Community Leader - February 2025

INSIDE:

+ GCP’s “Abundant” Thinking

+ Health Care’s Closer Look

+ Opportunity’s Cold Start?

A New Era of Postsecondary Education

Scholastic Transitions

Together

8

DEPARTMENTS

2 From the Publisher

37 My Life

40 1000

EVENTS

8 Working the Room

Check out highlights from the Business Hall of Fame and Community Leader of the Year awards event.

COLUMN

4 A Cold Start

Nor-Am’s cold storage facility is an economic investment in Fairfax.

does it mean for Ohio?

5 Getting a Closer Look

The University of Akron’s Amplio medical device has been named one of TIME Magazine’s “Best Inventions” for 2024.

6 Celebrating the 70th

The Diversity Center’s 70th Annual Humanitarian Award Celebration honored local difference-makers.

7 Leading Another Way Forward

Lee Friedman embarks on a new journey at Cuyahoga Community College.

10 The Talent Dividend

Lee Fisher believes the region’s economic growth depends on developing and retaining talent at the postsecondary level.

SCOREBOARD

12 ScoreBoard

Data show an increase in new, private businesses in Metro Cleveland.

BY JAMES TRUTKO

FEATURES

30 On the Road Again

Legal Aid is helping drivers overcome financial barriers to get back on the road after license suspensions.

BY JILL SELL

31 Statewide Coverage

Find out how The Ohio Newsroom is changing the model for local radio journalism.

BY JILL SELL

32 The Reason for Tax Season

HW&Co offers guidance on the important Form 990 for nonprofits.

BY TERRY TROY

33 Modular Minded

Habitat for Humanity embraces prefabricated, modular homes for affordable housing.

BY JILL SELL

34 Scarcity or Abundance?

Cleveland has a lot to offer, and Greater Cleveland Partnership’s Baiju Shah says it’s time to recognize that potential.

BY TERRY TROY

36 Making Talk

The Baldwin Wallace Speech Clinic helps adults and children overcome speech and hearing obstacles.

BY JILL SELL

Presidential Transitions

Local college and university presidents share insight into the current state of postsecondary education and shed light on what the future might hold. FROM LEFT TO RIGHT: Sunil Ahuja (Lakeland Community College), Marcia Ballinger (Lorain County Community College), David King (Ursuline College), Laura Bloomberg (Cleveland State University), Alan Miciak (John Carroll University)

The Fisherman and the Fish

When reading Community Leader ’s cover story, “Presidential Transitions: The Changing Course of Postsecondary Education” on page 15, I quickly realized the problem many new university presidents are having in balancing what students want to learn with what universities want to teach. I could not help thinking about the aphorism of The Fisherman and the Fish.

Having been a salesman all my life, I know if you want to succeed you learn quickly the truth of the aphorism: “It is not the taste of the fisherman that counts, but the taste of the fish.”

Since I am the proud owner of a bachelor of arts degree from a fine university, I have great empathy for universities that have established outstanding reputations by providing educations built on the arts. However, that was then and this is now. Much has changed, and I believe I know the reason why.

The purpose of getting a university education has always been to get a good job. What has changed is the way we find one. In education, as in everything else, digital has changed the world we live in.

For example, to go back to the Pliocene, I had two very rewarding jobs before Cleveland Magazine: The Cleveland Press and the Cleveland Electric Illuminating Company. Both interviews were face-toface, each with two people with whom I would be working. And in both cases, I had no skills for what I was going to do.

When I raised the question about my lack of skills for the jobs, they both said the same thing: that was fine because they had excellent training programs. In fact, both their programs were two years of hard work.

It would be hard to criticize college students if they understand that getting a job today is a digital task. That if they do not have the skills an employer is looking for, they will not get the job. Chances are good they will never know what a face-to-face interview looks like.

To many universities, it came as a shock that the fish had a mind of its own. But I predict in short order, universities will find the balance needed between the value of skills and the value of social studies and arts to continue their essential role in preparing their students for what will ultimately define them: their jobs

Managing

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Production Manager Alyson Moutz

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UPFRONT

ECONOMIC DEVELOPMENT // BY STAFF

A Cold Start?

Nor-Am Cold Storage celebrates one year on the Opportunity Corridor.

As it approaches the one-year anniversary of opening its doors on the Opportunity Corridor, the Nor-Am Cold Storage facility represents both a significant economic investment in the Fairfax neighborhood as well as a continuance of strategic initiative by JobsOhio to attract more cold food storage and food production facilities to our state.

Located at 2797 E. 75th St., the $50 million frozen food distribution hub opened its doors in March of last year, celebrating its official grand opening this past October. It came as a welcome answer to local officials who feared that economic development along the much-touted Opportunity Corridor was off to a cold start.

Turns out, a “cold start” was just what was needed.

“We understand that building cold storage facilities is a complex undertaking that demands careful planning, investment and ongoing operational management to succeed,” says Kevin

Chambers, managing director of Logistics, Distribution and Supply Chain for JobsOhio, who works on the business sector along with Tim Derickson, managing director of Food and Agribusiness. “Cold storage facilities are capital-intensive to build and operate, so it’s important to choose locations with good market demand. Ohio is primed for cold storage investment.”

The space is a “156,000-square-foot, state-of-the-art cold storage facility and the first development on the Opportunity Corridor,” adds Chambers. “It helps to address the region’s food storage needs and positions Northeast Ohio as a link in the supply chain for food manufacturing and processing companies in and outside of Ohio. The strategic location and proximity to an abundance of customers was selected to attract additional business and promote future development along the Opportunity Corridor.”

Ohio’s Midwest location is within a day’s drive of over 60% of the U.S. and Canadian populations.

“Ohio is also home to more than 1,600 (food) manufacturers, many of which must contract with third-party facilities to meet cold storage needs,” adds Chambers. “Because of Ohio’s central location and multiple transportation options, it is an ideal place for food manufacturers and logistics companies to store and distribute products cost effectively.”

Building a cold storage facility in Ohio can provide proximity to agricultural sources, allowing for efficient storage and distribution of perishable goods, Derickson notes. The demand for cold storage facilities is increasing due to various factors, including the growth of

e-commerce, changing consumer preferences and the need for improved safety and quality. By building in Ohio, developers can tap into a market with rising demand for temperature-controlled storage and distribution services.

“The need for cold storage in the United States is expected to double in the next six years,” says Derickson. “Currently, Ohio has 45 refrigerated storage facilities. Assuming the state follows national trends, cold storage capacity in Ohio should also double by 2030.”

Cold storage facilities do consume significant amounts of energy to maintain lower temperature, especially with the upcoming warmer weather.

“Energy prices in Ohio are lower than the national average thanks to our deregulated electricity market,” says Chambers. “Ohio has a vibrant business ecosystem, with industry associations, research institutions and technology hubs that support innovation and collaboration. This ecosystem can provide opportunities for partnerships, knowledge sharing and access to emerging technologies in the cold storage industry.”

While the Nor-Am facility is helping to position Ohio as a leading food storage and production nexus, it is also having a positive effect on the Opportunity Corridor as a destination for future economic development.

Tim Derickson Kevin Chambers

INNOVATIONS // BY STAFF

Getting a Closer Look

A UA medical device was acknowledged as a “Best Invention” of 2024.

It’s not the best of journalistic practices to tout one periodical’s opinion over your own, but in this case, it is warranted.

A new technology developed at The University of Akron (UA) has been recognized by TIME Magazine as one of its “Best Inventions” for 2024. The new gadget, a medical device called Amplio, improves on surgical lenses known as loupes. It offers enhanced surgical visualization with microscope functionality and optimized real-time imaging.

The technology was developed by Dr. Yang Liu, who was an assistant professor in UA’s Department of Biomedical Engineering from 2013 to 2018. Dr. Liu and

his team also developed initial prototypes to prove the concept and feasibility.

“We are pleased to see Amplio recognized as one of the year’s top inventions,” says Dr. Suzanne B. Bausch, vice president of research and business engagement and president of the UA Research Foundation (UARF).

“This device will be a game-changing piece of equipment for surgeons. The University of Akron’s technology plays an integral role in the device.”

A start-up company, Unify Medical, which is bringing the Amplio device to

market, has an exclusive license for the technology from UA through the UARF. UA was issued a U.S. patent for the imaging and display system. The display presents a composite image that includes pre-operative surgical navigation images, images taken during a surgical procedure and real-time microscope images or sensing data. Two other U.S. patent applications and several foreign patent applications for UA-related technology used in Amplio are now pending.

Dr. Suzanne B. Bausch

Celebrating the 70th

The Diversity Center presents its Annual Humanitarian Awards.

With a mission of eliminating bias, bigotry and racism, the Diversity Center of Northeast Ohio recognized the folks in our community who have demonstrated exemplary leadership in civic, charitable and professional organizations at its 70th Annual Humanitarian Award Celebration.

Master of Ceremonies Russ Mitchell, Channel 3 News anchor, welcomed the Diversity Center’s guests to a reception and dinner at the Renaissance Hotel in Cleveland.

“We believe diversity makes us stronger,” Mark Swaim-Fox, president and CEO of the Diversity Center of Northeast Ohio, said at the event. “Thank you for joining us as we teach acceptance, build community and commit to creating a society where all people are connected, respected and valued.”

Swaim-Fox went on to thank Honorary Co-chairs Jennifer and Dan Gilbert, Connie Hill-Johnson and Kevin Johnson, Ronna and Darrell McNair, Deborah and Ronald Ratner and Board Celebration Co-chairs Jill E. Hennessey and Robert E. Soroka.

The event honored Peggy Zone Fisher, immediate past president and CEO of the Diversity Center of Northeast Ohio, and Kevin Clayton, executive vice president, chief impact and equity officer of the Cleveland Cavaliers. Humanitarian Award Recipients for 2024 also included Jen Hughes, manager of internal training – education services at Hyland, Ron Kisner, principal of the K Factor Public Relations and the Innes Changemakers of Akron Early College High School, Akron Buchtel CLC and Akron Garfield.

Peggy Zone Fisher

Peggy Zone Fisher retired as president and CEO of the Diversity Center

of Northeast Ohio this past summer after 18 years of dedicated leadership. Under her leadership, the Diversity Center became an independent organization instead of being a local chapter of the National Conference of Community and Justice (NCCJ).

Zone Fisher led fundraising efforts through two signature annual events, including the Annual Humanitarian Awards and the Walk, Rock, Roll & Run. She was also instrumental in raising more than $16 million in gifts and grants since 2006.

During her tenure, the Diversity Center of Northeast Ohio expanded its reach to 11 counties, serving over 7,000 students, educators and professionals every year. You might recall that Zone Fisher was also recognized by this publication and Cleveland Magazine with a Community Leader of the Year Award last November.

Kevin Clayton

Kevin Clayton is the executive vice president, chief impact and equity officer for Rock Entertainment Group (REG), the parent company encompassing the NBA Cleveland Cavaliers, the NBA G League Cleveland Charge, AHL Cleveland Monsters, the NBA 2K Cavs Legion Gaming Club, Rock Entertainment Sports Network and Rocket Mortgage Fieldhouse.

