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The Interview: Carter Stewart

Carter Stewart isn’t your average crimefighter, and he’ll surely shun the description as much as he defies the stereotype. Following a career watching broken systems contribute to incarceration, the former US Attorney for the Southern District of Ohio left government service to become a full-time mentor for the social enterprise sector. Riding a borrowed desk [...]
J.R. McMillan

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Carter Stewart isn’t your average crimefighter, and he’ll surely shun the description as much as he defies the stereotype.
Following a career watching broken systems contribute to incarceration, the former US Attorney for the Southern District of Ohio left government service to become a full-time mentor for the social enterprise sector. Riding a borrowed desk at the Columbus Foundation, he’s a one-man Midwest outpost for the Draper Richards Kaplan Foundation. He’s also been recruited and charged with identifying worthy causes and applying Silicon Valley ingenuity to philanthropy-focused businesses—all to the tune of more than $100 million.

Imagine if instead of investing in capes and cowls, Bruce Wayne spent a fortune funding innovative approaches to solving long-standing injustices?

Not exactly cinematic, but far more effective by addressing the underlying circumstances that foster it. The shortage of services, access, and advocacy are all predictable indicators for both victims and perpetrators. Equipped with the insights and instincts of a prosecutor weary of always being on the receiving end of avoidable tragedies, Stewart shares his experience and expertise with fellow do-gooders, guiding them from shaky startups to scalable success.

We first met a few months back at Roosevelt Coffeehouse, itself an anchor for the local social enterprise movement. Overdue for a follow-up cup, we discussed the future of “purpose beyond profits” and why Columbus is the perfect incubator for ideas that really could change the world.

A career in criminal justice isn’t the typical résumé for a social justice champion. You’ve seen the world through an entirely different lens. How has your work as a US Attorney informed your search for solutions through social enterprise?

Carter Stewart: It’s not uncommon to leave law to go into the nonprofit sphere, but it is uncommon to leave prosecution. The only other US attorney I know who has done it is in Pittsburgh. I actually surveyed colleagues at the DOJ to see if anyone else had done this, and he was the only one. My desire to help is based on what I’ve seen as a prosecutor as much as my childhood experiences growing up in the South, in Atlanta. So many of the people my office prosecuted came from broken systems—school systems that weren’t adequate, housing situations that were poor. So many people in state and local jails suffer from mental health issues, addiction issues. I felt that if we could fix those broken systems, it would reduce the number of people who end up in the criminal
justice system.

“Not all tension is bad, and there can be positive creative tension between traditional businesses and social enterprises.”

Social media and social enterprise seem to have come of age at the same time. There’s not a mutual dependency, but an undeniably growing parallel between purpose and purchase. What trends in digital connectivity distinguish successful social enterprises from those that fizzle out?

CS: I can’t say there’s one pattern, but there is recognition of the importance of social media, especially for start-up organizations that don’t have a big budget and want to spread the word as far and wide as possible. Everyone we fund has to have a website. It sounds obvious, but they have to have something up and running. But we still have some organizations that are spread more by word of mouth. ROX, Ruling Our Experiences, is a good example. It’s a program that teaches girls leadership, entrepreneurship, self-defense, self-awareness. The 20-week program is spread, mostly in-person, by the founder, Dr. Lisa Hinkelman, speaking at conferences to school counselors—who then google it. It’s the second bite at the apple. They hear from her first, then they learn more online and decide it’s something they want to pursue. But our organizations aren’t limited to the US, and some are dependent on social media to work. But where it’s critical for everyone is funders, who are more likely to research an organization before contacting it directly. They don’t want to raise hopes or expectations too early. It’s interwoven and social entrepreneurs recognize that.

There can be friction between traditional nonprofits and social enterprises serving the same cause. Ideally, raising awareness creates a larger pie, and everyone gets a bigger slice. How should social enterprises answer the concern that they’re competing for the same donors and dollars?

