Chief Operating Officer – Senior Living

Dale Gerard Chairman, Board of Directors

Samaritas Senior Living residents are staying socially connected to loved ones thanks to COVID-19 Fund donations.

Funding sources

LEADERSHIP

Sam Beals President and CEO

Samaritas employees on the front lines of the pandemic, delivering family-like care in extraordinary circumstances.

Kevin Van Den Bosch Chief Operating Ofﬁcer – Child and Family

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Founded in 1934

CONTACT ADDRESS 8131 E. Jefferson Ave. Detroit, MI 48214 PHONE (313) 823-7700 WEBSITE samaritas.org

JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 82

Caring In A Crisis Samaritas is committed to serving the most vulnerable people affected by COVID-19. Your help is desperately needed in support of the COVID-19 Crisis Fund. Every dollar donated goes back to address issues related to the COVID-19 pandemic, such as: Connecting isolated seniors to loved ones and telemedicine through tablets. Enabling foster kids to virtually visit with their parents during this time of no visitation. Delivering food to low-income seniors and families in our programs.

RIPPLE EFFECTS Nearly

14,000

people served

2,520

Refugees resettled

41,558 Hot meals served

459

Adoptions through foster care

358

Homeless families given shelter & services

621

Seniors found home through Independent and Assisted Living

Please join us in â&#x20AC;&#x153;Meeting the Care Crisisâ&#x20AC;? to raise Covid-19 Emergency Funds. www.samaritas.org/Donate

COVID-19 IMPACT AND RESPONSE The Society of St. Vincent de Paul Detroit serves its neighbors in need through in-home visits. Almost every day someone struggling is visited by a Vincentian volunteer who, armed with friendship, brings hope. These person-to-person visits can take place in the home, a prison, hospital, nursing care facility—wherever help is needed. These visits make SVdPD unique, and are its most differentiating program. With the COVID-19 health crisis, our Vincentians are unable to visit those seeking assistance. But they are still reaching out to individuals and families who have suddenly found themselves in need of basic necessities like food, clothing and more. Through innovative ways, they have been fulfilling those needs on a daily basis.

WHAT WE DO We are today’s Society of St. Vincent de Paul Detroit, and we believe everyone should be able to see the possibility of a better tomorrow, and a brighter future. We believe everyone deserves respect, compassion and care regardless of what zip code they live in or the circumstance that brings them to us. We stand for those who have been forgotten, excluded, and who don’t always have a voice—the hungry, the underserved and those who just need a friend or a helping hand.

HOW YOU CAN HELP

As the COVID-19 health crisis continues, SVdPD expects the services we provide to our neighbors to increase significantly. They may suddenly find themselves needing basic things like food, clothing rent and utility assistance. But the one thing our neighbors may need the most is hope, and the assurance that help is available. You can help by making a monetary donation of any size, or by making a donation of gently-used clothing, furniture or household items. Together, we can make sure those who are in need find the hope they seek. For more information about how you can help, visit seethepossible.com.

FUNDRAISING

Through outreach programs that include emergency services, food, clothing, utility and rent assistance, disaster relief services and a free summer camp for boys and girls, we empower people at critical moments on their journeys and help lift them from poverty towards a more stable path. Like that of our founder, Frédéric Ozanam, our vision is to embrace the world in a network of charity to impact poverty through systemic change. Last year, SVdPD fed over 44,000 people through its food pantries and nutrition center, made 44,621 in-home visits to neighbors in need, and helped 6,782 households with their utility and energy bills. We also sent 500 boys and girls to Camp Ozanam, free of charge. Overall, SVdPD served over 190,000 individuals and families last year. Our mission is to build a more just world through personal relationships with and service to people in need. The Society of St. Vincent de Paul Detroit has been reaching out and helping those in need, regardless of faith, creed, race, social background, health or gender for over 135 years.

St. Vincent de Paul Detroit’s Friends Walk is held in September on beautiful Belle Isle every year.

The Top Hat Ball is St. Vincent de Paul Detroit’s premier fundraising event.

Annual Friends Walk September 26, 2020 | Belle Isle, Detroit

Top Hat Ball October 2, 2020 | The Fillmore, Detroit

A unique opportunity for people across the nation to raise awareness of the growing and changing needs of those less fortunate.

SVdPD’s signature fundraising event supports programs that are critical for the organization to fulfill its mission of building a more just world through personal relationships with and service to people in need. For more details, visit tophatball.com

Funding sources Government grants/contracts

39%

Contributions, grants and events

35%

24%

Retail operation

Program service revenue

FAST FACTS

82 Employees

LEADERSHIP

Daniel P. Malone CEO

Total 2019 revenue: $16,551,748

CONTACT

BOARD OF TRUSTEES OFFICERS Bartholomew A. Seymour, III Vice President

Mark Gilroy Treasurer

Patrick Sperti Vice President

Bishop Donald Hanchon Spiritual Advisor

Nancy Szlezyngier President, Board of Trustees

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Founded in 1884

ADDRESS 3000 Gratiot Ave. Detroit, MI 48207 PHONE (313) 393-2930 WEBSITE seethepossible.com

Do not be afraid of new beginnings. Be creative. Be inventive. - FrĂŠdĂŠric Ozanam Founder, Society of St. Vincent de Paul

How will you see the possible? These are uncertain times, and COVID-19 has caused unprecedented need in our communities. St. Vincent de Paul Detroit is committed to bringing hope to its neighbors in need, and the assurance that someone cares.

www.seethepossible.com

COVID-19 IMPACT AND RESPONSE

WHAT WE DO Our Vision: One day, all children in this nation will have the opportunity to attain an excellent education. Teach For America is a diverse network of leaders who confront educational inequity by teaching for at least two years and then working with unwavering commitment from every sector of society to create a nation free from this injustice. Our mission is to find, develop, and support exceptional and diverse leaders— individually and in teams—so that they can transform education and expand opportunity with children, starting in the classroom. Since 2010, we have recruited, trained, and supported over 600 teachers in Detroit, including the District and nonprofit charter schools. TFA-Detroit partners with schools across the city to serve a wide constituency of Detroit students. We put a premium on recruiting diverse teachers who share identity with our students— nearly 50 percent of our teachers identify as people of color, five times the diversity of Michigan’s current teaching population. TFA is also among the nation’s strongest pipelines of STEM teachers. During the 2019-20 academic year, 60 TFA-Detroit corps members and alumni fellows are teaching in 18 schools, impacting more than 4,000 students. For the 2020-21 academic year, TFA-Detroit will support 90 teachers serving over 7,000 students. While we currently only place and support teachers in Detroit schools, our region includes the entire state of Michigan. The region is home to an alumni force of more than 800 leaders continuing to promote educational equity from a variety of sectors including as teachers, principals, and leaders in educational nonprofits and social entrepreneurship, business and public sectors. While 80 percent of TFA corps members did not plan to work in education, 85 percent of our alumni continue to work in education or careers that impact low-income communities well after their two years of service.

In response to COVID-19, TFA teachers are stepping up for students and schools in ways that reflect the true character of leadership. From purchasing and delivering groceries to families, connecting students to internet providers, and teaching daily virtual lessons, TFA teachers are adapting how they support students and families—ensuring that both basic needs are met and academic progress can continue. Ahead of the 2020-21 academic year, we are preparing our teachers to continue to serve in virtual and hybrid school environments, to help students who have been directly impacted by the trauma of COVID-19, and to support students who are multiple grade levels behind due to missed learning time.

HOW YOU CAN HELP Our state and city depend on courageous leaders. Now more than ever, our TFA network is showing that courageous and resilient leadership is what’s necessary given these uncertain times. TFA-Detroit is recruiting the next cohort of leaders to Michigan, training teachers to serve in unique school environments, and rapidly developing a new model to support students this summer through our Detroit Summer Learning Institute. TFA seeks to raise $3 million by the end of 2020 to continue this momentum for Detroit teachers and students. Your gift will ensure our ability to recruit, train, and support the courageous leaders our students need. Make your gift at teachforamerica.org/donate.

FUNDRAISING 10 Year Anniversary Campaign Celebration Dinner | April 2021 The 2020-21 academic year marks the 10 Year Anniversary of Teach For America Detroit. In commemoration of this milestone, TFA-Detroit is launching a new campaign to celebrate our impact over the past 10 years and lay the foundation of support needed to ensure equitable education for all children growing up in Michigan. Join us as we launch the next decade of impact and recognize the incredible work of our teachers and leaders at our Celebration Dinner.

TFA Alumni Educator Fellow Michael Chrzan, math teacher at The Marygrove School.

Incoming teachers train at Detroit Summer Learning Institute, a summer enrichment program for Detroit students.

Funding sources Local foundation support

46%

National funding

22%

20%

Public funding

12%

Local private support

FAST FACTS

12 Employees

LEADERSHIP

Total 2019 revenue: $2,065,323

CONTACT

REGIONAL BOARD OF DIRECTORS Punita Dani Thurman Vice Chair

Amanda Richie

Jack Elsey

Shirley Stancato

Dana Locniskar

Robert Walker

Amit Bhargava

Matt Wise

STAFF Armen Hratchian Executive Director

Kevin Prokop Regional Board Chair

Michelle Navarro Ormsby Managing Director, Program Continuum

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Marah Casey Director, Institutional Advancement

Founded in 2010

Adrian Monge Director, Strategic Initiatives

ADDRESS 1938 Franklin St. Detroit, MI 48207 PHONE (313) 309-3000 WEBSITE teachforamerica.org/detroit

JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 86

Make a gift. Make a difference.