In this role, Clayton oversees the Community Impact and Diversity, Equity and Inclusion (DEI) teams, Cavaliers Legends and the Cavaliers Community Foundation, and handles government affairs for REG. By focusing on the advancement of REG’s social impact and responsibility, Clayton has significantly impacted team member representation, workplace culture, fan engagement and community relations.

Since joining the Cavaliers in 2019, Clayton has spearheaded groundbreaking efforts that have positioned the organization as a trailblazer in the sports industry. His strategic approach to DEI has not only transformed internal team dynamics, but also significantly influenced fan engagement and community relations. Clayton also had a hand in developing the strategic framework for the first pro-sports alliance with the Cleveland Cavaliers, Browns and Guardians.

Ron Kisner

A distinguished communications professional and community advocate, Ron Kisner is a graduate of John Hay High School and Cleveland State University (CSU). He founded the Cleveland State Vindicator and earned a spot in Who’s Who Among America’s College Students. As a member

Peggy Zone Fisher

Ron Kisner

Kevin Clayton

Jen Hughes

of CSU’s Society for African American Unity, he played a pivotal role in establishing the Black Studies Program, initiating plans for an African American Cultural Center and campaigning for the university’s first Black homecoming queen.

Previously, Kisner served as the West Coast Bureau Chief for Jet/Ebony magazines, the flagship publications of what was once the nation’s largest Black publishing company. His impressive career in public relations includes winning an environmental award from the Ohio Department of Resources for a tree-planting and anti-litter project with the Cleveland Metropolitan Housing Authority, garnering national attention on NBC’s Today Show. He has also freelanced for notable publications such as GQ, Cleveland Magazine and The Land.

In 2019, he coordinated a six-month exhibit on the remarkable life of Rev. Dr. E.T. Caviness, Cleveland’s longest-serving pastor, displayed at the Western Reserve Historical Society. Kisner currently works part-time for the Wellington Village School District, training staff in the compassionate communications program, Communicate with H.E.A.R.T., developed by the Cleveland Clinic. He has also introduced Kindland, a school-based initiative of Cleveland’s Values-in-Action Foundation, which focuses on belonging and anti-bullying.

Jen Hughes

With a passion for working with adult learners, Jen Hughes has been a software trainer at companies including Harley-Davidson and Gateway Computers. She has been a Technical Trainer with Hyland for the past eight years, recently being named a manager in Hyland’s Education Service Department.

An active participant in several of Hyland’s Employee Resource Groups including Hyland Pride Alliance (LGBTQIA+), HylandWIN (women) and Peace of Mind (mental health), she currently serves as president of the ACCESS (Accessibility Centered Change, Education, Service and Support) ERG.

LEADERSHIP // BY STAFF

Leading Another Way Forward

College Now’s Lee Friedman has been named to a new post at Cuyahoga Community College.

It certainly didn’t take Lee Friedman very long to find a new gig. After stepping down as the longtime CEO of the nonprofit College Now late last year, Friedman joined Cuyahoga Community College (Tri-C) in December as its new executive in residence, developing and leading the college’s new President’s Society.

The announcement was made by Michael Baston, JD, Ed.D., president of Tri-C.

“This program seeks to level the playing field for community college students by offering unique opportunities that foster leadership, cultural enrichment and career preparedness,” Baston says. “Lee’s exceptional leadership at College Now made her the ideal choice to pioneer this initiative. Her ability to bridge the gap between education and the real world will be transformative for our students.”

During her tenure at College Now, Friedman transformed the organization into a national model for college access and success, helping thousands of students achieve their education and career goals. Her work at Tri-C is seen as a natural extension of this legacy, bringing her expertise to a broader audience of nontraditional, part-time and diverse students, Baston says.

The Tri-C President’s Society will prepare high-potential students with essential skills, confidence and professional networks to succeed in the workforce or pursue further education. Friedman will design and lead the program with a focus on a number of initiatives, including: developing a dynamic curriculum that emphasizes career readiness, leadership and cultural enrichment;

Lee Friedman

creating impactful workshops and opportunities for student ambassadors to serve as campus leaders; mentoring and advising students to guide their development and professional growth; and engaging with business and community leaders to expand mentorship and networking opportunities.

Friedman will also partner strategically with Tri-C leadership on other key initiatives that enhance student success and expand workforce development offerings. She notes that her work with Tri-C is one of several civic projects she plans to pursue to advance the viability of Greater Cleveland.

Her ability to bridge the gap between education and the real world will be transformative for our students.”

— Michael Baston

WORKING THE ROOM WORKING THE ROOM

A Celebration of Leaders

The Business Hall of Fame and Community Leader of the Year awards honor those who have made impactful contributions to Greater Cleveland.

In 1996, an event created to mark Cleveland’s Bicentennial sparked the beginning of what has now become one of the city’s most-anticipated annual business and social gatherings.

This year, over 200 influential business and community leaders, as well as well-known social figures, filled the Union Club for the Cleveland Magazine and Community Leader Business Hall of Fame & Community Leader of the Year Awards.

Guests enjoyed a cocktail reception, followed by a formal dinner where speakers shared the inspiring success stories of the honorees, celebrating their contributions to the city.

Honoring Business Leaders

The event honored 2024 Business Hall of Fame Inductees Lee Friedman of College Now, Steve Potash of OverDrive and Marc Stefanski of Third Federal Bank.

Lee Friedman, as CEO of College Now, has been a driving force behind making education more accessible for students in Cleveland.

OverDrive’s Potash, as president and CEO, has played an important role in improving access to books and information all over the world.

For Stefanski, strong company values that include trust, respect and a genuine care for others have been a huge part of Third Federal’s success.

Community Leaders

Making an Impact

The event also honored Community Leaders Margot Copeland of KeyBank Foundation, Ed and Megan McNamara of Prayers from Maria and LeadDIVERSITY’s Peggy Zone Fisher.

Copeland helped transform the lives of Cleveland students when, during her time as KeyBank Foundation

CEO, she was able to funnel grant money to fund KeyBank Classroom for STEM Education at Cleveland State University, allowing high school students to explore STEM on a college campus.

For Megan and Ed McNamara, creating the Prayers From Maria Foundation was a way to honor the legacy of their late daughter while making a huge impact, raising more than $12 million for childhood cancer research.

Zone Fisher, during her 18-year tenure at the Diversity Center of Northeast Ohio, was instrumental in increasing fundraising to help combat bigotry and advocate for diversity, equity, inclusion and belonging in our communities.

The awards event is an opportunity to celebrate all these accomplishments and their tremendous impact on Greater Cleveland.

Lute Harmon Sr. addresses the crowd from the podium.

Jim Carulas, Meaden & Moore Sponsor

Richard Pogue and Margot Copeland, Independent Board Member

Megan and Ed McNamara, Prayers From Maria

Peggy Zone Fisher, Diversity Center of Northeast Ohio

Paul

Lee Friedman, College Now

Marc Stefanski, Third Federal Savings & Loan

Brian Potash, Alison Potash, Steve Potash, Loree Potash, Erica Lazzaro and Karen Estrovich

Federico, Carrie Carpenter, and Eddie Taylor

COMMUNITY

// BY LEE FISHER

The Talent Dividend

Retaining and developing talent through postsecondary education is a key factor when it comes to economic growth.

This month’s issue of Community Leader focuses on postsecondary education at a time when our nation, state and region face an urgent and growing need for talent.

In fact, attracting, retaining and developing talent is the secret sauce of economic success, and the key ingredient is not in dispute among most economists — it’s educational attainment. At the national organization that I led for six years, CEOs for Cities, we called it the talent dividend.

The best long-term public policy investment is early childhood education, but the best near- and mid-term investment is post-high school education. High-quality degrees, industry certificates, certifications and credentials have never been more important. According to the U.S. Department of Education, 70% of jobs will require education or training beyond high school by 2027.

Yet the value of a college degree is being questioned, and colleges and universities are facing unprecedented headwinds. Many colleges and universities are facing declining undergraduate enrollment, increased competition from providers of alternative education pathways and the challenge of keeping up with the demands and desired skills for the 21st century modern workforce in a rapidly changing knowledge economy.

The growth in alternative pathways comes as more people of all ages opt

for cheaper and faster alternatives to four-year degrees and as more employers drop requirements for them.

But, while college is not for everyone, the best postsecondary return on investment remains a college education. The data are clear that a bachelor’s degree is still the surest route to individual economic success. A study from Georgetown University’s Center on Education and the Workforce found a lifetime gain of $1.2 million for those with bachelor’s degrees over those with only high school degrees.

At CEOs for Cities, we conducted research that showed that a college degree is not just about a college graduate’s success. It is the tide that lifts all boats. More than 60% of a city or region’s economic success, as measured by the single most important metric of economic growth — per capita income — can be attributed to the percentage of the adult population with a two- or fouryear college degree. A college degree is just one point along the cradle-to-career educational continuum, but it is the single best proxy for the overall educational attainment of a city or region, which is why we called it the talent dividend.

Our research demonstrated that raising the nation’s college attainment rate by just 1% means a dividend of increased per capita income of over $100 billion per year for the nation. Cities with higher levels of education not only have higher incomes but also faster rates of income

But, while college is not for everyone, the best postsecondary return on investment remains a college education. The data are clear that a bachelor’s degree is still the surest route to individual economic success.

growth. Economists have found that a worker’s education has an effect not just on their own salary but on the entire community around them. In a sense, your neighbor’s education affects your salary. Research also shows that a region’s highest-educated workers are more likely not only to get jobs but to create them.

Seventy percent of college students get their first job in the state in which they go to school. Once they start work in another state, they may never return home. So the implications for Northeast Ohio’s talent retention and attraction efforts are enormous.

But if colleges don’t adapt to a rapidly changing world, there will be far fewer opportunities to earn that degree. In the words of Wayne Gretsky, higher education has to “skate to where the puck is going, not where it is.” Put another way, we must educate students for jobs and careers that don’t yet exist. Students are right to ask what they’ll get in return — both in money and life fulfillment

— and they are right to demand more flexibility, including online options and a curriculum that is more relevant.

Cleveland State University (CSU), under the innovative leadership of President Laura Bloomberg, is charting a pathway that other colleges and universities would be wise to follow. Through a thoughtful strategic plan, CSU is enhancing its curriculum to align with the emerging needs and demands of the global, national and regional employment markets. CSU is expanding experiential and work-based learning as well as online education programs, and it is the first institution of higher education in Northeast Ohio to offer 11 new interdisciplinary degrees that will equip students with the futureready skills required to lead and excel in an ever-evolving workforce.

Graduates equipped with 21st century interdisciplinary skills and immersive experiences in problem-solving, communication, digital literacy, critical thinking, teamwork and character

development will be those who succeed in the knowledge economy.

