July 2015 Through August 2015

Sender:
Sent:
Recipient:
Subject:
Victoria Watkins <

Wednesday, July O1, 2015 1:06:46 PM
Mayor Emanuel <mayor_re@rahmemail.com>
Re: Call Speaker
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:
Adam Collins <

Thursday, July 2, 2015 1:13:02 PM
Rahm Emanuel <mayor_re@rahmemail.com>
Mike Faulman <
7/2 -Press briefing
2015.07.02 -Daily Press Guidance.docx
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
Daily Press Guidance

Mayor Rahm Emanuel
Thursday,July 2, 2015
'
'`:
?`
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
REACTION TO CPS CUTS

-
CTU is planning to picket your office today,following the cuts. What

do you say
to CPS employees across the city affected by these cuts, and to those
protesting?

Mayor Rahm Emanuel
Thursday, July 2, 2015
CTU says the blame for the 1,4001ayoffs lies squarely at your feet, because
Chicago has a mayorally appointed school board. Why weren't you able to
address this problem in your first term? Why wait until deadline day?
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
'

Mayor Rahm Emanuel
Thursday,July 2,2015
Is bankruptcy a viable option?
MRE LAYS OUT SCHOOL FUNDING PLAN

No one in Springfield has been able to agree on anything lately, and you're
asking other school districts to make sacrifices to benefit Chicago. Why does
this have any more ofa chance than what you were asking before?
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?

Mayor Rahm Emanuel
Thursday, July 2,2015
Are you going to try to bargain to end the pension pickup in the next
contrac
AFFECT OF STATE GOVERNMENT SHUTDOWN

What would a government shut down mean for Chicago?
The battle between Rauner and Madigan seems to have no end in

sight as the
Governor vetoed Democrats'budget bills. That doesn't just affect
the state, it's
keeping you from getting what you need. Where do we go from here?
HILLARY EMAILS RELEASED

Emails were released showing that you and other senior White House
staff
were aware that Hillary was using a private email account to condu
ct
government business. Do you follow this practice too?
Sender:
pain levy
Sent:
Monday, July 06, 2015 12:55:00 PM

Rahm Emanuel <emanuel.rahm@gmail.com>
Fw: 211 Information and Referral Helpline
Recipient:
Subject:
Attachments: 211 Business Case (final)-2.pdf;211ExecutiveSummary_011513CC.pptx;Annual 2-1-1

Report - 2014.pdf
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 quote from the Get IN Chicago website:

"Chicago is facing a big challenge and, at the same time, a great opportunity. We
can make our city stronger, safer and an
even better place to raise a family. We can revitalize communities citywide and make
the future brighter for the next
generation. But we must act now. And we must act together.
When we take a hard look at the'continued violence in Chicago you cannot ignore the
fact that people become desperate
when they lose hope. People lose hope when they do not know where to turn for help.
Many people simply do not know
how to seek help. Simply dialing 211 could connect millions of people in ways we have
never done before.
This initiative could easily meet the mission stated above for Get IN Chicago. Taking
the lead financially on this project
may prove to be their keynote investment.
Implementation and Operational Leaders -This seems to be the other big obstacle.
Chicago is huge in comparison to
other locations, but 211 is up and running in over 92% of the country, including all other
large cities. United Way is a large
part of this, but many other agencies have stepped up to the plate to operate these call
centers in many counties. Path
Crisis (http://www.pathcrisis.orgn, a partner of United Way in many Illinois counties,
has proven that this model works
well. Kathy Donahue from Catholic Charities also confirms that her call center could
easily be expanded to accommodate
211 in Chicago.
CONCLUSION
hope I have done some justice to this issue. I have absolutely no personal agenda
other than the love I have for our city
and my desire to see people get the help they need and deserve.
feel blessed to have this opportunity to possibly capture your attention and I hope that
Tom Wilson can also lend his
expertise as well.
If you can find a way to secure the funding and motivate a leader to step forward, you
will be positively impacting millions
of people. Chicagoans across the city would have the access that they never had before.
If I can help any further please
do not hesitate to contact me.

respectfully,
Marc Brown
~,i
Education. Income. Health. Safety Net.

