July 2015 Through August 2015
July 2015 Through August 2015
July 2015 Through August 2015
Sent:
Recipient:
Subject:
No. We are fine in the Senate and will have CPS testify. I just want to make sure the Speaker knows what's
going on and why. The Trib made this look like aChicago/Gov/Cullerton plan, so want to clear that for him.
On Jul 1, 2015 8:01 AM,"Rahm Emanuel" <mayor_re@rahmemail.com <mailto:mayor_re@rahmemail.com>
> wrote:
Ok but do we have a problem
On Wednesday, July 1, 2015, Victoria Watkins <
> wrote:
Mayor,
Please call the Speaker to update him on the plan to ca11 Cullerton's education bill to get it out of committee. He
should know this is to help with today's messaging on cuts. Want to be sure he know this isn't to keep him out
and to stay ahead of the news reports.
217
<te1:217
>
C"~~
Sender:
Sent:
Recipient:
Cc:
Subject:
Attachments:
Morning MayorAttached is today's press briefing. I feel like if anything it will be reaction to the reaction
. I will meet you at the
event, and we have some prep time, though we have not advised questions.
Topics included are:
- City tax to include cloud-based companies (ie: Netflix, Spotify)
- Reaction to CPS cuts
- CTU negotiations
- MRE lays out state school funding plan
- Affect of state government shutdown on Chicago
- Hillary emails released
Adam Collins
'`:
?`
11 Public Events
School funding speech -OPEN,no availability
2)In The News
City tax to include cloud-based companies
Netflix, Spotify)
Reaction to CPS cuts
CTU negotiations
MRE lays out state school funding plan
Affect of state government shutdown on Chicago
Hillary emails released
(ie
31 Talking Points
CITY TAX TO INCLUDE CLOUD-BASED COMPANIES fIE: NETFLIX.
SPOTIFYI
Why does the city continuing to nickel and dime people through smalle
r fees
and taxes like this - expanding a new tax to services lik
Why couldn't you predict that this was going to happen when you used 14
months of revenue to balance the budget? How bad is the budget going to be
next year when you have 10 months ofrevenue?
Why turn down the Governor's offer to advance CPS $450 million to help
address the needs if it would have staved off thes
'
What are the longer-term ramifications if CPS doesn't get this relief? Are the
1,4001ayoffs you announced overnight the extent ofthe pain?
CTU NEGOGIATIONS
Are we in store for another teacher's strike? How will these cuts affect
negotiations?
contrac
Sender:
pain levy
Sent:
Recipient:
Subject:
This might be worthwhile and there is no cost to city. can you have someone check it out?
pain
--- Forwarded Message ---From: Traderfun1 <
To:
Cc: twilson cLDallstate.com
Sent: Monday, June 22, 2015 10:45 PM
Subject: 211 Information and Referral Helpline
Dear Mayor Emanuel,
have known Paul Levy for the past 16 years and I know the two of you are very close. I have asked him to forward
this email (with attachments)to you. I am also cousins with Judy Wise and Shelly Baskin, whom I know you have known for
most of your life. As a lifelong Chicagoan I have always tried to advocate for the less fortunate. After a successful stockoptions trading career I am currently devoting much of my time to mentoring young high school men in Englewood.
About 18 months ago, I learned about 211. We are all familiar with 311, 411 and 911. But 211?
~~
HISTORY
211 is a free and confidential service that helps people across North America find the local resources they need 24
hours
a day, 7 days a week. United Way secured this critical number in every state and began the program in 1997 in Atlanta.
Today, the Chicago Metropolitan area remains the only large populated region that has yet to implement 211. In fact,
although 92.6% of all United States citizens can call 211, not one citizen in our great city can dial this critical number.
As
our hearts break on a daily basis for lives lost and families tom apart, millions of less fortunate citizens remain unable
to
dial 211 to access vital services that could help provide food, shelter, counseling, substance abuse, employment support,
disabilities and virtually any resource you can think of that may help families and children.3.4 million people in Illinois
have
211 access, but 9.4 million do not as a result of the lack of implementation in just four counties:Cook, Dupage, Will and
Grundy. Nearly half of the people in the United States without access are in our very own Chicago Metropolitan region.
For further information, you may check both the national 211 website - http://www.211.org/ or the State of Illinois 211
United Way website - http://www.unitedwayillinois.org/211/211.php
Furthermore, you may also view the first attachment for some simple facts from the Illinois 211 annual report for
2014.
LITRE PROGRESS
The initial pilot in three !Ilinois counties was launched an 2009 and here we are six years later and still nothing in Chicago.
In January of 2014, the United Way of Metropolitan Chicago(UM-MC), engaged Deloitte Consulting on a pro-bono basis
and issued their 211 Feasibility Study(59 pages-attached).
Please note a condensed "Executive Summary" of this study (12 pages) has also been attached.
My understanding is that there have been discussions between UM-MC and Jennifer Welch, your recently hired Deputy
Commissioner of the Department of Family and Support Services to somehow integrate 211 with the existing 311. I
called
her and reached her assistant, Olga Riveera. Ms. Riveera indicated that "Ms. Welch had no information to share"
--~,, I also attempted to contact Wendy Duboe, CEO of UW MC. After answering my call she directed me to her assistant,
'~ Virginia. After expressing my concern to Virginia, she confirrned that 211 remains a priority for UW-MC, however,
she
stated "We have many recipients we provide funds to and they are also a priority.
Funding 211 would reduce our
commitment to our current partners." You should also be aware that the 211 project
has been under the job description of
Jack Kaplan, Director of Public Policy and Advocacy at UW-MC. I met with Jack
a year ago to learn about the issues.
According to Mr. Kaplan there have been many meetings with many people over the
years but still no concrete plan to
implement 211. I question the true commitment of UW MC given the fact that 211
is a small part of Mr. Kaplans job
description.
MAJOR ISSUES
have spent the past several days conducting phone interviews with several intereste
d persons.
have spoken with the following three people:
1. Dave Barber- 211 Illinois Board Chairman and previous Executive Director of United
Way -McHenry county
2. Dr. Noni Brennan -CEO of Chicago Alliance, who assisted in the implementation
of 211 in Michigan.
3. Kathy Donahue -Catholic Charities of Chicago, Senior V.P. of Development overseei
ng homeless prevention call
center
The theme is consistent: Lack of funding and a lack of an interested party stepping
up to accomplish this goal of
implementing and operating 211 in our region.
Funding -According to the initial 2013 Deloitte study, implementing 211 in Chicago
would need astart-up budget of
$350K with an annual cost of $2-2.5 million. Dave Barber feels that these numbers are
much lower than actual. He bases
this on his own experience with McHenry county, a population significantly smaller
than Chicago. I do not know enough to
comment but it is clear that in either case the return on investment by providing this
vital link to our citizens is
immeasurable. He also mentioned another possible funding model similar to 911 (whereby
every phone bill has a small
surcharge) as a possible option. It is also worth mentioning that United Way raises
millions nationwide due to their name
recognition surrounding 211. If it were implemented here, they would surely benefit as
well.
The Deloitte study does a nice job but they leave out one important non-profit that
you are intimately aware of: Get IN
Chicago.
(Editors note:This e-mail was originally drafted last week before the Tribune article yesterda
y regarding Get IN Chicago)
,\
~,i
January 2014
Introduction
The Task
Deloitte has worked with The United Way of Metropolitan Chicago(LTW-MC)to provide ongoing
support in evaluating the requirements to establish a 211 Information and Referral(I&R) ca11 center for
the Chicago-metro area including the City of Chicago, DuPage County, and suburban Cook County. The
below graphic captures, at ahigh-level, an outline of required milestones prior iniriating implementation
efforts:
s
-:
""' """ Delivered feesbility study
........
Develop Chicago
-metro 211 value
proposition
Research sustainable 211 funding
models in major metropolitan cities
Index available funding opportunities
for the implementation and
sustainable operation of a Chicagometro 211 call center
Provide information on preferred
funding opportunities
y
s
f
s
s
Business Casc
Presentation
_...
.... ..
Ill~etrallve of 211NYmding& ~ ~.
~mpana~muon ive:tstepi
_.
.....
.. _....
Introduction ~ 4
Introduction, c~a~t'~
Business Case Design
Framework
The business case is comprised offour linked sections: funding models fundin
,
g sources, value
proposition and Proposed Next Steps.
Funding Model Section Evaluates funding strategies employed
by other major metropolitan 211s
Funding Sources Section Evaluates opportunities for UW-MC to
secure funding for Chicago-metro
211
Value Proposition Section -Illustrates general and specific benefits 211 introd
uction will likely
provide to stakeholders
Proposed Next Steps Section -Provides advisement on recognized
practices to employ and structure
a Chicago-metro 211
Funding Models
Each model was evaluated over a standard set of criteria, including:
Government Funds
Federal Funds
Sourced through the city
Sourced through the county
State Funds
County Funds
City Funds
Non-Government Funds
Local United Ways)
Private Foundation
Corporate Support
Other
Funding Sources
Sources were evaluated over a standard criteria, including:
Partnership Opportunity Summary
Funding Opportunity
Opportunity score
Fund base
Risk to funding partnership
Next steps
Network Opportunities
Value Proposition
Benefits were evaluated in the following manner:
Introduction
Long-term value for Chicago-metro
Introduction ~ 5
Introduction, co~~t'~
Success Realized in Other Cities
Income
Education
Shelter and Health
Critical Opportunities for Chicago-metro
Tax Assistance
911 calls
Proposed Next Steps
Next steps guidance will be provided for Chicago-metro 211 for the following
considerations:
Strategic Initiatives
Funding
Operations
Implementation
Organizational structure
Conclusions and Next Steps
Context of Study
Current State of Chicago metro I&R services
Three separate I&R ca11 centers exist independently in Chicago and Cook/ DuPage
counties
None of the three call centers provide the 24/7 service typically associated with
211 I&R ca11 centers
Only one of the three call centers provides a comparable spectrum of the I&R coverag
e typically
associated with 211 call centers(DuPage); the other two focus primarily on homeles
sness prevention
Annual total cost to operate all three call centers separately is estimated at nearly
$2.5 million dollars
Desired Future State
Chicago-metro 211 call center intends to provide 24/7/365 coverage to the region
Call center will offer full spechum ofI&R services to citizens
Ca11 center partnership will likely provide opportunities to scale costs and deliver
a higher service
level to all Cook County and DuPage County residents
Current State of Chicago-metro 211 Initiative
A 211 feasibility study was conducted in the first half of 2013; key findings
included:
Identificarion of key stakeholders and partnership requirements for Chicago
-metro 211
implementation
Projected $350,000 implementation cost and $2-$2.5 million (approx.) annual
operation cost
for Chicago-metro 211
Discovery of high-level quantitative benefits, determining likely net positive
value for 211
I&R services in Chicago-metro
Identification of Catholic Charities ofthe Archdiocese of Chicago as the
preferred
implementation and operating partner for Chicago-metro 211
Introduction ~ 6
Introduction, coyat'd
~::
Assumptions
Funding models evaluated will be limited to those with United Way
involvement based on the premise
that the proposed Chicago-metro 211 will likely, in part, be led by
LTW MC
Depth of evaluation for potential funding sources will vary based on
potential fonder familiarity with
Chicago-metro 211 initiative(UW-MC has requested to independently
conduct introduction
discussions with certain stakeholders)
Value propositions shown are illustrarive; UW-MC will likely create
different materials for each
stakeholder group based on high-quality stakeholder interests
Exclusions
Funding model analysis was completed at consolidated level; i.e.,
line item detail was excluded to
protect anonymity of certain partnerships and relationships
Funding source opportunities were evaluated across tiers based on
accessibility, size of opportunity,
expected sustainability offunds, and were not dollar value specific
Key Activities
Conducted interviews with other major 211 operators in the
United States
Tom Page Executive Director, Michigan 211
John Ghanian Chief Executive Officer, 211 San Diego
Maxibel Mann Executive Director, 211 LA County
David Jobe -Director, Information &Referral United Way of
Greater Houston
Wendy David Director, Philadelphia 211
Stephanie Sanchez Colorado, 211 Statewide Director
Donna Burnham Director, United Way of Greater Atlanta 211
Conducted interviews with local stakeholders/funders including,
but not limited to:
Catholic Charities of the Archdiocese of Chicago
All Chicago (a collaborative partnership ofthe Chicago Allian
ce, the Emergency Fund and The
Learning Center established in 2013)
Alliance to End Homelessness in Suburban Cook County
City of Chicago Information Technology
Chicago Department of Family and Support Services
State of Illinois Department of Health Services
United Way of Metro-Chicago
United Way -State ofIllinois
Worked with funding strategy SMEs on a national and local level
Crreg Cott Former President 211 Illinois
Michael Cusick Deloitte Consulring Specialist Illinois Gover
nment
Ken Porrello Deloitte Consulting Principal Illinois Gover
nment
Laura Marx Director, New Jersey 211/ Nariona1211 propo
nent
Lucinda Nord Vice President ofPublic Policy, Indiana Associ
ation of United Ways
Tom Page Executive Director, Michigan 211
Introduction ~ 7
Introduction, coa~t'd
John Pfeiffer -First Deputy Commissioner at Chicago Department ofFamily and Support
Services
Deb DeHaas Deloitte Management Partner, LIW-MC Board of Directors Vice Chair Fundra
ising
SME
~`~"'~ Brian Fontes, CEO,National Emergency Number Association(NENA),911 SME
Introduction 18
Executive Summary
Overview
The business case was executed in four sections. Within each section, the
project team identified
~~~ oUjectives to accomplish and executed specific activities to achieve these oUjecti
ves. The sections of the
business case are as follows:
Funding Models
The table below provides high-level findings from interviews with nationa1211 call
centers. The table
highlights specific funding strategies being leveraged as well as key interview leai7iin
gs:
responsGiliUcs
~
~:7Cfa
'C r~11(~ C\~)111C~II7~ f~~il((lil~' ~)~SC; CSC~~7~1S11CC~'
~1'1Vtlt~ tU](L ~OV81IIIllGIl1 C118T1T1e15
i'
Sl1CCCS5
Executive Summary ~ 10
'.
Overall, there appears to be great enthusiasm for the value 211 could add to the community and
opporhanities to secure both short and long-term fund. The below table provides a summary of the
findings:
Nigh
-
Cock: C<iunty presents a limited funding opp~~rttmity inthc shout ~rii3 ..:
long-term; 11 W-MC; will hkcly nc;ed tc~ dcm<~nytiatc 211'svalu~ to ~~~'
_.......
Cook County leader ship iti i[s ~1'forL~ to establish T&R ~arinership - ~
I.Anv Mudiu~n
i
`hate ICE IS re;~rcu:ntat vcs c3ispla}rGd unthus~Eisin f<ir tl~c C;bzcagr~....;:;;:
<
zz~efrc~ 211 zi~~tiEitive 1 tW-MC wiJ.l likely nc~d to uTzclersttuid the -~tatc";~ intcr~s[s acid align the 211_valuc }~ropc~sition tc~ tllo~u mtcresfs . .
to u;curc lundin
I~'cd~riil funds are ditip~i tied through a va~7cit~ <rf cli,mTtc~15 it ~~ ct'1~
~`.
to Lr~ickiederaL funding o~pgntinitics on thc_`Esants.g~>v' u~~.b~itc, fox ..
i7cry oj~~ortiuiii ~s to sectirc feticrtil gr~iiits
~'
,;:
~ll (:h,cti~zts ~~a~yn~~rs tivith the C'atlt~~lic l"}i~3rnc~s IiolnelesstleSs ~ .::.:::
t::>::>:
f'rcvcntion eel l ccnt~r and has intc~~;5t in nr<~vi~iinfr snl~p~m,Co
Cllicigo-metro 211
l)W-MC will Jikely iiecd (~~ wurl~ ~~vitliin ~inii I,cvi,i~~l i~~ network oP'' `,'
ctiirctit c,.itnpaic fur~~dcrs to sccnre aitnunl su~~~~~>rt f~~ this initiatit~c
l,ow Medium
il'Icdinui
Mcdiwu
C~i};1
Executive Summary ~ 11
r~~'"~N~V~
j
~
<~; ~~?A
~
t:::%::<:y:~~5:'t'~%~::3ri.^
..:'. ~
;.~.......t:
~
:
.~...f}i
c.:::Y~;::>:;;:::~::
;t< :~:::>:>>.:.:;.,
:'r'`,:,,,:,~ti
r fK
~.
~>ss;<;.N~:,~ w ~>.~......f ,,
......
~:<^:; ~: <~~~^~f'~ ~>~
y:
^~
<
f ry `:::.>.;::::> ~,;::N.c.~v;..:Y:;',
:'':::::':::~i~:...:
' isj1,v,:iis,^.,::iiiiii::iii:v<i:vY >: ^s,
>~
~ ~
r.ri:
.s.
i2t
`
< .:~~:>.
s<.::.:o.:~.:
~s .}
::.i6iti.,,;;,,ti.,:...~::::~:.~::::::yr
:Y,y;..~.:t x.
~':~
::.>::;:.>'
U?4r
yi~nn.::
s:<><~~::::f
~ .^'
..............`,
> ;r.rok::
~:.... :......:
:::::r.:.:::
1\
C'.C~I)Tl(11111Cti
., ..
ti`:'::'r:::'ii':;'r'i3 ~:~tii>i:r:.>R>'.::;;
r
< r ...vr ; Yf
`.:: ~c
sx rro
j'1t:i~ (lt?i'j)I'h.[ld1'iltJ()Id
fi:i.yi;:,::::::r<'::;'o-$:::::,r:;i:.;,i:,i:
....,~..v..,wA...,...~...r..:.... ......~,v....~..x..
Ber tYs ac3~icv~;ct tl~i~cyu~l~ Cl icagc>~metro 211 tai r~f'crial~ f<>r C'hic;agc~.
metro/~c>v~tTuncnt;
i
~ ~) C)
., 7
,,
r 1i<m
..'~ .l ...:, .,~~
) 1 1))
ti<n~1
O
cclf.rt~:r
I ...1
~55z.t~nc.
usitc,,c~.J , vIlls. ll~l
~+~. 1 19ll~~1(111
:.
111SlCflC~QT~~~1
'
~
Year-c,vcr-year t7cncfits ~~tlrihutcd trr~l~ica ro mcirt> ~
11 aic cstint~~lcd to
excecci ;~ 1.6 million by ~'Y 19
_ _ ____ __
inic~racc i;i~ica~p~mctro 211 ~n~iti~ (~l~iat~o 31 l i~t tiotno .u~ct~s tuhc~rc intc~;ration
~nakc,s ticnsc
Coti~iuct ti road shuov to'engage im~ort~itit local opinion leu~lcrs grid st~d:e}iolcle
r~, c~zt lha pits ttv~
im~iucf211 intr~uluctionwil(likely6zir~~tothect~~mur~tty
ME~kethc esia(,li~6mentc>f ~m i~r,d<itedo-~nd wnrkin~:dat~ihus~ a to}~ initial ~,~ i~>rity
Executive Summary ~ 12
:~`1~ t
f ESC
~Ow,
<r:e
w.,,..... oo_~_....._.
~..~,~{_
~.,{
~.:f
~
~~ ~
e ,!, i .
~i' 0P
~- +t~
t :.p
r dos ` r~ 0
at xa e m w
~.
YemR
r< eo of
nf6L4Yf
l:
Il Ath
~l:nnn.H
:Kai'
~~~
':; G.:
~ ,fi
n :;..
~~ %i 6
~X
~~'f8E..:.~~~
~~~ ~BR~.~~~
y.i
~~
.~~9~8i~K..+xW
~. ...
:OR
~KA~
1~~506U~t~64~:~'l0 ~~ 6""
_~1i0.~.
~
`yr.
:......
r:1 :.
<:;-~-:
`;
~ N ~:<
~.
Donna Burnham
Director 211 Atlanta
Stephanie Sanchez
Director 211 Denver
The team's work focused on 211 operations in which United Way had involvement, ranging
from
partnership agreements to fully committed operators. These operations were emphas
ized because the
proposed Chicago-metro 211 initiative is being led, in part, by LTW-MC. To evaluate
the funding strategy
of each 211operation, we separated funding sources into two categories: government
funds and nongovernment funds. We also depicted the nature of each funding agreement within each
fund category as
`grant' or `fee-for-service'.
The team provided in depth analysis on the funding strategies of call center operations which
have
proven sustainable over the years: San Diego, Los Angeles, Houston and Michigan.
Costs per ca11 for
operation of these call centers tend to be higher than Chicago-metro 211 projections
based on the
expansion of services provided and/or access to added funds through relationships.
Should Chicagometro 211 expand services beyond traditiona1211 levels or have access to increased funding
, it too could
incur higher annual costs.
i
Conversely, severa1211's interviewed fund their calls center operations primarily through
the United
Way. The team evaluated the pros and cons ofthis funding strategy collectively.
Existing 211 Funding Models 14
Implementation History
Prior to a 211 implementation in Houston, United Way of Greater Houston operated the United
Way
Helpline for more than 50 years, providing critical informarion and referraUI&R for the Houston
region.
In 1995, Texas began a statewide iniriative to identity the best way to deliver I&R services
more broadly
to its residents. The catalyst for 211development in Texas came after the successful implementation
and
proven operation of211 in Atlanta. This success helped build momentum behind the idea
for 211 and
resulted in the Texas Health and Human Services Commission(HHSC)crearing the 211
Texas
Information &Referral Network (211 TIRN)in 2002. Through a competitive RFP process,
the State
idenfiified the best provider and operator of these services. With its experience operating
the United Way
Helpline for more than 50 years, it was chosen as the preferred partner in Houston. Currently,
the United
Way of Greater Houston and the State of Texas each provide approximately 50% of the impleme
ntation
and annua1211 funding for the 211 Texas/LTnited Way Helpline.