At a time when cities and regions have become the economic engines of the nation and when the most valuable currencies of the new economy are knowledge and ideas, earning the talent dividend never has been more important.

Lee Fisher is dean and Joseph C. Hostetler-BakerHostetler chair in law at Cleveland State University College of Law. He is the former Ohio attorney general, lieutenant governor, director of the Ohio Department of Development, chair of the Ohio Third Frontier Commission, chair of the Ohio Organized Crime Commission, president/CEO of the Center for Families and Children, president/ CEO of CEOs for Cities, state representative, state senator and chair of the Cuyahoga County state legislative delegation. In 2022, he was inducted in the Cleveland Magazine Business Hall of Fame for his decades of public and nonprofit sector leadership on local, regional and state economic growth and development.

ScoreBoard

BY JAMES TRUTKO

Emerging Entrepreneurs

Charting growth in individual proprietorships.

Since 2018, there’s been a significant, but largely unnoticed, growth in the number of private businesses established in Metro Cleveland. This growth has been in individual proprietorships rather than the types of businesses that have a high propensity to hire and pay employees. A better understanding of these entrepreneurial dynamics could arguably

lead not only to the overall growth of new businesses, but to an increase in the segment that has the potential to grow and create jobs beyond the owner/ proprietor model.

Data from the Bureau of Labor Statistics (BLS) in the Quarterly Census of Employment and Wages (QCEW) shows that the number of private business establishments with employees grew

from 53,800 in 2018 to 58,900 in 2023, an increase of 5,100 (9.4%). This is a significant improvement over the period from 2001 to 2018 when the total number of businesses shrank by 2,400 (4%). While the local growth of business establishments is a positive sign and often a precursor of job growth, it hasn’t worked out that way in Metro Cleveland. From 2018 to 2023, the number of jobs dropped by 14,400, from 886,100 to 871,700. It’s worth examining the establishment trends in detail to understand what happened and to see what policies might encourage stronger job creation.

Metro Cleveland Private Establishments (2001-2023)

Establishments grew by nearly 10% since 2018.

Source: BLS, Quarterly Census of Employment & Wages (QCEW). Metro Cleveland includes Cuyahoga, Geauga, Lake, Lorain & Medina counties.

Employment Growth & Establishment Growth (2001=100)

The growth in local businesses was part of a national trend brought about by technological, cultural and economic factors. The growth of online platforms and digital tools made it easier to start and operate a business. Culturally, many younger employees grew more dissatisfied with traditional work environments and were attracted to the flexibility and autonomy offered by owning a business. Changes in the regulatory climate affected many traditional employers and led to the rise of gig work and freelancing. These experiences led individuals to formalize their independent work by starting small businesses.

These trends were supercharged by the 2020 COVID-19 pandemic, which caused widespread disruptions in existing businesses and radically changed consumer buying patterns and behavior. The layoffs and home-work conditions reshaped the economy, leading many individuals to reevaluate their career paths. Health care, which was already growing rapidly, became much more prominent in public discourse.

Government assistance and grants gave many people an opportunity to reexamine their career goals and means to change direction. A significant number of people opted for entrepreneurship as a way to gain greater control over their lives and livelihoods.

Perhaps not surprisingly, the surge in total private business establishments occurred largely in service providers rather than goods producers. Between

2018-23 Change in Establishments

Strong growth in office-based industries.

Prof., scientific & tech. serv. Information

Health care & social assistance

Admin. & waste mnmt.

Transp. & warehousing Construction

Accommodation & food serv.

Other serv. (except pub admin)

Real estate & rental & leasing

Educational serv.

Company management

Arts, entertnmt. & recreation

Source: BLS, QCEW

2018 and 2023, the number of private service industry establishments in Metro Cleveland grew by 4,800, compared to a mere increase of 300 in goods-producing businesses.

National data confirm the surge in businesses nationally, but also show that the percentage of “high-propensity business applications” (HBA) in new startups is shrinking. HBAs are defined as those newly created businesses that have a higher likelihood of becoming businesses with employees and a payroll. They typically have a well-defined business format and a plan to hire employees with a specific date for providing first wages and planned wages.

While the number of these high-propensity applications has increased over time, they have decreased as a share of all business applications every year since 2005, with the largest relative decreases following periods of recessions. Since 2005, all business applications in the accommodation and food services sector have been classified as high-propensity entities. The sector with the largest non-100% rate is health care and social assistance, with

70% of those businesses classified as high-propensity entities in 2023.

The good news is that the same kind of support that helps businesses with individual proprietors grow also supports the growth of HBAs. One key factor that improves business survival and increases job creation is encouraging the development of formal business plans that can realistically be executed. In addition to written business plans, HBA growth depends on improving access to capital, streamlining regulations, providing workforce development programs, improving digital access, offering shared workspaces to reduce startup costs, supporting local procurement and assisting with exporting opportunities.

In short, having robust small business assistance programs in place will allow local entrepreneurs to build their businesses, with a greater likelihood that some will develop into the high-propensity businesses that fuel local job creation.

James M. Trutko is an economist, market re -

analyst.

The changing course of postsecondary education.

By Terry Troy

Presidential Transitions

With crisis comes change; with change comes opportunity. But leave your cockeyed optimism at the door.

It’s certainly no secret that postsecondary educational institutions are facing headwinds that make a Lake Erie November gale look like a gentle evening breeze.

A new Ohio Auditor of State report indicated that Lakeland Community College is close to being in a state of financial crisis. Earlier this year, Cleveland State announced staff buyouts to deal with a growing operational deficit. Baldwin Wallace carved $17 million from its programs, extended a faculty hiring freeze and is now in the middle of an executive search for a new president. And most tragically, Notre Dame College in South Euclid was forced to close its doors in May 2024 after a 102-year run.

But these institutions are far from alone. According to the Ohio Department of Higher Education, statewide, public higher education enrollment fell

by more than 60,000 students between fall 2019 and fall 2023. But there is a glimmer of demographic hope. The student population rose from 429,310 students in 2023 to 444,014 students in 2024.

Regionally, the long-term news is no better: Cleveland State University, Lakeland Community College, Ursuline College, the University of Akron, Hiram College, Lorain County Community College, John Carroll University and Tri-C have all experienced double-digit declines in enrollment over the last 12 years. Although some, including CSU and Hiram, experienced minimal increases this year.

Attendance at Ohio’s universities and community colleges dropped more than 11% during that 12-year period. Lower birth rates have led to bloated college operations and programs as well as an over-staffed faculty which, in turn, has caused tuition costs to rise above and beyond the rate of inflation.

This has led to doubts about the value of a college degree among parents

and potential students, with fewer young people choosing to go to college. Naturally, academia has been quick to respond: cutting budgets, closing institutions, offering online degrees and changing programs to better align with workforce needs to address the changed student school of thought of: “What’s in it for me?”

These headwinds have forced many of our postsecondary institutions to find a new skipper and change course. Many of them have taken the helm in just the past four years, with some taking the wheel as early as this past year.

We asked these new captains of academia about how they will navigate the new realities of the postsecondary sea. As you might expect, many are pushing the limits of their abilities and imaginations to keep Northeast Ohio and Greater Cleveland on course.

Laura Bloomberg

Prior to her appointment as the eighth president of CSU in spring 2022, Laura Bloomberg, Ph.D., held the position of CSU’s provost and senior vice president of academic affairs. She also served eight years as dean and prior associate dean of the Humphrey School of Public Affairs at the University of Minnesota.

A New, Integrated Initiative

Blending excellent access with excellence in academics

With an enrollment of more than 14,200 students in 2024, Cleveland State University (CSU) is the largest university in the Greater Cleveland area and is second only to the University of Akron in Northeast Ohio in terms of its size. As such, it represents an important piece of the economic puzzle in our area in terms of workforce development as well as feeding our corporations with skilled and qualified graduates.

“With 80% of our graduates remaining in our area up to 10 years after graduation, it’s pretty clear that we are a Cleveland university,” says Laura Bloomberg, Ph.D., the eighth president of CSU, who was named to the position in spring 2022. “We know our purpose. We teach. We do research. We do outreach and engagement. We can provide almost limitless opportunities. But we also need to service our entire region.

“We want to blend excellent access with excellence in academics. We need to be academic innovators and leaders in a way that enables access for anyone who wants to be here.”

changing needs of not only our workforce, but society in general.”

In CSU’s case, it’s something called Cleveland State United, a new strategic initiative approved by the school’s Board of Trustees in fall 2024. Guiding the university’s efforts from 2025 until 2030, the school’s leadership spent more than six months working closely with students, faculty, staff, alumni and community partners to refine the priorities that will shape CSU’s future, as well as the economic future of Northeast Ohio. It includes a launch of 11 new integrated degree programs.

We want to blend excellent access with excellence in academics. We need to be academic innovators and leaders in a way that enables access for anyone who wants to be here.”

— Laura Bloomberg

It might sound a little like “Postsecondary Education 101,” but focusing on well-defined basics could be a prescription for success, and just what the doctor ordered for CSU.

The corner may have already been turned. Enrollment rates increased very minimally from 2023 to 2024, but the specter of challenging demographics is far from gone.

“We have to be crystal clear on communicating our value proposition, not only to our prospective students, but the community in general,” says Bloomberg. “It’s true there has been a reduction in the percentage of our population seeking a college degree and that has compounded our headwinds. So, we have reimagined our core curriculum, reflecting the

“An integrated degree pulls together two different disciplines that have impact and value to each other into one degree,” Bloomberg explains, positing an example. “Take music and computer science. The integration of those two has value in the marketplace, especially when you think about gaming and entertainment.”

In addition to integrated degrees, the university is introducing a Inquiry Core Curriculum so that students entering CSU will learn how to explore probing questions, examine their own big ideas and dig into specific interests from day one of their college career. CSU also will track the progress of the United program using Key Performance Indicators.

“There are still many opportunities for nimble educational institutions to serve our region,” says Bloomberg.

Battling Rising Costs

Building a brighter and more talented workforce

Like most of our cover story college presidents, Dr. Sunil Ahuja has been at the helm of Lakeland Community College for a relatively short time. He assumed the position in April of last year. He also is quick to address the reason for the great period of transition in postsecondary leadership we are experiencing in Northeast Ohio.

“It’s true that a lot of us are new to our positions,” says Ahuja, “but it’s not just due to the increasing challenges related to enrollment, finance and demographic shifts — especially in this part of the country. Some of it also involves the age of previous presidents, their tenure of leadership and a natural part of transition. College presidents don’t serve 15, 20 or 25 years like they used to, so there are a lot of factors that are going into this transition right now.”

A shorter presidential term makes sense as today’s postsecondary leaders need to adapt to changes that come at lightning speed.

“One of the biggest challenges we face is the perception that a college education is no longer worth the money, which is not based in fact at all,” says Ahuja. “There is plenty of hard data that shows that people with advanced degrees make more money than people with bachelor’s degrees and people with bachelor’s degrees make more money than people with associate’s degrees over the course of a lifetime.”