United Way of Metropolitan Chicago
211 Feasibility Study, Phase II ~ Business Case
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
........
Mobtliza Chicago Matro 211 business cesa
Feb May 2013
Identified speciY7c stakeholders and

partnership requirements for
Chicago-metro 211 implementation
Performed 211 implementation and
operating model feasibility analysis
through cost projections and
stakeholder interviews
Evaluated quantitative benefits,
projecting net positive value for 211
I&R services in Chicago
-metro
Evaluated alignment of 211
qualitative benefits with Live United
2020 campaign
Identified Catholic Charities of the
Archdiocese of Chicago as the
preferred implementation and
operating partner for Chicago-metro
211
Nov 2013 Jan 2014
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
_.
.....
.. _....
Jul 2014 - 2015
Leverage business case lessons to

provide sustainable funding strategy
Design and scope Chicago-metro 211
implementation; for example:
Technology requirements
Call center processes
Customer interaction models
Agency agreements
The Business Case

Project Goals
The UW-MC 211 Feasibility Study revealed an appetite among specific community stakeholders to
continue evaluation of 211 implementation for Chicago-metro. Cost projections from the study presented
significant hurdles for both implementation and sustainable operation. The second phase of the team's
work, the business case, requires evaluarion of the available funding opportunities for 211. Should UWMC fmd that funding opportunities meet a sufficient threshold for both implementarion and sustainable
211 operation, UW-MC leaders intend to commence fundraising efforts.
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:
Government funded on fedcr~l end loc~l.Icvels

~,ocal Ui~,ilcd W~u coxitributions ap}arotitnatcly
4R'%, of tllc annual budgcC
~ ' IVlichig~ir 211's organ ~,ntion~l structure

allows the eight state call centers to enjoy
co~C economies and bifurcalcs ~Cimding
responsGiliUcs
~
~:7Cfa
'C r~11(~ C\~)111C~II7~ f~~il((lil~' ~)~SC; CSC~~7~1S11CC~'
~1'1Vtlt~ tU](L ~OV81IIIllGIl1 C118T1T1e15
Local'United Way contributions ~~ccnunl for

small percentage of total funding,
_~U~11CIf1pb~C Cautl]I'C Of COlilt11llt11('y I{1l~)~C~

15 CSSCIlIIctj ]h SCCLlYIYI~ Jl127C11T1~~
cst~blishmcni of a quality assurznac team

allo~vslor the measurement of qutcomcs
i'
Sl1CCCS5
t'rirnarily government funded at: the county

level ~uitli long-lcrm fee foi- service couU'acts
~ Local Ui~iteci Way contribulc~ small '' percentage of lot~l fundans
Tailgred sere-ices and reporlin~ t:o assist

7oeal ~o~~el'n~iieiit helps promote the
esCublishtnenC oflong'-tern1 f~iidin
Filrtcl~d thr011gh pdrtuCr511i~7 bOtSVCcii k1iC SttttC
of Texas (~Q`%n ContribL~tion) ~i~d United Wiry

of Grcafcr Hauslon (3H%, contribution)
l~ 1r1~~ ~lrtner5hip ~~~it~~ st'iitc ggr~Criln~Cnt
i~icreases the likelihood ~f achieving

sustainable fundi~ig
lnitiaZ pritn7zy f~~,idi~i~ secured tl~rougt~ local

Un led Ways, however United Way percenta~e
of total funding. continues,to shrink as nc~v
tiittding strcains arc cstablslzcd
' kundi,~g ~~utt~e~slups iziay ~~ol ordinax~il}~ be

casy~ 10 achie~~e, but persrstenl clispl~iy p1'
~~aluo delivered m~ty pay off in the lon~term
~'Pi-irnarily funded tlu~augh local United Way

~nnttal c<~mp~ iii
' Cast cfficicnc}~ is low aL launch; accept this

-and focus oi l~ui]din~ tlac br<~ti~1 t~llzou~ll
excellent service
~' 1'rim~rily iinded tlu-ou~ll,local tJnii~c~ Way.

arn.~~i~ c~i~;,~~iigii
_
` Prin~~ri~y kùudcd Through Atlanta Clnited Way
annual campaign and fee for service contracts
'with other communities
~~ Primarily fui7ded llirough local United Way
~nuual cunpaigtz
Executive Summary ~ 10
lit lii~les oClinit~:d fundialg; focus resources

in arct~s that will likely dclivc, the }~it,l~esl
co~nmunity'imp~ict
Establisl~in~ fee for sc~~icc a~xeczzxer~ts to
provide overage to oi.l~cr ct~mmunities ma}
'increase' the ova l ability of call"center funds
w Achieving lo- operational ~osl allo~a~s (2~1less foci~~ to tie placed on sectiz ng fi~t~ds
'.
Executive Summary, coat'd

