Global Cleveland

“I. Advisory board members: valerie bertinelli and tom vitale are married ii. Global cleveland directors albert b. Ratner, thomas w. Adler, david fleshler and the honorable dan aaron polster have philanthropic funds managed by the jewish federation of cleveland (jcf). The honorable dan aaron polster is a board member of global cleveland and the federation. Global cleveland board member oren baratz is vice president of external affairs for the jewish federation of cleveland (jcf). Iii. Global cleveland director albert b. Ratner is co-chairman emeritus for forest city enterprises, inc. And global cleveland director neil mohney is executive coordinator for forest city enterprises, inc. Iv. Global cleveland director tom waltermire, ceo of team neo, receives funding from the cleveland foundation. Ronald richard, ceo and president for the cleveland foundation is a director of global cleveland. V. Global cleveland director: valarie j. Mccall is chief of government and international affairs for the city of cleveland and honorary board member frank g. Jackson is mayor of the city of cleveland. Vi. Global cleveland director: daniel p. Walsh, jr., president of the huntington national bank - greater cleveland region where global cleveland has its banking and brokerage accounts as well as a line of credit. Vii. Global cleveland director: shana marbury, general counsel & vice president of strategic initiatives, greater cleveland partnership, affiliated with cleveland development partners, through which global cleveland has a construction and operating loan. Viii. Global cleveland director, sheila wright, is director of community affairs for the good communities foundation, a foundation funded by albert b. Ratner who is also a global cleveland director.”

“Prior to filing, global cleveland staff and board chair reviews the 990. The document is reviewed by the finance committee, then submitted to the executive committee and board for final approval.”

“A conflict of interest policy is part of global cleveland's code of regulations. Board members annually sign a statement indicating they understand the policy and disclose any areas that may give rise to a potential conflict of interest. The board periodically reviews and monitors all conflicts of interest. Directors refrain from voting on those issues where the opportunity or appearance of a potential conflict may exist.”

“The executive committee, in consultation with the finance committee, determines the president's compensation after: 1) comparing industry data; 2) compensation of top management official comparable nonprofits with similar missions and/or size; and 3) considering level of experience. The board of directors approves his/her employment contract.”

“The organization's governing documents and conflict of interest policy are available upon request.”

“The organization's governing documents and conflict of interest policy are available upon request.”

“In 2014, global cleveland completed a strategic planning process that helped to bring greater clarity and focus to the organization's mission and goals. Approved by the global cleveland board in may 2014, global cleveland's new strategic plan incorporates attraction, connection and welcoming strategies that are designed to increase the flow of population and stimulate economic growth in the region. During the fiscal year global cleveland's work was focused on four main objectives: i. To connect and convene greater cleveland businesses, colleges, universities, and multicultural organizations to attract newcomers, both foreign and domestic, that will support the growth and talent needs of the region's businesses, industries, and communities. Ii. To assist newcomers in their efforts to establish roots in neighborhoods across the cleveland msa and to connect students to area employers to prepare them for jobs in the region and instill in them a sense of pride and support for their educational institution. Iii. To work with all segments of the community to create a welcoming region that is a place of opportunity for all people and an employment culture based on merit and openness, regardless of age or longevity in cleveland. Iv. To create a best practice model for talent attraction for the state of ohio that can be replicated in other regions of the state.”