But there is a greater shift, a focus of attention, on college costs as more students or their parents begin to take on the burden of tuition, Ahuja concedes.

“Public funding is not what it used to be, so people are paying out of pocket more,” says Ahuja. “That contributes to the question of, ‘Is it really worth spending that much money toward a two- or four-year degree?”

The average debt of a student graduating with a bachelor’s degree is close to $38,000, notes Ahuja.

“But remember, you are making an investment for a lifetime,” he adds. “Many people buy cars today that cost much more than $38,000.”

Still, it’s easy to balk at such amounts, especially if funds are tight or life circumstances are such that a potential student has to begin gainful employment earlier.

“And, because many people are paying out of pocket, they realize that the cost of education is rising faster than the rate of inflation,” says Ahuja.

Still, many of today’s higher-paying jobs are very technically oriented, often requiring some sort of credential just to get through the door of an employment office.

“That is where a community college like Lakeland comes in,” says Ahuja. “We provide a sweet spot. You can do your first two years here on your way to a four-year degree that ultimately costs you less than going to a straight fouryear college. After your first two years and an associate’s degree, you can stop, move into a job and then continue on with your education later after you have established a career.”

Or you can go the workforce development route, where you get a credential after a six-month program, which leads to profitable employment, notes Ahuja. You can even continue your education

Sunil Ahuja

After a nationwide search, the bord of trustees at Lakeland Community College named Dr. Sunil Ahuja its sixth president in April 2024. The president brings with him a wealth of experience and a distinguished record of leadership to his position.

going that route while working, which leads to career advancement.

“It’s something called stackable credentials, which has been available for some time,” adds Ahuja. “You can stack one credential on top of another, and then keep pushing those credentials toward an associate’s degree, or maybe even something more advanced.”

Getting certifications or associate’s degrees at a community college are two easy ways for people to address costs and affordability.”

— Sunil Ahuja

David King

The Ursuline Board of Trustees installed David King, EdD as the 18th president of Ursuline College on Nov. 17. Prior to taking the reins, King served as executive director of Business Relations and executive in residence for Eastern University’s College of Business and Leadership. King previously served for more than 10 years as president of Malone University in North Canton, stepping down in 2022.

Steeped in Tradition

Re-imagining a new way forward

For David King, EdD, the 18th president of Ursuline College, a college education should still be transformational as opposed to transactional. While named Ursuline’s president earlier in June 2024, King received the presidential medallion and the actual Charter of Ursuline College at a Blessing Ceremony on Nov. 17.

That scenario offers clear insight into the respect for tradition this august institution places on postsecondary education. But even for an institution steeped in tradition, there are realities and future challenges that must be faced.

“Stepping into this position started with a casual conversation, but warmed very rapidly,” says King. “I knew about Ursuline from my decade-plus experience at Malone University. I also knew two predecessors, Sister Diana Stano and Sister Anne Marie Diederich, so I had a good sense of Ursuline’s mission and core values.

“I have spent most of my career in independent, faith-based education. I also knew what Ursuline’s board was determined to do. This was a place I could raise quickly as both a believer in their mission and a believer in the pathway the board has proposed for the future.”

Ursuline, like any small, independent college in the Midwest, has a challenged business model.

The foundation for this strategic partnership is built on mutual respect, complementary missions and values and a shared commitment to grow each other’s institutional strengths, while preserving individual stories and traditions. The partnership will provide Ursuline students with expanded opportunities, increased program offerings and enhanced learning experiences while growing the College’s future.

While the strategic partnership offers a lot of advantages for both schools in terms of maintaining tradition, King admits that Ursuline must redefine its definition of a “traditional” college student.

We are facing the need to accomplish dramatic change, but as we do so, we can’t take our eyes off our mission.”

— David King

“Given our headwinds, I think we are challenged,” says King. “At the risk of sounding pollyannish, the biggest challenges often lead to exceptional opportunities, if we are willing to see them.”

But only if you have the vision.

In the case of Ursuline College’s Board of Trustees, that vision went up I-90. In September 2024, the board approved a letter of intent (LOI) to pursue a strategic partnership with Gannon University, a vibrant Catholic university in Erie, Pennsylvania. It begins a process to create a premier Catholic institution on Lake Erie and in Pepper Pike.

“Our business model starts with a view of the ‘traditional’ college student being someone who is 18 years old, right out of high school, who wants to be a full-time student for the next four or five years and graduate with a bachelor’s degree,” says King. “Yet many of our students today don’t fit that profile.”

That includes students who might be under-resourced, first generation or nontraditional students and giving them the educational opportunities and programs they need to succeed.

“Secondly, our entire education model is structured to change and adapt over time, and not to change and adapt rapidly,” he adds.

Those are challenges that King will address moving forward.

Ursuline College

Gannon President Walter Iwanenko (l) shakes hands with Ursuline President King on the announcement of the strategic alliance between the two schools.

Pulled in Opposite Directions

Balancing growth and educational experience

As the 19th president of the University of Akron, Robert J. (R.J.) Nemer sees growth and enrollment as the biggest challenges facing the University of Akron (UA). Its enrollment is currently 14,813, which includes CCP/ ECHS (dual enrollment for high school students), undergraduates, graduate students as well as the law school.

“While simultaneously fulfilling our commitment to deliver a top-notch educational experience for our students and to grow the numbers in our classrooms, we will need to navigate numerous challenges of shifting student demands, a shrinking and finite pool of prospective students and maintaining affordability to maximize access for a number of different demographics,” says Nemer. “While it is important to continue to compete for regional students, we are also exploring ways to increase graduate and international applications.”

UA’s predicament is hardly uncommon. As a nation, postsecondary education is looking at declining enrollments and increased costs to deliver an education.

“It’s a tough place to be,” Nemer says. “As institutions of higher learning, we all, of course, should have a student-centered approach and a high-quality educational product as our core mission. When all institutions are competing for the same finite pool of applicants, growth becomes more difficult. When growth doesn’t occur to the level that an institution needs it to occur, then the increased costs of delivering the high-quality product are felt even more.”

But there is an upside, Nemer notes. The value of a postsecondary education is still very high. The challenge is to find ways of marketing that value to the current generation of prospective students.

“As our student population changes and they develop their own set of values,

goals and priorities, postsecondary education must find relevant ways to connect with students and remain part of the ‘future plans’ conversation,” says Nemer. “We are trying to take a systematic approach to cutting costs in some areas while increasing investment to grow programs in others.

“We are also taking a hard look at our processes to ensure that once a student chooses UA, they want to remain here to finish their degree and enter the workforce,” he adds. “We have instituted new software to keep students on track and improved our advising to ensure students are engaged and on course.

“Investing in student success obviously helps to solidify student retention, but it also creates a sense of belongingness and a perception of a high-quality education and experience. The success stories of our current students and of our alumni are the best advertisements we have as we talk to prospective students.”

There is a general and growing perception across the country that a postsecondary education is not worth the investment — that graduating with burdensome debt is detrimental to building a career pathway, at least in the short term.

“We believe that the value of a higher education has not wavered, and we continue to communicate the value of it in all of our recruitment efforts,” says Nemer. “In our conversations, we often include the fact that UA graduates earn more than [graduates of] any other institution in Northeast Ohio.

Robert J. (R.J.) Nemer

Like most of the college presidents in Northeast Ohio, Robert J. (R.J.) Nemer is new to his position. He began his tenure as the 19th president of the University of Akron in May 2024. Prior to being named president, Nemer served as the dean of the UA College of Business for two years, growing the school’s enrollment, student opportunities and experimental learning. Nemer is also familiar with UA as a student. He earned a bachelor’s degree in business administration and a JD from its Law School.

“We have also been working, as part of a state higher education consortium called the Inter-University Council of Ohio, to develop an awareness campaign about the value of higher education that will be launched statewide in 2025. On the national front, we are participating in pilot programs and college accelerators.

“Investing in student success obviously helps to solidify student retention, but it also creates a sense of belongingness and a perception of a high-quality education and experience.”

— R.J. Nemer

Facing a Demographic “Cliff”

A smaller audience and changing perceptions

Smaller private, liberal arts colleges face numerous challenges today. In our area, there is a declining population of traditional liberal arts college students, something Dr. Robert Bohrer, Ph.D. and president of Hiram College in Portage County, describes as a “demographic cliff.” In addition, the cost of postsecondary education is rising.

Combine that with shrinking and strained financial resources for students and it’s easy to see how there is now a misconceived notion that a traditional liberal arts college education is no longer worth it.

But this is one smaller liberal arts college fighting against those perceptions.

“We recognize the concerns many students and families have about whether postsecondary education is worth the investment,” says Bohrer. “These are important conversations, and we are committed to addressing them head-on with honesty, transparency and personalized support.

“Our approach begins with ensuring that every visit with prospective students is personal and focused on their individual goals and aspirations. During admission events, we host alumni panels where graduates share how their Hiram education prepared them not only for their first job but for a lifetime of career success. Additionally, we thoughtfully

Dr. Bohrer came to Hiram College in 2022 after serving more than 20 years in faculty and administrative positions at Gettysburg College. He served as Hiram’s interim president when David Haney retired in 2023 and was unanimously voted the 24th president of Hiram in 2024, just ahead of the College’s celebration of its 175th anniversary this year.

Robert Bohrer

tell their stories through our admission materials, website and other communications, showcasing the long-term value of a Hiram education. Alumni emphasize the adaptability, critical thinking and leadership skills they gained, which have helped them navigate career changes and challenges over the years in an ever-evolving job market.”

The strategy is working. Hiram exceeded its enrollment goal for the 2024–2025 academic year, with 274 incoming undergraduate students. This is a 7.5% increase from the previous year, and the

second year in a row that the college has surpassed its enrollment target.

“Affordability and accessibility are central to our mission,” explains Bohrer. “We understand that financial concerns are a significant factor in today’s conversations about the investment in higher education. That’s why we are transparent with families from the start, engaging in meaningful discussions about costs and the return on investment. Our goal is to find an approach that works for every student, aligning their educational experience with their personal and professional goals to ensure their investment in college is truly worth it.”

These connections and conversations don’t stop after students enroll. The college continues to create opportunities for current students to engage with alumni through mentorship programs, networking events and class visits. This ongoing dialogue allows students to see firsthand how a Hiram education is not just about earning a degree but about

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Our goal is to find an approach that works for every student.”

— Robert Bohrer

building a foundation for lifelong learning, adaptability and success.

But those marketing strategies only go so far.

“We are focused on recruiting in areas where the student population is growing, connecting prospective students with our excellent programs,” says Bohrer. “For example, our Nursing program has achieved a 100% NCLEX (National Council Licensure Examination) passage rate for the past two years, making us one of only four schools in Ohio to reach this milestone. We also offer direct admission into nursing, providing students with a clear path to success.”