Funding Sources Examined
The team worked with local stakeholders to gain an understanding ofthe oppominities for local funding
=~s
support.
For each stakeholder group, a stunmary analysis ofthe partnership opportunity is provided.
~~
Evaluation of the funding opportunity is given based on stakeholder feedback, subject matter expert
interviews and research completed. A summary table provides metrics for the following key areas:
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
Based on Dul'agc's County s cx~st~rtg call<oenter tiperat~oits there

appefus to he a i~xx~ilcd direct funclin~ ~>pporiuiliry'ip U~~; sliori ~uzcI
1on~-tcrtn; howei~er yhc~ul~i C;hicagoaneh'o 211 provide bvc~~nigh~ end
weekend support-to I~uNage-Countu , it will likely he ~~:vf~ltiifible ~~
::::>:<
parin~Y'~ituvit9iti~ kn<iwlc~sc ~3nd ie:idcrshily
~ ':::::>:>?:<
.....................
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_Èsants.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
Partnership with the Chicago I~cpartmcnt of Family and ~tipport

Services could pz~csczif opportunity to ~cctue fiEncling in bsyifh. th.~ 81b~t~,..::,
end loin;'-term
Cliiaa~o's I~~}~aitn~ent of Tii~tovatioti ana'1'eclln<~l~~~y has peat
intei~cstiilpa~tnersl~ip'tlroughintc~~-ation~#'317 a~1c1211~o~~v~ccs;
:~
~~voz-kin~ togethez- could p~~esent op~ol~tuiuties for mutual cost savings,
tecir~olugy dcsg~i sttpptu~i and l<St~g tcin~,Wity fU~~iiing sup~~ort I"oa~-2'1 I
Executive Summary, cent'd

Value Propositions Explored
A 211 platform may likely introduce numerous value drivers for Chicago-metro
citizens, state and city
government, and social service agencies. As a select capture ofthis value, the
project team performed
specific benefit analysis on two specific scenarios: benefits 211 could provide from
tax referrals and
benefits achieved through reduction in non-emergency calls received by 911. Selectio
n of these value
drivers was based on illustrarion of 211 benefits realized by existing call centers.
Note: specific analysis
may be found in the `Value Proposition' and Àppendix' sections ofthe this documen
t.
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,
.::: ~;:; :; ;:;:...>..

<::>~>;~:;:::.:::;:~:,v,:,
r4,
Fi:::G~
v
F f
.....r:S i:.<::. !
~s.;.:. ~5 ', ;~':y
>~
~ ~
i s>n:< n Jai:f{~:' ::::$:: % {`,:}
r.ri:
' lncl~eatie ~n ali~!nment o{

'etI~ergecicv resources t~~itll"t~1~e
Cllll;l~ ~CIl(.SCS
.s.
i2t
`
< .:~~:>.
s<.::.:o.:~.:
~s .}
::.i6iti.,,;;,,ti.,:...~::::~:.~::::::yr
:Y,y;..~.:t x.
* 1~enerits aichieved t2u~ou ~h Chid ~o-metro2l L oftc;i-in ~ an a ~ ro riatc :<ciit~

~~aint" I<~rin~mFn~ service;(nstc~d of ~~ l 1)
_
II7ccrca`c iia ilc>ii-ciiici~cncy callsa~cct~~c~i i7y CI~icago 9l 1 ailtivally
~':~
::.>::;:.>'
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
Increase rii rvt~lir.~itx~n c>CtaY ref'uizds ttncl 1:11'C

I~i;cicasc in miclaiit~cd tai rciiti3<ls and }~,l }'C
1~?slimatcei ~;3 ti~illic>n annunll}~ to tie intioduccci into Ccx~k au~11)uPx~c:
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
lnczcu~c in ncc~shxict rat~ci <~~~ Duman 5cz~vicc' cullers iis~n J 211
:.
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
Proposed Next Steps and Considerations

The project team's engagement with a diverse group of stakeholders revealed
specific insights that will
likely provide strategic guidance to Chicago-metro 2111eadership going forward
. The below table
provides a summary of the strategic opportunities identified:
_ _ ____ __
~ol~~CC`~tzd ze~~ort 211 call dat~' i

_ ~st~6lish nu~ti-yc~ir co~itr~icts (~vtzen Pos~il~le) frv~zi care functers I
I'un~1211 t~l~i~o~-~gl~ ~~~rl~iership of dil~farcnt orga~uratioi~~
'Crcatc 2llvaltiopropositions thataddress flicepccific intcr-asts oFdiffcrcnt
~takcliIdcr grc~upS
Create a (~'uxlity l~sstuancc daparnnc:nt fmd follow up ~~'ith ~]1 callw-~