Major Sources of Funding
Federal/State Government
The state of Texas owns and maintains the 211 tele-infrastructure and contributes $1.9 million
in funding;
United Way of Greater Houston contributes the remaining funding that comprises the $3.6 million
budget
State funding is secured through contracts, with the majority coming through a direct contract
with the
state to operate the 211 call center operations within the Gulf Coast region. Small additional
contracts are
secured through the Texas Workforce Commission, Texas Department ofAgriculture, State of
Texas
Emergency Assistance Registry, and State of Texas Disaster Call Center.
,~
Value Demonstrated
2-1-1 Texas United Way HELPLINE is the largest ca11 center in the state (and in the country)
. The state
of Texas recognizes the value of the services that 211 provides its residents. For example
, the Texas
Workforce Commission provides the 211 Texas/LTnited Way Helpline approximately $250
thousand
annually for its information and referral services related to childcare. Funds are distribut
ed based on the
number of parents in a county that have children under the age of6 that would benefit from
childcare.
Information and referral services ensuxe that parents can find suitable childcare options
while remaining
active members of the Texas workforce.
Existing 211 Funding Models 15
l~ciicral Funds
ti~~nrced l,hr~~u~h the cities
4~1,953;0OQ
_
~ ~'i34;800
(iranY / }~~~-f'o~'-scil~ice
_ Gr1ndI~cc fol=sci-~'iu:
Coun[v l~utid5
Cit}~ l~iu~ds
Cot7~otatc Supp~~rC
Oit~cr
45,60O
I>ircct~~y laic
X 133,800
I~'ee-for-ticrvi cc~
;,;~,
";J
4~~10(J,0O0
l~'ac-for-Scniicc
C`triinty l~'ttn~lti
~32~,000
l~ec-i~or-sctvice
$2.SOO.U00
_
Pii.~atc 1"c~tii~~l~diora
:h3"/(,QU(i
(;t<rui
C;c~z-poratc'~tiq~poi-~ -
$16U;0~0
Grant/ l~c~-for-en~icc
`~37C1,000
C;ranls
~`Jc~~ U~U
211 Michigan
Uthcr
Ill-Ii111C1
SCl"V(CCS
C~
tr ~ t
responsive and provide frontline support to LA County for this issue, and others like it, provides the
county the opportunity to mobilize issue mitigation efforts quickly. 211 LA's willingness and ability to
work as a partner with LA County continues to solidify their long-standing contractual partnership.
Private Foundation Grants
211 LA receives some of its private foundation grant revenue from `First 5 LA', anon-profit agency
funded through state tobacco taxarion. First 5 LA focuses its investment strategy on those programs that
have a positive impact on children from ages 0-5, and awards 211 LA approximately $ 1.8 million
annually to help realize its vision.
Value Demonstrated
211 LA's value proposition to First 5 LA is its ability to provide broad, warm line services for expecting
parents and parents of newborn children ages 0-5. Services include information and unassisted referrals,
advocacy, screening and care coordination for children with developmental delays and aurism, and
assisted transfer of calls to specific services provided by third party agencies. One differentiator of211
LA's value for `First 5 LA'comes from 211 LA's specific call center data capture and reporting, and its
ability to conduct in-reach to identify First 5's target population from the genera1211 calling pool. 211
LA receives regular database/transaction software development support from technicians at Google and
Jet Propulsion Laboratories, allowing them to report specific information about assistance provided for
children at a granular level. Other 211's, 311's and Information and Referral providers across the country
and in Canada license 211 LA's data taxonomy for their own data reporting capabilities.
United Way-Los Angeles /State Government
UWLA contributes $194,000 indirectly to 211 LA by contributing this amount to the County who uses it
as a match to draw down federal funds.
.............. ....................
T,<~cal tlnitcd ~Ju~
l'ri~~afc l~ vti~zd~tion
C'tiipor~ite; Su~~poti
r'~
C)tli~r
$ 1 GO,t)00
Grants
$25,p0O
(,amts
~2,1~3,500
C;rani~
~b
Implementation History
In 2005, 211 San Diego was established as San Diego County's info line operator .211 San Diego was
implemented and operated on a $800 thousand budget with initial funding provided primarily by San
Diego County.
In 2007, San Diego 211 replaced it existing 211 executive director with John Ghanian. Three weeks later,
wildfires struck the region resulting in an enormous spike in 211 San Diego's call volume. Previous call
volume was approximately 100 ca11s/day; during the wildfires, call volume increased to approximately
40,000 calls/day. The wildfire epidemic made evident that 211 San Diego was ill-equipped to deal with
' the demand of a local disaster. Furthermore, a $300 thousand shortfall in short-term funding was
discovered. To survive, corporate relationships were leveraged to secure grant funding.
Ghanian spent the next year rebranding the 211 image in San Diego and refocusing the call center's
objective by placing greater emphasis on caller outcomes. To achieve this, the call center began an
operator training program and introduced a quality assurance department. This strategy was met with
success and began to capture and report specific call center data showing community needs, ca11 center
service levels and consultation outcomes (see appendix , `211 San Diego, Illustrative Value Proposition'
for sample of211 San Diego data capture). By 2010, the community and potential funders began to
understand the value 211 San Diego was delivering. Since realization, the organization has thrived
financially, running a surplus annually.
Major Sources of Funding
Federal/ County Government
211 San Diego receives $3 million (approx.) annually from San Diego County in fee-for-service'
contracts related primarily to health and human services. Contracts are typically negotiated each year and
contain a mix of county and federal dollars.
Value Demonstrated
The value proposition to San Diego County is 211's ability to provide services that go beyond those
typically associated with 211 I&R. Ghanian describes this as the difference between `Information &
Existing 211 Funding Models 24
tiY
~:~ ~... r
i~aicra] 1~Luiciy
S~'x~rccd ilirour~li the cities
,'~1,7.57,f~0?
C';i<niC
~2,(i9~1;R64
(grant
Stf~tel~unds(incll~dcslcdcra]~~f~sytl~rgi~phj
$~,5(i1;137
C.;otinty l~uvcis
~~120;QOO
$594,39?
X330;00O
I'ri~~atc P~>undativa
Co~portric Support
<)tl~i~r
_
_
$125,(lQO
;:.f:
High Cc~nf'irmed spec;i~c interest in providing ~'uz~ditl!g Suppi~zt to Chi~~~o z~:eq'~ ~f '1
Medium --- /~lignrne~it <~f 21 l,rnistiio~i ~~nci stak~hc5ld~['_i~lte~eSCs 'but nip cori~rrp2~ion ~f '
slieci~c pc~t~nttal !'tinc~ii~~; al:l~~c<iti~1
L.o~~~ C~~i~ifiimcdi~clucl:incc tv comniiifunds loC;l~iicagc~-melru Z1 1 _
..
~~i~~
Yartiic~ ship tivitli the Chic~igo.Dep~~rt~iZcnt cif 1'an,ily anii ~;u~}l~oit Services could
~~rescnt nn ~~~~[ii,rtunity t~~ ~ec;~reCnnding in l,~>il~ ilie zlu>rt aucl lung~f~rru
C-~11Gf1~;0~5 ~)E',~tIXl111GI1C [),~ ~IlIlOVflllO11 lUlC~ ~~ ~:Cf1AUlo~?v ~ltt5 ~?I'cal llllCl'~SC 71l pilI[17c'P5h]j7
1,uw -. Mc~liwri
'~
Cool: Cc~uiity~ Presents ~i limited fun~liu6 c>~~1~~>rtu3iit5~ in tlrc : hort ~tit11<7ng-tarn; C7Vti~MC ~~ i11 lik~ly n~cxi to dcnuntvtrf,itc ?,!l's z~a~ue. to look County Ic~i~ler~hip iu its
ciTortk to de~~zlop 1&!2, pf~rtncrslYip
13t3tiCi~t>tl ~711~IRC'S Ccllll7tq'S CX151111~, Ci31~ Co~1tCC (l]~Cl~t~(~tlBt~lCt'C 1~)]~e;flPh tO1)t A
li~iiitcd direct i~uuditig oppor~unit~ iii the shout rind long~tcrni; howcvc;i~ :5hc~~ild
Clzicage-xnei~'~ 211 pro~zcl~ civexniglrt andwcekent9suppvrtto T)uL'agC C'rn~niti`; it
C~tnr~ -- Rlediinn
Medium
l~e~icr<il l'unci4 firs; clisPersed thrc3ugh a variety of chf~titicls. It ir; ctiticfii to lrE~ck
lcdci~al C~nidin~; <~~~~p~ir~unitics can tliu `~r~uits,~;ov~ ~vcbsilr l~or new opr~nrtuuitics t<~
secure federal grants
[1~lediuin
~k~
H
..,
':.
'::
;::
1111 Chi~~~gcr j7~rLuci~t rvit~l~ Lhi; C:Fttllc~lic C'h~iritib~ Ilui~icl~sstics~ l'i'cvcittio~t cull u:itt~t
~ulci hati ~ntei~est iu pic~vitiinb support tee C hica~;~~ ~net~ a 21 I
tIW-M(' likely nec;c~ti to work ~vi~liin <it~cl beyc~rici itti,ietwcuk Ul'curxent_c~un~a ~~
Cund~7-s to ~~uurc annual su~~port for tfii~ itiiliuti~~
:.
:.
Going forward, UW-MC should work to partner with potential fenders to develop a relationship,
"'~ understand perceptions of unmet needs, define how 211 may address those needs, and reach agreements
~'~Jfor support.
Potential FundingSources~ 29
Network Opportunities
DFSS indicated that it will likely provide Chicago-metro 211 support in securing funds from other
partners by providing guidance in the crafting of value propositions and by facilitating introductions
to
organizations that may have interest in the 211 initiative.
Potential FundingSources~ 30
Network Opportunities
The IT department has connections to local businesses with knowledge in call center
technology
support. One local organization mentioned, SeeClikFix, creates smart phone applications
for call centers.
The Smart Chicago Collaborative is another organization that IT views as a potential
valuable project
partner. The Smart Chicago Collaborative focuses on the adaption of technology in the
Chicago
community; it could provide Chicago-metro 211 valuable technology design adviseme
nt.
Network Opportunities
Both call centers are associated with partner agencies that will likely be critical
to include in preimplementarion `road show'efforts. Parhiership with leadership to strateg
ize on engagement with those
specific agencies will likely be essential.
)TTti fiui~3s s<~urce~l (liraugh (lip til;i(c <iC [lfiixiis turd l~edcral
~xiv~ iln~i~igl~ ~Ic~il~ir~
)I II iiati Ei l+.irl~e, ~aiunl~x:a' ol`iizitia~iv~s h al~~:a~iV si.~~7p~~xtti, concern
teas u~l~r~ssec~
111aL 21 1
:;vul~l c~urtiihalii~ tkie~~ iiAiGativc.~ (.'tlioa~~~-i~tetze~ Hl 1 l~ti~lczsl
iip ~~ill it~e~l to cvi~tizaue:
CocuSing on parincrship~ith cornplimontaiy initiatives
Network Opportunities
Under Martha Younger-White's leadership, DHS sits on the 211
Illinois board which includes
representation from the following state departments:
Illinois Commerce Commission
Dept. of Public Health
Dept. of Human Services
Potential FundingSources~ 34
',
For those federal funds distributed at the state and local levels
, UW-MC should work with the agencies
captured in the above sections to understand application and
eligibility requirements. For those funds
dispersed directly to organizations at the federal level, the Chica
go-metro 211 development team should
monitor the website, http://www.~grants.,~oy, to track opportunitie
s at the federal level as well as new
opportunities on the horizon.
Potential FundingSources~ 35
Network Opportunities
Brennan previously helped 211 get its start in the State of Michigan and is a
passionate 211 advocate.
She indicates that she can provide assistance in helping to secure funding for
Chicago-metro 211
primarily through facilitating introductions to key potential fenders as well
as by providing vocal support
for this initiative.
Potential FundingSources~ 36
I~ ~>un~lati~n
' Partners witYi gther noi~-~>rnfit or6ani~t~tions on in tifitives across the hum~in
SCt"VICCIIU:(1 F~ICCft11111
~.
]~oiinclalic~n
I~oui~cIaHott
1~'oun~lalion
on
lnc~i~ridual
C<n~~or~ition
initiatives
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soo
o aoo
0
d 300
y 200
U 100
D
Chicago-metro 211 could serve as the platform for
24/7/365 human. service access, connecting people in
need with the appropriate resources available.
FY15
FY16
FY17
FY18
FY19
Successful funding partnerships and the expansion of the 211 platform let communities
across the United
States address critical human service needs including income, educarion, health and shelter.
Income
Once a 211 call center is introduced, it will likely provide citizens ofthe Chicago
-metro area around-theclock access to care for human service needs. CMAP's article; An Overview of211 Service
s In the Nation,
presents a compelling lens through which to project the 211 program's income related
qualitative benefits.
(;
San Bernardino
S.E Michigan
0%
20'~
40%
60%
80%
100%
Calls placed to 211 in Chicago-metro will likely be made by households living at or below
the poverty
level. By giving households a point of entry for human service through 211 local stakeho
lders can use 211
to support their own community impact initiatives.
Education
Successful education of children is a core goal of every community. The introduction
of211 into the
Chicago-metro area potentially could present a platform for local stakeholder to support
the achievement
ofthat goal. In much the same way communities are using 211 to work towards income
improvement,
community leaders have seen fit to incorporate education focused initiatives to the 211
mission. Listed
below are just two of the numerous programs hosted through 211 with education as the
focus:
Youth Success Initiative (Asheville, NC)Uses 211 to provide and catalog community
resource data
about services for middle school youths. This data is mapped and used by United Way and
community
partners to increase the availability and quality of services to support middle school students
.
Kids Need Quality (Indianapolis, IN)- Public education campaign calling on parents
to ask more
questions about the quality oftheir child care. The campaign includes radio, television
and billboard,
with 211 as the promoted number.
2s,000
Housing &Utilities
20,000
~%r%~~%'
c >:: <.
%~~~~'
~;~ry:s y
%~;.;ss,
~;,..
~i:iz~i
15,000
<<
.><
;> <<i..f
10,000
~','++, i~,Y.
Information Services
7,921
51
:f..''r,'J:
'~i1%'i
5,~~~
0
2009
..............
2010
As with income and education, similarly 211 initiatives related to shelter and health have launched
throughout the country. Below are just a few examples:
Homeless Prevention Raid Rehousin~~ram (National) -Uses 211 as launch point to conduct
community outreach, raising awareness about housing services and making specialized referrals for
households.
Utility /Financial Assistance (Various sites) 211 provides pre-screening, referral and coordination
applicarion for Low-Income Heating Energy Assistance Program (LIHEAP), Emergency Food and
Shelter Program, Coordinated Assistance Program and others across the country.
Smoke-Free Homes Intervention Research Project(Atlanta) -Collaborative relationship between
Emory University's Rollins School of Public Health and United Way 211 Atlanta promoting smokefree homes among the 211 caller population.
M~Bodv My Test(Asheville, NC)-Research study to help prevent cervical cancer by enabling
women to test for HPV at home and connecting them with clinics for additional services. 211 prescreened 935 callers and referred 385 high-risk individuals for this health intervention.
Overnight Coverage
Data Infrastructure
UppU1'tuNl~~
~.~U1`#'~tl~
fl'V~1'~~#~X#~
is
t `,,
p '~x ~
Cs`1fC~4T9
"s:
,:
X70"/0
hrs/day
2~t ~f
f~
.~'
Point of Entry
f,ack of cc>ntinuity
l~ctween c~istiu~ I~Y~Il
datal~~ascs ~c~ving
C'hicago-inctro
_
_.
''
_
'_
Dozens
15+
' ~.!
~ IL'S~~:1~'. .
(`hicago-metro
residents lack ~~ singly
point ~>P cntiy far l~~.R
scraiccs, resultin~, in
<::
cnnfusiun, l~>ri~=,-~v~iil
dines, ;nul u~iad~lrc,~ud
needs
Slll(~!IC
~`~ 5111SIC
!.
~F
~
~.X1A~II7~
Cl~icngo-~~aetTo
~~~ ~~~~~~s
7~~
J',%19~If1(~
S
2.~1~
Implementafton of a
Chicago-metro 211
would incrc~5c 211
siatewi~le cover~ige to
aver 70% in Illinois
Increased statewide
coverage would also '
make 211 more eligible
for federal funding
opportunities
~.;(Iti(III(~
2~~
llisparxte dalal~ascs
result in inefficicncics
and hi~,h costs of
upkccp
Consolidation to a
siri~lc 217 dattib~isc
would provide
opportunity-for
econ~imzes of scale ~md
better record
m~sintcnancc
1'.~I3tli1~
Z]1 _.
i'
F;
~
Chicago-metro 21 } - s
presents the opportumry;
to ~~eatly increase
'
referral outcomes, call
satisfaction and ovei~ll -' ?
impact to',the Chicago ' f~
community
~a::.
s>:
Q
y
R~:
25
,,, soo
0y
0
aoo
.~
zo
0
15
300
io
~ 200
N ioo
FY15
FY16
FY17
FY18
FY19
..~~~~TexRefe[rels
FY 16
FY 17
F1' 18
FY 19
tilt1811'
,~,~7Glt .
'~l..p'.11 '
~1 7:1I.;',
~ZG1C:',
5-year
(Discounted)
$i.~o
60
$1.65
58
$1.60
~~56
$1.55
$1.50 .~'
~e o 54
v~
$1.45 '~
s"sa
Picnics
Secvicos
Eium~an:Scrvtoes .:
(?fh~' Scti'vir.~~ .
v"~
50
E
x
48
$i.ao ~5~
$1.35 `~
$1.30
FY15
FY16
FY17
FY18
FY19
.. >~Dollaz Savings
Over the next five years, when inflation is considered, it is projected that Chicago-metro 211 may help
Chicago 911 realize as much as $7 million in savings. Call savings are primarily attributed to a
growing.number of callers who will choose 211 as their entry pint for human services instead of 911.
This population of callers is expected to grow to over 59 thousand by FY19, accounting for $1.6
million in 911 savings per year.
F]' 15
FI' 16
.rr~rrr
F'1' 17
r~rrrrr
F'1' 18
...~rr~rrr~
Nl' 19
~~~
5-Year
(Discounted)
:;
5 i%~F .f~
.rr~r fi,~~x y~ ~.~
Cost-Benefit Analysis
$6
"
0 ~s
$4
$o
FY15
FY16
FY17
FY18
FY19
Q Integrate Chicago
-metro 211 with
Chicago 311 in all areas where
integration makes sense Chicago
311 isfunded and supported by the
City ofChicago, integration increases
the likelihood offuture cityfunding
peretional stretagy(quality ess~aence development end business development roles) were not modeled es pazf. of
Pheso I cost projectiore. It is estimated that inch~sion of these roles mxy resuh in a finencial
impact as
eat as $200 L}nusand amnially.
.............................
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...............................................
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;s:'#
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;7.~:?
;yr._,~.. Existing Entities
Proposed Entities
J++
?%,~ Chicago-metro
n:;;g zll Operator
;}..~~~,t., M .~t'' ~t
:.a r,t.
,
s#S~S#Fj~~. ~. .?ECG
,i ri'2 >2vu3
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Chicago-metro
211 fundraising
coordinator
'4'.
wR
x:>:.:
Y::.
s
ji
'~{'
_ 482 thousand
X 4 540
X $120
X S%
$130 thousand
4S2 thousand -
X 459'
X.4:5
Average Refund
X $2,375
Averag rl"1'C
X 54o
X 10 -o
S~PP~Y.Chain<)octficicnt
XS':o
5250 lhousamJ
52..5 million
X $2,378 _
$5,55t,od6
$5,~61,3$A
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g6.3Q'l,3~~
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55,S5~~s;1
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Appendix ~ 52
:"
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-.
__
_ ___
,'n O.aV.t~/n~
...................................
......
.........................
Average Costper Simple Return Low Impact
Appendix ~ 53
~11:`JJ.),JM1J
..: mergency
. :>::Based on a prior report conducted of by the Chicago Tribune, approximately 71% of tota1911 call
volume is considered "Emergency" in nature. The remaining 29%may be approximated as follows: 9%
non-emergency services, 13%hang-ups,4% misdials, and 4%pranks.
The allocation between 911 call categories is consistent with other call center operations across the
country and is illustrative ofthe burden that non-emergency calls place on 911 services.
Cost(savings)Per Call
Cost per call is calculated by taking the 2013 OEMC budget for its 911 ca11 center and dividing it by total
911 call volume. As the OEMC was unable to provide specific cost per ca11 statistics, the entire
population of calls is used in this calculation.
Percentage of Costs (savings)Attributed to 211
Cost savings attriburion per year are estimated based on two generally accepted assumptions:
A percentage ofnon-emergency 911 callers require human services
A percentage of callers who typically ca11911 for human services will call
211 instead (211 savings coefficient)
Each year, approximately 9%(705 thousand) of x11911
calls are non-emergency service requests. It is estimated
that of those calls, 25%(176 thousand) are related to
human service. If 211 were a viable alternative,
conservatively; 300(53 thousand) ~f these callers would
dia1211 instead of 911. Savings are attributed to reduced
calls volumes received by 911 based on existing 911 costs
per ca11. Total expected savings were discounted over a 5year period using annual expected inflation of 3.2%
(average inflation 1913-2013)to determine present value.
Appendix ~ 54
_,
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Appendix ~ 55
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Appendix ~ 57
,~
Appendix ~ 58
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:'
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Appendix ~ 59
~~
Chicago-Metro 211
errr.'
Executive Summary
VII. Recommendations
V. Funding Sources
il.
Context of Study
Agenda
~r
~
__
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h::
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~~
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~~ ~< <
A 211 feasibility study was conducted in the first half of 2013; key finding
s included:
Identification of key stakeholders and partnership requirements for Chicago
-metro 211
implementation
Projected $350,000 implementation cost and $2-$2.5 million (approx
.)annual operation
costfor Chicago-metro 211
Discovery ofhigh-level quantitative benefits, determining net positive value
for 211 I&R
services in Chicago-metro
Identification of Catholic Charities of the Archdiocese of Chicago as the
preferred
implementation and operating partner for Chicago-metro 211
Context of Study
PAGE3
Coverage Highlights
Introduction of 211 has taken place within some rural communities in Illinois, however
the Chicago-metro area is the only major
metropolitan city in the US without 211 coverage.