Support our mission to make an excellent and equitable education a reality for all children.

50+ Regions across the U.S.

355,500 Students impacted by corps members this year

6,200

Corps members with 51% identifying as a Person of Color

2,450

Schools employing TFA corps members

57,000 Alumni across our network

SPONSORED BY COVID-19 IMPACT AND RESPONSE We launched the COVID-19 Community Response Fund just days after Michigan’s first case of the virus. As of May 18, we’ve raised over $16 million from corporate and foundational partners, as well as individual donors. We’ve distributed more than $13.5 million in grants to 500 community partners. One hundred percent of donations to this fund go directly toward helping those who are struggling.

WHAT WE DO At United Way for Southeastern Michigan we envision communities where all households are stable and every child can thrive. Even before the COVID-19 pandemic hit, 44 percent of households in Southeastern Michigan struggled to meet their basic needs. With new unemployment claims at an all-time high, we know that people are struggling now more than ever. In every community in Southeastern Michigan, there are families in crisis who may face the loss of their jobs and homes. There are children lacking access to resources and technology that enable them to learn. There are people forced to choose between paying their utility bill and putting food on the table.

We also launched Protect Our Protectors, an effort to provide personal protection equipment to workers at child care facilities, homeless shelters, food pantries and other organizations that are essential to ensuring that people have access to resources they need, and that first responders, law enforcement and other essential workers can continue to do their jobs. This fund has distributed 10,250 gloves, 14,925 masks, 5,000 face shields and 1,975 gallons of hand sanitizer.

HOW YOU CAN HELP Give

Volunteer

COVID-19 Community Impact Fund: UnitedWaySEM.org/COVIDdonations

Find virtual volunteer opportunities: UnitedWaySEM.org/COVIDvolunteers

Protect Our Protectors Fund: UnitedWaySEM.org/ProtectOurProtectors

And the problem is growing. That’s why we launched the COVID-19 Community Response Fund. All donations to this fund help those who have been and will continue to be impacted by the pandemic. We are committed to ensuring that our region’s most vulnerable families have the support they need to weather the short- and long-term impacts of the coronavirus outbreak. Our work has not changed. With our network of hundreds of nonprofit, corporate and government partners—as well as individual donors, advocates and volunteers like you—we bring families out of crisis and help them reach stability. We work with child care providers, parents and schools to prepare children for success in learning and life. And, as always, our 2-1-1 helpline is there to help anyone in need find helpful resource in a time of need. We’re living in a time of great uncertainty. But the answer to fear is compassion — for yourself, for your loved ones and for your neighbors.

Funding sources

We will get through this. And we’ll do it together.

Other revenue

FAST FACTS LEADERSHIP

Tonya Adair Chief Impact Ofﬁcer

Steven Schwartz Chief Financial Ofﬁcer Darienne Driver Hudson, Ed.D. President and CEO

Annual campaign

72%

Fees

24%

153 Employees

Chris Perry Chief Development and Marketing Ofﬁcer

Community members reached out to United Way’s 2-1-1 helpline more than 220,000 times last year, seeking help with food, shelter, utility payments and more.

Eric Davis Vice President, Basic Needs, Health and Outreach

Total FY2018-19 revenue: $60,973,502

Susan Murphy Vice President, HR, Organizational Development and Governance

Mark W. Stiers Board Vice Chair President and COO of Power & Industrial, DTE Energy

David Foltyn Board Chair; Board Chair and CEO, Honigman LLP

Lynda Rossi Board Secretary Executive Vice President, Strategy, Government and Public Affairs, Blue Cross Blue Shield of Michigan

Mark Petroff Immediate Past Board Chair; President & CEO, OneMagnify

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Elizabeth A. Alvarez Board Treasurer Slalom Consulting, Client Service Lead Gary Johnson Campaign Cabinet Chair; Chief Manufacturing and Labor Affairs Ofﬁcer, Ford Motor Company

Founded in 1917

CONTACT ADDRESS 3011 W. Grand Blvd. Suite 500 Detroit, MI 48202 PHONE (313) 226-9200 WEBSITE UnitedWaySEM.org

JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 88

TCF Bank is proud to support United Way for Southeastern Michigan and all that they do for our communities

TCF Bank aims to create a personal bond with each community we serve and every small business, family or customer that walks in our door. To learn more visit tcfbank.com

ÂŠ2020 TCF National Bank. Member FDIC. Equal Opportunity Lender. tcfbank.com

HOW YOU CAN HELP Your donation will help protect future generations from sexual exploitation and make our world a safer place to live. To donate, visit wcmssm.org/human-trafficking. html.

WHAT WE DO Established by the Wayne County Medical Society of Southeast Michigan on August 12, 1987 and was designated a 501(c)3 charitable foundation in 1988, the mission of the Wayne County Medical Society Foundation is to educate the medical profession and general public in matters of health and safety.

The Foundation has experience and earned acclaim bringing forth awareness about the dangers of human trafficking. The award-winning documentary Stuck in Traffic: Modern-Day Slavery in Michigan highlights the insidious and pervasive nature of human sex trafficking in Michigan and how to guard our youth against its outreach. This documentary can be viewed on our website at wcmssm.org/wcms-foundation.html.

Dr. Beals and Shaﬁ Hamid, recipient of the 2019 Charles C. Vincent, M.D. Memorial Scholarship.

The Foundation provides community service to metro Detroit through outreach: An annual holiday party for local disadvantaged children, held since 1984 The Charles C. Vincent, M.D. Memorial Scholarship Fund for deserving tri-county area students to attend the Wayne State University School of Medicine Senior abuse prevention Raising awareness of the effects of obesity The William Beaumont Honorary Society Human trafficking awareness initiatives The WCMS Foundation’s focus is to influence and change the conceptual paradigm regarding sex trafficking by producing a one hour human trafficking awareness documentary, Men Who Buy Sex: Modern-Day Predators. The mission is to expose the multibillion-dollar sex trafficking industry and to end sexual exploitation by encouraging laws that will protect innocent people from being forced, coerced, or fraudulently abducted into sex trafficking by directing our attention on the buyer. The documentary will highlight current legal ramifications and suggest alternatives, reveal the behavioral and psychological mindset of the buyer, and address real-world solutions that curb the demand. The Foundation anticipates distributing, Men Who Buy Sex: Modern-Day Predators on a mass scale.

This WCMS Foundation documentary highlights human sex trafﬁcking in Michigan and how to protect our youth.

Funding sources Contributions

75%

Grants

20%

Events

FAST FACTS

2 Employees

Total 2019 revenue: $275,905

LEADERSHIP Janet Bush Vice Chairman H. Michael Marsh, MBBS Treasurer Laurie Jost Human Trafﬁcking Awareness Chair Joseph M. Beals, MD Foundation Chairman

Alireza Meysami, MD, CPE, RhMSUS Division Head, Division of Rheumatology, Department of Internal Medicine Henry Ford Health System

BOARD MEMBERS John Casterline

Clara Hwang, MD

Adam Jablonowski

Federico Mariona, MD

ADDRESS 3031 West Grand Blvd., Suite 645 Detroit, MI 48202

Alireza Meysami, MD Daniel Schulte

Mindy Stewart Michæl Turner

Jimmy Womack, MD

PHONE (313) 874-1360 ext. 303

ADVISORY BOARD Joyce Hayes Giles

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CONTACT

E. Chris Bush, MD

Edward Deeb

Founded in 1987

WEBSITE wcmssm.org/wcms-foundation.html JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 90

DONATE NOW

HELP US RAISE AWARENESS TO

STOP HUMAN SEX TRAFFICKING With your help, Wayne County Medical Society Foundation can distribute the documentary Men Who Buy Sex: Modern-Day Predators on a mass scale, expose the multibillion-dollar sex trafficking industry and protect future generations from exploitation. This documentary shifts the conceptual paradigm on human sex trafficking, profiling the buyer and offering real-world solutions to protect the vulnerable and curb demand.

Please donate today to save young people from suffering the horrors of human sex trafficking.

VISIT OUR WEBSITE TODAY TO DONATE AND WATCH A TRAILER FOR THE DOCUMENTARY: WCMSSM.ORG/HUMAN-TRAFFICKING.HTML

COVID-19 IMPACT AND RESPONSE With Detroit and Wayne County residents facing unprecedented challenges due to the COVID-19 pandemic, Wayne Metro has inaugurated a new CARES Relief & Recovery Services program, making assistance available to area individuals and families with immediate needs. The program is being largely funded through the federal Coronavirus Aid, Relief, and Economic Security (CARES) Act.

WHAT WE DO In our pursuit to eliminate poverty, Wayne Metropolitan Community Action Agency empowers people and communities to be strong, healthy, and thriving. We envision thriving communities where all people have hope and opportunities to realize their full potential. Community Action Agencies, created through the 1964 Economic Opportunity Act, were tasked with fighting the War on Poverty. Founded in 1971, Wayne Metro is one of 29 such agencies in Michigan and of 1,000 across the country. Wayne Metro services all 43 communities in Wayne County, operating more than 70 programs designed to support and enable upward mobility out of poverty. Our programs are designed to create the strategic result of improving human service outcomes through integrative approaches that examine the root causes of poverty and customize solutions to match the needs of people, families and communities. We strive to make an impact in the areas of family success, healthy homes, economic mobility, and equity and inclusion. Our services include water and energy assistance, home energy efficiency improvements, home foreclosure intervention, early childhood education, school-aged youth programs, homebuyer education, free tax preparation, and much more. Wayne Metro understands that our communities are facing unprecedented challenges at this time due to the COVID-19 pandemic. In an effort to respond to the immediate needs of residents, Wayne Metro is implementing our CARES Relief & Recovery Services. Originally funded through grants from the U.S. Department of Health and Human Services to provide assistance, Wayne Metro continues to raise funds from state, local, foundation, and individual donations to fulfill the ongoing needs of residents.