CS: There is perspective among some funders that there are too many nonprofits—to solve education, to solve poverty. Instead of creating new ones, we should improve and, perhaps in some cases, combine the ones that we have. There’s a degree of creation exhaustion. I happen to disagree. You need constant creation and rebirth, new ideas cycling in. Traditional nonprofits that have never considered the social enterprise model might feel threatened by that new entity going after the same funding dollars. In an ideal world, the new entity inspires the older entity to change and to grow. I consider the YMCA one of the oldest social enterprises in the country because they have a revenue stream. You pay for membership. So even though most nonprofits haven’t had that revenue stream, social enterprises have been around. It’s just been a small slice. I haven’t heard traditional nonprofits wishing social enterprises would go away as much as how can they be more like them and less dependent on philanthropic capital. And I think social enterprises can learn from nonprofits, their leadership structures and governance models. It’s a dynamic evolution that will hopefully lift everyone up.

Traditional businesses can also feel threatened by social enterprises. We don’t just vote every four years for president and every two years for Congress. We vote every day with our wallets. How to both kinds of businesses build brands that inspire their customers to become agents of change?

CS: That competition should help businesses recognize the importance of having a second bottom line. Maybe not a social mission, but a mindset of corporate citizenship. That’s what drives people to Roosevelt Coffeehouse. They know when they spend money, the company does good things with it. It’s a brand they feel good supporting. Not all tension is bad, and there can be positive creative tension between traditional businesses and social enterprises. Draper Richards Kaplan has someone on staff with whom we connect all of our entrepreneurs, to understand that communications is how you reach people, but branding is more, and an essential part of our process. Some folks come with more savvy than others, but in addition to helping build capacity they’re also building a brand. It’s something you should do in the early stages of your organization, so it becomes ingrained in your DNA.

The Midwest often gets overlooked when it comes to venture capital, despite our academic credibility, technological capacity, and desirable test market demographics. What does the Draper Richards Kaplan Foundation see in Columbus that many still miss?

CS: We’re a particular type of donor. Not all donors look for what we look for, most don’t. Most foundations I know won’t fund an organization unless they’ve been around for four or five years. And they don’t always look for organizations with the potential to scale. They look for organizations that are well-run, already likely to survive, and succeeding in their mission. We look for organizations at an earlier stage, those that have finished a pilot and want to go big….We look for ideas that have the potential to disrupt, to change broken systems, and not many funders share that desire. But in Columbus, there’s a hunger for it. Social enterprise is a buzzword, and they’ve been in Columbus for years before I got here. But 75 percent of funding still goes to the East Coast and the West Coast, and that’s a huge oversight. People were looking for mechanisms to get national funding to Central Ohio, to build and scale the organizations that are here and those just getting started. There’s a synergy between governments and businesses, nonprofits and social enterprises. It’s an enthusiasm and pride many on the coasts don’t realize is here. I was once one of those people. I lived in New York and California. It was my wife who decided we were moving to Columbus 13 years ago, and I still tell people it’s the best decision I never made.

For more on social enterprises and the Draper Richards Kaplan Foundation, visit drkfoundation.org.

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The Interview Issue: Columbus Partnership President/CEO Alex Fischer

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Each January, we feature the movers and shakers of the city in in-depth, in-person interviews that dig into their backgrounds, their plans, and what ties them to the capital city. While our interview issue subjects are all Columbus-based, their stories are universal. So settle in, cozy up, and give yourself some you-time. You’ll want to read every word.

Alex Fischer looks towards the future of Columbus.

Alex Fischer is the most connected person in Columbus you’re unlikely to have heard of. Unless, that is, you dig beyond headlines and comb through the fine print of nearly any article discussing Columbus’ economic future, its business community, or even the recent campaign to keep the Columbus Crew in Ohio’s capital city.

To the engaged eye, Fischer—President and CEO of the Columbus Partnership, an organization of 75 CEOs in Central Ohio—is everywhere, a ubiquitous presence at the intersection of city and state politics, economic development, and civic life. For the Tennessee-born-and- raised Fischer—whose versatile career includes stints in city planning, business, public policy, and the nonprofit sector— leadership means possessing the skill set to anticipate what is necessary for success, prompt action from others, or if needed, deliver it himself.

Such versatility and incisiveness is perhaps the trademark quality of an urban planner, and it’s no surprise that Fischer sought this interdisciplinary training from a young age.

Fischer came to appreciate the urban planning space as a high school student in Hendersonville, Tennessee, leading his peers in an effort to prevent the demolition of Hazel Path, an old Antebellum home in town. Through that fight, Fischer quickly learned the power of public protest and collective action.