Context of Study
PAGE4
~~ ~~~
Greenfield
~4r.`3"'t#ii#':c?' _'):~~'i
$2.2M
~~ ~~~
~ ~~~
~ ~ ~~~
~s~;
~ ~~~
`: s;i; si.i': is
~ ~~~
~,
One key area of evaluation for the Chicago-metro 211 feasibility study was related to
projecting costs. The analysis below compares
cost projections for threE: separate implementation and operation scenarios:
Context of Study
PAGE 5
Executive Summary
i
i
Business Case
Presentation
PAGE6
: j.
""'~
:::
.=
;: :~v ,~:
,..
,,:~::
:,::;:::,Srn;. ~ ~.
~s~N
~~ ~~
~'.
.~'.
._.,.,,
:;;~. _
,;~;~;; :~`
The business case was executed in four sections. Within each section,
the project team determined objectives to accomplish and
executed specific activities to achieve these objectives.
Approach ~t Methodology
PAGE7
~~_
;;
I
:,
!`
Focus resources in areas that w~fIlJeTtver the highest community impact, partiwlarly in time5of
limited funding
Establish coverage agreements with other communities to Increase the availability of call center
funds
Recognize that cost efficiency islowat launch; accept this and focus on brand building through
ezcelFent service
212Mefrai~eaver
;::y;::::::r>::
,:, U3AtE~ti3Al~t.tafIlA~tOA'tta~i~ ~ ~
PAGE8
Pursue long-term funding partnerships with reludaM sfiort-term stakeholders through persistenter
igagementand.consistent value delivery
Partner early with stategoVernmenf to increase the likelihood of achieving sustainable funding
P.~'rladeFphEa 211
} ew}ersey221
Tailor services and reporting for county government helps promote the establishment
of long-term funding
2#3LACaurriy
'
::.:
Organizational structure allows the state call centers to enjoy mst economies and
share fUl~dtng fEsponsib~IlUes
Critical Learnings
_
-
2;~ ~rt~~~~~
f&R of GteaYerHouston
__
F1',~2#
Laura Marx-2115~AE,
Director New Jersey 211
;11!~7Fd
':`'`'::`' ~''':::.`
:.. ......... . _........._.......
::.::;.:................
..................
.
"`
:'
>
Stephanie5anchez
Director 211 Metro Denver
The project team worked with eight major metropolitan 211 operators,
as well as Illinois State 211 subject matter experts, to
Funding Models
:.
Medium
Medium
~~iG~~eand
~~d~Q~ ~~~`:~ High
r
.::
'
;.F_..~.~3..:_,..,,e11i;
St7t#lv~l~cibis
Low Medium
High
LowMedium
~<
ockEoursty
ityo#Chftago
" """"
:.:.~:::: ~.::.
.......;:.;.;:.;:.;:.::.;:.
;::.......;
;,. ..
State DHS representatives displayed enthusiasm for the Chicagcmetro 211 initiative. UW-MC will need to understand the state's
interests and align the 211 value proposition.to those interests to
secure funding
a~
DUPage County
cniwsnDewnmc~c or
i rrowtanandie~h~wbar
~~
1'
AIIChicag0
amoi~c crtamics
PAGE 9
rnKa600epanmem~r
Funding Sources
.....
>~ t x3t
21.
O~ernightand
~Yeekent~~ourscould
be assumed Eb..
y ..
Ciucago-mefra211ro
ensure 24!7!365 access
to all residents.within
eo
'cfo~t not
Ex:sC=z
S hrs/day
24hrsida~
EacistingI&R call
center.............
vt+ thin
Glucago-metro do not
have capa~i#y for
overnighUweelcend
services
..
Overnight Coverage
ZI1
Single
.1.
Single
Hunciredsof different
entry points for human
sernceneedsresult in
inefficient and often
inef~ecfive outcomes.
Ez~.<tic5
;.
Doyens
Chicagametro
residents lack a single
point of entry for I&R
services resulting in
'confusion, long'wait
times,and unaddressed
'needs
_
Point of Entry
.,-;
Consokd..ahon to a
smgle2il database
Chicago-metro 211
would provide
presents the
opportunity for
opportunity to gceatl}~
economiesafscare and
inerease~efeiraI
betterrecord
outco-nes, call
maintenance
satisfactionand overall
, impacttoflie
'community
Disparate databases
resultin inefficiencies
and high costs of
upkeep
E;csting
...
Dozens
_,
Lack of continuity
beriveenexisting
b I&R
databasesserving
Clu~ago-metro
.,
1~
Data Infrastructure
.,
-Increased statewide
covera~ewouldalso
make x:11 more
eligibl,~ for federal
funding opportunities
~ ~ ~s >s
~~~<'~~~~~~~-~~'t"~{
a .....v.,
,x+Q,..:
i%k;:~y ~;'., y~ ::;;,
;{j
;<>:
., c..,,~:f,~..w `;
~,
~~ ~,r .~~z
>.
'
~~
`~
=--
Implementation of a
Chicano
-metro 211
would increase 211
statewide coverage to
over 70lo in IIlinois
-.
=ust~g
>74l0
>x~ f
_;
..."'~
~...
,...:
~'~'
<'f^~>
~;;:.~~F'~
K~
T'~
;;. ~v
s` "
"`gy`''
p
~~~ ~~g ~
::
r:~:is~:.:4.. .
%:/ii~C
$iYf.'
.i:~%C:~;.:,.
is
is
,~i ate.
~ t .. f%o...
': ~'
r
.:.:~:,.
#': .::........
`~'
r: Y<
::
~'
;:
.. CUr~'eq# ',
` Et~~iranatttent
'.;
..
...
Statewide Coverage
PAGE 10
Tlusreduct~on~~ould
allow the OECM to
focus Iimited resources
on tzue emeraene~
services and could
_ reduceyearly costs b}~
as much as $1.6M
3'I
640I calls
Bti2019;increased
accessibility could
help bring as much as
$3M annually back to
the local economy
E~sh~g
_..
700Kc:ills
2l1
Single
~ :.
1911
Chicago
-metro 2ll
~~ould increase
accessibly to tax
assistance services
within the Chicagometro area
E~seLg
Dozens
1Ta~ Referrals
Value Proposition
Low
v
R
a
~
R
c
m
w
0
a
Level of Effort
High
High
PAGE 11
~ Maketheestablishmentofanupdatedand working
datobasea top initio/prio~ity
Q Conductaroadshowtoengageimportantlocal
opinion leaders and stakeholders on the positive
impact211 introduction wil/6ring to the community
Recommendation Magnitude
Q BusinessDevelopmentandOperationsManagement
shouldnotbemanagedbyasingleperson
Q CreateaBusinessDeve/opmentdepartmentfocusedon
establishingrelationships with potentia/211 partners
QCreateaQualityAssurancedeportmentandfollowup
with 211 ca/Iers
Criteria Definition
QCo/lectondreport211calldata
Throughout the course of the team's analysis, key strategic themes emerge
d as best practices to leverage for 211 implementation and
operation. The categories below provide pre-implementation strategy advisem
ent in three themed groups: funding, operational and
implementation. Themes were sub-divided into strategic initiatives
and ranked according to potential impact and level of effort.
Strategic Initiatives
Recommendations
Developmentnewfunding
partnerships andleverage existing
fundingstreamsofthe Homelessness
Prevention callcenter
Fundraising
Proposed Entities
Governance
i ~
. Chingo-metro
'%~%~~~ zliOperator
n~~':
i'riv::":4:~w
..;:,::
:..:
:::<:::r
.::
......r: :. ..............
:v~<.
:::.:,,:::.
...:.
:n.,:..:....:..rv:......:.,.
:.::.:,:..~:
.::.,.;:
::::,:r::::...
.. .........
r.
..:s..
Ch(cago-metro
211fundralser
Y~~i~ ~i
Confirm cal/centerope~ato~fo~
Chicago-metro 211 platform
Defineservice agreementsfor
ove~nightcoverageforDuPage
County211
..,??~;.... ::a
Negotiated Coverage
~~~~~ Agreement
~ t'^
~ ~~~ ~ri~~i)
J.
3:.
.~
~YaviOj
bv
~
~
~
~
y, 4 .a
Operations
.............
.............
.............
.............
..............
.............
.............
..............
.............
..............
..............
.............
.............
..............
..............
.......
.............
..............
........
..............
.............
..............
..............
.............
.............
.............
..............
.............
..............
.............
.......
..............
..............
.............
..............
..........
.............
............................
..............
.............
..............
..............
..............
..............
..............
......
___.__
__.............
..............
..............
..............
......
o~..~..~..`...
Technology
PAGE 12
Presented to:
Department of Human Services
Illinois General Assembly
Attached for your review is the annual report of 2-1-1 activity in Illinois.
This report satisfies the requirement in Section 2.3.2 of the contract
between the Department of Human Services and 2-1-1 Illinois; a
corporation established to oversee the implementation of 2-1-1 telep
hone
service in Illinois.
During 2014, service was established in thirty three (33) counties
within the
state. This more than doubled the number of counties with service and
brought the number of counties with 2-1-1 service up to fifty three (53).
In
addition, 98 out of the 102 counties in the state are currently covered
by a
service agreement with a 2-1-1 call center. The counties without a provi
der
are Cook, DuPage, Grundy, and III. At the writing of this report
discussions and activities are taking place in these additional areas.
~ Other
Transportation
~ Food &Meals
::::::Health Care
:::Information Services
'::::.'Housing &Utilities
,~~
Housing &Utilities
21,560
27.2%
14,288
18.0%
8,263
10.4%
Information Services
8,018
10.1%
Utilities Assistance
4,781
6.0%
4,545
5.7%
Health Care
3,833
4.8%
Food &Meals
3,617
4.6%
2,796
3.5%
2,785
3.5%
Transportation
2,133
2.7%
Employment
845
1.1
Volunteers &Donations
476
0.6/a
417
0.5%
Disaster Services
398
0.5%
Education
363
0.5/a
99
79,217
0.1
100.0%
~;
# Unassigned Countied
:::Uncovered Population
~"
__
CALLS ANSWERED/MISSED
~>
N Cails Missed
'~
Legend
AMT
Path Current
Path Planned
Path Assigned not current or planned
Quad Cities
St. Louis
.Unassigned
;4$.:
Sender:
Sent:
Recipient:
Subject:
sean.rapelyea <
Friday, July 10, 2015 4:36:08 AM
Rahm Emanuel <mayor_re@rahmemail.com>
WVON
Mayor,
You are going on air with Maze Jackson tomorrow.
He's filling in for Matt McGill.
You did a breakfast with him at Parkway Ballroom with about 20-25 people during the campaig
n right at the
end.
He's active on social media and rarely will come out in opposition to our policies or initiativ
es, but may use this
as an opportunity to ask you a "real" question on violence last weekend or economic develop
ment in the black
community.
I think if you mention the Blue 1647 in Englewood as an opportunity for small start
ups to get support from an
investor like Google to help people who have ideas and want to hire from the communi
ty. You could also
highlight the Black Contractors United meeting that you had and mention their participation
in the riverwalk
project.
As far as the violence in the community,I think you say that all these lives matter and any number
of lives lost
or neighborhoods that are plagued by gun violence matter. We are doing our part from
what we can do with
summer jobs, re entry programs like the safer foundation on the west side and CTAs
program with ex offenders
to ensure that young people and people returning to the community have a chance at a future.
Hope this helps.
Thanks,
Sean
Sent from my iPhone
;~~,:.
Sender:
Sent:
Recipient:
Subject:
Good Morning Mayor Today's WVON interview with Maze Jackson to discuss the Fresh Moves Mobile buses is now at 8 AM.
Not
7:45
I'll call you shortly before to connect the call. Talking points are below.
Sender:
Sent:
Recipient:
Subject:
wrote:
`:
Sender:
Sent:
Recipient:
Subject:
Cool
Sent from my iPhone
On Jul 10, 2015, at 12:28 PM,Sean Rapelyea
Taste numbers from Sam so far.
Sales are up 7.75%'14 vs'15 as of last night.
He is getting the first count for today.
----------Forwarded message ---------From: S Toia <SToia(a~illinoisrestaurants.or~>
Date: Fri, Jul 10, 2015 at 12:25 PM
Subject: Fwd: Hourly Count
To: Sean Rapelyea
>
Fyi...
Thursday
12:00
2015
$51425.00
2014
$71,400.00
-28%
1:00
> wrote:
2015
$155,975.00
2014
$185,725.00
-16%
F ~~
2015
$254,150.00
2014
$229,850.00
-12.2%
3:00
2015
$352,325.00
2014
$391,000.00
-9.5%
GS~I~7
2015
$454,750.00
2014
$480,250.00
5:00
2015
$555,475.00
2014
$572,475.00
-Z.5%
. ~~
2015
$691,475.00
2014
$681,700.00
+1.5%
7:00
2015
$861,900.00
2014
$837,250.00
+3%
8;00
2015
$990,250.00
2014
$937,125.00
+5.7%
Final
2015
$1084,549.00
2014
$996,625.00
+8.82%
Total to Date
2015
$1,913,596.50
2014
$1,775,964.50
+7.75%
Sender:
Sent:
ReciAient:
Subject:
Day totals.
----------Forwarded message ---------From: S Toia <SToia@illinoisrestaurants.org <mailto:SToia@illinoisrestaurants.org> >
Date: Friday, July 10, 2015
Subject: Fwd: Hourly Count
To: Sean Rapelyea <
<mailto
>>
Fyi
Sent from my Sprint Samsung Galaxy S~ 6.
Friday
12:00
::
2015
$70,975.00
2014
$82,875.00
-14.5%
1:00
2015
$208,250.00
2014
$219,725.00
-5.2%
2:00
2015
$337,025.00
2014
$328,100
+2,75%
3:00
2015
$447,525,00
2014
$440,725.00
+1.5%
4:00
2015
$557,600
2014
'~
$536,350
+4%
5:00
2015
$671,500
2014
$638,350
+5.2%
6'00
2015
$787,100
2014
~~ 702,100
+12.1%
7:00
2015
$920,550
2014
$787,950
+16.8%
2015
$1,045,700
2014
$880,175
+20.1
Final
2015
$1,148,358.50
2014
$930,521
+23.41%
Total to Date
$3,061,955
2014
$2,640,380
+15.97%
Sender:
Sent:
Recipient:
Subject:
sean.rapelyea
>
Saturday, July 11, 2015 9:11:37 PM
Rahm Emanuel <mayor_re@rahmemail.com>
Re: Hourly Count
Comparing to 2013
Saturday
11:00
2015
$40,800
2013
$27,600
+48%
12:00
2015
$135,575
2013
$108,400
+25%
1:00
2015
$294,100
2013
$247,250
+19%
2:00
2015
$473,025
2013
$396,400
+19.3%
> wrote:
Friday
12:00
2015
$70,975.00
2014
$82,875.00
-14.5%
1:00
2015
$208,250.00
2014
$219,725.00
-5.2%
2:00
2015
$337,025.00
2014
$328,100
+2.75%
3:00
>
2015
$447,525.00
2014
$440,725.00
+1.5%
4:00
2015
$557,600
2014
$536,350
+4%
5:00
2015
$671,500
2014
$638,350
+5.2%
6:00
2015
$787,100
2014
702,100
+12.1%
<,:t.
Sender:
Sent:
Recipient:
Subject:
sean.rapelyea <
Monday, July 13, 2015 4:22:47 AM
Rahm Emanuel <mayor_re@rahmemail.com>
Fwd: Taste Hourly Count
Fyi...
Sunday
11:00
2015
$14,450
2014
$34,850
-58%
12:00
2015
$75,225
2014
$116,450
1:00
2015
$181,900
2014
$232,475
-21.5%
2:00
2015
$325,125
2014
$380,375
-14.5%
3:00
2015
$474,725
2014
$525,725
-9.7%
4:00
2015
$671,500
2014
$673,200
-0.26
5:00
2015
$884,425
2014
$804,100
+10%
6:00
2015
$1,070,575
2014
$928,200
+15.3%
7:00
2015
$1,216,775
2014
$1,049,750
+16%
8:00
2015
$1,333,225
2014
1,124,550
+18.5%
Final
2015
$1383,009.50
2014
$1,163,999
+18.82%
Total for the Run
2015
$5,788,602
2014
$5,368,739
+7.82
2015 number includes $1,498,256 from 2013 Saturday sales
This e-mail, and any attachments thereto, is intended only for use by the addressees)
named herein and may contain legally privileged and/or confidential information. If
you are not the intended recipient of this e-mail (or the person responsible for
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:i';tk+,
Sender:
Sent:
Recipient:
Subject:
w.
> wrote:
Victoria Watkins
Wednesday, July 15, 2015 2:29:34 PM
Mayor Emanuel <mayor_re@rahmemail.com>
Re: Call --Kotowski
<te1:847
>
.~rt5r.
Sender:
Sent:
Recipient:
Subject:
Thanks
On Wed, Jul 15, 2015 at 7:30 AM, paul levy <
> wrote:
<mailto
>
Two observations:
1. Many of the train stations are in need of painting particularly the metal work which is rusting badly. Easy to
paint expensive to replace.
2. The State of Il is not maintaining nor mowing (in many places)the sides of the Xway. A very bad 1st
impression of Chicago. Even where they did mow the trees and bushes are over grown and full of weeds. Many
of the Ash tree are dead. Get Rauner to clean it up.
Or have corporations adapt stations or areas of xways and maintain them in return for advertising. The ads
would be better than how it looks now.
paul
Sender:
Sent:
Recipient:
Subject:
Yes, we had an advance of this and worked to amplify. When you return from your trip, we will walk through
a
small business plan.
I will not be in tomorrow or Friday, but will be available by email and phone most ofthe day.
On Wed, Jul 15, 2015 at 10:02 PM,Rahm Emanuel <mayor_re@rahmemail.com
<mailto:mayor_re@rahmemail.com> > wrote:
Perfect for what I want to do with a new cohort and graduates
Sent from my iPhone
Begin forwarded message:
Hi Rahm,
I hope you're enjoying your summer!
Thank you for your continued support of 10,000 Small Businesses. We wanted to share our latest impact
report
Stimulating Small Business Growth <http://www.goldmansachs.com/citizenship/10000-smallbusinesses/US/about-the-program/impact-of-lOksb/index.html> a third party assessment of the program's
impact, which you should be receiving in the mail this week. We are excited to share the local impact that
10,000 Small Businesses is having in Chicago as the program's local results exceed our national averages. In
fact,just six months after completing the program in Chicago, 72% of graduates of 10,000 Small Businesses
reported increasing revenues and 50% reported adding jobs.
This independent review by Babson College takes a further look at how 10,000 Small Businesses is helping
entrepreneurs across tie United States grow their businesses and create jobs.
The report's topline figures include that 67% of participants have reported increasing their revenues just six
months after graduating, which rises to 76% after 18 months and 46% of participants have reported creating
net
new jobs just six months after graduating, which rises to 57% after 18 months. Contributing to 10,000 Small
Businesses impact on growth and job creation is the fact that the program maintains a 99% graduation rate
and
the fact that 84% of graduates do some form of business with a classmate.
We are most proud that 10,000 Small Businesses is an alliance of over 100 federal, state, local, education and
non-profit partners across the country. The success of 10,000 Small Businesses is a testament to the quality and
dedication of each of these partners and each participating small business owner.
Thank you for your continued efforts and support.
All my best,
Dina
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Sender:
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Recipient:
Subject:
Ok
Sent from my iPhone
On Jul 16, 2015, at 12:05 PM,Dold, Bruce <bdold@chica~otribune.com> wrote:
Do you have a few minutes to catch up by phone this afternoon on CPS and Madigan/Rauner?
Sender:
Sent:
Recipient:
Cc:
Subject:
>
Subject: Re:
Look at Janice Jackson's resume of accomplishments as you write. She is as accomplished in
her field as Forrest is in his
Sent from my iPhone
On Jul 16, 2015, at 12:05 PM, Dold, Bruce <bdold@chicagotribune.com> wrote:
Do you have a few minutes to catch up by phone this afternoon on CPS and
Madigan/Rauner
~+~.
~..,
Sender:
Sent:
Recipient:
Subject:
If you haven't left, may I have 2 minutes to talk about Chancellor bonus? I should have done after lunch; sorry.
Paula Wolff
paula@iljp.org
Sender:
Sent:
..~~ Recipient:
Subject:
Yep
Brendan Reilly
Alderman, 42nd Ward
> On Jul 17, 2015, at 7:35 PM,Rahm Emanuel <mayor_re@rahmemail.com> wrote:
> Phone work
> Sent from my iPhone
On Jul 17, 2015, at 7:34 PM,Brendan Reilly <
> wrote:
Of course.
I just want to avoid controversy in The Park with you. It's a bit complicated with some serious (potential)
political liabilities. Just let me know when you have time. Enjoy Europe!
Brendan Reilly
Alderman, 42nd Ward
> On Jul 17, 2015, at 5:46 PM,Rahm Emanuel <mayor_re@rahmemail.com> wrote:
7.
>
ff I didn't know any better, I'd say you're playing to the Tribune Ed Board too!
I know you're swamped, but if you have 5 mins next week, I'd really like to discuss a Grant Park issue
with you to make sure we're on the same page.
http://www.chicagotribune.com/news/opinion/editorials/ct-tif-districts-Chicago-rahm-emanuel-edit20150717-story.html
Brendan Reilly
Alderman, 42nd Ward
GRV Securities LLC, member F1NRA, serves as placement agent or distributor for certain investmen
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Forwarding to my CFO
Sent from my iPhone
On Jul 19, 2015, at 10:06 AM,Henry J. Feinberg
> wrote:
PHOEr1IXCalifornia Gov. Jerry Brown has signed a new law securing revenues for general
obligation bonds issued by local governments a move designed to protect bondholders in a
bankruptcy proceeding. But rating agencies have mixed feelings about whether it will be of much
benefit to holders of local GOs in the nation's most populous state.