Through this new initiative, residents of Wayne County may qualify for assistance in the following areas: Food & Income Support, Property Tax Assistance, Water & Energy Assistance, Emergency Plumbing Repair, Rent & Mortgage Assistance and Funeral Assistance.

HOW YOU CAN HELP Give

Our programs are made possible through support and donations from the community. Monetary and in-kind goods and services give our clients a hand up during times of need. Donate today at waynemetro.org/donate.

Partner Fighting poverty requires collective impact from the entire community. Wayne Metro seeks to partner with people and organizations who share in our belief that no one should live in poverty. To connect with us, visit waynemetro.org/get-involved.

FUNDRAISING

Jenna Maxwell, our Healthy Communities Manager, participates in a weekly food distribution event.

Our Head Start teachers volunteer at Fish & Loaves, a non-proﬁt, faith-based food assistance organization.

As an essential service provider, Wayne Metro will focus on providing emergency services to individuals and families to ensure that their basic needs are met on a daily basis, as well as improving access to food and income supports for people who need it most. We are continuing fundraising efforts throughout this challenging time to provide services to families in crisis.

Funding sources Government grants

77%

Private grants

19%

Rental

Other

FAST FACTS

492 Employees

LEADERSHIP

EXECUTIVE COMMITTEE Monique Tate 1st Vice Chair Muna Khoury 2nd Vice Chair Michæl Bowdler Secretary

Louis Piszker Chief Executive Ofﬁcer

Jodi Adamovich Chair, Board of Directors

Ron Hinrichs Treasurer

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Total 2019 revenue: $37,250,084

Founded in 1971

CONTACT ADDRESS 7310 Woodward Ave., Suite 800 Detroit, MI 48202 PHONE Corporate Ofﬁce: (313) 873-6000 CONNECT Center: (313) 388-9799 WEBSITE waynemetro.org

JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 92

Wayne Metro is dedicated to keeping our promise to Community Action by stepping up during the most challenging times.

During our CARES initiative, Wayne Metro helped Wayne County residents with emergency services like: Food & Income Support

Water & Energy Assistance

Emergency Plumbing Repair

Rent & Mortgage Assistance

Property Tax Assistance

Funeral Assistance

In the first month of launching the CARES Relief & Recovery Services, Wayne Metro received more than 8,000 applications from residents throughout our communities. Wayne Metro has also been awarded funds to help Flint with their water crisis in an effort to provide clean, running water.

COVID-19 IMPACT AND RESPONSE The health and economic effects of COVID-19 are likely to impact all aspects of work—increasing the number and needs of guests, increasing the need for staff, increasing needs for personal protective equipment, modifying our space to allow social distancing, and decreasing the number of volunteers willing to serve.

HOW YOU CAN HELP Like most nonprofits, financial support is paramount. Once the winter season begins, there will also be need for donations of adult clothing, food pantry items, guest meals, hygiene products, and PPE. Volunteers to serve in the kitchen and with guest services also will be needed.

WHAT WE DO

Welcome Inn Day Center began in 2003 as a community-based response to the growing number of homeless women and men seeking overnight refuge in south Oakland County during winter’s harshest months. Since then, Welcome Inn has worked in concert with area nighttime shelters by affording daytime care and accommodations to their guests when they are closed. Operating mid-December to mid-March, Welcome Inn is open Monday to Friday from 7 a.m.-7 p.m. and provides services designed to fulfill our guests’ basic-needs, assisting them on their path from homelessness to self-sufficiency.

Most importantly, Welcome Inn needs exposure. In its 17-year existence, Welcome Inn has quietly helped thousands of people. With a greater profile comes a greater opportunity to serve our neighbors in greatest need.

FUNDRAISING

The services Welcome Inn offers include, but are not limited to: Shelter and transportation—Transporting guests to and from the overnight shelters and all off-site services, as well as providing daytime respite from the elements. Food—Serving over 10,000 freshly prepared meals each season. Medical care—Through partnerships with the Oakland County Health Department and Oakland University School of Nursing, facilitating regular access to medical care. Case management—Working as a liaison between guests and other area service providers, assisting guests with the fulfillment of partner requirements to help them access programs inclusive of housing placement and vocational training. Clothing and hygiene assistance—Operating an on-site clothing closet and facilitating regular access to showers and laundry services. As the only program of its kind in south Oakland County, Welcome Inn offers professional and volunteer support services that address both the critical and emergent needs of its community’s homeless via the provision of life’s most basic necessities as well as access to the tools and resources necessary to mitigate their current struggles. Welcome Inn is a project of South Oakland Citizens for the Homeless (SOCH).

FAST FACTS

Welcome Inn Day Center serves over 50 percent of the chronically homeless in south Oakland County.

14th Annual Spread the Laughs Thursday, October 22, 2020 Mark Ridley’s Comedy Castle, Royal Oak Connect with us on Facebook at facebook.com/sochwi for upcoming virtual summer events.

Funding sources Private donations

40%

Congregational and faith-based group donations

23%

Government grants

Rev. Peter Moore Board Co-Chair

Sharon Kirchner Secretary

11%

Fundraising

Ron Woywood Treasurer

Benjamin Ogden, MM, MBA Executive Director

19%

Private grants

7 Employees

LEADERSHIP

Last season, Welcome Inn served nearly 11,000 meals, including 400 casseroles donated by community members.

Rev. Jacqueline Spycher Board Co-Chair

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Total 2019 revenue: $180,717

BOARD OF DIRECTORS Rev. David Huseltine Mary Johnston

Joseph Mackey

Founded in 2003

CONTACT ADDRESS P.O. Box 1937 Royal Oak, MI 48068

Laura Miehls

Rev. Bethany Peerbolte Norma Regenold

PHONE (248) 850-3219

Roy Watson

WEBSITE sochwi.org

JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 94

Sometimes, all you need is a helping hand. Howard & Howard Attorneys PLLC is proud to support the South Oakland Citizens for the Homeless (SOCH) through its Community Reinvestment Fund. Since 2003, SOCH has operated the Welcome Inn Day Center, actively working to address the needs of the homeless during the winter months. From December through March, the center provides those without access to lifeâ&#x20AC;&#x2122;s basic necessities professional and volunteer support services that help guide them on their path to self-sufficiency. The Howard & Howard Community Reinvestment Fund has contributed over $6 million to support education, cultural betterment, and disaster relief to date. It is our belief that by reinvesting in our neighborhoods, we are helping to cultivate a brighter future.

www.howardandhoward.com | 248.645.1483 Detroit, MI | Chicago, IL | Peoria, IL Las Vegas, NV | Los Angeles, CA

To learn more please visit: www.sochwi.org

COVID-19 IMPACT AND RESPONSE We addressed the COVID-19 pandemic by closing all our facilities and furloughing over 96 percent of our staff. We immediately ramped up our food distribution programs and established virtual YMCA services and offered all members the option to sustain, suspend or stop their membership fees. This, combined with a near halt of our annual campaign, special event cancellations and fee-for-service program suspensions, created an extraordinary financial challenge that grossly exceeds our revenues. Despite this, we press forward to meet community needs with our available resources. We are: Distributing food: 57,000 meals distributed in March and April at 19 locations in metro Detroit.

YMCA OF METROPOLITAN DETROIT

Tempering social isolation: Wellness calls to 1000+ older adult members

WHAT WE DO

Operating a virtual Y: 200+ unique online classes for our members of all ages, with support from our partners Les Mills On Demand Workouts, Silvers Sneakers and Y 360 Virtual Workouts.

Our YMCA 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 70,000 children and families throughout Southeastern Michigan—primarily in Wayne, Oakland and Macomb counties — through traditional YMCA facilities, non-facility program centers and two residential camps.

Nurturing youth and teens: Teleservices and virtual resources for teens in the YMCA Achievers program. To date, 156+ teens have received 300 hours of counseling, work readiness preparation/ training and other resources.

Providing arts education: Free interactive improv classes through our Y Arts partnership with the Detroit Creativity Project. Supporting our furloughed employees: Maintaining health insurance for eligible furloughed staff and sharing updates on unemployment and other benefits to help them navigate these challenging times. Encouraging participation in the 2020 Census: Promoting census completion to ensure our communities get their fair share of federal resources. Maintaining our facilities to reopen safely: Regular inspections and security checks to make sure our buildings are ready to go when we reopen.

HOW YOU CAN HELP

Our greatest need is monetary donations to support the long-term costs of operating our kitchen; upgrade our capacity to provide virtual programs to children and youth; provide subsidies for working families to cover childcare and day camp expenses; expand our community-based play program; and develop and expand programs to mitigate health disparities in our region.

FUNDRAISING Our annual YMCA Annual Campaign is our primary focus for 2020.

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.

Area children receive 16 healthy meals weekly to meet their nutritional needs during the pandemic.

Area youth participate in virtual exercise, counseling and creative activities to support physical and mental health.