Hiram College

Marcia J. Ballinger

With over 30 years serving in community college leadership roles, Marcia Ballinger is the fifth president of Lorain County Community College (LCCC) as well as its first female president. Taking the reins of the college in 2016, Ballinger is one of the longest-serving college presidents in Northeast Ohio.

Prosperity Through Partnering

Traversing an ever-changing educational landscape

It’s certainly no secret that the landscape of higher education has transformed significantly over the last 10 years. But Lorain County Community College (LCCC) is well positioned to meet new and future challenges.

“Today’s students are more focused than ever on outcomes — they want assurance that their education will lead to meaningful career opportunities,” says LCCC President Marcia Ballinger. “This shift has prompted us to deepen our connections with industry partners to provide hands-on, real-world learning experiences that directly prepare students for the workforce.”

One standout example is LCCC’s Microelectronic Manufacturing Program.

“From the first year, students balance classroom learning with practical, on-the-job experience, working three days a week with local employers and attending class two days a week,” says Ballinger. “This intentional program design has been remarkably successful, with 100% of graduates securing jobs in the field by the time they complete the program.”

For adult learners looking to transition into new careers or upskill for advancement, the time required to complete training is often a critical factor — especially

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when employers urgently need talent, Ballinger notes.

“That’s why we developed our Fast Track programs, which offer short-term credentials in high-demand fields like advanced manufacturing, business services, health care and IT,” says Ballinger. “These programs can be completed in 16 weeks or less, allowing participants to quickly reenter or advance in the workforce.”

One of the greatest challenges facing community colleges is meeting the rapidly evolving talent demands of emerging industries like smart manufacturing, advanced energy, aerospace and health care innovations.

“Northeast Ohio is uniquely positioned for growth, with assets that make it an attractive location for both expanding companies and new investments,” says Ballinger.

According to a recent Site Selector survey, talent remains the top consideration, she says. This underscores the urgency of building a robust pipeline of

skilled workers to support business success in our region.

“To achieve this, we must not only bridge existing skills gaps but also innovate at the speed of industry,” adds Ballinger. “As a community college, our mission is to provide education that directly leads to good jobs while strengthening our regional economy. With 90% of LCCC graduates staying in the region to live and work, we are a key driver of our community’s economy.”

Programs like College Credit Plus are key to this effort, allowing high school students to get a head start by earning college credit and exploring career pathways in these cutting-edge fields.

“I’m particularly proud of our collaboration with K-12 partners, which enabled nearly half of Lorain County’s high school graduating class of 2024 to earn college credit from LCCC. This achievement helps students save both time and money while positioning them for success in high-demand careers.

By connecting education with workforce needs, we’re preparing the talent needed to power Northeast Ohio’s future.”

— Marcia J. Ballinger

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Playing to Core Strengths

Leaning into Jesuit educational traditions

When Alan R. Miciak assumed the helm as the 26th president of John Carroll University in University Heights in 2021, he was already very familiar with the school and its Jesuit roots.

“I had been at John Carroll since 2015, and this isn’t a huge institution, so I knew our community very well,” says Miciak. “We’re facing the same challenges as other postsecondary schools, including a declining demographic, increasing costs and delivering value, but we always try to be special. We want to be the best at what we do and to be different in the way we deliver our education.”

As a Catholic, Jesuit university, John Carroll adheres to some important

traditions. The school was founded in 1886 by the Society of Jesus under the title of St. Ignatius College, after Ignatius of Loyola.

But the Jesuit commitment to education goes back much farther than that.

“The order has a commitment to quality education that goes back almost 500 years,” says Miciak. “The order was founded [in 1540] and later expanded on the basis of providing education worldwide. We believe that all learning should be taken out into the world and that a life is made to be lived in the service of others.

“We look toward our students, people of character who value what we

Alan Miciak became the 26th president of John Carroll University on June 1, 2021. Prior to this appointment, Miciak led the John M. and Mary Jo Boler College of Business at John Carroll University as its dean since July 2015. Under Miciak’s leadership, the Boler College of Business developed new programs and facilities across its schools and departments.

Alan R. Miciak

provide. We can’t be everything to everybody, so we focus on our strengths.”

Fortunately, employers also seek those personal strengths, giving John Carroll a successful niche. But Miciak concedes that the school needs to address the ability of graduates to find a job or launch a career — even if it means moving on for more advanced degrees.

“In the current economic environment that we are in, where the price of education is high, the notion of getting a good job after graduation is very important,” he says. “What sets us apart is that we work very hard to blend professional preparation with personal transformation.”

The university has expanded its business and health care offerings recently in response to the more transactional mindset of today’s prospective college students.

Take JCU’s Boler College of Business as an example.

“Potential employers seek out our graduates for the preparation in a

business career that they receive here,” says Miciak. “But they also realize that our graduates have solid values they can bring to a decision-making process in business.

“The same is true in health care. We have many graduates that started with degrees in traditional subjects like biology and chemistry but went on to receive advanced degrees to become doctors or dentists.”

Today, JCU also offers a four-year Bachelor of Science in Nursing, with state-of-the-art clinical training across health care systems in Cleveland.

Naturally, JCU believes in its mission and traditions, but it’s not just lip service. It puts its money where its mouth is.

At the end of last year, the university was nearing the completion of an ambitious $100 million investment to enhance its academic portfolio, elevate the student experience and transform campus facilities and operations.

We look toward our students, people of character who value what we provide. We can’t be everything to everybody, so we focus on our strengths.”

— Alan R. Miciak

John Carroll University

Michael A. Baston

Michael A. Baston, JD, EdD, became Cuyahoga Community College’s fifth president on July 1, 2022. An experienced instructor and administrator, Baston has championed many initiatives and served on numerous boards and organizations in a decades-long career in higher education.

Building a Foundation

The five Rs of postsecondary education

When many people think about the foundation of education, they think of the three Rs. But when it comes to postsecondary education, Michael A. Baston, JD, EdD, fifth president of Cuyahoga Community College (Tri-C), prefers to think of it as five Rs: Respect, Recognition, Responsiveness, Resources and Relationships.

“Those are the five keys that we use at our educational institution to help us advance our students,” says Baston. “All of my staff understands these five things as an important part of our culture. It is what sets us apart and it will continue to propel us forward.”

First and foremost, students want “Respect.”

“They want an educational institution that respects their time and money,” says Baston. “They don’t want to overpay, and they don’t want to stay here forever.”

Students at Tri-C enjoy the lowest tuition in the state. But they also want programs that respect their time and their window for learning. It’s one of the reasons the college offers so much flexibility in its courses and programs.

“It’s why I always say that we are the most selective higher educational institution in Northeast Ohio,” says Baston.

“We’re more selective than all those other institutions because our students select us, while most other institutions select their students. We are blessed because we get to meet our students where they are. We don’t pick winners and losers. We think everyone is a winner, and we help them design the educational experience that works for them.”

In addition to the traditional 16-week semester, students can choose to attend two 8-week semesters. Or they can do a 12-week semester, a 14-week semester or a shorter credentialed course that leads directly to employment.

“They can attend online, or through a hybrid of online and in-person attendance,” adds Baston. “They can do stackable credentials, so they can earn along the way while they pursue their education and career.”

It’s a business model that is working.

“We are in our fifth semester of enrollment growth, and we are up almost 12% in the shorter credentialed courses that lead to work opportunities,” says Baston.

This leads to the “Recognition” that students want — to have their education their own way, he notes.

Students today also want “Responsiveness,” to their needs, one of the reasons for the high degree of flexibility in Tri-C’s curriculum.

“In addition, many students today may not want to be a worker for someone — they may want to own or start their own business,” says Baston. “Many colleges have classes and programs that prepare people to be workers without recognizing that students today are much more entrepreneurial.”

“[Students] want an educational institution that respects their time and money.” — Michael A. Baston

It’s one of the reasons Tri-C built its Center for Entrepreneurs at Corporate College. It provides the tools and services students need to begin and follow on their entrepreneurial journey. The Entrepreneur Center is just one example of how Tri-C provide its students with “Resources.”

“Students also need resources to navigate on their educational journey,” says Baston. “Many educational institutions have embedded roadblocks in a bureaucracy. We help them navigate through a bureaucracy not only here, but also external bureaucracy.”

Lastly, Tri-C students want “Relationships.”

“They want to feel like they are a part of something bigger than themselves,” says Baston. “Many higher educational institutions don’t recognize that today’s students are much more technologically savvy. They know how to navigate an online environment.”

Baldwin Wallace

Looking for a Leader

What qualities do modern colleges seek in a new president?

With the headwinds facing postsecondary education stronger than ever, the position of leadership is in much greater flux. Due to the rapid changes happening in higher education, today’s college presidents often have very short-lived term of three-, five or even seven-years, as opposed to the 15- or 20-year terms in years past.

Technology and market changes have sped up the transition, compelling college boards to work harder on executive and leadership searches.

a business leader as well as an illustrious career of community service that includes more than 24 nonprofit organizations. “I like to begin by breaking down the search into two categories of traits, The first traits are tangible and non-negotiable. The second are non-tangible traits. They are equally important, but are often more challenging to identify.”

The first tangible trait is being a strategic thinker, says Clark.

or as a part of an annual survey — but every day,” says Clark “You need a leader who is constantly asking for feedback, so they have disciplined reflection on what they are doing and why they are doing it. You need a leader with great curiosity and even greater listening skills. They need to know the vibe of what is happening on campus.”

If that seems like a lot to ask for, it is. Surprisingly, BW has had a large pool of highly qualified candidates.

Baldwin Wallace University (BW), a private institution in Berea, is in the middle of a presidential search. It could be completed later this year. Paul Clark, who serves on the Board of Trustees for the University, leads the search committee to find BW’s tenth president.

The incoming president will lead the management of the University, overseeing its cabinet, which is responsible for all school functions, including: academics, finance, operations, philanthropy, alumni engagement, student affairs, enrollment management, diversity and inclusion, corporate and organizational engagement and human resources.

Sounds like a pretty full plate, which is nothing new to the 12-person presidential search committee.

“Finding a good college president today is a little like finding a unicorn,” says Clark, who previously served as regional president of PNC Bank in Cleveland and has ample experience as

“You need a leader who can build upon the strengths of your university, but who also has a commitment to student growth and affordability,” says Clark. “We have to graduate students without crushing debt that limits their career choices.”

The second trait is the talent of fundraising, “for scholarships and also endowed professorships,” says Clark. “The third trait is someone who understands and can lead within an operative budget. They understand what key elements of an operating budget look like; how they are generating cash and how they are deploying cash.”

The fourth trait, which Clarks describes as being obvious, “is the ability to build teams and develop people.”

Presidents need to manage difficult budgets, smooth restructuring of an organization and handle the forces of consolidation — and do so with an optimistic smile.

“Which is the first of the intangible traits, which is realistic optimism,” says Clark. “The second intangible is that character counts.”

The third intangible trait also sounds like common sense.