The law, known as SB 222, is designed to preserve bondholder rights to the tax revenues used to
back bonds, which are received by a municipality after it enters bankruptcy proceedings. The
bankruptcy code defines statutory liens like.those mandated under SB 222 as created by force of
law, as opposed to typical consensual liens that are created by an agreement. "Secured" creditors of
a bankrupt municipality are supposed to be first in line to recover their money, but California law
was previously silent on whether local GOs were "secured" for that purpose. The new law removes
that ambiguity.
"Many have argued that the taxes levied to pay California GO bonds are 'special revenues' under
the bankruptcy code, but this analysis has never been certain," said Omck,Herrington &Sutcliffe
attorney John Palmer, who drafted SB 222. "This is the first time we have been able to say that GO
bondholders are secured creditors in a municipal bankruptcy. Being a secured creditor in
bankruptcy dramatically decreases the risk of nonpayment. This newfound certainty should permit
investors and rating agencies to focus more narrowly on the tax-base as the credit for California GO
bonds, and less heavily on issuers' general funds."
State Sen. Mary Block, D-San Diego, introduced the bill earlier this year. It passed through both the
Assembly and the Senate with strong support last month. The new law, which becomes effective on
Jan. 1, is very similar to legislation enacted in Rhode Island in 2011 after Central Falls filed for
Chapter 9 protection. California has been home to some high-profile bankruptcy proceedings,
including the cities of Stockton, which emerged from Chapter 9 earlier this year, and San
Bernardino, which has not yet completed the process.
Moody's Investors Service was upbeat about the implications for holders of bonds sold by
California issuers.
"Generally speaking, the security for California local government GO bonds is a dedicated,
unlimited, voter-approved property tax levy, the proceeds of which cannot be used for any purpose
other than the bonds authorized by voters," Moody's analysts wrote. "The California Constitution
makes the debt service levy separate from the property tax levied for operating purposes. State
statute is nonetheless silent on whether GO investors would be secured in the event of a local
government's bankruptcy filing, and case law on this matter is also very limited. The new law is
positive for GO investors because it clearly establishes their secured status."
Although Moody's views the bill as a credit positive, the agency said it would not likely have
a
"material effect" on the ratings of California local GOs.
Fitch Ratings analysts had a conservative take on the law.
"Revenues supported by a statutory lien are not free from the automatic stay of a municipality's
general revenues once bankruptcy proceedings begin," Fitch said. "Rather, the statutory lien
prevents the municipality in a bankruptcy from generally diverting the revenues subject to the
statutory lien. The statutory lien does not prevent use of the revenues in the bankruptcy process
as
long as adequate protection for recovery is offered to bondholders benefiting from the statutory
lien. These protections will not guarantee full or timely repayment, only potentially higher
recovery."
Palmer said that agencies no longer having to look as closely at general funds due to the
assurance
of a statutory lien on revenues could be a big positive for issuers paying too much because of
general fund weaknesses.
"This would potentially save taxpayers billions of dollars over the time," he said.
Henry J. Feinberg
~' ~~.
?73-525-8937 (office)
847
(mobile)
773-525-8938 (fax)
Sender:
Sent:
Recipient:
Subject:
PHOENIX California Gov. Jerry Brown has signed a new law securing revenues for general
obligation bonds issued by local governments a move designed to protect bondholders in a
bankruptcy proceeding. But rating agencies have mixed feelings about whether it will be of much
benefit to holders of local GOs in the nation's most populous state.
The law, known as SB 222, is designed to preserve bondholder rights to the tax revenues used to
back bonds, which are received by a municipality after it enters bankruptcy proceedings. The
bankruptcy code defines statutory liens like those mandated under SB 222 as created by force of
law, as opposed to typical consensual liens that are created by an agreement. "Secured" creditors of
a bankrupt municipality are supposed to be first in line to recover their money, but California law
was previously silent on whether local GOs were "secured" for that purpose. The new law removes
that ambiguity.
"Many have argued that the taxes levied to pay California GO bonds are 'special revenues' under
the bankruptcy code, but this analysis has never been certain," said Orrick, Hemngton &Sutcliffe
attorney John Palmer, who drafted SB 222. "This is the first time we have been able to say that GO
bondholders are secured creditors in a municipal bankruptcy. Being a secured creditor in
bankruptcy dramatically decreases the risk of nonpayment. This newfound certainty should permit
investors and rating agencies to focus more narrowly on the tax-base as the credit for California GO
bonds, and less heavily on issuers' general funds."
State Sen. Mary Block, D-San Diego, introduced the bill earlier this year. It passed through both the
Assembly and the Senate with strong support last month. The new law, which becomes effective on
Jan, 1, is very similar to legislation enacted in Rhode Island in 2011 after Central Falls filed for
Chapter 9 protection. California has been home to some high-profile bankruptcy proceedings,
including the cities of Stockton, which emerged from Chapter 9 earlier this year, and San
Bernardino, which has not yet completed the process.
Moody's Investors Service was upbeat about the implications for holders of bonds sold by
California issuers.
"Generally speaking, the security for California local government GO bonds is a dedicated,
unlimited, voter-approved property tax levy, the proceeds of which cannot be used for any purpose
other than the bonds authorized by voters," Moody's analysts wrote. "The California Constitution
makes the debt service levy separate from the property tax levied for operating purposes. State
statute is nonetheless silent on whether GO investors would be secured in the event of a local
government's bankruptcy filing, and case law on this matter is also very limited. The new law is
positive for GO investors because it clearly establishes their secured status."
Although Moody's views the bill as a credit positive, the agency said it would not likely have a
"material effect" on the ratings of California local GOs.
Fitch Ratings analysts had a conservative take on the law.
"Revenues supported by a statutory lien are not free from the automatic stay of a municipality's
general revenues once bankruptcy proceedings begin," Fitch said. "Rather, the statutory lien
prevents the municipality in a bankruptcy from generally diverting the revenues subject to the
statutory lien. The statutory lien does not prevent use of the revenues in the bankruptcy process as
long as adequate protection for recovery is offered to bondholders benefiting from the statutory
lien. These protections will not guarantee full or timely repayment, only potentially higher
recovery."
Palmer said that agencies no longer having to look as closely at general funds due to the assurance
of a statutory lien on revenues could be a big positive for issuers paying too much because of
general fund weaknesses.
"This would potentially save taxpayers billions of dollars over the time," he said.
Heary J. Feinberg
773-525-8937 (office)
847(mobile)
773-525-8938 (fax)
Sender:
Sent:
Recipient:
Subject:
JCDecaux
Joe confirmed there is no active contacts in negotiation with JCD. They have 3large contracts.(might have a
few smaller ones as well)
1. Street furniture. This pays the city about 17M annually (roughly)
2. Digital Billboard (joe is confirming this #)
3. outdoor advertising at ORD and Midway.(also confirming this #)
Sender:
Sent:
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Subject:
Attachments:
This e-mail, and any attachments thereto, is intended only for use by the addressees) named herein and may
contain legally privileged and/or confidential information. If you are not the intended recipient of this e-mail (or
the person responsible for delivering this document to the intended recipient), you are hereby notified that any
dissemination, distribution, printing or copying of this e-mail, and any attachment thereto, is strictly prohibited.
If you have received this e-mail in error, please respond to the individual sending the message, and permanently
delete the original and any copy of any e-mail and printout thereof.
~~
Expansion
;?~~NRECOVERY~
At Risk
Moderating Recession
In Recession
STRENGTHS
Major business, distribution, transportation and
financial center.
Huge talent pool; strong roster of well-regarded
educational institutions.
Budding high-tech center in River North
neighborhood.
WEAKNESSES
Severe state and local budgetary pressures.
Old and aging infrastructure.
Below-average population growth.
iORTTERM
I LONGTERM
SK EXhOSUkE
~~S-ZOZo
ZZ5
3rd.gwntile
`Nignes~~
~o~~~
UPSIDE
~ More firms seek headquarters downtown.
Retail bounces back with even more gusto.
Support from housing turns out to be greater.
DOWNSIDE
City of Chicago's budget troubles worsen.
Apartment glut develops.
High crime rate deters would-be in-migrants.
More convention business is siphoned off to other
cities.
397.1
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15 :::
Unemployment rate(%)
Personal incomegrowth ('ia)
Median household income($ ths)
Populatitin (ths)
%change
18 .i _. 1.9 ;
L3 <
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6.0
5.6
5.3
5.2
5.4
5.5
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62 ;
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5.7 i
A.2:;:
3::f
63.8
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69.1
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0.2
0.3
0.3
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-18.8
'-20.6
2,124
2,427
-34.2
.,_
2,169
3,120
4,090
4,435
-30,8 ;. -,2z.x .
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175.6
163.0
Single-family permits(#)
Z8S5
152.9
3,390
2,954
3;127
148.7
d~78z
1513
6;87
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FHFA house price(1995Q1=100)
8~54~
165.9
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169.7
3,251
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4,322
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z~aD6 :; 1,8Z6 : < x,579
176.0
181.0
186.1
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Least Urverse
INTO CHICAGO IL
Elgin IL
"' County IL _
Like
Gary IN
~ " York NY
dew
Phoenix AZ
..
,
Minneapolis MN
Atlanta GA
Ro~kfo~d It
Los Angeles CA
Milwaukee W l
Tofa(in-migration
EMPLOYMENTVOLATIUTY
Due to U.5.fluctuations
Relative to U.S.
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>
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PUBLIC
Federal
44,395
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.........................................
................ 41,683
...
Local
332.639
2014
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NotduetoUS :'. iDuetoU S. .;r,z CHI
.~. U.3..:
N umber of
Migrants
14 023
10 929::
5 238
-
__.
FROM CHICAGO IL
Elgin IL
Lake County IL
Gary IN
New York NY
phoe n ix AZ
los Angeles CA
Atlanta GA
DellasTX
Minneapolis MN
MitwaukeeUJl
Total out-mi9ration
NCY B'1Ig1'BYIOfl
~~~~
2 215
-.
2089;
1 979
),930
1,681
1,879
125,467
15,357
12 228::
7,990
4,459
3,364
9;D52
2,926
2,668
2,496
2;A7s
758,737
-32,670
li;.:
~s.
"/o ofTotalEmployment
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STNS
52
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...............................
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03 04 05 06 07 OS 09 10 11 12 13 14
;;:;:
>
:::
... _ .....,.
........................
.....
Sources:BfA, Moody'sMalytics
37-
30
HIGHTECH
EMPLOYMENT
Sender:
Sent:
Recipient:
Subject:
CAROLE BROWN
Monday, July 20, 2015 8:21:04 PM
Rahm Emanuel <mayor_re@rahmemail.com>
Re: Fw:
>
Positives:
Says our economy is in recovery
Notes corporate relocations
Strong labor pool
High-tech boom
Negatives:
Chicago fiscal/budget problems
High crime rate
Sent from my personal email account.
Carole Brown
On Monday, July 20, 2015 12:25 PM, Rahm Emanuel <mayor re cLDrahmemail.com> wrote:
> wrote:
This e-mail, and any attachments thereto, is intended only for use by the addressees) named herein
and may contain legally privileged and/or confidential information. If you are not the intended
recipient of this e-mail (or the person responsible for delivering this document to the intended
recipient), you are hereby notified that any dissemination, distribution, printing or copying of this
e-mail, and any attachment thereto, is strictly prohibited. If you have received this e-mail in error,
please respond to the individual sending the message, and permanently delete the original and any
copy of any e-mail and printout thereof.
,,: tk~:
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http://www.nytimes.com/2015/07/22/business/labor-and-employersjoin-in-opposition-to-a-health-caretax.htmlsmprod=nytcore-ipad&smid=nytcore-ipad-share
The so-called Cadillac tax, to be imposed starting in 2018 on plans costing over a certain amount, is prompting
companies and unions to come together to call for its repeal.
Sent from my iPad
~.'';,_
~"
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Thanks
Sent from my iPhone
On Jul 22, 2015, at 10:02 PM, Cullerton, John J. <JCullerton~,thompsoncoburn.com> wrote:
John J. Cullerton
icullerton(~Dthompsoncobum.com
P: 312.580.2232
F: 312.782.1032
M: 312.399.4770
Thompson Coburn LLP
55 East Monroe Street
37th Floor
Chicago, IL 60603
www.thompsoncoburn.com
CONFIDENTIALITY NOTE: This message and any attachments are from a law firm. They are solely for the use of the Intended recipient and
may contain privileged, confldentlal or other legally protected Information. If you are not the Intended recipient, please destroy all copies without
reading or disclosing their contents and notify the sender of the error by reply e-mail.
Sender:
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Thank you!
John J. Cullerton
jcullerton@thompsoncoburn.com <mailto:jcullerton@thompsoncoburn.com>
P: 312.580.2232 <te1:312.580.2232>
F: 312.782.1032 <te1:312.782.1032>
M: 312
Thompson Coburn LLP
55 East Monroe Street
37th Floor
Chicago, IL 60603
www.thompsoncoburn.com <http://www.thompsoncoburn.com>
t.:
The bad ISBE's databases are a mess. Not consolidated. There is no comprehensive cash on hand plus cash
balance document.
The good the attachment is the most up to date reconciliation of days cash on hand ISBE is able to share with
our staff. It represents days cash on hand as of April, and also gives a sense of where districts fall with respect
to local resources, and concentration oflow-income students. Grass Lake School District in Antioch (Lake
County)leads the pack with 1,175 days cash on hand (that's 3.2 years).
<http://www.facebook.com/IllinoisSenateDemocraticCaucus>
=~
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clothilde.ewing <
Sunday, July 26, 2015 12:24:36 PM
Rahm Emanuel <mayor_re@rahmemail.com>
Re: NYTimes: Higher Wages, Great! But How to Enforce?
Sender:
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Subject:
Murder numbers may change due to reclassification. Will provide updates when any changes occur.
2015 YTD 252 / 2014 YTD 209
July 2015 MTD 45 /July 2014 MTD 36
Total for July 2014 39
Total for July 2013 47
For the 24-hour period of Sunday, July 26th, there were 14 shooting incidents and 4 murders in the following
districts:
District 3: 2 shooting incidents, 3 victims
District 4: 1 murder; 2 shooting incidents, 2 victims
District 6: 1 shooting incident, 1 victim
District 7: 1 shooting incident, 1 victim
District 8: 1 shooting incident, 1 victim
District 9: 2 shooting incidents, 2 victims
District 10: 1 murder; 2 shooting incidents, 2 victims
District 1 l: 2 murders; 1 shooting incident, 3 victims
District 14: 1 shooting incident, 1 victim
District 22: 1 shooting incident, 1 victim
For the early morning hours of Monday, July 27th there have been 5 shooting incidents in the following
districts:
(~f~.~
.~-~
~:
Sender:
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Recipient:
Mark,I know you are working hard on the transportation bill. Thank you. RRLF is my number one priority.
Having economic development as one of the eligible purposes is key for union station project. Rahm
Sender:
Sent:
Recipient:
Dick, I know you are working hard on the transportation bill. Thank you. RRIF is my number one priority.
Having economic development as one of the eligible purposes is key for union station project. Hope you are
having a good summer. Rahm
Sender:
melissa green
Sent:
Recipient:
Subject:
Y~
'
Mayor, all good. Its RRIF. Some people messed with what Kirk and Durbin had done for us when Senate bill
came to the floor. They have sponsored an amendment to fix it. Working it hard. Also, have Cantwell, Booker
and Casey supporting them. Issue is: need to make sure loan can cover building up (econ development/TOD).
Best/MG
From: mayor_re@rahmemail.com
Date: Mon,27 Jul 201515:40:04 -0500
Subject: Fwd: union station
To:
What is this
Sent from my iPhone
Begin forwarded message:
From: Mark Kirk <senatorkirk@~mail.com>
Date: July 27, 2015 at 3:39:03 PM CDT
To: Rahm Emanuel <mayorre@rahmemail.com>
Subject: Re: union station
I'm going to work on those around 10 PM Easter standard time I hope you are available on your
phone to answer any questions
Sent from my iPhone
On Jul 27, 2015, at 9:58 AM, Rahm Emanuel <mayor_re@rahmemail.com> wrote:
Mark, I know you are working hard on the transportation bill. Thank you. RRIF is my
number one priority. Having economic development as one of the eligible purposes is
key for union station project. Rahm
Sender:
Sent:
Recipient:
Cc:
----------Forwarded message
From: Glen Tullman <glen@livongo.com <mailto:glen@livongo.com> >
Date: Thu, Jul 9, 2015 at 4:55 PM
Subject: 500 Healthcare Executives Need to be Welcomed To Chicago by our Mayor! October 12th 30 minutes
or less .. .
To: Rahm Emanuel <mayor_re@rahmemail.com <mailto:mayor_re@rahmemail.com> >
Cc: Glen Tullman <glen@livongo.com <mailto:glen@livongo.com> >
Rahm:
----
----
--
Good to talk with you last week and sorry for both the delayed response and the inability to help. That said, we
can surely work together on some other very beneficial projects. I have one that could create some interesting
employment opportunities on the south side and I continue to work on ideas to lower the Chicago's healthcare
costs with Dan Widawsky.
Separately, you know I'm always promoting Chicago as a conference destination and I'm pleased that Oliver
Wyman has again chosen to bring more than 500 senior healthcare executives to Chicago for their innovation
conference this year. There was some thought of moving it to a different city but we kept it here, again!
So, this October,from the 12th-14th, 500 senior health industry leaders (including 100+ CEOs and an additional
150+ C-suite executives) will convene in Chicago for the Oliver Wyman Health Innovation Summit.
I'll be
speaking on the second night, on stage with Karen DeSalvo, Acting Assistant Secretary for Health at HHS
and
currently the National Coordinator for Health Information Technology. We would be honored if you would
provide the official conference welcome address on Monday evening, October 12th. The welcome address
would provide an opportunity for you to highlight Chicago-based health innovation and the tremendous
potential that exists for healthcare businesses to establish new operations or expand into the Chicago
market.
The Summit is an invitation-only event convening cross-industry senior health leaders with demonstrated
commitment to new models of healthcare and a readiness to embrace change; 12 industry sectors are
represented, including employers, capital markets, government and retail. Leading organizations in attendance
include notable Chicago organizations like Advocate, Rush, Walgreens, Allscripts, HCSC and my firm, 7Wire
Ventures as well as our chronic disease management company, Livongo Health, and a series of health payers
and employers like United Health Group, Aetna, HCA, Walmart, Target, Comcast, Cerner, Facebook, and
McKesson, to name a few.
~:r~'~
Oliver Wyman has chosen Chicago again for this annual event primarily because they believe Chicago
has the
right mix of players and attributes to become one of the Nation's leading digital healthy cities over
the next
decade. They envision "Health Market 2.0" as aconsumer-centric, technology-enabled, value-ba
sed healthcare
system that achieves superior health outcomes for significantly lower total costs. And O/W is already
working
with a series of local innovators to drive positive change: One Medical Group, Oak Street Health,
JenCare,
1871 /MATTER, Sandbox, 7Wire Ventures and AVIA, as well as, more established pioneers
like Advocate,
Rush, Blue Cross Blue Shield, and Allscripts. The Rush leadership team will be hosting an immersio
n tour on
Monday afternoon sharing their story of innovation with fifty senior leaders from across the country.
Ijoin Oliver Wyman in believing that the annual OWHIC Health Innovation Summit will help
move Chicago
onto the national stage as a health innovator and leader in making healthcare more accessible, affordabl
e and
personalized for Chicago-landers. And I know that our out-of-town guests would appreciate and
enjoy a warm
welcome from you.
Can we make this happen? Would love to confirm it soon so we can promote your name as speaker.
a
We can
work with your team to prepare comments or help in any way necessary.
Thanks,
Glen
Glen Tullman
Chief Executive Officer
Livongo HealthTM
444 N Michigan Avenue, Suite 2880
Chicago, IL 60611
mobile: 847
<te1:847
>
glen@livongo.com <mailto:glen@livongo.com>
~w.~
The information contained in this transmission is confidential (including any attachments) and contains
privileged information. It is intended only for the use of the persons) named above. If you are not the intended
recipient, you are hereby notified that any review, dissemination, distribution or duplication of this
communication is strictly prohibited. If you are not the intended recipient, please contact the sender by reply
email and destroy all copies of the original message. To reply to our email administrator directly, please send an
email to admin@livongo.com <mailto:admin@livongo.com> .
CONFIRMED SPEAKERS
Mary Brainerd
President and CEO, Health Partners
Shawn Leavitt
Senior Vice President of Global Benefits, Comcast
Mark Ganz
President and CEO,Cambia Health Solutions
Patrick Geraghty
Chairman and CEO,GuideWell
Stephen Hemsley
CEO, UnitedHealth Group
Dan Hilferty
President and CEO,Independence Blue Cross
Cheryl Hughey
Director Culture Services, Southwest Airlines
Howard Jacob
President and Chief Scientific Officer,
Envision Genomics ~ HudsonAlpha Institute
for Biotechnology
Marcus Osborne
SVP and President, Health &Wellness,
Walmart
Sam Srivastava
CEO, Magellan Healthcare
John 5tandley
Chairman and CEO, Rite Aid
Lisa Suennen
Managing Partner, Venture Valkyrie
Grace Terrell, MD
President and CEO,Cornerstone Health Care
THE LEADERSHIP
IMPERATIVE
THE EMPOWERED
CONSUMER
AGENDA
MONDAY,OCTOBER 12,2015
Registration
1:00-6:OOpm
Immersion Tours
2:00-5:OOpm
6:00-8:OOpm
TUESDAY,OCTOBER 13,2015
Breakfast
7:00-8:OOa m
8:00-5:OOpm
6:00-7:30pm
7:30-9:OOpm
WEDNESDAY,OCTOBER 14,2015
Breakfast
7:00-8:OOa m
8:00-3:30pm
3:30-4:30pm
EXPERIENCES
EXPERIENTIAL EXHIBITS
EXECUTIVE SESSIONS
IMMERSION TOURS
Through participation in
a subset of these focused
sessions, attendees will have
the opportunity to learn,
share, connect,and engage in
dialogue with leaders across the
industry. Each of the sessions
will be limited in attendance,
encouraging robustdiscourse
on what it takes to achieve
transformation and progress
toward Health Market2.0.