Funding sources Membership and program fees

73%

Grants

19%

Special events

Investments

Other

FAST FACTS

1,376 Employees

LEADERSHIP

Helene Weir President and CEO

Latitia McCree Senior Vice President, Communications and Marketing

Total 2019 revenue: $37,776,862

Michelle Kotas CFO and Senior Vice President, Corporate Services

Lynette Simmons Vice President, Operations Community Initiatives

Darcie West CHRO and Senior Vice President, Human Resources

Sue Smith Vice President, Operations Programs

Lorie Uranga Senior Vice President, Properties and Purchasing

Lisa Mullin Vice President, Finance and Risk Management/Controller

Kyle Anderson Vice President, Operations Membership

SPONSORED CONTENT POWERED BY CRAIN'S CONTENT STUDIO

Founded in 1852

CONTACT ADDRESS 1401 Broadway, Suite 3A Detroit, MI 48226 PHONE (313) 223-2499 WEBSITE ymcadetroit.org

JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 96

MAKING EVERY DAY

BETTER 2020-21 AND BEYOND

» Ensure health and wellness resources are available to all, especially our most vulnerable populations navigating incredible health disparities

DURING COVID-19

» Sustain and expand YMCA Healthy Living Kitchen to serve 200,000+ meals annually » Expand virtual programs and services

» Held 3,000 member and 1,000 senior wellness conversations

IN 2019 » Awarded over $1.4 million in scholarships to 2,000 families to access health and wellness programs and services

» Improve and expand early childhood educational services

» Served 57,000 meals to children and young adults with special needs from March 1-April 30

» Served 200,000 meals to over 1,000 children

» Expand Achievers career and college prep program

» Provided 200+ virtual exercise classes for all ages

» Provided over 8,000 youth with safe fun educational programs during summer and after school, including youth with special needs

» Partnered to provide virtual improv classes to serve an unlimited number of youth and families

» Taught free water safety and swim lessons to over 1,500 children

» Grow volunteer intiatives to provide meaningful opportuntities for residents to give back to their communities

» Expanded the Detroit Can Film Festival– Encouraged 100 or more youth across Metropolitan Detroit to answer: What Matters Now.

» Employed over 600 youth in our summer programs » Engaged over 2,000 volunteers in more than 40,000 hours of community service » Launched YMCA Positive Play Intiative (YPPI) in Southeast Michigan to provide sports sampling to children in their neighbhorhoods at 14 sites throughout Metropolitan Detroit with SportPort

» Expand neighborhood based mobile activities for kids » Increase familiy programs and services

» Promoted Census Participation to 75,000 YMCA members and program participants » Sustained safe sanitary spaces for the community to enjoy post COVID-19 » Established virtual summer youth employment program to serve 200 youth ages 14 to 24

» Piloted LIVESTRONG at the Y Cancer Surivivor Program at three YMCAs

YMCA OF METROPOLITAN DETROIT ymcadetroit.org BIRMINGHAM FAMILY YMCA

FARMINGTON FAMILY YMCA

BOLL FAMILY YMCA

MACOMB FAMILY YMCA

CARLS FAMILY YMCA

NORTH OAKLAND FAMILY YMCA

DOWNRIVER FAMILY YMCA

SOUTH OAKLAND FAMILY YMCA

400 E. Lincoln Street, Birmingham, MI 48009 (248) 644-9036 1401 Broadway, Detroit, MI 48226 (313) 309-9622 300 Family Drive, Milford, MI 48381 (248) 685-3020 16777 Northline Road, Southgate, MI 48195 (734) 282-9622

28100 Farmington Road, Farmington Hills, MI 48334 (248) 553-4020 10 North River Road, Mount Clemens, MI 48043 (586) 468-1411 3378 E. Walton Boulevard, Auburn Hills, MI 48326 (248) 370-9622 1016 West 11 Mile Road, Royal Oak, MI 48067 (248) 547-0030

COVID-19 IMPACT AND RESPONSE During these unprecedented times, our youth need our help more than ever. Since the beginning of the COVID-19 pandemic, The Youth Connection has worked to keep parents and kids informed of resources like food distribution efforts, and homework help. We’ve set up a web page at theyouthconnection.org that lists every resource we can find to help our youth and parents, including information on COVID-19 and best practices surrounding what to do if you contract the virus.

WHAT WE DO The Youth Connection is a 501(c)3 non-profit agency that works to connect youth to a brighter future. Our offices are located on the east side of Detroit and we’ve been serving youth residing in metropolitan Detroit since 1996. Our mission is based on quality programs that are data driven and evidence based. We believe that quality programming should be at the heart of everything we do. We have worked for over twenty years building and operating innovative programs to engage urban youth and provide resources, supportive services, and opportunities designed to help lift our families out of poverty and toward self-sufficiency.

We have seamlessly launched a world of interactive, online programming for youth to continue to help them on their journey to become productive, happy adults. Just recently we piloted a “Girls Who Code” online training that has dozens of young women beginning to learn how to build a career in the field of IT. The shift to virtual programming has been well received by our youth and parents and we are receiving national recognition from universities and funders.

HOW YOU CAN HELP

Donate via our website at theyouthconnection.org. Your donation will go to support our COVID-19 Emergency Response fund for youth affected by the pandemic and help purchase technology to provide additional virtual programming for students. Any amount is appreciated!

FUNDRAISING

As a nationally-recognized, youth-serving agency in Wayne County, the secret to our success in connecting youth to brighter futures lies in our philosophy of social change. Our work highlights the motto “Nothing about us, without us!” Our youth and parents know what would help them the most, so we ask them and provide research-based programs that address their needs and concerns. Our current programming includes The Youth Connection Career Academies, which provides college and career prep training along with paid summer employment for youth ages 14-24. We also provide several substance abuse prevention programs in schools, community centers, and churches. We are working with Iowa State University to develop and pilot their virtual Strengthening Families 10-14 program. We have conducted our evidence-based nutrition and exercise program, I2D2, with thousands of elementary school students and their parents over the past few years with demonstrated positive outcomes. Finally, we reach out to foster youth who are aging out of the system and help them stay on track with employment, affordable housing, college and job training/career opportunities. We have tremendous partnerships with the majority of our major colleges and universities hosting interns and field placements.

FAST FACTS LEADERSHIP

This year’s annual Chiefs Cooking for Kids will be held online in early October. Visit theyouthconnection.org for more information as the event date nears. Global Giving To learn more about all of our programs and donate to The Youth Connection, visit our Global Giving page. Global Giving is an international non-profit funding platform that certifies each agency on its site. We’ve included videos, bi-monthly program reports and other content at globalgiving.com/projects/connectingdetroit-youth-to-a-brighter-future.

Funding sources Grants

84%

Private contributions

16%

Total 2019 revenue: $1,511,215

Gloria Larkins Treasurer Certiﬁed Public Accountant John Landis Secretary Credit Union Trust Grenae Dudley, Ph.D. The Youth Connection

Founded in 1996

CONTACT

BOARD OF DIRECTORS

Nadine Cook Vice Chair Ascension

Your donation will help turn our computer lab into a virtual lab!

Chiefs Cooking for Kids October 2020

19 Employees

Rick Bergquist Chairman Kellerin Equipment Sales, Inc.

Dr. Grenae Dudley, Ph.D. President and CEO

TYC youth work together to grow, learn, and connect to a brighter future!

Tonie Bell Refocus Business Solutions

Florine Mark The WW Group, Inc.

Mike Casey Aberdeen Bike

Brittany Newton Bank of Ann Arbor

Donna Charles Multi-Training Systems, LLC

Angela Peavy Detroit Parks and Recreation Department

Regina Daniels Thomas Third Judicial Circuit Court Edward Ewell, Jr. Third Judicial Circuit Court Rhonda Kennedy Community Activist Tiffanie Y. Lewis Diebold Nixdorf

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Lori Smelt KBP Foods, Inc. Jennifer Sulik GO Media, LLC

ADDRESS 4777 E. Outer Dr., Suite 1340 Detroit, MI 48234 PHONE (313) 826-7099 WEBSITE theyouthconnection.org

Terri Tabor Conerway Great Lakes Water Authority

JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 98

MORTGAGE

From Page 3

That’s because most of what’s presently available came out just as lockdowns were being implemented. But a weekly update released June 3 by Washington, D.C., trade group the Mortgage Bankers Association shows some signs of hope for the sector. The overall Market Composite Index dropped 3.9 percent on a seasonally adjusted basis from the week before. To Ishbia’s point, the MBA’s refinance index dropped 9 percent from the previous week but was up 137 percent from the same time a year earlier. Meanwhile, applications for mortgage purchases have been on the uptick, according to the MBA, with a growth of 5 percent in the final week of May and 18 percent higher than one year ago. “The pent-up demand from home-

buyers returning to the market continues to support a recovery from the weekly declines observed earlier this spring,” Joel Kan, MBA’s associate vice president of economic and industry forecasting, said in a statement. “However, there are still many households affected by the widespread job losses and current economic downturn. High unemployment and low housing supply may restrain a more meaningful rebound in purchase applications in the coming months.” Kristy Fercho, executive vice president and president of the mortgage division at Flagstar Bank in Troy, concurred with the notion that the typical spring home buying season is mostly being pushed into the summer months. “So it’s accelerating pretty quickly, which is making true this notion that the purchase market is still going to happen this year, it’s just going to be delayed,” Fercho said. Fercho also pointed to another fac-

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100 | CRAIN’S DETROIT BUSINESS | JUNE 8, 2020

tor, unique to the coronavirus pandemic, that could be driving people to buy new homes. As people have been cooped up in their homes and practicing social distancing, the appeal of buying a new house — perhaps with an extra room for a home office or a finished basement — has been gaining appeal. “So I think that really given people time to think about what they actually need in their home and they’re acting on that,” Fercho said.