“This message was echoed by entrepreneurs, business and community leaders including shannon lyons, director of launchhouse accelerator program, jack schron, jr. Cuyahoga county council representative and chief executive officer of jergens inc., les crume, director of sales for jobsohio, and baiju shah, global cleveland board chairman and the chief executive officer of biomotiv, llc, a healthcare start-up. 3)of the 137 event surveys completed by young professionals, 118 responded "yes" when asked, "are you open to moving to cleveland?" d.new talent-employer connections during the fiscal year, global cleveland focused its efforts on attracting and connecting high-skilled talent to fill open jobs for area employers, particularly positions in stem-related (i.e. Science, technology, engineering and mathematics) industry sectors, where northeast ohio businesses are faced with a shortage of skilled employees. Following this strategy: 1) over 1,300 job seekers connected to cleveland area jobs through global cleveland's online job fairs, resources, and events. 2) global cleveland's job fair for it professionals held during northeast ohio software association (neosa) tech week, attracted 315 jobseekers from 16 states and one foreign country. Twenty-two companies participated in this virtual job fair, posting a combined 77 positions. 3) global cleveland's virtual job fair, held in conjunction with the national launch of global cleveland's talent attraction initiative attracted 403 jobseekers, promoted 213 job openings at 26 area companies; global cleveland's outreach efforts drew a global talent pool that attracted 150 new applications per company. 4) "global cleveland talent connection", global cleveland's members-only linkedin group, which connects employers and jobseekers, added 637 new members and broadcasted, on average, 911 job postings per month. Ii. To assist newcomers in their efforts to establish roots in neighborhoods across the cleveland msa and to connect students to area employers to prepare them for jobs in the region and instill in them a sense of pride and support for their educational institution. During the fiscal year, global cleveland worked with area employers, educational institutions and community organizations to connect college and graduate students, particularly foreign-born students, to internships, co-ops, and fellowships and young professionals to jobs and business opportunities. Global cleveland's efforts to engage students and young professionals, and support the community's desire to retain young high-skilled talent in the region brought the following results: a. Student connections 1)890 students attended workshops, events, or programs hosted by global cleveland. 2)# choose cle, global cleveland's networking event for summer interns, connected 290 cleveland-area college and graduate-level summer interns affiliated with programs sponsored by summer on the cuyahoga, cleveland leadership center, (i) cleveland, hillel, the cleveland foundation fellowship program, and noche with representatives from 44 area companies. This event provided a fun, relaxing venue for students to explore future internships and/or employment possibilities and a "scouting" opportunity to help employers identify and recruit top talent. 3)170 international students at cleveland state university and 415 international students at case western reserve university attended global cleveland-sponsored networking and job search workshops held at their respective institutions. 4)66 employers... Engaged in programs related to international hiring and connecting talent to the region. 5)92 young professionals attended the 3rd annual home sweet cleveland networking reception hosted by global cleveland and cleveland leadership center designed to connect prospective "boomerangs," who were home for the holidays, with area business leaders who are interested in attracting top talent and will use their network to connect them to a job. B. Diversity trai”

“Iii. To work with all segments of the community to create a welcoming region that is a place of opportunity for all people and an employment culture based on merit and openness, regardless of age or longevity in cleveland. During the fiscal year, global cleveland engaged over 455 business and community partners in initiatives designed to promote dialogue, community engagement, and equal opportunity for newcomers and residents of all backgrounds. These efforts included: a. Community conversations global cleveland, in partnership with the city of cleveland community relations board and city council, conducted nine community conversations designed to engage community leaders and residents in a dialogue about "how can cleveland be a more welcoming city?" a total of three hundred and fifty-eight cleveland residents participated in the community conversations, which included four meetings to engage area faith leaders and leadership from cleveland's african-american, asian, and hispanic communities and five neighborhood town hall meetings for residents within each of the city's five police districts. A final report was prepared for the global cleveland board of directors, and shared with the city of cleveland, which identified the central themes and offered recommendations to help strengthen the city's resident engagement and community welcoming efforts. B. Welcome hubs with a staff of nine professionals and three part-time consultants, the global cleveland welcome hub at 200 public square continued to provide welcoming services to walk-in traffic and newcomers while also serving as the hub for global cleveland's programming, operations, and training efforts. Global cleveland launched its first neighborhood-based welcome hub in the noble neighborhood library in cleveland heights through a pilot collaboration with the city of cleveland heights, the cleveland heights-university heights city school district, the heights libraries and us together. The welcome hub is located in close proximity to a large bhutanese immigrant population. Global cleveland-trained volunteers staff the welcome hub on tuesday evenings from 6:00 p.m. - 8:00 p.m. Since the hub's opening in september 2014, global cleveland volunteers have helped nineteen refugees and their families access a wide range of community resources, including job search, english language lessons and coaching services. Global cleveland is currently in discussions with the cuyahoga county library system and the cleveland public library about adding other neighborhood-based welcome hubs in communities where there are large concentrations of refugees and immigrants. Representatives from the metrohealth system, hispanic chamber of commerce and the hispanic alliance also met with global cleveland to discuss the feasibility of creating a welcome hub on the near west side to serve cleveland's large hispanic community. C. Global cleveland's welcoming programs global cleveland's welcoming program collaborated with a number of community-based organizations to establish effective strategies to engage and support cleveland's diverse populations, including its one hundred and seventeen ethnic communities. Three hundred and fifty-nine international newcomers were matched with volunteers to receive career and employment guidance, language practice, translations and assistance in navigating their new home. Through this initiative global cleveland partnered with: 1) the cleveland cultural gardens and the one world festival to support cleveland's one world day celebration; 2) cleveland's lgbt community to support the 2014 gay games; and 3) the refugee services collaborative to support refugee and immigrant - owned restaurants during welcoming week. D. African-american initiative the initiative was created to address issues related to attracting and retaining african-american talent. Its work has identified three main areas of concern: 1) increasing the number of african-americans serving on boards and commi”