ATTENDING ORGANIZATIONS*
46% ~ ..........:.
7SECTORS
5 COUNTRIES
25 STATES
23andMe
7wire Ventures
HARP
Accretive Health
Activate Healthcare Northeast
Aetna, Inc.
Alegent Creighton Health
Allscripts
American Well
Anthem, Inc.
Ascension Health, Inc
Ascension, Inc.
AXA Equitable
Baylor Scott &White Heaith
Bloom Health
Blue Cross and Blue Shield of Louisiana
Blue Cross and Blue Shield of North Carolina
Blue Cross and Blue Shield of South Carolina
Biue Cross and Blue Shield ofTennessee
Blue Cross Blue Shield Association
Blue Cross Blue Shield of Massachusetts
Blue Cross of Michigan
Blue Shield of California
Baehringer Ingelheim
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Attachments:
Hi Rahm,
Hope all is well with you and the entire Emanuel gang. I know it has been a busy summer!
I wanted to let you know that we're hosting an event in Chicago on October 19th for National Digital Citizenship Week in
partnership with Chicago Public Schools. This great afternoon will bring parents, community members, and students
together to showcase students' digital citizenship skills an area of focus that's particularly important to both CPS and
Common Sense.
It would be terrific for the kids and community if you could possibly attend to show your support. Even better, you could
share your own experiences with social media as well as answer student questions and pose some questions of your own.
I've attached more details here.
Needless to say, it would be great to have you attend this exciting event. So please let us know how best to follow up and
hope to talk and see you soon.
Cheers,
Tim
Sender:
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Recipient:
Subject:
Yes. We could do a big event in Chicago if you wanted to release and what would you think about an oped by you and
Lloyd about the power and growth the of the small business community in Chicago over the past few years and the
outstanding job creation
..........................................................................................................................................................................................................................................................................................
Dina,
Right before I went out of town, you sent me a report documenting the success of the 10,000 Small Businesses.
When can we release those numbers? And could we do it with the beginning of a new class?
This e-mail mey contain information that Is confldential, privileged or otherwise protected from disclosure. If you are not an intended recipient of this e-mail, do not
duplicate or redistribute it by any means. Please delete it and any attachments and notify the sender that you have received it in error. Unintended recipients are
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to use e-mail to communicate with Goldman Sachs.
Goldman Sachs reserves the right, to the extent and under circumstances permitted by applicable law, to retain, monitor and intercept e-mail messages to and
from its systems. See the http://www.gs.com/disclaimer/afg/for important information regarding this message and your reliance on information contained in it.
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I had your event briefing in my book last night and forgot to give to you. Have a good event. Call me after if
you can.
START LOCATION:
MIDDLE LOCATIONS:
END LOCATION:
FROM:
Neighborhood:
West Englewood
Ward:
Press:
Attendance:
Format:
Setup:
Houses
Visuals:
Houses
Attire:
Casual
Advance:
I. PURPOSE:
YOU are participating in the exterior painting offive abandoned houses in the Englewood
community with Evelyn Diaz, DFSS, Amanda Williams (lead artist), youth participants from
Children's Home and Aid Society who are also part of One Summer Plus. After the houses are
complete, the youth will return to the THINK/DO House at 5749 S. Perry for a celebration lunch
at noon.
*Please note that Commissioner Evelyn Diaz is driving from the third property,6208 South
Wolcott to the last property 5106 S. May*
II. PARTICIPANTS
Evelyn Diaz
Amanda Williams
Youth Participants from Children's Home and Aid
Nancy Ronquillo, Chief Executive Officer, Children's Home and Aid
Judy Fryland, Department ofBuildings, Commissioner
Page 1 of 2
III.PROGRAM
YOU arrive at 9:30 AM
YOU meet youth participants of One Summer Chicago Plus
YOU begin service project at first house located at 6418 South Wood
YOU walk with Evelyn Diaz and Amanda Williams to second property to paint 6208
South Wolcott
YOU walk with Evelyn Diaz and Amanda Williams to third property to paint at 6056
South Winchester
YOU drive with Evelyn Diaz to last property located at 5106 South May
YOU depart or iftime allows, head to 5749 S. Perry for a celebration lunch that begins at
noon
IV.BACKGROUND
Amanda Williams, visual artist, led the One Summer Chicago Plus students through aday-long
workshop on July 24 where she provided the scope ofthe project and an overview of her own art
practice. She then engaged youth in an advanced conversation about visual literacy, color theory,
and the politics of space.
Amanda urged the students to see themselves as social change agents through creativity and to
take ownership ofthe conditions in their neighborhoods and the entire city. The students
responded with wit, street and book smarts about subjects of color, race, violence, uneven
distributions of wealth, community, and housing.
After a robust, and sometimes heated debate, youth landed on their unique color palette. While
they understood the concept ofthe project, they struggled a bit with the idea offinding colors
that were positive reflections ofthings they see every day in their environment. A lot of what is
in their consciousness has to do with Swissher tobacco products and packaged or fast food.
With some guidance and reminders about details, the group settled on things that were part ofthe
natural environment including flowers, the sidewalk, the sky, sunset clouds, grass, etc.
The colors that you will see painted on the houses today were selected by the youth that are part
of One Summer Chicago and reflect their community and cultural representations and
understanding.
Page 2 of 2
.;
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Subject:
Jesse H. Ruiz
Drinker Biddle &Reath LLP
191 North Wacker Drive, Suite 3700
Chicago, IL 60606
Phone:(312)569-1135
Fax:
(312)569-3135
Email: jesse,ruiz@dbr.com
www.d ri nkerbiddle.com
.......................................................................................................................................................................................................................................................................................
From: Carolyn Reed <Carolyn_Reed@rush.edu>
Sent: Thursday, July 30, 2015 9:27 AM
To: Bill Goodyear
Cc: Larry J Goodman; Peter Butler; Diane M McKeever; Anne Murphy; Michael Dandorph
Subject: Important message from Rush Leadership
Dear Rush Trustee
~.
This memo is being shared with Rush staff this morning. Big news!
To:
All Rush
From: Larry J. Goodman, MD,Chief Executive Officer, Rush University Medical Center and President, Rush
University
Peter Butler, President, Rush University Medical Center
Re:
the facilities and campus environment necessary to fulfill our mission and vision. This includes addressing the
needs of Rush University, which has doubled in size in the last 10 years, enrolling nearly 2,500 students.
Since the University opened nearly 45 years ago,the way that students are educated has changed
dramatically. In addition to utilizing facilities and technology to support new models of education, we also
need to consider the experiential needs of current and future students and faculty. We view this new site as
an opportunity to meet some of these needs.
We worked hard on Rush's new Tower to provide an exceptional experience for our patients, and now we
need to be equally diligent in providing an exceptional environment and campus experience for our students
and faculty. They expect an innovative environment in which to work and where they can seek more
educational and learning partnerships with community organizations and other institutions. As we continue to
evolve our master plan over the next few months, along with the university's strategic plan, we will evaluate
how this visible new site can support some of these needs.
Another exciting aspect of occupying this new location is that it will enhance collaboration with Malcolm X
College. We deeply value the college as an academic and community partner that is working jointly with Rush
to help educate the next generation of health care professionals. We will continue to build on our strong
partnership to advance educational and economic opportunities for young Chicagoans.
Rush also shares the same aspirations with our neighbors on the site, the Chicago Blackhawks. Together, we
see opportunities to provide health, wellness and educational activities for young people from throughout
Chicago. The Blackhawks, like Rush, are committed to the growth and revitalization of the West Side.
We will continue to provide you with updates about how we will use this new site as our planning process gets
underway.
Sent by:
Carolyn Reed
Assistant Secretary
Board of Trustees
Rush University Medical Center
312-942-7821
**************************************
Drinker Biddle &Reath LLP is a Delaware limited liability partnership. The partner responsible for the firm's
Princeton office is Jonathan I. Epstein, and the partner responsible for the firm's Florham Park office is Andrew
B. Joseph.
**************************************
This message contains information which may be confidential and privileged. Unless you are the intended
addressee(or authorized to receive for the intended addressee), you may not use, copy or disclose to anyone the
message or any information contained in the message. If you have received the message in error, please advise
the sender at Drinker Biddle &Reath LLP by reply e=mail and delete the message. Thank you very much.
**************************************
"'
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True. At lunch. But as all three CEO s have said (whole foods
Starbucks and method)they did not find Chicago using a google map.
And the city role made all ofthem possible. Since all use of and
persuasion.
Sent from my iPhone
> On Jul 31, 2015, at 1:17 PM,Dold, Bruce <bdold@chicagotribune.com> wrote:
> Ok, but hey - this is nothing but a positive editorial about Chicago.
Sender:
Sent:
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Subject:
Thanks
Sent from my iPhone
On Aug 2, 2015, at 6:15 PM,david spielfogel <
> wrote:
> wrote:
>
Rahm,
Great to see you.
As I mentioned, Terry Tamminen is a friend, we serve on the board of
Waterkeepers together. He ran California EPA and then was
appointed to Gov Schwarzenegger's Cabinet as chief policy advisor.
He is more knowledgeable than anyone I know on matters of
sustainability and finance.
I am copying Terry on this email, as an introduction. (Also, Terry
had met with Steve and the Infrastructure Bank a couple years ago
and his team was advising on some projects.)
take care
w
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Subject:
Thanks Wendy.
Hello Mayor - -we've had some productive conversations about saving the city money on waste
and
creating jobs by converting waste into valuable products instead of sending it to landfills.
The "collaborative proposal" under the Chicago Infrastructure Trust program has been in front
of
Mike Miretti and Steve Beitler for some time(we know Steve is leaving CIT, but hope to meet his
replacement, Leslie Darling, soon). There are a couple of things of "encouragement"from your
office
that would help the CIT speed things along. Glad to discuss with you or the appropriate deputy
on
your staff.
Best regards
Terry Tamminen
Office: 310-664-0300
.........................................................................................................................................................................................................................................................................................
Rahm,
Great to see you.
As I mentioned, Terry Tamminen is a friend, we serve on the board of Waterkeepers together.
He
ran California EPA and then was appointed to Gov Schwarzenegger's Cabinet as chief policy
advisor. He is more knowledgeable than anyone I know on matters of sustainability and finance.
am copying Terry on this email, as an introduction. (Also, Terry had met with Steve and the
Infrastructure Bank a couple years ago and his team was advising on some projects.)
take care
w
Sender:
Sent:
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Subject:
Will do. They should contact me via my cell phone 773On Aug 3, 2015 9:21 AM,"Rahm Emanuel" <mayor re@rahmemail.com <mailto:mayor_re
@rahmemail.com> >
wrote:
Let me know if you don't hear from someone
Sent from my iPhone
On Aug 3, 2015, at 8:20 AM,Joe Moore <joe@joemoore.org <mailto:joe@joemoore.org> > wrote:
Thanks.
On Aug 3, 2015 9:18 AM,"Rahm Emanuel" <mayor_re@rahmemail.com <mailto:mayor_re
@rahmemail.com> >
wrote:
Ok. No problem
Sent from my iPhone
On Aug 3, 2015, at 8:05 AM,Joe Moore <joe@joemoore.org <mailto:joe@joemoore.org> > wrote:
Hello Mayor,
Rogers Park and West Ridge got hit especially hard by the storm last night, probably the worst storm
damage in at
least 50 years. I'm out of town on a family vacation, but have been monitoring the storm clean-up
very closely and
providing updates to my constituents.
I understand from my Ward Superintendent that Commissioner Williams and you will be in my
ward this morning
surveying the damage. Obviously, I won't be able to join you, but would appreciate it if you or
someone on your
staff could let me know when and where you plan to arrive in Rogers Park so my staff can meet
you and your
team.
In the meantime, please have someone on your staff let me know if the storm damage qualifies for
any state or
federal assistance beyond the normal City of Chicago clean up efforts. Most of the damage to
property stems from
falling trees.
Thanks so much.
Joe
Alderman Joe Moore
City of Chicago, 49th Ward
http://www.ward49.com
Sender:
Sent:
Recipient:
Subject:
sean.rapelyea <
>
Monday, August 03, 2015 1:29:16 PM
Rahm Emanuel <mayor_re@rahmemail.com>
Re: Storm Damage in Rogers Park
Ok thanks.
Sent from my iPhone
On Aug 3, 2015, at 8:21 AM,Rahm Emanuel <mavor re(a,rahmemail.com> wrote:
~:;,
Sender:
Sent:
Recipient:
Subject:
Will do.
Alderman Joe Moore
City of Chicago, 49th Ward
http://www.ward49.com
On Mon, Aug 3, 2015 at 10:34 AM,Rahm Emanuel <mayor_re@rahmemail.com
<mailto:mayor_re@rahmemail.com> > wrote:
Mentioned your offices work with my team at Presser
Sent from my iPhone
On Aug 3, 2015, at 8:37 AM,Joe Moore <oe@joemoore.org <mailto:joe@joemoore.org
Thanks.
On Aug 3, 2015 9:18 AM,"Rahm Emanuel" <mayor_re@rahmemail.com
<mailto:mayor_re@rahmemail.com>
> wrote:
Ok. No problem
Sent from my iPhone
On Aug 3, 2015, at 8:05 AM,Joe Moore <joe@joemoore.org <mailto:joe@joemoore.org
Hello Mayor,
Rogers Park and West Ridge got hit especially hard by the storm last night,
probably the worst storm damage in
at least 50 years. I'm out of town on a family vacation, but have been monito
ring the storm clean-up very
closely and providing updates to my constituents.
I understand from my Ward Superintendent that Commissioner Williams
and you will be in my ward this
morning surveying the damage. Obviously, I won't be able to join you,
but would appreciate it if you or
someone on your staff could let me know when and where you plan to arrive in
Rogers Park so my staff can
meet you and your team.
In the meantime, please have someone on your staff let me know ifthe
storm damage qualifies for any state or
federal assistance beyond the normal City of Chicago clean up efforts. Most
of the damage to property stems
from falling trees.
Thanks so much.
Joe
Alderman Joe Moore
City of Chicago, 49th Ward
http://www.ward49.com
Sender:
Sent:
Recipient:
Subject:
nal~ournal.com> wrote:
Hey don't know if you saw this last week-but in case you missed it wanted
to send again. Let me
know what you think when you can....RB
----------Forwarded message ---------From: Ron Brownstein <rbrownstein(a,nationaljournal.com>
Date: Wed, Ju129, 2015 at 10:00 AM
Subject: Two dates to check with you
To: Rahm Emanuel <mavor re(cr~,rahmemail.com>
Hey.
Wanted to check two dates with you:
1. Per our conversation on reforming the skills pipeline, I've talked
with your community colleges
team and arranged to spend time at schools there in Chicago on 9/1
and 9/2. If you are around
those days, maybe we could do a meal and talk-if not phone before
or after would be fine.
2. More important, on the morning of Tuesday 11/10 my Next Ameri
ca project at NJ is hosting an
event in Chicago on the issue we've discussed: extending opportunity
to all neighborhoods.(Next
America is my project exploring how growing diversity is changing
the country.) We'd love for you
to give keynote remarks and then sit with me for ashort-on-one conversation
, that would also focus
heavily on the skills pipeline.
Your staff has the invitation, which I've also enclosed. We could probab
ly do Monday 11/9 instead
if that works better for you. Let me know if you want to discuss either
of these further, and if there's
anyone on your staff I should follow up with on either/both.
Thanks much. If you haven't, you should reach out to Bruce-he's trying
to figure out what to do
with his life after Broad. Best, RB
Ronald Brownstein
Editorial Director, Strategic Partnerships
Atlantic Media
202 957 2610
@RonBrownstein
Ronald Brownstein
@RonBrownstein
<Invitation for the Honorable Rahm Emanuel.pdfl
Sender:
Sent:
Recipient:
Subject:
Attachments:
Ronald Brownstein
Editorial Director, Strategic Partnerships
Atlantic Media
202 957 2610
@RonBrownstein
Nfa~~~~lj+a~rm~l
July 27, 2015
.:L
9 .t
.., " ~
'
Sy4i
:~ Y
A'
_;,rte:
Niharika Acharya
Editorial Director
National Journal LIVE
.c A
,,
-~
Sender:
Sent:
Recipient:
Subject:
david spielfogel
>
Monday, August 03, 2015 5:05:40 PM
Rahm Emanuel <mayor_re@rahmemail.com>
Re: Fwd: Two dates to check with you
Hey don't know if you saw this last week-but in case you missed it wanted to send again.
Let me know what
you think when you can....RB
----------Forwarded message
From: Ron Brownstein <rbrownstein@nationaljournal.com <mailto:rbrownstein@n
ationaljournal.com> >
Date: Wed, Ju129, 2015 at 10:00 AM
Subject: Two dates to check with you
To: Rahm Emanuel <mayor_re@rahmemail.com <mailto:mayor_re@rahmemail.com> >
---
---
---
Hey
Wanted to check two dates with you:
1. Per our conversation on reforming the skills pipeline, I've talked with your commun
ity colleges team and
arranged to spend time at schools there in Chicago on 9/1 and 9/2. If you are around
those days, maybe we
could do a meal and talk-if not phone before or after would be fine.
2. More important, on the morning of Tuesday 11/10 my Next America project at
NJ is hosting an event in
Chicago on the issue we've discussed: extending opportunity to all neighborhoods.
(Next America is my project
exploring how growing diversity is changing the country.) We'd love for you give
to
keynote remarks and then
sit with me for ashort-on-one conversation, that would also focus heavily on the skills
pipeline.
Your staff has the invitation, which I've also enclosed. We could probably do Monday
11/9 instead if that works
better for you. Let me know if you want to discuss either of these further, and if there's
anyone on your staff I
should follow up with on either/both.
Thanks much. If you haven't, you should reach out to Bruce-he's trying to figure
Ronald Brownstein
Editorial Director, Strategic Partnerships
Atlantic Media
202 957 2610 <te1:202%20957%202610>
@RonBrownstein
Ronald Brownstein
Editorial Director, Strategic Partnerships
Atlantic Media
202 957 2610 <te1:202%20957%202610>
@RonBrownstein
Sender:
Sent:
Recipient:
Subject:
Hey
Wanted to check two dates with you:
1. Per our conversation on reforming the skills pipeline, I've talked with your communi
ty colleges team and
arranged to spend time at schools there in Chicago on 9/1 and 9/2. If you are around
those days, maybe we
could do a meal and talk-if not phone before or after would be fine.
2. More important, on the morning of Tuesday 11/10 my Next America project at
NJ is hosting an event in
Chicago on the issue we've discussed: extending opportunity to all neighborhoods.
(Next America is my project
exploring how growing diversity is changing the country.) We'd love for you
to give keynote remarks and then
sit with me for ashort-on-one conversation, that would also focus heavily on the skills
pipeline.
Your staff has the invitation, which I've also enclosed. We could probably do Monday
11/9 instead if that works
better for you. Let me know if you want to discuss either of these further, and if there's
anyone on your staff I
should follow up with on either/both.
Thanks much. If you haven't, you should reach out to Bruce-he's trying to figure
out what to do with his life
after Broad. Best, RB
Ronald Brownstein
Editorial Director, Strategic Partnerships
Atlantic Media
202 957 2610 <te1:202%20957%202610>
@RonBrownstein
Ronald Brownstein
Editorial Director, Strategic Partnerships
Aflantic Media
202 957 2610
(c~RonBrownstein
Sender:
Sent:
Recipient:
Subject:
Mayor -- Confirmed it is Ward 5. I will give you an update around 11:15. Anne
----- Original Message ----From: Pramaggiore, Anne R:(ComEd)
Sent: Monday, August 03, 2015 08:27 PM
To:'mayor_re@rahmemail.com' <mayor_re@rahmemail.com>
Subject: Re: Storm Restoration Status
I have 2 reports that say W5, but I will triple confirm. I think because the counts are low right now some of the
less damaged areas start making the list. I have WS at 163 customers out of power.
Anne
----- Original Message ----From: Rahm Emanuel [mailto:mayor_re@rahmemail.com]
Sent: Monday, August 03, 2015 08:18 PM
To: Pramaggiore, Anne R:(ComEd)
Subject: Re: Storm Restoration Status
Thanks. You sure 5. Seems strange given everything else is north
Sent from my iPhone
> On Aug 3, 2015, at 8:08 PM,Pramaggiore, Anne R:(ComEd) <anne.pramaggiore@comed.com> wrote:
> Mayor and Deputy Mayor -- I wanted to provide an update on our progress on storm restoration. We began
the storm window last night with ~43K outages in the City of Chicago. ComEd crews have worked around the
clock since the storm hit and will work through the night tonight. Currently, we are 96 percent restored in
Chicago, with1038 customers without power. The wards with highest customer count are Wards 50, 39, 5, 49
and Ward 41.
> I have a check-in report with the Emergency Response team at 22:30 and will report in to you with an update
after that call.
> Anne
> This Email message and any attachment may contain information that is proprietary, legally privileged,
confidential and/or subject to copyright belonging to Exelon Corporation or its affiliates ("Exelon"). This Email
is intended solely for the use of the persons)to which it is addressed. If you are not an intended recipient, or the
employee or agent responsible for delivery of this Email to the intended recipient(s), you are hereby notified
that any dissemination, distribution or copying of this Email is stricfly prohibited. If you have received this
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Exelon policies expressly prohibit employees from making defamatory or offensive statements and infringing
any copyright or any other legal right by Email communication. Exelon will not accept any liability in respect
of such communications. -EXCIl'
Sender:
Sent:
Recipient:
Subject:
Good work
Sent from my iPhone
> On Aug 4, 2015, at 7:19 AM,Pramaggiore, Anne R:(ComEd) <anne.pramaggiore@comed.com>
wrote:
Sender:
Sent:
Recipient:
Cc:
Subject:
<mailt
The soda ceos are antsy about the maybe soda tax. I don't think they will call you but wanted to give you heads
up incase indra or Kent reach out. Don't think they will but you never know.