Hiring spree With an unemployment rate in the double digits, companies like United Shore and Detroit-based Quicken Loans Inc., two of the biggest players in the mortgage space (and not technically competitors because they each play in different spaces of the market) now find themselves on a hiring spree. United Shore has about 5,800 employees,although most continue to work remotely. Ishbia said he anticipates ending the year with around 8,000 people. Last July, Crain’s reported that the company had about 4,100 employees at the time. Quicken Loans, with approximately 19,000, has hired about 2,000 people in the last three months and anticipates bringing on another 1,000 over the summer, according to Mike Malloy, Quicken Loans’ top human resources executive. The company began 2019 with about 17,000 employees. Both Malloy and Ishbia say their hiring ramp-ups are happening across every segment of their organizations, with particular focuses on company operations such as underwriting, mortgage sales and technology. “In terms of our organization and our team members, things are really heading in a positive direction,” Malloy said, noting that the company remains bullish on the mortgage market as they expect the economy to recover from the economic fallout from coronavirus. “We are expecting growth,” Malloy said. “We are seeing great tailwinds in the mortgage market at this moment.”

Looking forward The COVID-19 pandemic is sure to have a variety of lasting effects on the mortgage industry, some specific to the sector and some less so, sources say. For starters, companies like Quicken and United Shore are wrestling with when and how to bring employees back to their respective offices. Ishbia said United Shore is slowly reopening its two-building campus in Pontiac. Executives at the company have previously said they don’t anticipate remote work to be a permanent option for workers post-pandemic. Quicken Loans executives, on the other hand, say they expect more flexibility between working in an office and working remotely. “Obviously, culture is critical to us and we believe that interacting with everybody else in the organization is key to that culture,” Quicken Loans Vice Chairman Bill Emerson said on June 1, according to a report in National Mortgage News. “But we’ve been able to communicate and stay plugged in and stay connected (with remote workers).” Ultimately, Emerson said the company will work to give employees the freedom they need to make choices that work for them. “A lot of people absolutely want to get out of their homes, they want to get back into the office. So when we’re able to do that, let’s make them the first folks, they want to come in anyway,” he said. “We’re learning from other businesses what that means to come back into the office space.”

SANFORD

From Page 3

Gum and Long are trying to figure out how to rebuild in a town whose future is none too certain after cascading dam failures drained Sanford and Wixom lakes — and the local economy that revolved around the man-made impoundments of the Tittabawassee River. “If there’s no people coming through to their cottages, if there’s no boating activity, I think it could be a huge challenge for that area to survive,” Gum said. Most have little hope of recouping any losses from their property insurance carriers, who have denied claims because the businesses carried no flood coverage that local owners say they couldn’t buy because their properties were never considered to be in floodplain to begin with. “If a forest fire came through here, we’d be fully covered,” Gum said. “And yet a dam failure, which they’re claiming is a flood, this is not a natural flood.” In a natural flood, the waters rise gradually. Sanford’s big flood waters came all at once after the Edenville dam was breached after a torrential rainstorm soaked the region with four inches of water in less than 48 hours. “It wasn’t like a flood ... this was a river flowing through,” said Dennis Sian, owner of Sanford Hardware, a 7,500-square-foot Do It Best-branded store that was filled with 12 feet

Robert Long, owner of Alex’s Railside Restaurant, talks with a health inspector over the phone while working in the stripped dining room of the Sanford restaurant he has owned since 2003. | DALE G. YOUNG FOR CRAIN’S

of water. The rebirth of Sanford and its businesses all but hinges on rebuilding the nearly century-old dams in Sanford and Edenville that created this lake life haven in Mid-

land B It dam own com mai cize two N men war

RESTAURANTS

From Page 1

Now they’ll have to move all that packaging out of the restaurant hallways to get diners back in. They’ll also look to expand outdoor dining and maybe close off every other booth because theirs don’t have high barriers between them. They are also switching their point-of-sales system to Toast, which is becoming popular as a platform for online sales, streamlining ordering systems for the backof-house and digital receipts. “Everything’s done online, quick service,” Bologna said. Though it’s not through Toast, Bologna’s restaurants will also have QR codes that allow guests to pull up menus on their phone if they don’t want to touch the disposable paper ones.

Dine-in to return Since March 16, Michigan restaurants and cafes have been barred from seating customers, though they’ve been allowed to offer carryout and delivery. The industry that largely relies on packing customers into confined spaces has been devastated by the coronavirus outbreak, expecting to lose $1.2 billion in sales in April. Some owners fear they won’t make enough money to cover costs, safety equipment and employees’ paychecks with reduced capacity. Some cities, including Detroit, are speeding up permit processes so restaurants can seat more diners outdoors, even on streets and in parking spaces. Other businesses have employees who are too afraid to return to work. The pandemic has killed 5,595 Michiganders and the state reported 58,241 confirmed cases of COVID-19 as of Thursday. However, since April 7, the growth in new

cases of the novel coronavirus has been declining in the state, data show. Whitmer on Monday lifted the stay-at-home order and opened the gates for restaurants, libraries, museums and day camps, effective June 8. But Joneigh Khaldun, M.D., Michigan’s chief medical executive, warns the threat hasn’t gone away and cases could spike again. The Michigan Restaurant and Lodging Association lists on its website guidelines for reopening and what’s legally required under Whitmer’s executive orders. Musts include creating a COVID-19 “response team,” training employees, making policies for workers who test positive, requiring safety equipment and cleaning, the 50 percent indoor capacity, 6-foot social distancing and signs informing customers. Stephanie Byrd, whose family owns Detroit restaurants The Block and Flood’s Bar and Grille, plans to delay reopening The Block in Midtown but is preparing Flood’s in

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land and Gladwin counties. But that’s less than certain. It’s complicated by the fact the dams that broke were privately owned by Boyce Hydro Power, a company whose track record of maintenance and upkeep was criticized by federal regulators for nearly two decades. Neither the state or federal government have committed tax dollars toward reconstruction of the dams.

A long history June June 1, 1,2020 2020 2020 June 1, June 1, 2020 Wixom and Sanford lakes were built in the 1920s when flood control was the principal objective to damming up the Tittabawassee and Tobacco rivers. The second was to create a recreational economy that flourished for decades. In recent years, the housing stock on the lakes began to transform from small cottages to bigger year-round homes for retirees and people who

Stephanie Byrd, whose family owns Flood’s Bar and Grille and The Block restaurants in Detroit, poses next to a sign showing Flood’s is open for carry-out and delivery at 731 St. Antoine St. |

reopen for dine-in the rest of the year. The vegan operation has only its northwest Detroit restaurant open for now; the West Village location is still closed. Three employees are on staff for curbside takeout, including seven-day meal packages. Ussery expects to have six people working by next week, out of the original 17. “Mostly it’s about safety,” Ussery said. “We’ve had a lot of employees express that they are uncomfortable at this point coming back, and that they think it’s too soon.” Some restaurants and cafes that are choosing to reopen are coming up with new ideas. Biggby Coffee’s Ferndale location, for example, said on social media that it installed a hands-free door handle that customers can open with their feet. Downtown Birmingham Italian restaurant Bella Piatti had 12 movable, wood-framed clear plastic partitions made so nervous diners can request their table be walled off, co-owner Nino Cutraro told Crain’s. Cutraro is also doubling his outdoor dining space. And Ale Mary’s Beer Hall in Royal Oak will be doing “contactless dining,” in which customers order on a website, choose dine-in and pay online. Some others, like Marrow in Detroit’s West Village, have announced on social media that they don’t yet plan to reopen for dine-in. Greg Mudge, owner of Mudgie’s Deli in Corktown, told The Detroit News he wasn’t comfortable allowing in diners yet. Cutter’s Bar and Grill in Eastern Market also plans to wait, owner Chuck Nolen told Crain’s. “I think (the restaurants) will definitely be changed forever,” Detroit Vegan Soul’s Ussery said. “We’re still trying to figure out what that means.”

FLOOD’SDETROIT BUSINESS

Greektown for a dine-in reopening in coming weeks. It’s currently open for takeout and delivery. At Flood’s, they expect halved capacity to allow 80-100 seats, but if that’s too much they will use less. Byrd plans to apply with the city for outdoor seating on Lafayette Street, in addition to an existing patio. The restaurant’s sidewalk on Saint Antoine Street could be used for patrons to line up outside. Flood’s won’t be ready by Monday, Byrd said. More like a couple of weeks. “It’s just not enough time for us to prepare,” Byrd said.