(;reatc << Business I~eeel~~pm~nt department focused vn estf~i~lishin~ relationsh
ips ~a~ith potential
2'11 part~icrs
13lisincss l~evclopment,~ind C)per~tins M~iii~ig.;mcnt-:h~>uld not lac rnan<~~;ecl by
a single }person
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
:~`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'
NY itM f5 X191@fP Yl1 `.
~~~
':; G.:
~ ,fi
n :;..
~~ %i 6
~X
~~'f8E..:.~~~
~~~ ~BR~.~~~
y.i
~~
.~~9~8i~K..+xW
~. ...
:OR
~KA~
1~~506U~t~64~:~'l0 ~~ 6""
_~1i0.~.
~
`yr.
I .jl ~~64i1~ ~N'~t1F7K~1 ~:6Q'
:......
r:1 :.
<:;-~-:
`;
~ N ~:<
~.
Existing 211 Funding Models,Introduction

Funding Models Examined
The project team has worked with eight major metropolitan 211 leaders, as well as Illinois
State 211
subject matter experts, to understand funding strategies being employed throughout the
United States.
The findings will be leveraged to help determine a local funding strategy to implement and
operate a
Chicago-metro 211.
Catl tenter Operafars
Greg Cott Former

president 211 Illinois
Maribel Marin Director

211 Los Angeles
Laura Marx 211 SME,

Director 211 New Jersey
Wendy David Director

211 Philadelphia
John Ghanian CEO 211

San Diego
Tom Page,211 SME,

Director 211 Michigan
Donna Burnham
Director 211 Atlanta
David Jobe Director 211

Houston
Stephanie Sanchez
Director 211 Denver
Sandi Murray Director

HPCC,Catholic Charities
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
Existing 211 Funding Models

Houston Model
(~,:. Site Information
Director of Information and Referral: David Jobe, LMSW,CIRS
Call center services offered: Basic I&R human service needs
Operator training: AIRS certified
Database taxonomy: AIRS compliant
Call center hours of operation: 24/7/365
Footprint: Serves the Gulf Coast region ofthe state including Ausrin, Brazoria, Chamber
s, Colorado,
Fort Bend, Galveston, Harris, Liberty, Matagorda., Montgomery, Walker, Waller, Wharton
counties
Year Implemented: Formally branded 211 in 2002(2-1-1 Texas/United Way HELPLINE)
Annual call volume (approx.): 935,000
Annual RevenueBudget: $3.9 million
Population Served: 6.5 million
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, cont'cl

Other Funding Sources
The 211 Texas/United Way ca11 center sources approximately 10%, or $300 thousand, of its annual funds
through other grants and partnership agreements. These funding sources are a combination of multiyear
allocations (Texas Veterans Commissions, Neighborhood Centers CEAP,Coalition for the Homeless)
as well as contracts for initiatives such as the University of Texas Cancer Study.
Value Demonstrated
The 211 Texas/United Way Helpline has is an important resources for a variety of different community
organizations. For example, the Texas Veterans Commission has awarded approximately $150 thousand
to 211over a period of two years. With the second largest veteran population in the nation, 211 answers
over 14,000 ca11s annually from veterans and their families and has military specialists on staff.
'The 211 Texas/LJnited Helpline has also developed unique partnership opportunities with the University
of Texas to generate modest additional funds. Currently, the call center is partnering with the
University's School of Public Health. The school is leveraging the call center to screen callers for the
prevenrion of breast cancer, smoking, etc.. Together, the University and the 211 ca11 center have been
able to publish articles which have shown a measureable impact.
United Way of Greater Houston

There are a number of local United Way's that serve the Gulf Coast region ofthe state. However, despite
a footprint and common usage ofthe services provided by 211 Texas/United Way Helpline, only the
United Way of Greater Houston contributes to its annual funding. Each year, the United Way of Greater
Houston contributes more than 50% ofthe operating budget for area 211 operations, or approximately
$1.5 million. The funding is allocated as part of United Way's operating budget.
There is no direct corporate fundraising for 211 Texas/United Way Helpline, either separately or as part
of United Way of Greater Houston's annual campaign.
Value Demonstrated
The United Way of Greater Houston sees its annual funding allocation to the 211 Texas/United Way
Helpline as an investment in the Gulf Coast region of the state. This investrnent makes it possible to
demonstrate in a very tangible way the good that United Way performs. For example, when speaking
with David Jobe, the call center director, he explained that during the United Way campaign, the call
center provides the opportunity for corporations and other potential donors to tour its operations and see
the impact oftheir dollars in action.
Additionally, 211 Texas/United Way Helpline serves as an access point to many different iniriatives that
the United Way has within the community. For example, one United Way initiative is the development of
children and youth. 211 makes it possible for United Way to target this demographic through multiple
agencies as well as track/measure progress and impact for the community and donors.
Existing 211 Funding Models, cont'd