Sent from my B1ackBerry 10 smartphone on the Verizon Wireless 4G LTE network.
Sender:
Sent:
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Subject:
Thsnks
Sent from my iPhone
On Aug 5, 2015, at 10:42 AM,Koldyke, Mike <mkoldkk~frontenac.com> wrote:
We look forward to seeing you on August 13. Don, Jarvis and Michael will give you a punchy, yet
brief summary of the very significant progress that has been made in the 27 elementary schools and
4 of the high schools that AUSL operates. There is no doubt that Chicago is a better place because
of this endeavor. Our team will also cover the vital work being done by AUSL in recruiting and
training AUSL Residents for teaching in CPS's most demanding schools. Yet, much remains to be
done in failing level3 schools, and the AUSL team will set forth how best to begin this restoration
process for the next 50 bottom tier elementaries.
Second, here is an idea for you to carefully consider. While not a new idea and not for our
discussion on the 13~', it's timely and merits your consideration. The CPS effort that created
selective enrollment schools and scores of charter high schools has left parts of the City with
neighborhood high schools that are under populated and with kids whose ability to read and
compute were never adequately developed in elementary schools. It's the view of some leading
Chicago educators including Alan Mather and Jarvis Sanford that it's not wise for a city to skim off
virtually all of the abler, better educated students and move them to selective enrollment schools or
charters leaving neighborhood schools with only those children most deprived. There exist some
progressive model high schools where in addition to the kids whose scores rank behind, some
students are enrolled in International Baccalaureate(IB)programs or small selective enrollment
programs. AUSL's Solorio Academy High School should have an IB program so as to attract
stronger students to its mix. Moreover, AUSL's Wendell Phillips High School should definitely
have a selective enrollment quorum for, say, 75 to 80 students thus providing a mix of more
accomplished students with the rest ofthe student body.
CPS needs to reorganize some of its neighborhood high schools. CPS should close a number of
them, consolidate, and seek enrollments between 1,000 and 1500 students. Each neighborhood
high school should have an IB program or a modest selective enrollment program to achieve a
balance of student abilities in the mix.
We realize that Forrest recently stated to retain the non-school closure approach. We understand.
But we believe and we suggest that in the 2016-17 school year a selective program of consolidating
at least a small number of small, underpopulated and failing high schools should be implemented.
Despite the very significant financial crisis faced by the City and CPS, Mayor Rahm has
maintained his commitment to the betterment of the bottom tier of Chicago's schools. It's our
belief that the two of you provide the best leadership team we have had in months, even years, to
accomplish this hugely important transition.
Mike
Martin J. Koldyke
Founder and Chairman Emeritus, AUSL
Founder and Chairman Emeritus, Golden Apple Foundation
Sender:
Sent:
Recipient:
Subject:
Second, here is an idea for you to carefully consider. While not a new idea and not for our
discussion on the 13~', it's timely and merits your consideration. The CPS effort that created
selective enrollment schools and scores of charter high schools has left parts of the City with
neighborhood high schools that are under populated and with kids whose ability to read and
compute were never adequately developed in elementary schools. It's the view of some leading
Chicago educators including Alan Mather and Jarvis Sanford that it's not wise for a city to skim off
virtually all of the abler, better educated students and move them to selective enrollment schools or
charters leaving neighborhood schools with only those children most deprived. There exist some
progressive model high schools where in addition to the kids whose scores rank behind, some
students are enrolled in International Baccalaureate (IB) programs or sma11 selective enrollment
programs. AUSL's Solorio Academy High School should have an IB program so as to attract
stronger students to its mix. Moreover, AUSL's Wendell Phillips High School should definitely
have a selective enrollment quorum for, say, 75 to 80 students thus providing a mix of more
accomplished students with the rest of the student body.
CP5 needs to reorganize some of its neighborhood high schools. CPS should close a number of
them, consolidate, and seek enrollments between 1,000 and 1500 students. Each neighborhood
high school should have an IB program or a modest selective enrollment program to achieve a
balance of student abilities in the mix.
We realize that Forrest recently stated to retain the non-school closure approach. We understand.
But we believe and we suggest that in the 2016-17 school year a selective program of consolidating
at least a small number of small, underpopulated and failing high schools should be impleme
nted.
Despite the very significant financial crisis faced by the City and CPS, Mayor Rahm has
maintained his commitment to the betterment of the bottom tier of Chicago's schools. It's our
belief that the two of you provide the best leadership team we have had in months, even
years, to
accomplish this hugely important transition.
Mike
Martin J. Koldyke
Founder and Chairman Emeritus, AUSL
Founder and Chairman Emeritus, Golden Apple Foundation
l ~=~
Sender:
Sent:
Recipient:
Subject:
How about proposing an ordinance the prohibits a vehicle from entering an intersection if the vehicle cannot
clear
the intersection before the light turns red.
This would alleviate a lot of traffic congestion.
paul
Sender:
Sent:
Recipient:
Subject:
Mayor_re@rahmemail.com <mayor_re@rahmemail.com>
Thursday, August 06, 2015 4:50:50 PM
Joe Deal <
Fwd: Hey there.
Handle this
Sent from my iPhone
Begin forwarded message:
From: John Feehery <
Date: August 6, 2015 at 11:43:46 AM CDT
To: "mayor re(a~rahmemail.com" <mavor re~a,rahmemail.com>
Subject: Hey there.
So taking my family on a tour of Chicago neax Buckingham Fountain.
The cafe of course was closed. And the bathrooms were completely disgust
ing.
y~;~`~
Sender:
Sent:
Recipient:
Subject:
> wrote:
Hi Mayor:
Just an FYI - I will not be doing this interview regarding the new Planning Commissioner &Fran
will hate me for it.
Brendan Reilly
Alderman, 42nd Ward
Begin forwarded message:
From: "Spielman, Fran" <fsnielman(c~r~,suntimes.com>
Date: August 6, 2015 at 3:02:15 PM CDT
To: Brendan Reilly <
Subject: pls call on deadline re: new planning commissioner
~~~~~
Fran Spielman
Title ~ City Hall Reporter
p:312-321-2258 m:630-632-5093
e:fspielmanCa~suntimes.com w:chicago.suntimes.com
a: 350 N. Orleans 10th FI Chicago, IL 60654
Sender:
Sent:
Recipient:
Subject:
Thanks
.................................................................................................................................................................................................................
.........................................................................
From: Rahm Emanuel [mai~to:mayor_re@rahmemail.com]
Sent: Thursday, August 06, 2015 5:07 PM
To: Ruiz, Jesse
Subject: Re: Fri., Aug. 7th CPS Mtg.
Please tell Forrest as will I
Sent from my iPhone
On Aug 6, 2015, at 4:04 PM,Ruiz, Jesse <Jesse.Ruiz~dbr.com> wrote:
Just so you know,I see we have a CPS meeting with you tomorrow morning, but
as of yet no one at
CPS has let me know anything about the meeting. No idea why I am going to meet
with you
tomorrow morning.
The board office folks just asked me ifI knew, so not sure whether Frank knows either.
Frustrating, because can't add much value if kept in the dark on the purpose/agenda
of meetings.
Jesse H. Ruiz
Drinker Biddle &Reath LLP
191 North Wacker Drive, Suite 3700
Chicago, IL 60606
Phone:(312) 569-1135
Fax:
(312)569-3135
Email: jesse.ruiz _,dbr.com
www.drinkerbiddle.com
**************************************
Drinker Biddle &Reath LLP is a Delaware limited liability partnership. The partner
responsible for
the firm's Princeton office is Jonathan I. Epstein, and the partner responsible for
the firm's Florham
Park office is Andrew B. Joseph.
**************************************
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you are the
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have received
the message in error, please advise the sender at Drinker Biddle &Reath LLP by
reply e-mail and
delete the message. Thank you very much.
**************************************
`` ` **************************************
Drinker Biddle &Reath LLP is a Delaware limited liability partnership. The partner
`"''"~
Princeton office is Jonathan I. Epstein, and the partner responsible for the firm's Florham
Park office is Andrew
B. Joseph.
**************************************
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are the intended
addressee (or authorized to receive for the intended addressee), you may not use, copy or
disclose to anyone the
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please advise
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Sir -Mike Kelley from Parks called and said he is handling the issue of cleaning the area near Buckingham
fountain and power washing the bathrooms as well. He is on it.
Note: this is regarding the email you received from John Feehery today.
Sender:
Sent:
Recipient:
Cc:
Subject:
Lollapalooza Charitable Donations
Attachments: charitable donations.xlsx
As always, thank you for opening up your City to one of the greatest
shows on earth. Per our commitment to giving back, here
is a list of current donations to Chicago Charities.
See you soon!
CHARLIE JONES
Partner
C3 PRESENTS
300 W.6th Street, Suite 2100 ~ Austin, Texas 78701
512 478 7211 ~ 512 476 0611 fax
Cjones@c3presents.com
(\-~ www.c3presents.com
a
5
6
7
8
9
10
11
12
13
14
15
3 Organization
B
268,083.76
100,000.00
10,000.00
10,000.00
15,000.00
10,000.00
20,000.00
15,000.00
10,000.00
25,000.00
25,000.00
28,083.76
268,083.76
Amount Committed
Sender:
Sent:
/"~ Recipient:
~ '-~''~ Subject:
Attachments:
Rahm
Look forward to seeing you in Wednesday. Attached are some backup materials that the team
prepared to assess
the current situation.
Our materials for Wednesday will focus on alternatives for moving forward
Enjoy the weekend
Robert
This e-mail and any attachments thereto are intended only for use by the named recipien
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ation, distribution
or copying of this email and any attachments thereto is strictly prohibited. If you have
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error, please delete it immediately.
July 25,20 15
Discussion Materials
..
CENTER~VIEW PARTNERS
Current Situation
~`~'~~" ~
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CENTEIiIV1EW PARTNERS
,.
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Illinois' recessionary downturn was more severe than that of the US, and its recovery
has been slower (e.g.,
income, employment, output)
Job growth in Chicago, especially in urban core, has helped reboot the state econom
y
_ Chicago represents 72% of Illinois' econom
y
_
Plosion of tech-related hiring and corporate relocations from suburbs (e.g., Motorola
, United
Continental)
Broad-based private sector job growth, especially from professional and business
services
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the years following the financial crisis
Tax based revenue drivers have risen to pre-recession levels due to economi
c growth and tax increases
Budget gap projected to reach 7-year low in 2015, before growing again in 2016
and 2017 due to rising pension, wages and
debt service costs
Deficit could reach $I bn in 2016 if recent pension reforms are rolled back
by union litigation
Debt service comprises 12% of the City's budget
Noce
USD in millions.
Sourcc Ciq of Chingo Investor Conference Presenauon dated u of August
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Observations
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official committee of
retirees, the City's pension systems, and major unions and retiree
associations, Jones Day redesigned the
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to
Sender:
Sent:
Recipient:
Rahm hope all's well. We just approved a new grant for Worid Busines
s Chicago for $500K to provide export
assistance grants for small businesses. We have not announced it yet
but were looking to do it in the fall. Before we did
anything with it wanted to see if you want to lead the announcement.
We can put an event together in the fall. if
you're interested I'll have my guys follow-up with your team.
Peter
,,
- ~
Sender:
Sent:
Recipient:
Cc:
Subject:
Everyone: Mayor Emanuel launches a new tool that will assist parents in enrolling
their children in
early Ed programs this fall.
ABC7, WGN9: Coverage of Mayor's remarks to finance interns. Questio
ns posed included how
does wbc help the city's finance sector and how do you help keep international
talent here who have
trouble getting jobs/visas.
Everyone: CTU held a press conference. CPS sent out a statement saying that
they continue to
negotiate In good faith but won't compromise on holding teachers accountable
for providing a high
quality education.
Everyone: Continued coverage of CPD and ACLU partnership. The Tribune
is expected to publish
a possible editorial.
Everyone: Coverage of Supt McCarthy's Major Cities Chiefs Meeting at O'Hare.
~;
Tribune/Mark Caro: A story taking a look at the old theater in Oakland, and
how the city brought it
back to life -- and with it an estimated 200 businesses. His story will also include
an update on the
Uptown entertainment district. He has spoken to Oakland developer Phil Tagami
who told him that
he spoke to MRE, who said that he liked the project, but has other pressing
issues. We did not
provide comment, as we had no updates to give.
`''
Sender:
Sent:
Recipient:
Cc:
Subject:
>
~` V `
Sender:
Sent:
Recipient:
Subject:
Attachments:
Thank you very much. I really appreciate you doing anything you can. Any portion of this over the next 3 years.
If you need anything else in the future please let me know.
On Mon, Aug 10, 2015 at 12:06 PM,Rahm Emanuel <mayor_re@rahmemail.com
<mailto:mayor_re@rahmemail.com> > wrote:
I will get you a two pager
Sent from my iPhone
> On Aug 10, 2015, at 11:50 AM,Finnegan, Paul J. <PFinnegan@mdcp.com <mailto:PFinnegan@mdcp.com>
> wrote:
> Will be with management tonight. Do you/colleague have some detail on what is being considered, magnitude
etc.
>
> The information contained in this communication is confidential, may be attorney-client privileged, may
constitute inside information, and is intended only for the use of the intended addressee. It is the property of
Madison Dearborn Partners, LLC. Unauthorized use, disclosure or copying of this communication or any part
thereof is strictly prohibited and may be unlawful. If you have received this communication in error, please
notify us immediately by return e-mail or by e-mail to info@mdcp.com <mailto:info@mdcp.com> ,and destroy
this communication and all copies thereof, including all attachments.
Below is our proposal for your discussion with Hewlett Packard and CDW about funding for YOUmedia.
Chicago Public LibraryYOUmedia Expansion Proposal
Proposal
Over the next three years, Chicago Public Library will need $2.5M in private support to assure young
Chicagoans in every community have access to leading-edge, mentor led youth development.
This investment in YOUmedia would support:
New, weekly career programming at 12 neighborhood sites -This will enable CPL to add mentors to
deliver hands-on learning focused on engineering, computer programming, science and digital
design and production and guide participants toward related post-secondary education and careers.
30 Pop Up YOUmedia programs YOUmedia will support a mobile team to create Pop Up
Background
Launched in 2009 as a demonstration site for how teens learn in the digital age, YOUmedia has evolved
into a highly effective national model that has been replicated in libraries, museums and other learning
institutions in over 20 cities. YOUmedia has become the largest mentor-led, drop-in teen learning
program in Chicago, serving young people in a dozen libraries throughout the city.
Based on the notion that new digital tools and networks allow for unprecedented interaction, problem
solving and self-directed activity to support diverse forms of learningl,YOUmedia has been heavily
studied and shown to improve teen participants' learning outcomes.In a 2013 University of Chicago
study, youth reported more involvement with their chosen interests than they had when they first came
to YOUmedia and that their participation helped improve their academic skills, crediting YOUmedia with
helping them communicate better with adults and improve their writing skills. Participants reported that
YOUmedia had helped them understand more about opportunities available to them after high school.
This is enabled by the fact that teens see YOUmedia overwhelmingly as a welcoming space where they
feel emotionally and physically safe and where they feel they belong.Z
The newest six YOUmedia locations have begun to allow us to reach more deeply into communities with
gaps in positive activities for youth. This program expansion and the Library's firm commitment to
outreach with high schools and community partners resulted in a 50% increase in program participants
from 2,400 in 2013 to 3,700 in 2014. Because YOUmedia draws teens from the entire city, youth from
high risk communities are engaged in participatory learning alongside teens from stable backgrounds in
3 Ito, et. al., Hanging Out Messing Around, Geeking Out: Kids Living and Lea~ninq with New Media(2010)
Z Sebring, et. al. Teens, Digital Media, and the Chicago Public Library a report of the University of Chicago Consortium on
Chicago School Research (2013)
an environment that emphasizes respect and trust. Diversity in participant backgrounds is an important
and unique element of the YOUmedia program model.
Program Design
YOUmedia programming is designed to help teens establish positive adult relationships as they build
skills and gain academic and personal confidence. As an interest-driven, mentor and peer supported
learning environment and leading-edge technology space, YOUmedia operates as a drop-in, out-ofschool program for middle and high school teens. Interactive, hands on, project-based learning
opportunities are designed and led by librarians and mentors, who share their professional expertise, be
it writing, photography, science digital design or coding, through design challenges and workshops.
YOUmedia engages urban teens in robust learning experiences that shape their postsecondary options
and actions by emphasizing:
Real exposure to postsecondary pathways: Connection to working professionals in careers related
to teen interests and access to postsecondary institutions create visible, actionable pathways to
college and career.
Mentorship: Teen learning is supported by strong relationships with adult mentors who design and
lead workshops and one-on-one coaching sessions to help teens develop skills and life plans.
Mentors bring a variety of professional perspectives and college experiences to the program and are
supported through professional development focused on adolescent development and support.
Project-based learning: Tangible videos, music, written work, games and other products created by
teens, displayed in public spaces and critiqued by peers and professionals make learning deep and
relevant. Adult and peer collaboration build leadership and communication skills.
Growth Plan
While YOUmedia is already the largest program of its kind in the city, we have set an additional growth
target for the program over the next three years with the goal of serving 5,000 teens annually across our
neighborhood sites.
Three Year Project Costs
Mentors
Program Operations
Technology &Equipment
2.1M
300k
200K
$2.SM
p"c
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Subject:
> The information contained in this communication is confidential, maybe attorney-client privileged, may
constitute inside information, and is intended only for the use of the intended addressee. It is the property of
Madison Dearborn Partners, LLC. Unauthorized use, disclosure or copying of this communication or any part
thereof is strictly prohibited and may be unlawful. If you have received this communication in error, please
notify us immediately by return e-mail or by e-mail to info@mdcp.com, and destroy this communication and all
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Thank you
Sent from my iPhone
> On Aug 12, 2015, at 4:33 PM,Finnegan, Paul J. <PFinnegan@mdcp.com> wrote:
> Spoke to CEO last night and provided summary pages and contact follow up. Would expect some response
in
a few days.
> Sent from my iPhone
On Aug 12, 2015, at 1:08 PM,Rahm Emanuel <mayor_re@rahmemail.com> wrote:
Any progress on libraries?
Sent from my iPhone
> The information contained in this communication is confidential, may be attorney-client privileged, may
constitute inside information, and is intended only for the use of the intended addressee. It is the property
of
Madison Dearborn Partners, LLC. Unauthorized use, disclosure or copying of this communication or
any part
thereof is strictly prohibited and may be unlawful. If you have received this communication in error,
please
notify us immediately by return e-mail or by e-mail to info@mdcp.com, and destroy this communication
and all
copies thereof, including all attachments.
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Subject:
~i
From: Rahm Emanuel <mayor_re@rahmemail.com>
Sent: Thursday, August 13, 2015 10:25:35 AM
To: Michael Sacks
Subject: Re:
Follow up with David and carol on pension bond
Sent from my iPhone
> On Aug 13, 2015, at 9:06 AM,Michael Sacks <mjs@gcmlp.com> wrote:
> Call when you can. Not urgent.
> ---
The contents of this e-mail and any attachments may be proprietary or confidential and are intended
solely for
the addressees. In addition, this e-mail and any attachments may be subject to non-disclosure or
confidentiality
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the sender by reply e-mail; we also request that you immediately delete this e-mail and any attachments.
Grosvenor Capital Management, L.P., GCM Customized Fund Investment Group, L.P. and their affiliated
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Sender:
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Subject:
got it.
On Thu, Aug 13, 2015 at 12:20 PM,Rahm Emanuel <mayor_re@rahmemail.com
<mailto:mayor_re@rahmemail.com> > wrote:
Starbucks today. Monday community college rally
Sent from my iPhone
On Aug 13, 2015, at 11:16 AM,Ron Brownstein <rbrownstein@nationaljournal.com
<mailto:rbrownstein@nationaljournal.com> > wrote:
good to know-we will get the details, also starbucks is coming to Chicago to announce
their opportunity youth
initiative right I will be there first days of September
On Thu, Aug 13, 2015 at 11:32 AM,Rahm Emanuel <mayor_re@rahmemail.com
<mailto:mayor_re@rahmemail.com> > wrote:
~~
Next week we are doing a rally for the Chicago star winners. Over 1000
kids going to community college for free. Two interesting data points.
62 pct. are female and 68 pct are Hispanic
Sent from my iPhone
Ronald Brownstein
Editorial Director, Strategic Partnerships
Atlantic Media
202 957 2610 <te1:202%20957%202610>
@RonBrownstein
Ronald Brownstein
Editorial Director, Strategic Partnerships
Atlantic Media
202 957 2610
(cc~RonBrownstein
Sender:
Sent:
Recipient:
Cc:
Subject:
Attachments:
Jasmine/Rahm,
Sorry we had to cancel last week. I had a time sensitive business situation
that require
d me to be in NYC.
I have attached a presentation that my team was preparing for our meeting. Their
preliminary views are
highlighted on the Executive Summary page of the attached document.
I think we could potentially be helpful to you and your team in a general advisor
y capacity, assisting in the
identification, analysis and evaluation of various initiatives that the city might
undertake in order to manage the
projected budget gap until the next election.
If appropriate, The team welcome the opportunity to start a dialogue with Carole.
Again, my apologies for the late cancellation. I look forward to speaking again
soon.
Best, Robert
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recipients) and may contain
confidential, privileged information.
If you are not the intended recipient of this e-mail, you are hereby notified that
any dissemination, distribution
or copying of this email and any attachments thereto is strictly prohibited. If
you have received this email in
error, please delete it immediately.
August 12,20 15
Discussion Materials
....