Not ready Kirsten Ussery, co-owner and general manager at Detroit Vegan Soul, said her two restaurants won’t be reopening Monday and may not

Contact: afrank@crain.com; (313) 446-0416; @annalise_frank

drive into nearby Midland every day for work. A common destination is Dow Inc. and the various companies that have been spun out of the chemical giant over the years. Dow has played a leading role in the local emergency response, setting up eight distribution centers across Midland and Gladwin counties to give away food, toiletries, household supplies and clothes to the thousands of residents whose homes were flooded after the two dams broke. The company used its corporate jet hangar at MBS International Airport in Freeland as a warehouse to supply the distribution centers. Megan Clark, a Dow engineer who works at the main Midland chemical plant, spent the past two weeks running one of the distribution centers inside an elementary school in Sanford. As a resident of Sanford, she too June 1, 2020 worries about the town’s future. “Without the lake, a lot of the businesses probably have a difficult time existing because a lot of their business is from the lake,” Clark said. In recent years, a group of property owners on Sanford and Wixom lakes with long careers in major Michigan corporations had set out to buy the dams from Boyce Hydro’s Las Vegas-based owner. The Four Lakes Task Force’s board consists current and former executives from Dow, DTE Energy Co. and the Clark Hill law firm, as well as experts in the financial services and renewable energy sectors. The lake homeowners’ association had a $16 million purchase agreement that they intended to close on

June 1 before the flood came, said Dave Kepler II, a retired Dow executive who chairs the task force and lives on Sanford Lake. The deal was to be financed with a special assessment on lakefront property in both counties as well as a hydroelectric power generation agreement with Consumers Energy, Kepler said. “Obviously the property isn’t in the same condition as when we signed on it (in December),” said Kepler, who owns the Midland Brewing Co. The task force, working with local, state and federal authorities, is now trying to map out a new plan for purchasing and rebuilding the dams, Kepler said. “This is will be hundreds of millions to do,” he said. Kepler suggested the U.S. Army Corps C ofRAIN Engineers mayBhave an inter’S DETROIT USINESS est in restoring the dams for future flood control, raising the specter of the federal government helping shoulder the cost of a massive infrastructure project. Either way, it will be several years beforeCreconstruction of the dams can RAIN’S DETROIT BUSINESS even commence, Kepler said. “This is a’S’multiyear process and we RAIN RAIN ’SSD ETROIT ETROITBBB USINESS USINESS RAIN CCC ETROIT RAIN’Shave DDD ETROIT BUSINESS USINESS reallyCdon’t a timeline yet,” Kepler said.

‘And then the dam broke’ Just how long it takes to rebuild the dams and lakes may factor into whether longtime business owners do try to rebuild. At Railside Restaurant, owner Wilson Gum had stocked up on beef at

$3.19 a pound the week before the flood to prepare for the full reopening of his restaurant once Gov. Gretchen Whitmer lifted coronavirus restrictions on dine-in service. “My Sysco rep said, ‘Hey, man, beef’s $3.19 a pound today. I guarantee it’s going up to $5.56 tomorrow. You probably should jump on that.’ I said, ‘You’re right,’” Gum recalled. Like any shrewd restaurateur would do, Gum jumped. “And then the dam broke,” he said. Long and Gum have already filled four 40-yard dumpsters with the contents of the restaurant — and all of the mud and debris the floodwaters swept inside. “We had a pile here that was a $250,000 pile of junk — grills are gone, fryers are shot, anything electrical,” Gum said. Long said he bought the restaurant ’S DETROIT BUSINESS in 2003CRAIN for $750,000 and has invested $250,000 into the building and equipment over the years. They estimate it will cost at least $400,000 to rebuild the restaurant after the flood waters ruined everything but the studs of the building, the roof, the kitchen exhaust system and a stainless steel salad bar. Both entrepreneurs are determined to rebuild, if only because the restaurant is still their biggest asset. Gum, 59, was in the midst of a multiyear agreement to purchase the restaurant and building from Long, 65, who was making retirement plans. “This was the end game,” Gum said. Contact: clivengood@crain.com (313) 446-1654; @ChadLivengood

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JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 101

110106251

FROM PAGE 1 | THE ECONOMICS OF SOCIAL JUSTICE

Board-ups and ‘don’t loot’ signs underscore complex re As protests for racial equity continue, business owners reflect on longstanding issues, economic disparities BY ANNALISE FRANK

On Détroit is the New Black, a shop on Woodward Avenue downtown, a poster-board sign last Monday read: “BLACK OWNED — Please Don’t Loot!!!” The two storefronts flanking Roslyn Karamoko’s clothing shop, meanwhile, last week were covered with wooden boards installed by a contractor, Detroit-based Allied Building Service Co. J. Crew clothing brand Madewell and international fragrance company Le Labo were among several brands on the Woodward stretch just north of Campus Martius Park that boarded up their windows or constructed barriers. Crews from at least two companies had also installed a wooden barrier in front of H&M, boarded up Nike windows and were doing so for jeans retailer G-Star RAW. The wooden barriers and poster boards were disparate responses to what has unfolded in Detroit and

INEQUALITY

From Page 1

It took the U.S. 97 months to create 9 million jobs coming out of the no-longer-aptly named Great Recession. Experts worry the now amplified racial inequities in the economy will only worsen in the coronavirus recession. “Most Detroiters have been disjointed from the regional economy for decades,” said Peter Hammer, professor of law and director at the Damon J. Keith Center for Civil Rights at Wayne State University. “The notion that you’ve been abandoned, the notion that the American dream doesn’t apply to you, that’s not new news. Structural racism is our generation’s civil rights challenge. The data is here that things are not getting better.”

A dream deferred? Starting in the 1950s, Southeast Michigan grew largely at the expense of the city of Detroit. White flight, a loaded term in this region, led to one of the most fractured and segregated regions in the U.S. As white families fled to the suburbs businesses followed. Between 1947 and 1963, 25 new automotive plants were built by General Motors Co., Ford Motor Co. and Chrysler — all in the suburbs. The deindustrialization led to more than 143,000 jobs losses. Black residents, plagued by discriminatory housing and hiring practices, were left in ghettoized portions of the city, like Black Bottom and Paradise Valley, with few options and worse consequences. The flight of auto plants pummeled the black Detroit workforce with unemployment reaching 18.2 percent, and as high as 30 percent for 18- to 24-year-olds, in 1960. Conversely, white unemployment in the region was only 5.8 percent. After years of disinvestment in and near black communities in the city, Detroit sat on a tinderbox of economic and social strife. White police officers, often accused of brutality against the 102 | CRAIN’S DETROIT BUSINESS | JUNE 8, 2020

other cities. Crowds of protesters have gathered downtown every night for more than a week to rally against police brutality after the death of George Floyd, who died when pinned by the neck by an officer’s knee for more than eight minutes. The board-ups and signs reflect concerns over bashed windows and stealing. But they also shed light on what black Detroit businesses are experiencing as long-standing issues of systemic racism constantly intersect with economic disparities and the still-unfolding pandemic crisis. Through late last week, Detroit hadn’t seen looting or burning like Grand Rapids and some other cities. The Detroit Police Department, though, has used tear gas, pepper spray and rubber bullets and arrested hundreds of people. Duggan and Craig have praised peaceful protesters and a comparative lack of destruction in Detroit, while blaming nighttime violence last weekend like hurling rocks and railroad spikes at cops on agitators black community, raided an after-hours blind pig in the Virginia Park neighborhood and set off a searing five-day conflict in 1967. Roughly 7,000 U.S. National Guard and Army troops were called into service and by the end 43 people were dead and 342 injured. The events set off a chain of protests and riots across the U.S., which were then exacerbated by the murder of Martin Luther King Jr. and another round of riots. A measure of relief came when Congress passed, and President Lyndon Johnson signed, the Fair Housing Act of 1968 only days after King’s assassination as a means of quelling the economic divide by eliminating housing discrimination. Yet the disparities remain similar more than 50 years later. In 2018, the most recent available data, the unemployment rate among black Detroiters was 14.6 percent, compared to just 7.8 percent for white Detroiters, according to data from the U.S. Bureau of Labor Statistics. Statewide, roughly 24 percent of all black residents between 24 to 55 years old were unemployed or out of the labor force in 2014, compared to 19 percent of whites, according to the federal data. Median incomes for black households in Detroit rose to $29,937 in 2017 from $27,334 but remain well below the median household income of $43,123 in Macomb County and $55,054 in Oakland County. “On the eve of the rebellion (in 1967), the region was incredibly prosperous, but that prosperity was not reaching the majority of black citizens and police brutality against them was rampant,” said Heather Thompson, Pulitzer Prize-winning author and professor of Afro-American and African studies at the University of Michigan. “This is the exact situation today, still, in cities across America, and they are erupting now for the same reason they did in the 1960s. When equal opportunity and equal justice under the law are time and again denied and deferred for all citizens, those same citizens eventually explode in their desperation to be heard.”

from metro Detroit and beyond. Kate Stenvig of the national civil rights organization By Any Means Necessary told The Detroit News they see that as a “police storyline” meant to divide. Karamako called the boarding up of her two neighbor businesses but not hers “extremely disheartening,” while acknowledging that she didn’t know the circumstances of the installations. She said in a message that it felt like her business is “less of a contributing factor” to the corridor’s success than a national retailer. “From the outset it looks as if many of the national retailers were protected,” Karamako told Crain’s. Not all were, she said. But she said on her side of the street near the Shinola Hotel and several boarded-up stores, she felt “exposed” and feels it’s important to support black-owned and small businesses during a difficult time. Before the week was out, her business was boarded up as well. Gabrielle Poshadlo, vice president of communications for Dan Gilbert’s

On Woodward Avenue in downtown Detroit early Monday evening, Le Labo and Madewell were boarded up and Detroit is the New Black was not. | ANNALISE FRANK/CRAIN’S

Demonstrators march in Detroit last Thursday to protest the death of George Floyd. | PAUL SANCYA/AP

Trapped in history With entire generations of Detroiters, mostly black, facing a future of limited to no economic mobility, Detroit Mayor Mike Duggan and city stakeholders have focused much of the city’s economic effort on jobs creation. Duggan revived the Detroit Workforce Development Board in 2015 to tackle the goal of creating 100,000 jobs in the city. The problem is a lack of jobs available to Detroiters. A 2017 study by the board, funded by J.P. Morgan Chase & Co., revealed that Detroit had 258,807 jobs in 2014 and a population of 706,663. That’s only 0.37 jobs for every resident — abysmal compared to other cities. For instance, Atlanta had 818,462

jobs in its city and a population of 447,848, or 1.83 jobs for every resident. Cleveland had a population of 394,335 and 466,305 jobs, or 1.2 jobs for every resident. These cities must attract workers from the suburbs to the city for jobs. Detroit’s problem is the opposite. Of those 258,807 jobs in the city, 74 percent were held by employees commuting from the suburbs. In comparison, 108,000, or 61 percent of employed Detroit residents, had to travel outside the city for their jobs. Roughly 46 percent of those travel more than 10 miles from home, with the most common destinations being Warren, Southfield, Dearborn, Sterling Heights and Farmington Hills, according to the Chase study. There were some wins in recent years.