“You need a leader who actively seeks feedback, not just once in a while

“And those candidates come from a lot of different backgrounds,” says Clark, who acknowledges the executive search firm of Russell Reynolds Associates for its help and guidance. “Some candidates have progressed through academics as past presidents, some come from academic financial leadership as institutional leaders, chief operating officers or enrollment leaders. But we have also had a large number of cross-over candidates, executives with non-academic backgrounds from a variety of business roles and that has been a pleasant surprise—and a real treat.”

The presidential search committee is well into the search, says Clark and could name a new president early in the next academic year.

You need a leader with great curiosity and even greater listening skills.”

— Paul Clark

Paul Clark

FEATURES FEATURES

ON THE ROAD AGAIN

Legal

Aid Society helps license suspended drivers. BY

Most people think individuals get driver’s license suspensions in Ohio because they are “bad drivers.” But about 60% of all suspensions in the state are because of a person’s failure to pay money owed to a court, the Ohio Bureau of Motor Vehicles or a private third party.

“The idea of suspending someone’s license so they can’t get to work to earn the money to pay a fee is hard to imagine,” says Brian Mikelbank, associate professor of Urban Studies, Cleveland State University. “This was supposed to be an effective way to get people to come to court and pay what they owe, but that doesn’t always happen.”

Mikelbank collaborates with the Legal Aid Society of Cleveland so it can support and represent those who have lost their licenses because of this kind of debt. The goal? To get eligible drivers back behind the wheel.

Legal Aid’s Road to Nowhere: Debt-Related Driver’s License Suspensions in Ohio report shows Ohio drivers face more than 3 million debt-related suspensions annually, totaling a debt average of $7.9 million a year to residents of Ohio’s highest poverty zip codes. The advocacy work Legal Aid attorneys, staff and volunteers perform to end this harmful cycle is part of the organization’s community engagement commitment.

That dedication also aligns with Legal Aid’s mission to “secure justice, equity

JILL SELL

and access to opportunity for and with people who have low incomes through passionate legal representation and advocacy for systemic change.”

“We have done community engagement since Legal Aid’s founding in 1905. But now we are very intentional about informing people about the work we do,” says Kimberly Barnett-Mills, managing attorney for community engagement.

Legal Aid’s Legal Center for Low-Income Entrepreneurs provides guidance and representation to aspiring businesses that want to take the next steps toward success. That includes help with writing bylaws, understanding and fulfilling regulatory compliance (licensing, etc.), tax rules, insurance, contracts, record-keeping or facing third-party issues such as contracts or lease evictions.

Of course, some individuals or groups haven’t gone much further than “a dream,” says Barnett-Mills. In that case, Legal Aid, which serves five counties in Northeast Ohio, will help make connections to appropriate community resources that will work with potential business owners to get a good start. Then, if necessary, they can reach out again to Legal Aid when their plans advance.

A variety of more than 40 businesses have been helped by the Center since its founding in 2019. About 21 cases for legal assistance to low-income entrepreneurs or low-income nonprofits were

“We have done community engagement since Legal Aid’s founding in 1905. But now we are very intentional about informing people about the work we do.” — KIMBERLY BARNETT-MILLS

Legal Aid’s Executive Director Colleen Cotter gave an update on research and advocacy work related to driver’s license suspensions at an annual meeting.

opened since the beginning of 2024 and eight have been closed.

“Legal Aid’s help allows people to build wealth for themselves and their communities,” says Barnett-Mills, a former assistant public defender for Cuyahoga County and a former chief prosecutor for the City of Cleveland.

The Haslam Sports Group has shown its commitment to the community in many ways, supporting education, housing, law enforcement and employment concerns. But most recently “has added equity through economic advancement for members of disadvantaged communities as a focus,” according to Peter John-Baptiste, chief communications officer for the sports organization.

John-Baptiste says Legal Aid earned the Haslams’ and Cleveland Browns’ financial support because it aligned with the sports organization’s social justice initiative.

Mikelbank adds that Legal Aid has lessened the financial hit that neighborhoods in particularly low-income areas suffer when residents with suspended licenses can’t get to work. (He notes less than 2% of people use transit.)

“Cleveland State University has always had an outreach commitment where we put our skills to good use in the community and make an impact,” says Mikelbank. “When Legal Aid has a data question or needs special analysis or has mapping needs to find out information — like it does to find out where community engagement is most needed and its programs need to be offered — I like to be able to help out.”

STATEWIDE COVERAGE

The Ohio Newsroom improves the model for local radio journalism. BY JILL SELL

Self-driving cars in Southeast Ohio. A farmer in Hillsboro who practices climate-resistant practices to improve his soil. A pet food pantry in Wooster. All stories that can be heard on public media radio stations across the state.

The Ohio Newsroom (TON), Ohio’s largest daily statewide radio and digital news service, began as a concept in 2019 and launched in 2022. It is a formal collaboration that is now changing — and improving — the model for local journalism.

Four anchor stations — Ideastream Public Media (Cleveland/Akron/Canton), WOSU Public Media (Columbus), Cincinnati Public Radio and WYSO (Yellow Springs) — “put the oomph into this effort,” according to Dan Shellenbarger, general manager, Ohio Public Media Services. His umbrella organization includes The Ohio Newsroom, The Ohio Channel and The Statehouse News Bureau.

“We knew that The Ohio Newsroom could only exist if it had total, complete, statewide participation,” says Shellenbarger, noting it was initiated by Ideastream, the George Gund Foundation and the Corporation for Public Broadcasting in Ohio.

Today, The Ohio Newsroom also includes WGTE (Toledo), WCSU (Wilberforce), WYSU (Youngstown) and WOUB Public Media (Athens), which joined in July 2024. Eighty-four statewide journalists serve Ohio’s public media stations.

But the cooperation is far more than just a friendly partnership. As the number of local media outlets continues to decline statewide and nationally, the need for local news coverage and the ability to share that information beyond

limited borders has become vital. Too many areas in Ohio are news deserts, leaving people in those geographical confines without important information. The Ohio Newsroom stepped in to help fill those gaps.

“Creating The Ohio Newsroom was an incredible step forward by combining all the power of the different public media radio stations and saying we are stronger together,” says Clare Roth, The Ohio Newsroom managing editor. “Not only are we improving the journalism of every station that already existed, but we are taking you to places that normally would not have been covered because of the decline of local media.”

topics that have human interest, that bring out the humanity of people. We want to tell those stories. What happens in Wapakoneta could interest and influence someone in Marietta.”

Shellenbarger says that today’s responsible journalism should not just reflect the “if-it-bleeds-it-leads” practice. Nor should journalism “just point to people in power, but be about those who are affected by that power.”

“We need that balance,” he says.

The Ohio Newsroom is in an excellent position to examine stories from that perspective and share the results with everyone in the state who listens to public radio, he says.

“The kind of journalism we do is connective journalism. We want to bring people together, neighbor to neighbor, with topics that have human interest, that bring out the humanity of people.” — DAN SHELLENBARGER

Roth appreciates comments from some rural listeners who rarely heard news about their own communities until now. She hopes The Ohio Newsroom will soon stretch into all 88 Ohio counties. She also says the collaboration of stations is “the first step” of many journalistic innovations 10, 20, 30 years ahead.”

“We do hard news, of course, but also a number of good news things, plus examine solutions to concerns and stories about interesting people and places to visit,” adds Shellenbarger. “The kind of journalism we do is connective journalism. We want to bring people together, neighbor to neighbor, with

“This is an incredibly challenging time in journalism. But I have hope that means we get to reinvent ourselves and be even more relevant to the people we serve,” says Shellenbarger. “I am an optimist. We want to grow and add more specialized journalists, such as data journalists. Our whole challenge is how we keep people invested and interested in news and information.

“I love Ohio. We are a hardy sort of people. We are trying to recover in many ways, and it speaks to our tenacity that people here have so many stories to tell,” he says. “The Ohio Newsroom has the opportunity to showcase their voices.”

Ohio River

Southwest Ohio

Knox County

Ohio Newsroom reporters tell stories from across the state of Ohio, keeping local media alive.

THE REASON FOR TAX SEASON

Even exempt nonprofits file, but Form 990 also tells a nonprofit’s story. BY

With April 15 right around the corner, it’s only natural that many people start thinking about filing a return. The same is true of organizations that are considered tax exempt; nonprofits still have to file IRS Form 990.

There is a large nonprofit presence in the Northeast Ohio region. It’s estimated that there are more than 15,500 nonprofits in the Cleveland metro area alone.

Just like personal income taxes, there are various forms a nonprofit can use, including Form 990, Form 990-EZ and Form 990-N. The version of the 990 used depends on the organization’s annual revenue and the assets from its most recent fiscal year.

Small nonprofits with less than $50,000 in annual revenue may usually file a 990-N. Nonprofits with an annual revenue less than $200,000 with assets less than $500,000 may use Form 990EZ. Larger nonprofits with an annual revenue of $500,000 or more must use

TERRY TROY

the longer Form 990. Nonprofits should always consult a financial advisor or tax professional before selecting a form.

“Form 990 is basically the annual tax return form for a nonprofit, tax-exempt organization,” says Bill Cope, senior manager at HW&Co. “But it also allows a tax-exempt organization to tell their story and to champion any of an organization’s accomplishments from the previous year.”

HW&Co. is a CPA and accounting firm headquartered in Cleveland with numerous clients in the nonprofit sector. Cope is a member of the HW Healthcare Advisors and HW Nonprofit Advisors groups. While he specializes in helping long-term care and intermediate care facilities with preparing and reviewing their Medicaid

and Medicare cost reports, he also focuses on the review, supervision and preparation of nonprofit Form 990 tax returns for the vast majority of the firm’s tax-exempt clients.

“Most nonprofits benefit their local communities or region, and a lot of that information is available on Form 990,” says Cope. “But there are a lot of other takeaways as well, including what a nonprofit’s mission is, how it serves the community and what it has done to achieve its goals.”

Other times it could allow a nonprofit to show why it may not have been able to achieve its goals. Reviewing previous years of Form 990 can also show important trends, like potential donors or revenue streams that may be increasing or declining — which can help with strategic planning.

In an environment where funds, donations and revenue streams are tight or competitive, Form 990 is becoming increasingly important to benefactors to make sure donated funds are being properly allocated and spent. It not only shows what funds are coming in, but also reveals the increasing costs of goods and services that the nonprofit provides.

Form 990 also allows potential donors, future executive candidates or board members the ability to see if a nonprofit has the proper governance structures in place and is being managed effectively. And it gives current board members yet another layer of protection. Board members and management have to sign off on the proper disposal of assets or their distribution. Form 990 makes that easier.

But it’s not just about the numbers. Because donors may review a 990, it’s important for a nonprofit to include a narrative on the form that is told in a compelling way. That’s one reason Form 990 is actually becoming something of a marketing tool for a nonprofits.

“It’s a very effective way of looking back on the previous year,” says Cope. “And it’s usually easy to get an extension if you need more time. That basically gives a nonprofit the entire summer for a more detailed review of the previous year.”