~~
CENTER~VIEW PARTNERS
Negotiation and implementation timeframe,as well as the far reaching political and
economic implications, will impact the
decision-making process
~"~'~~" ~
CENTEROVIEW PARTNERS
Privatization: Evaluate opportunities with a focus on transactions that benefit the City
(e.g., O'Hare parking garages)
Other:Pursue casino project and high speed rail initiative, and evaluate interim financing
for the MPEA
Taxes: Increase property or income taxes (potentially utilizing cash flows to secure
pension bonds)
Expenses: Continue to pursue aggressive cost reduction initiatives with the primary
goal minimizing expense growth through
2019 (Rauner/Teamsters CBA deal could serve as a template for unions
The City could consider a number of strategies for closing the projected budget gap
Pension: Pursue discounted buyouts to the extent permissible;separate the CPS
pension and use chapter 9 to restructure
the pensions; issue pension bonds
Shortly after re-election in April 20 15,the Mayor announced the Roadmap for
Fiscal Reform for the next four years, which
includes, among other things, ending the "scoop and toss" strategy,terminating
swaps and converting floating rate debt to fixed
Given the projected growth of the budget gap,the City will likely need to
consider and implement a number of additional
alternatives to improve its financial health prior to the next Mayoral election
CPS budget gap is largely driven by its own pension issues(CBA expired June
20 15; negotiations in process)
The MPEA could require interim funding absent a state budget resolution
that would free up funds held by the state
The City's budget gap has declined nearly 55% since 201 I, with a significant
portion of the gap now funded by recurring revenues
However,the gap could exceed $ I bn by 2018 depending on the success
of pension reforms and expense containment
In addition,the City faces funding issues with the Chicago Public Schools ("CPS")
and the Metropolitan Pier and Exposition
Authority (the"MPEA")
Although the city of Chicago (the "City" or "Chicago") has made substantial
progress in
addressing its budget gap over the past several years, rising pension requirements
and expense
growth will require additional actions to close the gap over the coming years
Executive Summa
2007
2008
2010
Recurring Revenue
2009
2013
~~
'
'=~'
~~Budget Gap
2012
($636)
<:::Non-Recurring Revenue
2011
($655)
2015~~~
CENTER~VIEW PARTNER$
2014
In 2015,80% of the budget gap was filled by recurring revenue sources (vs. 13% in the peak budget
gap year of 20 I I)
Noce
USD in millions.
Source Ciq of Chingo Investor Conference presennuon dated u of Aug~at 8,2014. City of
Chicago 2015 Budget Overview.
(I)
Cencerview estimate of cuegoriadon o(2015 wurces co fill budget gap based on 2015 Budget
Overview. Assumes $605mm of savings
from "Improved Fscal Management" are non-recurring.
More importantly,the budget gap has increasingly been funded by recurring revenue sources
Chicago's budget gap has declined by nearly 55% to $297mm in 20 15 from its peak of
$655mm in 20
Over the past four years,the City has made considerable progress in addressing its budget
gap
''
Considerations
Continue pursuit of
legislative change
Evaluate alternative
strategies (e.g., pension
bonds, discounted buyouu,
etc.)
Could potentially
achieve lower pricing
through securing
revenue streams from
increased taxes
Attempt to negotiate
changes as part of
collective bargaining
process
Pension
Material reduction to
salaries and wages will
require union negotiations
Traditional liability
management strategies not
currently viable for the
C~tY
Buybacks and/or
exchanSes more
practical at distressed
prices (i.e., <70)
Granting liens on assets
may be restricted by
state law
Equitizations not
applicable to
municipalities
Costs
,~~,,
~'~'~~'"
~
proposed privatization
ordinance may make
transactions difficult to
complete
Casino expansion requires
legislative action
Continue to evaluate
potential privatization
opportunities (e.g., Port of
Chicago, O'Hare parking
garage, parks, excess real
estate, etc.)
Continue efforts to
generate revenue through
other efforts (e.g., Cityowned casino, high speed
rail, interim/bridge
financing for MPEA, etc.)
Privatization /Other
CENTER~VIEW PARTNEitS
Evaluate generation of
incremental revenue
through increased taxes
City income tax
Increased state income
tax or City allocation
Property tax
Taxes
rye
(3)
Sourcc
(1)
(2)
$1.400
ssom ssorn
($`~26~"';~
x$233)
$I,303
2017P
~'~~~~'~~
2018P
~~ ~ Z5 ~
~`'*a,,~ ~~$63)
<a,
~,,F
..'.
436
~~ ~~~~~'~
{
y
~~
~ L~""`
CENTSRIVI EW PARTNERS
2016P
~ ~ ~~""'~
($739)`m
"
~$335
2015
;1,146
.......
2013
; ~$29~ ~
2012
2011
~$2~)
$i.000
$soo
~~
$aoo
$zoo
$o
$1.200
USDtnmill"an
zOperating
City of Chiogo 2015 Anninl Finandal Arelysa
"Operating Gap" baud on aperaung gap presenoed in 2015 Mnual Fmncul
Maljrsis
"Adry~ed Gap"aswmes both Mun'idpal &laborer and PoBce & Fire peraion
reform enacted irrco law and Ciry inplemer2s smoed debt service
reFarms m end
"scoop and toss"strategy(~e, refinanci~ technique used since
2007 of meeti~ short-term obligations by pushing oR deb[ ifKc the future
at a higher tort).
"Down:ide Adjusud Gap" azsumes Municipal &Laborer pension reform
enacted into hw, but Police &Fire pension reform struck down.
Also asu~ws City
inplemenu shied debt service reforms to end "scoop and toss"strategy.
MUNICIPAL &LABORER
POLICE &FIRE
Pension Issues
`}
Notc
Sourcc
(I)
2s
30
35
40
2010
2011
2012
2008
2009
2011
2012
2013
2014
#so
$as
;65
$60
$55
Aso
$~s
s~o
$90
;85
2014
Healthcare
2013
2010
2009
Number of full-time
employees (FTEs)
2007
~m d,~,sa~~~
45 s
2008
Wages &Salaries
2007
27% increase in personnel costs per FTE over the same time
period, driven primarily by salary increases mandated by
CBAs representing the vast majority of City workforce
~'~'~~" ~
Commentary
The City could continue to pursue personnel cost reductions to narrow the
budget gap
Personnel Costs
2016
: City Employees
Union
2011 -?A16
N/A
~~
~
s
s
~
i
~
F- - "
~
2%
6%
2%
----;
2% ~
_ ,
>2%
>2%
Per Year
Salary lncr.
2012- 2017~~~
>3%
2007 - 2017
2012- 2016
2012- 2017
2012 - 2017
Period
~~CurrenrCBA
2017
~
t
>3%
2003 - 2006
2003 - 2006
>4%
Per Year
Salary lncr.
- ~~~
>4%
>4%
2003 - 2006
2003 - 2006
Period
~~`- PreriousCBA
2015
CPS Employees
Rrefighters Union
10
15
20
25
30
35
40
(v~ thousands)
~~-~~~.
CENTER~VIEW PARTNERS
~'`~~'" ^
O
O
N
O
O
N
00% 9~%
2011
$198
........
O
O
N
92%
2013
$208
...
2014
2015~~~
O
O
N
O
O
N
O
O
N
O
O
N
O
O
N
O
O
N
O
O
N
O
N
N
O
N
~%
2016
$717
67% 6
2012
$204
.........
$613
$697
M
O
N
~'
O
N
50% 526
2017
$737
0%
20%
40%
60%
80%
00%
20%
$0
$200
~~
Driven by new
~~
i ~
acwarial azsumptions, ~
600
~
including the
i
~
invesunent rewrn
i ~
~
usumption and the
~ i
~4~ E ~ w mortalityassumption_,~ `-
~8~
~ State Contribution
L~`~~~
~'~'~~'" ~'
CENTEFi~VIEW PARTNERS
As of June 30, 2014, the funded ratio of CTPF is 52%, with CPS
required to make an annual contribution to CTPF sufficient to bring the
funded ratio to 90% by 2059
Commentary
2014
2016P
2018P
,000
Si.2oo
si.aoo
1,600
X1,800
5~,~
$593
84
37
22
172
119
532
92
13
..~~~x6~::
2015E Debt
Service~~~
and princq~al.
2017P
.;s~~DebtServiceCosts
20ISP
USD in mill'ans
ELongTermDebt
2013
2012
Nac
2011
$7,658
614
542
268
2,296
1,583
7,591
1,521
70
r 34?E.
Sourcc
(I)
8,000
i asoo
y 19.000
9,500
;2o,soo
;zo,000
;21.000
~ti,soo
E22.000
522.500
523,000
j23,500
Bal
Bal
Bal
Bal
Baal/2
Baa2/3
A2
A2/3
Baal
2014 Amt.
Outs~~~
Rating
Class
Debt Summary
July 2015 circuit ruling may cause further rating agency action
~`~'~~'" ~
Commentary
Debt Summary
:___
&8B%
8.75X
.. ..
ti ,~'
s u:`
'4.68%
~
Atlann
t 4.00%:
6.98%
~ ~ 'j
PhihdelpFiu Boston
6.2596
D.G
5.75X
.
i
vR"~;:Y:?
,
ux
'~'
...:iii
'
p
w,
~
>
,
f
X3.91%i
.::.
6,01%
~~
6.00%
Stare comporrenc
~_
D.0
,,>
5.9996
$an
PhiladdpNaLos Mgdes AUanu
Francisco
~#
v:
FY
v....i
M;;
.,
,. -.....
s ~,qp%'
Bostrn
5.20X
Dallas
Fbusmn
S.O~ t 7f3,`~
F ~""
E
Housmn
Dallas
___
aoox
.
}
7
San
FI21KRC0
Sam component
Average excluding
Chicago: 7.90%
E
f
D.G
CENTER~VIEW PARTNERS
~'~'~~'' 1
.:~5~',
San
New York
F13K6fA
Commentary
AUanta
Fbuston
Dallaz
Chicago has the highest aggregate sales tax rate of the 10 largest US
cities as measured by 2013 GMP
Ukago E
E
0.0%
OS%
I.0%
isx
20%
~sx
3.0%
Note: Cities shown represent the ten largest cities based on 2013 Gross
Mevopolitan Product(GMP).
Source: Public Filings and Wall SVeet research.
(I)
Based on 2014 figures.
(2)
Based on U.S. median income per capiu Houston and Dallaz do not have local
or state income taxes.
I.ox
zox ~
5.0% ~
6.0%
7.0%
coax
9.ox
e.ox ':
I.0%
20%
40% i
aux
a~ssc
aoox
e.ox :;321 ;isox : ~~ ~ 3~i.ssx: s ..... ,~ ,-__:
9.0% i.
Sales Tax~~~
Relative to other major U.S. cities, Chicago exhibits above average sales and
property tax rates
and below average income tax rates
Nxc
Soar
(I)
(2)
(3)
2016P
Adjusted Gap~~~
2015
2017P
{""=~
.: ,::
2016P
s
t
',
.. ..~ :~.
($863)
Commentary
~'''~~~'~`~
Y~~'
~ ~~`""'.
CENTERIVIEW PARTNERS
USD in miltnz
CiryofCliivgo7Al5MnuilFm~lAmlysrsandlRSwebsito
"Adjuued Gap"incorponus revised pension ati~mmoes atd ddx service
obl'iguans Aaunes both Municipal $Labor and Police d~ F'Pe pe~uuion
reform ereceed i'rco law.
Bored on property me reverwe u shown in 2015 Mnual Finmml Malysis.
Based on 7A I2 adjusted gross income and ~xc payable of City resideim
per IRS websiu Condusion k consistent with 7D I I shdy by Chimgo
s Inspector GweraL
_:ii..
f$i,00~~
s~
10
Meters
Chicago Parking;
.....................
.................
....................
,..........
...........
.....................
.
Description
~'"'~~'~~~
~~,
CENTER~VIEW PARTNERS
Contained detailed operating standards to assure safety and limit toll price
increases
Indiana sold at top of market and used proceeds to fund other highway
projecu
Consortium stated plans to invest $250mm in airport upgrades over first four
years (upgrades Puerto Rico said were necessary but it could not afford)
Commentary
~'~'~~" ~
Note: The Mayor's proposed privatiution ordinance would set the ground rules
for any privatization.
PublEc Housir~
Any future privatization should meet the 2013 conditions and provide
the City with asset conuol and a share in economics
Although the monetization of select City assets could potentially generate cash
proceeds and/or
reduce expenditure requirements,such transactions can be difficult to properly structu
re for the
public benefit
12
~'~~" ~
~.~~Y~~.
CENTER~VIEW PARTNERS
Taxes
Range. of tax increases>may be available to bolster revenue and could potentially be used to
secure pension obligation bonds thereby achieving lower pricing
Key Takeaways
13
~~.,
~.;~~
,'~. ,~ys~?'
CENTERIVIEW PriRTNERS
Appendix
Firemen
Laborers
Total
44%
47
Active
Average Age
47
35%
7%
8,230
46~'~
45%
100%
I 11,988
'~Y~
'
.
~''~~+~ ~~
CENTER~VIEW PARTNERS
Nearly $ I bn underfunded
Chicago has the highest per capita unfunded pension burden at over $
18,000 (more than 5x the national
median)
USDinmillions.
46
52%
8%
8,967
Key Statistics
43
48%
23%
25,41 I
62%
69,380
of Total
# of Members
Noce
Police
Unfund
$7,128
$8,71 I
$3,477
________ ed Liability
$775
$20,09
Funding Level
42%
26%
23%
64%
33%~~~
---------------------------------------------------------------------------------------=
Municipal
Pension Overview
IS
Bargaining Unit
Description
Exp. Date
Category
~kti3<^.
".'~''e ~i~~a~`d
~"-~s
3Y
t>:.:.
:.cm%
~~
'
~
ppNp
~'~'~~'" y
Yci~ler
~___"_" '__'
R E s .... a ~
~
,i ~7~ eu
A~~tet-Lcscent
3 :~
..,
~~
~
'=`~' ~"` ,Ener
gy Future Holdings
i_______...
'
~
.~,,
e..ea~u~.e..0
Illustrative Representations
;:.gourmet ~ ;
L ___________
~____________;
~.ss~ss.
.~..._.
w,.,,.,w.,.
;six-:~1~1~ri` Hillshire
Illustrative Representations
'
,:
'Asset
Monetization
Perlsioll/OPEB'
Labor and
''~
Cites two pension plans to "de-risk" the funds and provide stability
for the future
bargaining uniu
committee of
retirees, the City's pension systems, and major unions and retiree associat
ions, Jones Day redesigned the
~'~"',
~~."~~+.
CENTERIVIEW PriRTNERS
~$
i~.
E.
~.;
.:
::::~ :::..
1'
;::;;:
F;~
Sender:
Sent:
Recipient:
Subject:
Thanks Rahm
Does it make sense for the team to meet w Carole in advance to get more up to speed?
----- Original Message ----From: Rahm Emanuel [mailto:mayor_re@rahmemail.com]
Sent: Monday, August 17, 2015 10:21 AM
To: Robert Pruzan
Subject: Re: 2015.08.12 -Discussion Materials - vFF.pdf
Anytime you want I am ready to meet
Sent from my iPhone
> On Aug 17, 2015, at 8:15 AM,Robert Pruzan <rpruzan@centerviewpartners.com> wrote:
> Jasmine/Rahm,
> Sorry we had to cancel last week. I had a time sensitive business situation that required me to
be in NYC.
> I have attached a presentation that my team was preparing for our meeting. Their preliminary
views are
highlighted on the Executive Summary page ofthe attached document.
> I think we could potentially be helpful to you and your team in a general advisory capacity,
assisting in the
identification, analysis and evaluation of various initiatives that the city might undertake in
order to manage the
projected budget gap until the next election.
> If appropriate, The team welcome the opportunity to start a dialogue with Carole.
> Again, my apologies for the late cancellation. I look forward to speaking again soon.
> Best, Robert
> This e-mail and any attachments thereto are intended only for use by the named recipien
ts) and may contain
confidential, privileged information.
> If you are not the intended recipient of this e-mail, you are hereby notified that any dissemina
tion, distribution
or copying of this email and any attachments thereto is strictly prohibited. If you have received
this email in
error, please delete it immediately.
> <2015.08.12 -Discussion Materials - vFF.pdf>
> [Jasmine, I am not sure of the correct protocol re written communications. Therefore, can
you please see that
these materials get to Rahm and Carole---thank you]
This e-mail and any attachments thereto are intended only for use by the named recipients)
and may contain
Sender:
Sent:
Recipient:
Subject:
Working on it
Sent from my iPhone
On Aug 17, 2015, at 3:29 PM,Ruiz, Jesse <Jesse.Ruiz(a~dbr.com> wrote:
http://www.chica~obusiness.com/article/20150817/NEW S02/150819856/new-pub
lic-housin,~
chief-dumps-twoproperty-managers
FYI--CHA just dumped what I believe is it's only Hispanic management company---hea
ded up by
Paul Roldan, Celena Roldan Moreno's father.
Jesse H. Ruiz
Drinker Biddle &Reath LLP
191 North Wacker Drive, Suite 3700
Chicago, IL 60606
Phone:(312)569-1135
Fax:
(312)569-3135
Email: jesse.ruiz@dbr.com
www.drinkerbiddle.com
**************************************
Drinker Biddle &Reath LLP is a Delaware limited liability partnership. The partner
responsible for
the firm's Princeton office is Jonathan I. Epstein, and the partner responsible for
the firm's Florham
Park office is Andrew B. Joseph.
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Subject:
memail.com> wrote:
Jerry Abramson
s/zo/Zs
U.S.-China Climate Leaders Summit ~~~~(~c~~d~~
September 15-16, 2015
Los Angeles, CA
Proposed theme of 2015 Summit: Urban Innovation and Leadership in a Changing Climate
Note: Exhibition ongoing throughout the two days. All breaks occur in the same space as the exhibition.
DAY 1:
9:00-10:20 Opening Plenary
9:00-9:10 Welcome video (TBD)
9:10-9:20 U.S. federal government opening remarks 1
920-9:30 Chinese central government opening remarks 1
9:30-9:40 U.S. federal government opening remarks 2
9:40-9:50 Chinese central government opening remarks 2
9:50-10:00 U.S. city/state keynote 1
10:00-10:10 Chinese city/province keynote 1
10:10-10:20 U.S. city/state keynote 2
10:20-10:50 Signings of Climate Leaders Statement/ MOUs
10:50-11:10 VIP delegates view private sector exhibition; other delegates have coffee/tea break
11:10-11:30 Exhibition open to all delegates
11:30-12:30 2x2 Themed high-level roundtable 1
11:30-11:40 Chinese city/province keynote 2
11:40-11:50 U.S. city/state keynote 3
11:50-12:00 Chinese city/province keynote 3
12:00-12:10 U.S. city/state keynote 4
12:10-12:30 Moderated discussion
12:30-2:00 Lunch and private sector exhibition viewing
2:00-3:~0 ~x2 Themed high-level roundtable 2
2<00-2:10 Chinese city/province keynote 4
2:10-220 U.S. city/state keynote S
2:20-2:30 Chinese city/prflvince keynote 5
2:30-2:40 ll.S. city/state keynote 6
2:40-3:00 Moderated discussion
3:00-3:30 Break and private sector exhibition viewing; room reconfigured into two breakout session
spaces
3:30-5:30 Breakout Session A: Low Carbon City
3:30-5:30 Breakout Session 6: Climate Finance,
Planning Roadmap, Methodology, and
Carbon Markets, and Incentive Programs
Experience Sharing
6:00 Banquet dinner (invitation only)
6:00 Sponsored cocktail hour for participants not invited to banquet dinner
s/Zo/Zs
DAY 2:
8:30-9:00 High-level keynote and CEO introduction
9:00-10:00 CEO roundtable
10:00-10:30 Break and exhibition viewing
10:30-12:30 Breakout Session C: Low Carbon
10:30-12:30 Breakout Session D: TBD
Urban Form and Transportation
12:30-2:30 Lunch and private sector exhibition viewing
2:30-4:30 Breakout Session E: Low Carbon Energy
2:30-4:30 Breakout Session F: Urban Resilience,
and Adaptation to Climate Change
4:30-5:00 Break; room reconfigured
5:00-6:00 Closing plenary
Mayor Emanuel apologize for that last email. Below is our official invite to the inaugural U.S.-China
Climate Leaders Summit on September 15-16, 2015, in Los Angeles, California. We hope
to see you there.
Jerry
From: Abramson, Jerry
Sent: Thursday, August 2d, 2015 3:24 PM
To:'Ernanuel.rahrn@gmail.com'
Cc:'melissa.green@cityofchicago.org'; Patel, Rohan
Subject: Invitation: US-China Climate Leaders Summit
We are expecting approximately 500 total participants, including regional and central
government officials as well as business and civil society leaders. From China, we already
have registered a delegation of over 150 people and counting, including leader-level
attendees from Beijing, Guangzhou, Shenzhen, Wuhan, Sichuan province, and other
cities and regions, as well as a diverse array of low carbon technology and service
providers. We have designed athree-part structure featuring ahigh-level plenary session
at which mayors and governors are invited to announce new or existing climate
commitments, breakout sessions to facilitate experience sharing across a variety of
technical topics, and a private sector exhibition at which leading companies will present
technologies and services to assist governments in reducing emissions. Several elements
of the Summit are still under active development, and we will remain in close contact
with you as planning continues. In particular, we look forward to working with you to
identify possible public climate commitments or action statements, as well as developing
strong private sector engagement.
Climate action is a high priority and a shared goal between the United States and China.
We hope you will join us in highlighting actions your city is taking to combat climate
change, while connecting and sharing with environmental leaders from across the
world. Attached is a draft agenda, but if you have any further questions about the
summit, please don't hesitate to contact me. Your staff can direct logistical queries and
RSVPs to the L.A. Mayor's Office Director of Intergovernmental Relations, Cecilia Cabello,
at 213.978.0600 or Cecilia.cabeflo(c~lacitv.ora.
Sincerely,
Jerry Abramson
Sender:
Sent:
Recipient:
Pakastani.Prime Minister.