“Iv. To create a best practice model for talent attraction for the state of ohio that can be replicated in other regions of the state. Global cleveland continued to establish strategic partnerships, seek out best practices, and engage thought leaders in an effort to strengthen and, where necessary, realign global cleveland's programming in order to leverage opportunities and build on our successes. A. The center for population dynamics at cleveland state university the center for population dynamics at cleveland state university was created, in large part, by global cleveland board leadership to supply research and data to global cleveland and other civic and economic development organizations. Since its founding, in 2013, the work of the center's senior research associate and director, richey piiparinen, has had a profound impact on global cleveland, especially with regard to its ability to track the flow of population in and out of the region. In november 2014, piiparinen shared new research indicating the impact of cleveland's population loss is not all negative. New data shows that there has been a major shift in cleveland's demographics. Individuals with higher skills and higher salaries have moved to cleveland, replacing individuals with lower skills and lower salaries who are leaving the city. The net impact of this shift has increased cleveland's per capita income, which is boosting the city's economy. As new data becomes available, global cleveland's staff and board of directors have the opportunity to gain a greater understanding of the complexities of cleveland's population dynamics: 1) population attraction is a macro issue; 2) no one single entity, including global cleveland, can influence the decisions of large numbers of people to move to the city of cleveland; 3) there is a direct correlation between the level of educational attainment and economic prosperity; 4) populations grow when there are more births than deaths; or, when there is greater in-migration than out-migration; 4) cleveland does a better job of retaining talent than other cities but does not attract talent as well as others; and 5) in-migration + engagement = networks. Networks lead to increased population. Through global cleveland's strategic partnership with the center for population dynamics, the organization has access to current data and analysis, both of which are essential to understanding the real-time indicators that are driving population change. Global cleveland will continue to use this data to refine its strategies and programs to support economic growth. B. Ohio welcoming initiatives to share best practices related to immigrant integration, global cleveland coordinated a network of the welcoming initiatives in five other ohio cities: cincinnati, springfield, dayton, columbus and toledo. The "ohio welcoming initiatives" agenda includes sharing best practices on retention of international students, access to capital for immigrants and refugees, career licensing pathways and the president's executive action on immigration reform. C. Midwest metros collaboration - we global network global cleveland received funding from the we global network (formerly known as the global great lakes network) for its leadership to visit st. Louis to study how their regional economic, civic and philanthropic leaders approach issues related to talent attraction and immigration. D. Building a sustainable organization during the year, global cleveland's governance and administrative functions continued to evolve. 1) following baiju shah's three-year term, david fleshler, associate provost of international affairs at case western reserve university, assumed the position of chairman of the board of global cleveland. 2) to strengthen global cleveland's relationships with key strategic partners, the board approved the addition two new advisory board members, richey piiparinen, senior research associate and director of the center for population dynamics at clevel”

“Other: program service expenses 225,277. Management and general expenses 28,086. Fundraising expenses 9,356. Total expenses 262,719.”

“There has been no changes from prior year.”