MODULAR MINDED

Habitat for Humanity embraces affordable residences.

BY JILL SELL

This year at least 15 Greater Cleveland Habitat for Humanity modular houses will be built in several of the city’s Wards 4 and 8 neighborhoods. The affordable residences will join nine other modular homes built in 2024 in Wards 4 and 5. All are earmarked for approved Habitat for Humanity families.

A modular house is prefabricated, built in sections in a factory and transported to a lot. They are not classified as manufactured homes and are subject to the same building codes as traditionally built housing. In this case, the three-bedroom, two-bath, energy-efficient houses were built by Champion Homes in Sugar Creek, Ohio. Each 1,350-square-foot house features a modern kitchen, laundry room, full or partial porch, full basement and stand-alone garage.

Modular home proponents say the method is cost effective and that the quality of materials and construction is ensured before shipping. Speed of completion was also a factor that attracted John Litten, president and CEO of Greater Cleveland Habitat for Humanity.

When the American Rescue Plan Act (ARPA) of 2021 and $5 million in federal stimulus funds (allocated by Cleveland City Council, Cuyahoga County Land Bank and the State of Ohio) became available, Litten was eager for Habitat’s share. But he had to ramp up home construction.

“Going with modular homes allowed us to augment our production without having to add to our staff or without substantially increasing volunteers,”

says Litten, noting Habitat is a lender and sells the houses to qualified families with no-interest loans. “Modular is a nice way to provide a high-quality home that people deserve. We are a hand-up, not hand-out organization.”

The modular houses are part of Habitat’s $33 million 400-Home Initiative, focused on repairing and building affordable homes in Cuyahoga and Lorain counties. Traditionally built Habitat houses with family and volunteer participation will still be constructed by the nonprofit organization. But Litten also says there could be opportunities for parts of a modular house to be finished onsite by Habitat supporters.

Jenny Spencer, Cleveland City Council member, Ward 15, considers the modular homes a combination of two of her dreams — the creation of affordable houses to ensure the diversity of her neighborhood will continue, and housing that provides aging-in-place opportunities for occupants.

Spencer says many residents in parts of Cleveland either live in “legacy housing” (translation: 100-year-old houses with the only bathroom upstairs) or newer townhouses with stairs difficult for older adults and those with disabilities to navigate.

“These modular homes were possible in Cleveland when we got the resources and the partner,” says Spencer.

Mike Polensek, Cleveland City Council member, Ward 8, and dean of City Council, is a longtime, vocal proponent of modular housing. Over the years he has met with resistance, he

says, from some local government officials. Now he is “finally glad to see the city come 360 degrees from what it thought about modular housing.”

This past December, the City of Cleveland and the Site for Readiness for Good Jobs Fund issued a proposal for a modular home manufacturer to open here.

“We need to rebuild neighborhoods, create neighborhoods and create personal wealth through homeownership. I want to thank Habitat for taking up this cause,” says Polensek.

“Modular is a nice way to provide a highquality home that people deserve. We are a hand-up, not hand-out organization.”

—  JOHN LITTEN

Litten is eying other possible locations for future modular homes, including Cleveland’s Buckeye neighborhood and Lorain County, which falls under Greater Cleveland Habitat for Humanity jurisdiction.

“Many of the wards we are working in because of ARPA haven’t seen any new single-family housing in decades. Modular homes give us the opportunity to go where we haven’t been in many, many years,” says Litten.

Habitat for Humanity officials gathered with public partners and government officials at the recent modular house groundbreaking.

ABUNDANCE? SCARCITY OR

To hear Baiju Shah, CEO of the Greater Cleveland Partnership (GCP) tell it, now is the time to strike. Now is the time to forge a new, more positive future.

It all starts with how we view ourselves as a community, and the self-imposed restrictions that often cause us to fail.

Too long have Greater Clevelanders and denizens of Northeast Ohio suffered under the delusion that we are something less. Too long have references to unfortunate events in the past (such as the Cuyahoga River catching fire or more recently the Cleveland Browns’ anniversary of Bottlegate) diminished our self-worth and civic pride.

National media, especially out of New York, likes to harp on these references to support the misconceived notion that we are still the “Mistake on

The time has come to choose between the two.

BY TERRY TROY

the Lake.” More often than not, it’s done to support the Big Apple’s own civic insecurities.

Now, Shah and other public, private and civic community leaders, are proudly saying, “Bunk!” And for good reason.

“It’s time for a Cleveland mindset reset,” says Shah, both when you ask him in person as well as in print. “We are on the rise.”

You don’t have to take Shah’s word for it. He’s not being pollyannish.

A study from the ADP Research Institute recently identified Cleveland as one of the Top Ten Best Cities in our nation for new graduates wanting to

start a career. Cleveland is also considered a hot city for young professionals, due to its housing affordability, job opportunities, world-class cultural amenities, ethnic diversity and exciting neighborhoods.

“The ‘Cleveland Index’ of 35 public companies is significantly outperforming the S&P 500,” says Shah. “Our health care remains unparalleled, and we are starting to appear in many ‘Must Visit’ lists.

“We find ourselves in a period that I have never seen in more than 2 ½ decades of my career,” Shah adds. “A period where businesses are growing and unemployment is at historic lows. Unemployment in our metropolitan area is at 2.7% — lower than any other region in Ohio and lower than the national average.”

Even the Wall Street Journal, a self-professed champion of pro-New York opinion, recently heralded Cleveland as “The new center of the world,” when the Women’s NCAA Final Four came to town in April. Many locals acknowledged: “It’s about time.”

“The energy and momentum are palpable — testaments to the region’s innovative spirit, resilience and work ethic,” says Shah. “But to fully seize the moment and embrace the opportunities in front of us, we must confront an enduring Cleveland challenge: shifting our mindset from scarcity and loss to abundance and growth.”

When it comes to future development, we need to step away from our cautious “either/or” mindset and develop new thinking where we answer “yes” to all opportunities or ask, “Why not both?”

“We need to get away from our self-imposed limits,” says Shah. “We need to pursue opportunities boldly and creatively.”

Such thinking can have an enormous positive impact on the future development of our waterfronts on the lake and the river.

“Both will be transformed into vibrant spaces where Clevelanders gather,” says Shah. “For visitors and new talent coming to our city, both also will be shining examples of a dynamic region on the rise. But both are also in different stages of development, so we don’t have to choose.”

On the riverfront, the project is starting to go vertical with buildings going up.

“On the lakefront, we are still pretty horizontal,” says Shah. “We still need to build infrastructure to connect Downtown with the lakefront.”

There is also a need to determine what happens to Burke Lakefront Airport.

“Each of these projects taps different sources of funding and different actions that need to be taken to accomplish development,” says Shah.

The same abundant mindset should be applied to other major development projects, Shah adds. Should we develop new housing Downtown or in the neighborhoods and suburbs? Invest in research or businesses? Retain local talent or attract newcomers? Fund cultural institutions or our parks?

The answer should always be both, especially if we want to grow. Growth brings new residents, ideas and energy that benefit our entire region.

In the last two decades, our Downtown population has more than tripled — and it continues to rise. Tremont and Ohio City have grown beyond vibrant entertainment neighborhoods into true tourist destinations. Thanks to its waterfront access and the local Gordon Square Arts district, Detroit-Shoreway has spurred more than $2 billion in investment.

But that’s just the tip of recent developments. Downtown, SherwinWilliams’ new headquarters is a shining example of what major corporations think about our city and region. We are also a region that leads in both health care and clean tech, driven by entrepreneurial startups as well as world-class institutions like Cleveland Clinic, University Hospitals and MetroHealth.

“We must build on our strengths by investing in innovation and business growth, in both entrepreneurial and large organizations,” says Shah. “That can be done by accessing a variety of private and public funds, locally, nationally and globally.

“On the workforce, we need to ensure everyone participates to power the region. We must invest in education and up-skill our current workforce.”

We are blessed to have inspirational public leaders and aspirational private CEOs whose organizations lead the world, says Shah.

“And we have generous residents who contribute to these endeavors,” Shah adds. Indeed, our well-established nonprofit sector is one of the most giving in the nation.

“One of the true hallmarks of a successful community is the spirit of the people

and how they care about others with their time, treasure and talent,” says Shah. “Whether it’s through big projects and big organizations or one-on-one supporting individuals in need, it is something that really makes our region special.”

We also need to attract and welcome more people, young and old.

“They offer the best marketing for our region,” says Shah. “We also need to support our museums, cultural venues and the arts.”

Take an out-of-town visitor on a ride through Cleveland Clinic’s campus, around University Circle or past the reflection pond at Wade Oval, and their eyes can do nothing but boggle.

“Not only do these venues attract new people to our region, they also create great word-of-mouth advertising,” says Shah. “And many newcomers become great ambassadors for our city and region.

“I was at an event with Craig Hassall [CEO of Playhouse Square] recently,” says Shah. “Craig is Australian by birth and lived in London before coming to Greater Cleveland. But he has become one of our region’s biggest supporters. People like Craig who move here are often surprised by the breadth of offerings we have that contribute to the quality of life.”

But we also have to make Greater Clevelanders more aware of what we offer, which will change their mindsets and, ultimately, the limits on how fast we can grow.

“Now is the time to think differently. Our future growth demands that we embrace an abundance mindset that rejects self-imposed limits,” says Shah. “This year, let’s approach our opportunities not as a matter of ‘either/or’ but instead approach them with a ‘both/and’ mindset.

“It’s time for Greater Cleveland to adopt an abundance mindset.”

“The energy and momentum are palpable — testaments to the region’s innovative spirit, resilience and work ethic.”

— BAIJU SHAH

MAKING TALK

Imagine not being understood when you try to talk. What would it be like to have people ask you to repeat a word or phrase over and over again because they missed what you said?

“There isn’t an individual you could meet who doesn’t feel that the need to communicate is vital,” says Christie Needham, director of clinical education, Communication Sciences and Disorders Department, Baldwin Wallace Speech Clinic. “When something is wrong, or you are having trouble making yourself understood, it becomes a really critical hurdle. It’s not necessarily something that goes away on its own. You’ll need the intervention of a therapist.”

The Baldwin Wallace Speech Clinic, on the campus of Baldwin Wallace University (BW) in Berea, has been helping adults and children overcome those obstacles since the early 1970s. Today, the Clinic offers speech, language and hearing services free of charge to anyone in Ohio. It is the only free clinic of its kind in Northeast Ohio and provides free-standing treatment plans or supplemental plans to existing treatment, based on a patient’s needs. The Clinic provides individual and small group therapy on campus to about 200 patients a week, with an additional 900 in

Student clinicians perform individual therapy.

community locations. Some virtual sessions are offered.

“We are a teaching faculty, and we have nine full-time faculty members,” says Professor Needham. “They supervise 70 undergraduate and graduate students.”