FCA US LLC signed a community benefits agreement that gave Detroiters first crack at its nearly 5,000 jobs at its $2.5 billion expansion in the city. But despite dozens of labor training programs, new business investments and fixes to the city’s broken education system, the jobs weren’t coming fast enough. “This is the biggest problem Detroit faces and (is) why it hasn’t been revitalized beyond downtown and Midtown,” Marick Masters, director of Wayne State University’s labor studies program, Labor@Wayne, told Crain’s in 2015. “All the other problems devolve from this: the inability to have good schools, to have adequate lighting, the lack of infrastructure, housing, etc.”

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ex realities faced by Detroit’s black-owned businesses Bedrock LLC real estate company that owns the buildings these retailers inhabit, said the firm had not been contacted prior to the businesses erecting the storefront protections. Messages were left with one of the contractors seen Monday afternoon boarding up windows, Allied Building Service Co. Gilbert has purchased 18 million-plus square feet of real estate in and around downtown Detroit in the last 10 years, including a substantial chunk of the Woodward Avenue corridor south of Grand Circus Park. A permit isn’t generally required to set up these kinds of barriers, according to a spokesman citing David Bell, director of Detroit’s Buildings, Safety, Engineering and Environmental Department.

‘Please don’t loot’ Karamako said she didn’t put up the “please don’t loot” sign that still hangs on her window. But she said she found the element of community protection powerful. It was Justin Woods, a graduating Michigan State University senior from Detroit, who made 25 of those posters. He also put up a sign at

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black-owned House of Pure Vin dividual that is fighting for justice.” Across Woodward, House of Pure across the street, Source Booksellers and others, he told Crain’s. Some Vin had three signs. Aside from Woods’ signs, the wine shop’s have since been taken down. “I’m not in favor of looting, nor co-owner’s signs said she supports am I opposed to looting,” Woods the protesters. They’re protesting told Crain’s. “I’m a black man in not just for black lives but for “the America ... I completely understand quality of a black life,” too, she said. “The load, the burwhy my people are angry and trying to “DETROIT WAS den we carry just to remake America ... try to perform, to be My whole purpose for KNOWN FOR the best, just to uplift doing this was for CREATING BLACK our families, just to black people and alhave something, from a business lies not to attack our- MILLIONAIRES AND standpoint, it’s just selves.” ENTREPRENEURS. crazy,” Regina Gaines Karamako doesn’t said. condone violence. THAT’S OUR The signs also have She is staunch about HISTORY.” to do with Detroit’s that. But, it’s compli— Regina Gaines, past, the wine shop cated. co-founder said. “” don’t agree with co-owner, House of Pure Vin “Detroit was known for creating any violent protest or activity. But can I understand the sentiment of black millionaires and entreprewanting to destroy things you don’t neurs. That’s our history,” Gaines think are for you, spaces you don’t said. “Black lives, black men, black feel are for you, systems you don’t women, black businesses, the fact feel are for you and even against that that has deteriorated … (The you?” she said. “So if the response to thing) about putting the sign up is that is to burn it down or (loot), I can saying, ‘Hey, I’m part of the empowunderstand that feeling. erment movement to make sure we “It’s a really conflicted place to be create something that’s part of the as a business owner, but also the in- fabric for rebuilding Detroit.’”

Karamako, a Seattle native who founded her brand in 2014, said that while police brutality triggered the latest protests across the U.S., they’re also an expression of wider frustration. Economic disparities, for one. “I think Detroit is kind of a microcosm of those things,” she said. “Being a black business owner in downtown Detroit, I’ve seen the downtown change, I’ve seen the economy change, but I’ve also seen what limited opportunity there is to grow and expand and scale ...” She said Detroit has helpful resources for black-owned businesses. But many still weren’t reaping the benefits of development in the city before the coronavirus pandemic. “Not having that in place prior to this has really pushed a lot of us close, if not over the edge,” she said. That edge is permanent closure. Karamako is selling online, but she didn’t yet know if she’ll reopen her physical store.

from a majority lower-class city to a majority middle class city.” Then COVID-19 hit. Black workers suffer from a phenomenon academics call “first fired, last hired.” Black workers are more often than not terminated before white Good jobs? workers, because the population works Michigan workers can’t get ahead of in industries more susceptible to ecorising costs because jobs, while plenti- nomic woes. Fewer than 20 percent of ful, do not pay enough. Between 2010 black workers were able to work from and 2017, roughly 61 percent of jobs in home during the COVID-19 pandemMichigan paid less than $20 per hour, ic, compared to 30 percent of white with nearly two-thirds of those paying workers, according to a March study by less than $15 per hour, according to the Economic Policy Institute. This explains why Detroit’s unemdata from the U.S. Bureau of Labor Statistics used in a 2019 United Way study. ployment rate was 38.5 percent in The greatest jobs gains in Michigan April, compared to the state’s 22.7 perwere in occupations that paid between cent rate. The U.S. unemployment rate $9.43 per hour and $15.91 per hour, the unexpectedly improved in May to 13.3 percent, down 1.4 percent, but not for report found. Retail jobs increased 12 percent, but everyone. The unemployment rate for whites dropped in May wages only rose 5 perto 12.4 percent from cent. Assembly and “COVID HAS SET US 14.2 percent in April. fabricator jobs grew 64 For blacks, the unempercent, but wages de- BACK, BUT WE clined 1 percent. WEREN’T REALLY AS ployment rate rose slightly to 16.8 percent. In Wayne County, 683,986 households, or FAR ALONG AS WE 56 percent of all house- THOUGHT.” A beacon holds in the county, in the darkness were considered un- — Anika Goss, executive director of able to pay for necessi- Detroit Future City “COVID has set us ties in 2017, according back, but we weren’t to the United Way. The situation is ex- really as far along as we thought,” Goss acerbated in Detroit, even for educated said. “A number of households that we Detroiters. City residents holding the thought would improve didn’t. We’re same degree as their suburban peers still finding the concentrations of povare paid $20,000 less, according to erty and the inaccessibility to opportu“Growing Detroit’s African-American nity still really exist. But what better Middle Class,” a report released last time to make fundamental changes year by Detroit Future City. than now? During the pandemic. Before the pandemic, progress was During the unrest.” being made. Detroit’s unemployment Brown said it’s time to resume the rate reached near historic lows in Feb- work of former Michigan Gov. George ruary at 7.6 percent. Romney when he was secretary for U.S. “A lot has changed,” said Anika Goss, Housing and Urban Development beexecutive director of Detroit Future tween 1969 and 1973 under President City. “We heard the mayor in the state Richard Nixon. of the city this year talk about equity Romney threatened to withhold fedand economic opportunity and they eral funding to communities that reare using the same data we are using. fused to build more low-income housWith 91 neighborhoods near middle ing. Romney famously told Warren class, we had a great opportunity to officials they would not receive a $3 take the gains and transform Detroit million grant unless the city agreed to

build more affordable housing, in hopes of diversifying the suburbs. Romney believed, and data now supports, ethnically and economically diverse communities boost the probability of ending generational poverty. Nixon and Romney came to loggerheads over Romney’s stance. Romney eventually resigned during the early days of Nixon’s second term. Goss said increasing wages and health care is critical to equality, but structural changes are needed everywhere, including education. “We have to make changes in all sectors to improve access to economic opportunity,” Goss said. “If these were people we knew were working and could afford legal counsel and could afford their auto insurance, all of the issues that go into that, then yeah, we wouldn’t have to be protesting all over the country. We wouldn’t be dealing with police brutality all over the country. George Floyd had just passed a bad check. He lost this job and ended up dead.” Hammer said the city needs to stop prioritizing economic development projects for stadiums and office towers and work to connect neighborhoods outside Detroit’s 7.2-square mile downtown to the regional economy. “Almost all of the investment in the city in the last 10 years has been justified to reconnect parts of Detroit to the regional economy, but the spillover effects are small,” Hammer said. “I hate being a pessimist. I don’t see things getting better for people living in the city. Most of these crises come and fade. That’s why we have Michael Brown and the whole litany of names, most recently George Floyd. “Most of them go without structural reform because a leader emerges to calm the situation. What could make the difference this time is the absence of leadership. Conflict needs a foil — an unnatural antagonist that feeds into the righteous anger that people are feeling. They are getting it.”

They tend to live in less diverse neighborhoods with people like themselves. “Not only do they live without the basic necessities, they don’t know anyone that has those either.”