You want WBC to do anything/host small dinner?
Disclosure and Statement of Confidentiality
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Mr. Mayor -Thanks very much for connecting us, and thank you for the
> Eric,
> Great catching up today. I am looping you in with Alderman Will Burns here.
Please inform him about the event for
Autism in Bronzville.
> Will's cell: 312> Rahm
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Subject:
www.drinkerbiddle.com
..........................................................................................................................................................................................................................................................
.
From: Dhupelia, Aarti <avdhuaeliaCa~cps.edu>
Sent: Saturday, August 22, 2015 10:07 AM
To: Ruiz, Jesse; Jesse H Ruiz
Subject: Thank you and update
Jesse,
Though I realize the grapevine may have already worked its way toward you, I wanted to reach out to you
personally to let you know that I hove
decided to leave CPS,and my last day will be September 1st. This was by no means an easy decision forme;
but, after careful thought, heartFelt
deliberation, and 8 years in the district, I am excited to take on another wonderful opportunity to support Clilcago's
young people in their efforts to
achieve college and cazeer success.
Beginning in late September, I will be serving as Vice President of Shategic Initiatives at Nafional Louis
University, where I will be focused on a
range ofstudent success efforts, and where I also plan to pursue my Doctorate in Educational Leadership.
The President at NLU, Nivine Megahed, is
shaking things up and hying to build out their undergraduate program, so iYs a unique opportunity forme
to help build a model for the supports
needed to help low-income college students persist and graduate -everything I've been saying for the past
2 years that higher ed needs to do
better! And I'll be just a few blocks down die sheet, so CPS is by no means rid of me!
Thank you again for your leadership at CPS and for your support ofme and my work. The past 8 years
at CPS have been a truly transformational
experience forme, and I am so proud ofall ofthe work that my team has accomplished in support ofour
students continued growth in achievement.
It has been a pleasure, honor, and experience ofa lifetime to be a part of the CPS team, and I appreciate
the opportunity to have done so. I am also
fully confident that my team has Uie shength, talent, end passion to continue to advance the work far beyond
my tenure.
I look forward to staying in touch - my personal contact info is adhunelia(a~mail.com and 847.331.4537. And
I hope you can come to celebratory
drinks on September 1(details forthcoming)!
My best,
Aarti
Aarti Dhupelia
Chief Officer, Once of College and Career Success
Chicago Public Schools
42 West Madison Street, 3rd Floor, Chicago, IL 60602
(773)553-3903
Let us know what you think! Please take afew minutes to tell us about your recent experience
with our deportment. Alt responses
are confidential, https;(,(www;surve~monkey,com(s/OCCSsurvey
**************************************
Drinker Biddle & Reath LLP is a Delaware limited liability partnership. The partner
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levyfamilypartners.com> wrote:
Working on it
http://eeditionmobile.chicagotribune.com/Olive/TableUChi
cagoTribune/AfterLogin.ashxReader=/Olive/TableUChicagoTr
ibune&Id=153655265&d=2015
08-23&r=none&c=3f6c4a40caaed66370536eeb9dbd14bb
Larry Lavy
Managing Partner
Levy Family Partners
444 N Michigan Ave Suite 3500
Chicago 60611
Work 3125066001
Call 312
]levy(u,levyfamilypartners.com
(
`` ~ `
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We're looking into it but have in the past and our pricing structure doesn't work. We have too many and too
cheap landfills.
On Aug 23, 2015 6:12 PM,"Rahm Emanuel" <mayor_re@rahmemail.com
<mailto:mayor_re@rahmemail.com> > wrote:
http://www.politico.com/magazine/story/2015/08/minneapolis-trash-incinerator-121570.htm1
Sent from my iPad
;'.
`'
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Dear Aarti
Thanks for your kind words.Coming from you that means a lot to me because I thought you were one of
the best
people with whom we worked at CPS.Im sorry to see you leave but congratulations on your new job.
let's stay
in touch.
With best regards
Henry
Sent from my iPad
On Aug 23, 2015, at 5:06 PM,Dhupelia, Aarti <avdhupelia(c~cps.edu> wrote:
Dr. Bienen,
I wanted to reach out to you personally to let you know that I have decided to leave CPS,and my last day
will be September 1st.
This was by no means an easy decision forme; but, after careful thought, heartfelt deliberation, and 8 years
in the district, I am
excited to take on another wonderful opportwuty to support Chicago's young people in their efforts
to achieve college and career
success.
Begiruiing in late September,I will be serving as Vice President of Strategic Iniliatives at National
Louis University, where I will be
focused on a range of student success efforts, and where I also plan to pursue my Doctorate in Educational
Leadership. As you may
know,they are trying to build out their undergraduate program, so it's a unique opportunity forme
to help build a model for the
supports needed to help low-income college students persist and graduate - things I've been working
on from the K12 side up until
now.
Thank you again for your leadership at CPS and for your support of my team's work - I really appreciated
your perspectives on IB,
selective enrollment schools, dual credit/dual enrollment, AP,STEM,and our higher education parhierships,
just to name a few
things. The past 8 years at CPS have been a truly transformational experience forme, and I am so
proud of all of the work that my
team has accomplished in support of our students' continued growth in achievement. It has been a
pleasure, honor, and experience of
a lifetime to be a part of the CPS team, and I appreciate the opportunity to have done so. I am working
closely with CPS leadership
to ensure a smooth transition so that this work can continue without disruption.
I look forward to staying in touch - my personal contact info is adhupelia(a~gmail.com and 847331.453
7. And I would love for you
to join celebratory drinks on September 1 if you are interested (details forthcoming).
My best,
Aarti
Aarti Dhupelia
Chief Officer, Office of College and Career Success
Chicago Public Schools
42 West Madison Street, 3rd Floor, Chicago, IL 60602
(773)553-3903
Let us know what you think! Please take afew minutes to tell us about your recent experience
with our department.
All responses are confidential. htt~s;/,(www,surveymonkey.com/s/OCCSsurvey
.....
......... .
~`-
Sender:
Sent:
Recipient:
Sender:
Sent:
Recipient:
Cc:
~1~Ti~
:f
Please see my letter and briefing attached. A hard copy will arrive to your office tomorro
w along with a copy
of my book as well.
Talk to you soon.
Michael M. Crow
President
Arizona State University
http:,(~president,asu:edu
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Briefi ng
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Enterprise Snapshot
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i.
Content
i.~Charter &Goals
president.asu.edu/about/asucharter
asu.edu
ar er
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~~~
~~~
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~~ ~
~~~~~
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Engage Globally
ASU engages with people and issues
locally, nationally and internationally.
Value Entrepreneurship
ASU uses its knowledge and
encourages innovation.
Be Socially Embedded
ASU connects with communities
through mutually beneficial
partnerships.
Transform Society
ASU catalyzes social change by
being connected to social needs.
es~ n s ~ ra ions
2015
Esta~[~sh national
standing in acad~m~~
quality and ir~p~~t ~~
calie~es and ~c~c~o1~ in
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C~emonstr~.~e leadership in
acad~~i~ excellence aid
ac~~ssibili~}r
2020
Enhance measured student development and individual student learning to national leadership levels
Maintain the fundamental principle of accessibility to all students qualified to study at a research
university
~~~. leadership ~~ ~~
~
~~~~~~~
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school
Attain national standing in academic quality for each college &school (top 5-10%for
each college)
Become a leading American center for discovery and scholarship in the social sciences, arts and
humanities
Enhance research competitiveness to more than $700 million in annual research expenditures
Augment regional economic competitiveness through research and discovery and value-added
programs
~~
Become a leading global center for interdisciplinary scholarship, discovery and development
~~
Provide Arizona with an interactive network of teaching, learning and discovery resources that
reflects the scope of ASU's comprehensive research enterprise
Develop solutions to real-life challenges (Ex. Reducing the Urban Heat Island Index and
improvinc~ long-term air quality in metropolitan Phoenix)
Increase the number of qualified K-12 teachers by 25% and develop a tool for teachers and
administrators to evaluate educational performance and outcomes
Establish, with Mayo Clinic, innovative health solutions pathways capable of educating 200
million people about health care; engaging 20 million people in online health care delivery;
and enhancing treatment for 2 million patients
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2114. 2015 2016 2017 2018 2019 2020
,..... <<`%<<::Actual Total UG ... =Modeled
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2008-09
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.
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MA NJ ND IA NH PA NY RI OH MO NC DE HI CA TN MI GA NM WY SC
VT TX FL WA OR DC
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25.0
FY08
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FY08
FY10
FY11
FY12
FY13
FY14
FY15
FY16
FY17
FY10
FY11
FY12
FY14
FY15
FY13
FY16
FY17
FY18
Fl(18
FY09
FY19
FY19
FYZO
FY20
S ~*
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45.0
50.0
2002
2003
2004
2005
2006
2007
2008
2009
2010
55.0
60.0
65.0
Graduation rates
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. .................
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.0%
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63.8%
2010
5,000
10 000
15,000
20,000
25,000
30,000
?> UG Degrees
FY10
FY08
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,
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FY15
FY16
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21,329
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U California-Los Angeles
U Washington-Seattle
U Wisconsin-Madison
Ohio State U-Main Campus
U Texas Austin
U Illinois Urbana-Champaign
Arizona State U
Michigan State U
U Minnesota-Twin Cities
U Maryland-College Park
U of Arizona
Florida State U
Penn State U
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Rutgers U-New Brunswick
U Iowa
Indiana U-Bloomington
O 7Q 2p ~'p stp S~ 6~ ~p 8p 9p
Scientific and
humanistic research
Fostering social
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.~
6000
2000
4000
8000
a~
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12000
6,776
7,992
First-Time Freshmen
Fall Semester
NewTransfers
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
;f
.
................................................................
6,1~
...5,395..................................~~~....5,388.....
;531.....S;SU6.
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2007-2008
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Improving students'
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outcomes.
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Fall 2013
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Universities
105% .:.........................................................................................................................................................................
underperforming
mission of access.
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2003
2004
2006
2007
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2010
.... .......'
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first cohort to
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2005
... :.
2002
35% ..........................................................................
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ents.
For a freshmen cohort of 10,000 students, 1,570 more students will save
the 5th year of
tuition, a savings of $15.7 million @ $10,000 tuition.
The reduction in D/E/W reduced the percent of students with first seme
from 20% to 12% in 2014 compared to 2006. On average, 60% of the ster GPA's below 2.0
students below 2.0 will
not return the next year.
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s learned from the
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mic
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Transfer Simplified
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Access to ASU transfer admission specialists and other pre-enrollment services at the
Electronic tools available 24/7 that provide clear documentation of degree progress,
including the Pathway Tracker, the Transfer Credit Guide and My ASU
Cost-effective pathway ensuring all courses transfer and apply to an ASU degree
Guaranteed admission to ASU degree programs when all MAPP requirements are met
~~
Transfer Credit Guide Find out how your classes will transfer to the university by searching a
Measur~~~~~~'p~fo~~~ti~Rurse equival~t~C~f~~S
d~~~~~ttate University
Schedule Planner You can put together a class schedule that works with your availability. Find it in
MyASU.
Pathway Tracker This valuable tool allows you to track your progress toward completion of
pathway requirements and your transfer to ASU. Find it in My ASU.
My ASU This is your personalized university webpage. Find admission and financial aid
information, your ASU courses, important university announcements and more. my.asu.edu
Innovative Tools
You'll have the tools and resources to help make your transition to ASU as easy as possible.
Student View
In collaboration with Maricopa Community Colleges, ASU offers pathway agreements, giving
you a
clear direction on what Maricopa Community College classes to take that will transfer without any
loss of credits to ASU. This partnership is known as the Maricopa-ASU Pathway Program.
Through this program, you follow a prescribed sequence of course work at a Maricopa Community
College that meets the lower-division course requirements for an ASU major. When you complete
your MAPP, you'll have met the requirements for your associate degree and be on track toward
earning your selected bachelor's degree.
Transfer Pathways
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Graduation Results
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Sender:
Sent:
Recipient:
Subject:
Cool
Sent from my iPhone
On Aug 25, 2015, at 6:49 PM,Melinda Kelly <melindakellvCa~cbaworks.or~> wrote:
So glad to hear your commitment to bring the construction trades to Dunbar High School. Asa 1976
Dunbar alum, I was able to live your vision for Dunbar. I tried to chime on your group call -- but no one could
hear me-- Dunbar alumni is an active successful group and would like to help. Several Dunbar graduates
spanning from the years 1973 to 1986, have already contacted me volunteering for the opportunity to form
and work on a committee that helps you bring the construction trades back to Dunbar. In addition to myself
and Arlene Love, I can easily recruit folks like Maurice Hood. Maurice made the NFL Hail of Fame Jackets
this year. Maurice was recently featured by Harry Porterfield as "someone you should know". When Dunbar
asked Maurice to return to Dunbar to teach tailoring he didn't hesitate. Just an example of several
successful committed folks who stand ready to work with you on any initiative that will help Dunbar. Right
now, you have a committee strong of a minimum often core Dunbar alum who want to work with you, and
the core group can form other subcommittees as needed to help bring the trades back to Dunbar. We
believe we can be advocates and actively recruiting new students to enroll in Dunbar, and help tell your
story as you restore Dunbar to its earlier glory days. We understand that there is also a lot of work to be
done to restore Dunbar's building, as you bring the trades back -- we think we can help there too. Please let
us work with you. I can't wait to share the picture of the functioning house the Dunbar trade students built
right there at the school-which has since been tore down. So let us help you rebuild that house and bring
those trades back to Dunbar. Let me know if I can work with you.. Luv ya much!
~x~~~~
Executive Director
Chatham Business Association
Sender:
Sent:
Recipient:
Subject:
"<
> wrote:
~~;~~~~
Executive Director
Chatham Business Association
~~;,
Sender:
Sent:
Recipient:
Subject:
sean.rapelyea
>
Wednesday, August 26, 2015 1:55:12 PM
Rahm Emanuel <mayor_re@rahmemail.com>
Pace
:~~~;~
Sender:
Sent:
Recipient:
Subject:
Re: CPS GC
Surprised to learn this morning that Forrest forced out our GC(which by Illinois law only the board
can hire/fire lawyers--school boards/districts are unique in this regard).
am looking to Forrest's left in board meeting, and not a single Latino administrator is there.
Optics are horrible.
Thus, the new GC and Talent Officers must be Latinos.
Been mentioning this to him for over a month and nothing has happened (other than a number of
non-Latinos being brought in).
Jesse H. Ruiz
Drinker Biddle &Reath LLP
191 North Wacker Drive, Suite 3700
Chicago, IL 60606
Phone:(312)569-1135
Fax:
(312)569-3135
Email: jesse.ruiz@dbr.com
www.drinkerbiddle.com
**************************************
Drinker Biddle &Reath LLP is a Delaware limited liability partnership. The partner responsible for
the firm's Princeton ofFice is Jonathan I. Epstein, and the partner responsible for the firm's
Florham Park office is Andrew B. Joseph.
**************************************
This message contains information which may be confidential and privileged. Unless you are the
intended addressee (or authorized to receive for the intended addressee), you may not use, copy
or disclose to anyone the message or any information contained in the message. If you have
received the message in error, please advise the sender at Drinker Biddle &Reath LLP by reply email and delete the message. Thank you very much.
**************************************
~~~
Sender:
Sent:
Recipient:
David Spielfogel
Subject:
Fwd: CP5 GC
>;Mike Rending
Surprised to learn this morning that Forrest forced out our GC(which by Illinois law only the board
can hire/fire lawyers--school boards/districts are unique in this regard).
am looking to Forrest's left in board meeting, and not a single Latino administrator is there. Optics
are horrible.
Thus, the new GC and Talent Officers must be Latinos.
Been mentioning this to him for over a month and nothing has happened (other than a number of
non-Latinos being brought in).
Jesse H. Ruiz
Drinker Biddle &Reath LLP
191 North Wacker Drive, Suite 3700
Chicago, I L 60606
Phone;(312)569-1135
Fax:
(312)569-3135
Email: jesse.ruiz@dbr.com
www.drinkerbiddle.com
Drinker Biddle &Reath LLP is a Delaware limited liability partnership. The partner responsible for the
firm's Princeton office is Jonathan I. Epstein, and the partner responsible for the firm's Florham Park
office is Andrew B. Joseph.
**************************************
This message contains information which may be confidential and privileged. Unless you are the
intended addressee (or authorized to receive for the intended addressee), you may not use, copy or
disclose to anyone the message or any information contained in the message. If you have received
the message in error, please advise the sender at Drinker Biddle &Reath LLP by reply e-mail and
delete the message. Thank you very much.
**************************************
Sender:
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Cc:
Subject:
Jasmine Magana
Thursday, August 27, 2015 9:51:19 PM
Rahm Emanuel <mayor_RE@rahmemail.com>
Mike Faulman <
;Veronica Castro
<Veronica@rahmem ail.com>
Fwd: street closure for my daughter's wedding
----------Forwarded message
From: Reyes Chris <CReyes@reyesholdings.com <mailto:CReyes@reyesholdings.com> >
Date: Thu, Aug 27, 2015 at 4:23 PM
Subject: street closure for my daughter's wedding
To:
<mailt
"<
<mailto
>
-------
---
The VIP company (transportation company) has been working with the city on our behalf to get Monroe closed
for our guests' passage from the Art Institute of Chicago to the reception across Monroe on Saturday,
September 12th . We were hoping to close the street from 8:OOpm-9:30pm, and possibly again from 11:30pm12:30am however, our request has been denied.
Best,
Chris
Sender:
Sent:
Recipient:
Mayor_re@rahmemail.com
Subject:
Heck ya
..........................................................................................................................................................................................................................................................................................
From: Rahm Emanuel [mailto:mayor_re@rahmemail.com]
Sent: Thursday, August 27, 2015 05:51 PM
To: Powell, Dina [EO]
Subject: Re: 10KS6 Tomorrow
Are we best in class
Sent from my iPhone
On Aug 27, 2015, at 4:46 PM,Powell, Dina <dina.powell~ sg_com> wrote:
Mr. Mayor, thank you for coming tomorrow to the opening of what is the biggest class yet in Chicago. Chris Keogh
and our team are very excited to be there and I can't wait to hear all about it. I'm looking forward to seeing you soon
as well! All my best, Dina
The program is really working in your city and I know we can continue to have a great impact there, Here are two
great quick highlights from our progress report I recently sent you:
72.3% of participants have reported increasing their revenues six months after graduating from the program,
compared to 67% nationally
50% of participants have reported creating net new jobs six months after graduating from the program,
compared to 46%nationally
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deleted or interfered with without the knowledge of the sender or the intended recipient. If you are not comfortable with the risks associated with
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with without the knowledge of the sender or the intended recipient. If you are not comfortable with the risks associated with e-mall messages, you may decide not
to use e-mail to communicate with Goldman Sachs.
Goldman Sachs reserves the right, to the extent and under circumstances permitted by applicable law, to retain, monitor and intercept e-mall messages to and
from Its systems. See the http:l/www.gs.comldisclaimer/aig/for important Information regarding this message and your reliance on information contained In It.
Sender:
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This e-mail may contain information that is confidential, privileged or otherwise protected from disclosure. If you are not an Intended recipient
of
this e-mail, do not duplicate or redistribute it by any means. Please delete it and any attachments and notify the sender that you
have received it
in error. Unintended recipients are prohibited from taking action on the basis of information in this e-mail.
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deleted or interfered with without the knowledge of the sender or the intended recipient. If you are not comfortable with the risks
associated with
e-mail messages, you may decide not to use e-mail to communicate with Goldman Sachs.
Goldman Sachs reserves the right, to the extent and under circumstances permitted by applicable law, to retain, monitor and intercept
e-mail
messages to and from its systems. See the htta:/lwww.as.comldisclaimer/afq/ for important information regarding this message
and your
reliance on information contained in it.
Sender:
Sent:
Recipient:
Howard -- I know you mentioned an interest in Noble charter. Let me know if you'd like me to connect you and
Sheri to them, As you know, i think the world of them.
Rahm
Sender:
Sent:
Recipient:
Subject:
~`~
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FYI -- Randi reached out to me and Ax regarding Dyett. I'm on BEZ this morning talking about it. I have your
talking points.
----------Forwarded message
From: Randi Weingarten, Office of the President <rweingar@aft.org <mailto:rweingar@aft.org> >
Date: Mon, Aug 31, 2015 at 6:10 AM
Subject: Dyett HS
To: "pcunningham@educationpost.org <mailto:pcunningham@educationpost.org> "
<pcunningham@educationpost.org <mailto:pcunningham@educationpost.org> >,"daxelrod@who.eop.gov
<mailto:daxelrod@who.eop.gov> " <daxelrod@who.eop.gov <mailto:daxelrod@who.eop.gov> >
---------
Peter and DavidSorry to write this way, but I wanted to make a personal plea.
I called the Mayor on this. Of course he ignored my call. I talked to Forrest- who you graciously connected me
to-well before it became the public issue it is. The community has a great plan-and the reason they took this
action is because the Board will make a decision to close the school or give it to one of2 private contractorsboth of whom have far inferior plans. For 5 years this community has been trying to turn around Dyett and they
have been stymied at every turn. It is common knowledge that the alderman and KOCO have huge tension--but
at the end ofthe day its the Mayor who runs the schools.
If charters and private contractors with far worse proposals gets schools in Chicago, why not let a community
which took this great respy,and a great strategy have a community public school..
This is not a stunt by Jitu. They are passionate about this.. And they are fully supported by several groups, and
clery and us.. They will come to DC this week and make it a national issue.
And although I strongly suggested they go to Duncan first, I believe they will ask the President for direct
intervention...
So I am asking you to help..
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Peter Cunningham
pcunningham@educationpost.org <mailto:pcunningham@educationpost.org>
312-636-8619 <te1:312-636-8619>
@PCunningham57
Peter Cunningham
pcunningham@educationpost.org <mailto:pcunningham@educationpost.org>
312-636-8619
(a~PCunningham57