“One individual didn’t change that development, but I think I participated in the dialogue that went from tearing down [Hazel Path] to preserving it and allowing development to occur,” he said. “In my hometown it’s still held up as a really good example of quality development that also had a historic preservation bent to it. And I can point to that and say, ‘Hey, I think I made a little bit of a difference.’”

Photos: Brian Kaiser

After graduating from the University of Tennessee, Fischer spent his early career involved in a variety of business and charitable endeavors in Knoxville. The principals with whom he came into contact in those years shaped his understanding of cross-sector leadership.

“Tennessee has a tradition of public servants coming out of the business world, so I saw a lot of examples of business leaders interrupting their careers for public service,” Fischer explains. “At a young age, I got to know multi- billionaires on the community side of their passions, not the business side, and so those all influenced me to realize that now in this organization of 75 CEOs, that there’s a real opportunity for business leaders to use the strength of their businesses and their leadership for the betterment of their community.”

After several years in private industry, Fischer transitioned into the public sector, serving as the Commissioner of the Tennessee Department of Economic and Community Development before rising to the role of Deputy Governor and Chief of Staff to Tennessee Governor Don Sundquist in the early 2000s.

It was, perhaps, a bit of a surprise that the man with deep Tennessee roots, business connections, and a role at the pinnacle of local policymaking would transition to a similar position in Ohio. But that’s exactly what happened in 2002, when Fischer moved to Columbus to begin a position as the Senior Vice President for Business and Economic Development at Battelle, the Columbus-based scientific research and development firm.

Fischer acknowledges the transition to Ohio was a little odd—“because I was so deeply rooted in the ideals of what we’re doing in Columbus in a different state and different cities.”

He soon found his way to the epicenter of Columbus’ civic and business life—he now serves as a Trustee of The Ohio State University, and the Chairman of Nationwide Children’s Hospital—and developed an appreciation for the city’s unique professional culture.

“In the process [of moving], I found things in Columbus that I realized I had never experienced before. I’d never experienced the level of collaboration. The level of tolerance and acceptance in this city is pretty phenomenal in contrast to some other places that I’ve lived,” Fischer explains. “What’s so motivating [about working in Columbus] is this being such a perfect place to do the work. By that I mean this culture: the scale of the city, the collaborative nature, the Midwestern values, the fact that we have four seasons. All the ingredients exist here.”

At the helm of the Partnership, Fischer has vast capacity and bandwidth to influence the Columbus economy in the near-term while rallying leaders across multiple sectors behind an aspirational vision for the future. Columbus 2020, the city’s economic development plan for this decade, launched roughly 10 years ago and allowed Fischer a vehicle with which to implement his vision. He decided early on that the project would shoot for the moon.

”[Columbus 2020] was a very ambitious set of goals. All the analysis said we couldn’t meet the goals but it’s like, “OK, so what? Let’s go for it,” Fischer laughs. “And if we happen to miss the goals but in the process do some really great things, I don’t think anybody will complain. Well, we surpassed all the goals and it’s really interesting to have been accountable for it from the start until now.”

In addition to the obvious economic development successes in Columbus—the ongoing redevelopment of Downtown, recruitment of healthy corporations, and expansion across the 11-county Central Ohio metropolitan area— the region has benefitted from unexpected windfalls, such as the economic growth driven by data centers for big tech companies such as Amazon and Facebook. Fischer attributes Columbus’ successful branding efforts and continued growth to multiple factors, most specifically a uniquely collaborative culture among Partnership members and public officials, and an explicit focus on the recruitment of civic- minded companies and workers.

“I think it’s all about culture. I was not thinking this way 10 or 20 years ago. I think the future of the Partnership, the future of Columbus, is you keep preserving and teaching culture. That doesn’t mean that it has to be done exactly the same way— inevitably, it won’t because things are changing so fast. One of our cultural aspects that I’m proud of is that we’re comfortable in that very fast-changing environment [...] Continuing to evolve that culture by not just taking it for granted is really important. I think it could slip away if it’s not being cultivated.”

Columbus also stands out nationally in what Fischer calls “the talent war” as the home to approximately 150,000 college students, many of whom will be relied upon to remain in Central Ohio and continue the city’s economic momentum.