And those wins don’t always materialize. Sakthi Automotive Group was the first new automotive parts supplier to open in Detroit in about a decade. The knuckle and steering arm supplier transformed a shuttered ArvinMeritor plant and planned to repurpose the 98-year-old defunct Southwestern High School into a training center. It prioritized hiring Detroiters and became the state’s benchmark employer for its returning citizens program by hiring more than 200 parolees. By 2020, Sakthi Automotive estimated, it would invest more than $100 million in the city. In turn, the state supported its expansion efforts with $5 million in grants, Detroit waived property taxes and carved out a Renaissance Zone around the nearly 40-acre

property to alleviate Sakthi from paying hardly any state or local taxes at all until 2031. Sakthi Automotive was deemed the keystone to Detroit’s manufacturing resurgence — garnering photo opps with Duggan and former Gov. Rick Snyder. The company shuttered earlier this year after mismanagement by executives battling for control of the auto supplier derailed its efforts. “We hear a lot about institutional racism, but haven’t heard from the people on the news on how to define it,” said Khari Brown, an associate professor of sociology at WSU focused on race, religion and politics. “The black poor in Detroit and around the country are unique. They are poor because they don’t have the economic resources, such as jobs, like other communities.

—Crain’s Reporter Kirk Pinho contributed to this story. Contact: afrank@crain.com; (313) 446-0416; @annalise_frank

Contact: dwalsh@crain.com; (313) 446-6042; @dustinpwalsh JUNE 8, 2020 | CRAIN’S DETROIT BUSINESS | 103

THE CONVERSATION

Andrew Blake on Blake Farms’ growth spurt during pandemic

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BLAKE FARMS: At the age of just 31, Andrew Blake is president of Blake Farms and co-owner of Blake’s Hard Cider and Kinder Products Unlimited, two companies he helped found as offshoots of the venerable apple trees growing on the family’s northern Macomb and Lapeer county farms. The hard cider and agricultural businesses have both grown substantially during the pandemic, something Blake attributes to the brands’ authenticity and the warm memories people associate with the companies. But the family of companies isn’t done branching out yet. | BY SHERRI WELCH `How have things been going for the other Blake’s companies during the pandemic? We’re up 65 percent on the hard cider for the year; our goal was 45 percent. Our retail and grocery partners have been very strong, and our marketing efforts leading up to the pandemic really helped carry us through this. We are a very relatable and authentic brand. During this time we have been a brand that’s continued to communicate to our customers not only what we are doing on the farm but what we’re doing for the local community. The Blake Farms part of the business — the retail cider, doughnuts, restaurant, produce, farming and agricultural business — is up closer to 150 percent for the year. We converted all of our retail stores to drive-thru locations with callahead and online ordering and rolled out our farm share program at the Armada location in early May. It’s an affordable way for families to come get fresh fruits and vegetables from the farm. They don’t have to get out of the car for it. We had over 1,000 subscriptions in the first week and still have people subscribing. ` Do you think those produce boxes will become a permanent part of your business? I believe there’s a jewel to be explored there in the future. But right now, it’s kind of a one-year plan, and we’ll explore how that goes. One of the things we’ve done very well is evolve. In 2012 we lost our entire apple crop to a freeze, which is why we spun out our cider operation. We realized our farming operation was very vulnerable to the weather. We needed to have different, scalable avenues of revenue. This pandemic has forced us to focus more on e-commerce, becoming more friendly for mobile pickups, to explore those other avenues more quickly than we otherwise would. The shift we’re making internally is to look at how we can take some of these things that are true to our brand, that customers enjoy, and scale those to reach more people.

` You launched the hard cider business in 2013, and the hemp farming and products business last fall. What’s next? We launched a gourmet bakery concept in Metro Detroit last year called Bakehouse46. It brought farm-fresh baked breads, doughnuts, muffins, bagels, pies to the consumer through a brick and mortar lens. We bought an existing brand, Cupcake Station, and we’re converting those locations into this concept. The flagship opened in Birmingham in February and was open throughout the pandemic for curbside pickup and corporate catering. Originally, the plan was 10 stores by the end of this year. We’re still moving forward with five. That part of our business was most impacted by the pandemic. That one has been slowed and paused because there’s so much new construction and building that needs to go on. We also are ramping up our direct-toconsumer wholesale food business with farm fresh apples, cider and doughnuts. Retailers have been reaching out the past couple years to get more than just our hard cider products in their stores. This fall you will find various Blake’s farm fresh products in retailers in the Midwest. Kroger, Meijer and smaller retail chains in the region, Vince & Joe’s Gourmet Markets, Randazzo Fresh Market and Nino Salvaggio, really built the Blake’s Hard Cider brand in the Midwest. We’re really hopeful those same relationships are going to help launch this new food product business. ` Anything else? We are expanding our tasting room concept this year with the opening of a second tasting room in Almont set to open mid-July. It’s going to be a slightly different take than the one in Armada. It’s going to be a tasting room and event center in an assortment of greenhouses. ` So on the whole, your company has

found a silver lining to the closure of its operations amid the pandemic? Yes. While it’s an extremely sad time globally, I do believe we’re going to come out of this knowing who we are as a company and where we want to go with our business going forward. We feel strongly that we are a better company today than we were two months ago. One of the things we’re focusing on in parallel to diversification and growth is going deeper from an operational perspective. That’s why we hired Bob Sharpe during the first quarter as COO for the family of companies. He’s been a top executive of a couple of different publicly traded food companies — Smithfield Foods and Campofrio Food Group, one of the largest food companies in the world. We’re a company that’s been around since 1946, but in the last seven to eight years, we’ve really caught our groove from a growth perspective. We have a lot of young talent. One of the things the family and I recognized was we needed experienced, senior leadership to help channel and direct the amazing talent that we have.

list. I’m also an avid backpacker. If all things continue to progress in a positive way, hopefully, we’ll be taking a trip to Yellowstone. I think it’s healthy for the soul to put you in humbling and vulnerable positions and good for business. You’ve got to surrender a little bit. Anytime you can realize that you’re vulnerable and there’s a larger world out there, it just kind of helps ground your perspective. Being able to work in Mother Nature as a farmer, you’re only in control of so much and Mother Nature takes care of the rest. There’s a sense of humility that you have to keep. Andrew Blake, president, Blake Farms and co-owner, Blake’s Hard Cider and Kinder Products Unlimited

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RUMBLINGS

Sanders Candy to close 4 stores, focus on online sales Sanders Candy is closing four stores in metro Detroit while undertaking a new retail strategy to adapt to new forms of consumer demand that have accelerated during the COVID-19 crisis, it said Thursday in a news release. The Sanders company-owned stores in Grosse Pointe, Livonia at Laurel Park Place, Novi at Twelve Oaks Mall and St. Clair Shores will not reopen following the lifting of Michigan’s “Stay At Home” order. The move will affect 15 full-time and 20 part-time employees, some of whom could be moved to open positions at the two stores that will re104 | CRAIN’S DETROIT BUSINESS | JUNE 8, 2020

Sanders in Grosse Pointe.

open or at its manufacturing or distribution centers, the release stated. The stores at the Sanders factory on Hall Road in Clinton Township and in downtown Rochester will become the company’s only retail

locations and will reopen Tuesday. Sanders is building an Innovation Center at its manufacturing facility in Clinton Township and plans to resume tours. The company also plans to offer home delivery to metro Detroit customers via food takeout apps. Stores in Wyandotte and on Mackinac Island, which are owned and operated by licensees, are not affected. “Because of the strong demand for Sanders products online, nationally and locally, in recent months, we realized that we have needed to accelerate a new retail

strategy,” Chief Marketing Officer Jen Bauer said in the release. “With specialty retail closed since March in Michigan, we kept up with high demand via grocery and warehouse retailers and direct to consumer, via our website. We saw the ways consumers most want to enjoy Sanders.” Sanders was founded in 1875 when Fred Sanders Schmidt opened his first Sanders candy shop in Detroit. The regional chocolate and caramel icon was acquired by another Detroit-born snack maker, Kar Nut Products Co., in 2018.

Crain’s Detroit Business is published by Crain Communications Inc. Chairman Keith E. Crain Vice Chairman Mary Kay Crain President KC Crain Senior Executive Vice President Chris Crain Secretary Lexie Crain Armstrong Chief Financial Officer Robert Recchia G.D. Crain Jr. Founder (1885-1973) Mrs. G.D. Crain Jr. Chairman (1911-1996) Editorial & Business Offices 1155 Gratiot Ave., Detroit MI 48207-2732; (313) 446-6000 Cable address: TWX 248-221-5122 AUTNEW DET CRAIN’S DETROIT BUSINESS ISSN # 0882-1992 is published weekly, except the third week in December, by Crain Communications Inc. at 1155 Gratiot Ave., Detroit MI 48207-2732. Periodicals postage paid at Detroit, MI and additional mailing offices. POSTMASTER: Send address changes to CRAIN’S DETROIT BUSINESS, Circulation Department, P.O. Box 07925, Detroit, MI 48207-9732. GST # 136760444. Printed in U.S.A. Contents copyright 2020 by Crain Communications Inc. All rights reserved. Reproduction or use of editorial content in any manner without permission is prohibited.

Strengthening our commitment to Detroit Throughout our community, we see families, neighbors, businesses and teammates working together more than ever. To help, we added $100 million to our ongoing support to organizations making a difference — national and local nonprofits addressing critical needs here, including Tech Town and Focus: HOPE. The funds will help increase medical response capacity, focus on vulnerable populations and address food insecurity. We’re also providing $250 million in capital to Community Development Financial Institution (CDFI) loan funds and CDFI- and minority-owned banks to extend assistance to more small businesses. As your neighbors in Detroit, we are all in this together. Our thoughts are with all of you and your families.

Matt Elliott Detroit Market President To see how we’re supporting our local communities, please visit bankofamerica.com/community.