Student clinicians are enrolled in the school’s communication sciences and disorders undergraduate major and speech language pathology graduate program. Licensed speech-language pathologists, certified by the American Speech-Language-Hearing Association and licensed by the Ohio Board of Speech-Language Pathology and Audiology, are supervisors.

BW students begin their clinical work as sophomores and, as they advance, also visit schools, senior living facilities and other locations off campus. Students have “two solid years” in real-world settings, so “they feel comfortable and

“There isn’t an individual you could meet who doesn’t feel that the need to communicate is vital.”

— CHRISTIE NEEDHAM

Speech therapy and physical therapy students perform small group therapy with a Parkinson’s group.

confident” about their skills, according to Needham. That helps if they plan to attend graduate school or decide where they will seek employment, she says.

The Clinic provides diagnostic evaluations plus a wide-ranging array of services covering: articulation disorders, stuttering, voice disorders, vocal nodules, language disorders and language-based reading disorders. Also, ADD/ADHD, autism, Asperger syndrome, Down syndrome, pediatric feeding disorders, traumatic brain injury, concussion, Parkinson’s, rehab after stroke, plus memory, organizational and social skills.

“One of the biggest misconceptions people have is that speech and language therapy is just for children,” says Needham, noting that the Clinic features 11 therapy rooms.

Needham is pleased that many patients become “invested in the students.”

“Our patients often want to know when their student therapist will graduate, and they want to attend commencement. The University is really good at making sure they get tickets,” says Needham, who adds that it has only been the steady support of BW that the Speech Clinic remains free.

The Clinic’s sessions are held weekly throughout the year. That consistency fosters strong patient/therapist relationships. The arrangement also avoids long breaks in treatment when progress can stall or fall backward, and when patients may become depressed or frustrated.

“We urge anyone who is interested in our free services to call us at 440-8262149 or email us at bwspeechclinic@ bw.edu. We will fit you into the schedule,” says Needham.

COURTESY BALDWIN WALLACE UNIVERSITY

Baldwin Wallace Speech Clinic offers speech help. BY JILL SELL

My Life

Easy hacks for better living

By Lynne Thompson

My Health

The Effects of COVID on Heart Health

year, it still was a doubling of the risk in that year.”

My Food

Hot Chocolate Hedonism

Food processing has reduced making hot chocolate to pouring a packet of powdered contents into a mug and adding boiling water. But making real hot chocolate takes more effort. Manikandan “Chef Mani” Ramalingam, executive chef at the Ritz-Carlton Cleveland, and Brad Vande Velde, general manager of The Lakehouse in The Flats, share tips for making body-and-soul-warming bliss.

Even people who recovered from COVID-19 with seemingly no lingering complications may be at risk for experiencing a heart-stopping consequence. A new study led by the Cleveland Clinic and the University of Southern California found that those who have had COVID-19 were twice as likely to suffer a major cardiac event such as a heart attack, stroke or even death for up to three years after diagnosis of the infection.

“Just having a PCR-positive test doubled the risk,” says co-senior study author Dr. Stanley Hazen, chair of Cardiovascular and Metabolic Sciences in the clinic’s Lerner Research Institute and co-section head of Preventive Cardiology.

The research, published in Arteriosclerosis, Thrombosis and Vascular Biology, utilized UK Biobank data from 10,005 people who had COVID-19 and 217,730 individuals who were not infected with the virus between February and December 2020, before a vaccine was available. Dr. Hazen describes the subjects as apparently healthy Britons ages 50 and older.

“One of the most surprising findings was there looks to be no sign of attenuation in the risk … The risk was double in the first year as well as double in the second year,” he says. “And if you looked at just 2022 to 2023, the third

Dr. Hazen adds that people who battled a severe infection, which he defines as those admitted to the hospital and carried a COVID diagnosis while there, had a fourfold to sevenfold increase in risk.

Researchers observed that the risk of suffering a post-COVID major cardiac event also was especially higher for those having a blood type other than O – A, B or AB. “It seems to be associated with clotting,” Dr. Hazen says. The genotype that controls blood type, he explains, has been associated with plaque vulnerability, which he defines as “the susceptibility for developing an event, a heart attack, stroke or death, if you are someone who already had existing disease.”

Dr. Hazen shares these study results with patients who have a history of COVID and works with them, particularly those who were hospitalized with a severe infection, to reduce other risk factors.

He recommends getting a COVID vaccine and boosters. He mentions a British study on COVID vaccine safety that followed 45 million people for six months after they were vaccinated.

“[It] asked, ‘What happens for those who are vaccinated versus those who are not?’” he says. “The biggest finding was a significant reduction in heart attack, stroke, pulmonary embolism and deep venous thrombosis.”

Start richer and thicker. Ramalingam’s two-serving recipe brings 2 cups whole milk and ¼ cup heavy cream to a boil. “They give you the creamy texture,” he says of the combination.

Sweeten. Ramalingam uses 2 tablespoons of sugar, preferably brown sugar rather than the granulated white counterpart. “It has more of an earthy taste to it,” he explains.

Add a pinch of salt. Ramalingam compares it to salting caramels to cut the sweetness.

Forget the cocoa – use dark chocolate. Ramalingam shaves 4.5 ounces (130 grams) of 72% dark chocolate into his milk-and-cream mixture after he brings it to a boil and turns off the burner. “That has a much lighter flavor,” he says. Those who don’t want to shave chocolate “can cut it up into smaller pieces so it dissolves quicker.”

Spice it up. Ramalingam adds a cinnamon stick, then removes it after a few minutes. “That’s the flavor that I grew up with in India,” he explains. He suggests those who dislike cinnamon add a half-teaspoon of vanilla.

Spike it. It’s the adult alternative to flavoring with a spice. Vande Velde adds 2½ to 3 ounces of liquor — everything from raspberry liqueur to caramelflavored vodka to peanut butter-flavored whiskey — to a recipe that yields two 1-cup-plus servings. “You can get really creative,” he enthuses.

Top it. The crowning touch can be Ramalingam’s go-to marshmallows or a swirl of whipped cream dusted with cocoa powder, drizzled with caramel sauce or showered with sprinkles.

Dr. Stanley Hazen

My Home

Looking Up

Lindsey Putzier of Lindsey Putzier Design Studio in Hudson calls the ceiling “the fifth wall” of a room. Unfortunately, it’s the most neglected. She suggests treating it like any other wall by:

Painting. There’s no limit in terms of hue, saturation, lightness or darkness. “People think that painting their ceiling dark is going to make the room feel smaller when, in reality, it actually draws the eye up more,” Putzier says. Those with textured ceilings, however, should stick with a flat paint. Use a high-gloss enamel, and “you’re going to see every lump and bump,” she warns.

Papering.

Putzier recommends hiring a professional to do the work. “You will need to get rid of texture on your ceiling if you are going to wallpaper it,” she adds. “You cannot wallpaper a bumpy, textured ceiling.”

Adding crown molding. Imagine framing that new paint or paper in, say, dental or eggand-dart molding. “That really pops a ceiling as well, even though it’s technically part of the wall,” Putzier says.

Paneling. Putzier has covered ceilings with beadboard and shiplap. “Sometimes it’s glued on, sometimes it’s screwed in. It just depends on

the application.” Wood and plastic products are available. “If you’re putting [plastic] on a ceiling and you’re far enough away, you can’t tell the difference,” she says. The same goes for the fauxtin ceiling tiles she’s installed. Lighting. Putzier says almost every room should have a center light fixture. “It just

adds that little bit of jewelry,” she says. Hanging a striking chandelier from a decorative ceiling medallion ups the wow factor. Putzier notes the beauty of intricate medallions found in grand old homes can be approximated in high-quality plastic counterparts that, from a distance, look like real plaster.

Lindsey Putzier

Dry-Time Garden Heroes

The drought we experienced last year that afflicted a wide swath of Ohio graphically illustrates the importance of developing landscapes that require less water. David Thorn of Chagrin Falls-based DT Design & Project Management suggests considering the following plants when planning the coming year’s improvements to your residential oasis. They prove that “drought

tolerant” doesn’t have to mean “bare and boring.”

Succulents.

These thick, fleshy plants are good for more than filling a little pot on your office desk. Thorn notes that low-growing sedums, for example, will fill in spaces between rocks and stones. “They add a really beautiful textural quality,” he enthuses. A taller variety of sedum, Autumn Joy, produces delicate bright-pink flowers on large heads that age into a striking copper color as summer turns to fall. After the leaves drop off, the blooms “add a really beautiful element to a winter garden.”

chicks, a variety that grows in mats of rosettes — the large rosettes are the hens, the smaller rosettes they spawn are the chicks — and bears clusters of flowers on flat-topped stems. They are available in a rainbow of leaf colors.

Ornamental grasses. Thorn plants maiden grass as a backdrop to a garden. He likes dwarf fountain grass for its short 2-foot height, growth in “really cool mound shapes” and leaf texture. “The fall color is great,” he adds.

ear, particularly the large, velvety leafed Helen von Stein variety. “You get more of a consistent massing of the leaves, which are super-interesting,” he explains.

Annuals. Thorn’s favorite annual is the zinnia. “The flower blooms are almost like pieces of art,” he says. “They come from light pink to the most deep-red color that you can imagine.”

INTRODUCING

Thorn also suggests water-conserving hens and

Perennials. Thorn singles out “long-blooming” veronica, with its spikes of “super-vibrant” blue, pink or purple flowers and lamb’s

A close second is the cosmos. “[It] has this whimsical, almost dancing-in-the-garden quality.”

for Behavioral Health

When you need help now. We serve youth, teens and adults who need urgent walk-in services related to:

• Feeling overwhelmed

• Family in crisis

• Thinking of harming yourself or others

• Struggling with family/parent conflict

• Facing substance use crisis

David Thorn

My Earth

By Gabe Leidy

A coyote left tracks in the winter snow at the Bedford Reservation.

“A law degree that fits your life and jumpstarts your future.”

- CSU|LAW Dean Lee Fisher

Cleveland State University College of Law is pleased to offer our online, part-time, accredited JD – one of the first in the nation. Offering the same rigorous curriculum, practical experiences, and access to our strong alumni mentoring and employment networks as our in-person law degree, this opportunity can build life changing careers and educate new leaders.

In addition to our excellent full-time and part-time JD program, CSU|LAW offers graduate degrees in law:

Master of Legal Studies (MLS)

Designed for non-lawyers, an MLS degree can help professionals out and bring value to their organization or profession as someone who can interact with counsel, protect ideas and organizational assets, assess the need for regulation, and work efficiently with changing legislation and compliance.

The MLS offers an exciting opportunity to enhance career credentials by gaining applied legal knowledge without obtaining a law degree, sitting for the bar, or practicing law.

Online Master of Legal Studies in Cybersecurity and Data Privacy

Prepares professionals to understand the technical and business dimensions of cybersecurity and privacy as well as current laws and regulations, giving graduates the knowledge and skills to enter these fast-growing fields and advance to senior positions.

LEARN LAW. LIVE JUSTICE. 125

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