“The fierce competition for workforce is where we’re going to be leading the country [...] There’s less of a hierarchy in Columbus for people who want to get involved and make an impact.”

To be sure, Columbus’ traditional selling points remain part of the equation as the Partnership sells Central Ohio to potential clients.

“It still really does matter that we’re in the center of the U.S. population, we’re a day’s drive from anywhere, a great quality of life, a great cost of living. We’re not congested, despite challenges with the commute. All of that adds up. Increasingly, though, it’s about talent. Companies are moving where they can get the talent. And Columbus is a city that is recruiting the talent.”

The rebrand of Columbus’ economic development organization from Columbus 2020 to One Columbus coincides with the birth of a much greater ambition, of a future in which Columbus will be able to stand alone as a city, when the suffix ‘Ohio’ will be redundant and obsolete. Fischer is well aware that sustained growth will require more of the discipline and urgency that permitted success this decade.

Specifically, he stresses the importance the Partnership places on regional master planning throughout Central Ohio, coupled with what he calls “a relentless drive to the growth agenda.”

“No one should assume we’re going to continue to grow. That was the attitude 20 years ago. The last 10-15 years we have consciously built an infrastructure—of Columbus 2020, now One Columbus—of enabling that growth. There’s a science to it and we can never forget that,” he said.

“Our role is to make sure that we are continuing to grow, at the same time, can we do the best possible job of anywhere in the country at ensuring that the rising tide raises every single boat in a harbor? And can we defy the national trend of a growing economic divide?”

Learn more about the Columbus Partnership at columbuspartnership.com

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Scream Team: Behind-the-scenes look at local haunting industry

Mike Thomas

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Like many a fiend of silver screen fame, the origins of Kelly Collins’ career in terror involve some teens, a campground, and a fateful ride into the deep, dark woods.

Thirty-eight years ago, Collins was general manager at a campground. Every Saturday at noon, he’d hook up a wagon to a tractor and treat the young campers to a hayride through the woods. The route Collins followed circled around an old oak tree, before turning around and coming back to the start. One Saturday, some mischievous teens sprang out from behind the tree, giving quite a scare to the unsuspecting wagoneers. All of the children screamed in surprise—then they laughed.

Kelly Collins (Photo: Brian Kaiser)

This gave Collins an idea. To spice up his little hayride, he would arrange for the teens to act out the same routine the next Saturday— but this time, he’d up the ante by giving them rubber masks to wear. His plan was set in motion, and this time, the startled youngsters on the wagon cried all the way back to the campground.

“That was a bad idea, but it got me thinking...Why don’t we have a hayride at night and call it the ‘Spooky Hayride?’ ” Collins recalls. By fine-tuning the balance between fear and fun, Collins’ new enterprise was a success, and would set him on the path to a lifelong career in the haunted house business, or “haunting” as it’s known to its practitioners.

Early in his career, Collins became a key figure in the Central Ohio scream scene. After his haunted hayride, he spent a couple of seasons overseeing the Hallowscream event at the now- defunct Wyandot Lake. It was there that he was approached by Ken Schnacke, General Manager and President of the Columbus Clippers baseball team, who tapped Collins to create and lead the “Terror Park” event that was held at Cooper Stadium for a decade.

When the Clippers made the move to Huntington Park, the Terror Park event was shelved. Collins set out again on his own, founding the Scareatorium: a haunted house attraction occupying a 40,000-square-foot space in a northeast Columbus strip mall.

Over the next decade, the Scareatorium would serve as a hub for haunters, attracting and nurturing some of the city’s top talents in the field. From actors, makeup artists, set designers and people who just appreciate a good scare, the group that grew from Collins’ enterprise came together over buckets of blood and latex viscera, but now enjoy the valuable connection of a genuine community.

A longtime compatriot of Collins, Keith Newsome was one of the creative minds behind Terror Park and the Scareatorium. Though he specializes in visual effects design and fabrication, Newsome’s talents in haunting are wide-ranging. Since retiring from 13th Floor, Newsome has remained a vital member of the community, teaching classes on topics ranging from makeup application to mask making and performance.

Keith Newsome (Photo: Brian Kaiser)

This season, he’s lending his skills to an attraction in Lancaster, Ohio titled “A True American Haunt: Birth of a Nightmare.” The house is set up in the Miller Building, a “poor house” originally built in 1828, which event promoters suggest may in fact be haunted. According to Newsome, the building is classified as one of the top-10 haunted houses in the United States, and was recently filmed for an upcoming episode of The Travel Channel show Destination Fear.

“It’s actually a haunted place. I don’t believe in that crap...I do now,” says Newsome. “There’s something in that place. I don’t go on the third or fourth floor anymore.”

Keith Newsome (Photo: Brian Kaiser)

Whether patrons can expect to encounter bona fide spirits along with latex-clad actors in this haunt remains to be seen, but whatever the case, the event serves an important purpose. All proceeds from this haunt will benefit Habitat for Humanity’s plan to revitalize the historic Miller Building, and to help build housing for local veterans.

The charitable angle for this event comes as no surprise in an industry that at times seems like an extended family. People attracted to haunting come from every imaginable background, but are united by a common passion.

“I’ve had people who are financial managers of huge companies, down to people who are almost homeless,” says Newsome. “The cool part about it is that we treat everybody equally. When you walk in, you’re automatically family.”

One member of Newsome’s haunt family is Bobbi Jo Gonzalez, an artist who has turned a passion for body art and makeup into a year-round career.

Bobbi Jo Gonzalez (Photo: Brian Kaiser)

Gonzalez’s first foray into the industry came while volunteering with her eldest daughters at a home haunt. Stepping up to fill the need for a makeup artist, Gonzalez gleaned what she could from YouTube videos. Her tool kit at that time consisted of, as she calls it, “that really crappy makeup you get at Kroger around Halloween.”

After encouragement from her peers at smaller attractions, Gonzalez eventually made her way to the Scareatorium, where she met Newsome. Newsome introduced her to higher-quality, water-based makeup, and she went on to mentor under the more experienced effects artist for two years.

Photo: Brian Kaiser

Today, Gonzalez is the owner of Aftershock Art, a thriving face painting and body art company that operates year-round. She’s also found a healthy sideline doing moulage—the art of creating realistic, simulated injuries on actors during training exercises for the military and first responders.

Like her mentor, Gonzalez sees the past support and encouragement from members of the haunt community as a foundation of the success she now enjoys.

“It’s something that we’re all passionate about, so once you find your niche in that community, it doesn’t matter what your background is, what your religion is, what your sexual orientation is—you have that weird background, and you have a family for life,” Gonzalez explains.

While basking in the warm embrace of your fellow ghoul is reason enough to keep some hooked on this line of work, there’s another essential element that unifies all haunters: the love of the scare.

“I fell in love. I didn’t know you could have so much fun scaring people,” says Ashley Shilling, another former employee of Collins from the Sacreatorium days who today serves as general manager of the 13th Floor Haunt.

Ashley Shilling (Photo: Brian Kaiser)

“Being an actor is a huge stress relief,” Shilling explains. “Getting to scare people kicks in your endorphins, especially if you can make a big man that looks very intimidating scream like a little girl—that’s a lot of fun. At the end of the night, you’re just relaxed.”

Whether drawn to a sense of community that can sometimes be hard to find in the world at large, or simply in it for the thrill of scaring people, the haunting industry has an undeniable pull for those that find their way into its spooky ranks. Even retired industry veteran Collins is unable to fully step away from the work, and is gearing up for his first season as manager of a Spirit Halloween supply store in Newark, Ohio.

“When you scare people, and they scream and run away from you, it’s a great way to let out pent-up frustration,” Collins says. “You could have the worst day in the world, and within a few minutes of working at the haunted house, you feel so much better. It’s a great tension reliever.”

In professional haunting, one person’s fear is another’s bliss.

For more information on the 13th Floor Haunt and other haunted houses happening in October, click here.

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Photo Gallery: HighBall Halloween

614now Staff

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HighBall Halloween is the nation’s most elaborate costume party. Staged in the Art & Soul of Columbus, the annual event bridges runway style with the culture of the Short North Arts District.

Much like in years past, the city turned out in full force and full costume to celebrate fashion, fall, and fun with host Nina West.

Here's a look at some of the best looks of HighBall 2019:

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