Directory Sales
The 211 Texas/United Way Helpline uses the scope of its referral database and quality of
its data
reporting to generate additional resources for the community. The ca11 center publishes
a Community
Resource Directory (available in print and on CD)and sells it to public sector and social
service
practitioners; it is an important reference point for service providers and decision-makers.
Value Demonstrated
Private corporations and public sector entities fmd access to 211 Texas/LJnited Way Helpline'
s real-time
data invaluable. City, county and state legislators can secure reports tailored for their districts;
this
provides an invaluable perspective on the needs oftheir constituents. The call center can
also provide
corporate supporters with ca11 statistics by zip code, making is possible to analyze this data
to better serve
specific demographics and promote/measure the impact of its own corporate initiatives.
Total FY13 Annual Funding: $3,900,000(appro.~)
l~ciicral Funds
ti~~nrced l,hr~~u~h the cities
5c~ut~ecl lhros~gz the county

State l~iulds (iiieludus fulcral piss through
Ut6cr Pcib]ic Sector l~ utidti
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
Existing 211 Funding Models, Michigan

Michigan Model
Site Information
~~+~ Executive Director: Tom Page
Call center services offered: Basic I&R human service needs
Footprint: 99.7% coverage in the state of Michigan, supported by 8 call centers
Year Implemented: Michigan Association of United Ways incorporated Michigan 211 in 2004 as the
supporting entity over a11211 operations in Michigan
Annual call volume (approx.): 430,000 (Total phone-Uased referrals: 487,000)
Web searches: 90,000
Annual RevenueBudget: $5.3 million including in-kind
Michigan 211 was established in 2005 as a subsidiary of the Michigan Association of United Ways
(MAUW). Prior to incorporation, multiple ca11 centers operated independently across the state providing
different levels of service and a limited amount of coverage. Today, under the common banner head of
Michigan 211, 81oca1 call centers leverage a common technology and database infrastructure to provide
24/7/365 service, delivering 99.7% statewide coverage in 82 of 83 counties.
Acting as an independent entity, Michigan 211 maintains the integrity of the statewide I&R database and
r~~
~ " technology infrastructure, and provides guidance on issues that specific call centers need to address.
Additionally, Michigan 211 contributes approximately 11% of the annual statewide operating budget in
the form of direct funds to loca1211 call centers.
Michigan 211
The operating budget of the 8-call-center network in Michigan is approximately $5.3 million. Each of
the 8 ca11 centers within this network is responsible for funding 75-80% of its own operating budget,
with Michigan 211 funding the remaining 20-25%. Half ofthis funding (approx. 11%)is received
through direct contribution from Michigan 211, while the remaining dollars maybe attributed to
Michigan 211 fundraising efforts (e.g., Government, Philanthropic, and Foundation).
Value Demonstrated
Direct funding by Michigan 211 to local ca11 center operators helps provide the continued operation of
statewide I&R services in Michigan. Furthermore, ownership over dataUase and technology infrastructure
allows for the scalability of the state's solution as well as economies of scale for all local call center
operations. Finally, when these benefits are considered in aggregate, Michigan 211 has become an
increasingly attractive candidate for additional government funding opportunities.
Existing 211 Funding Models, Michigan, cont'c~

Local United Ways
Local United Ways provide significant funding for the continued operation of Michigan 211 and
the 8
local call centers that support it. Each year, the contribution by United Way as a whole is appro}cir
nately
48%(approx. $2.5 million) of the 8 ca11 center operating budget. Local United Ways support
regional ca11
centers through two funding mechanisms: multi-year contracts and or annual allocations. Local
United
Ways also support Michigan 211 directly through their membership fees with the Michigan Associat
ion
of United Ways(MAUW).
Value Demonstrated
Nationally, 211 continues to be one of the highest priority for United Way Worldwide. Annual
contributions in Michigan reflect this priority and allow for 211 to serve as a strategic initiative for
local
United Way chapters to connect constituents with available resources.
Federal/State Government/Local Government
Government funding accounts for 25%(approx. $1.3 million) of the annual call center contribut
ions in
Michigan. Historically, funds have been made available in Michigan through fee-for-service
contracts
and grants. Several examples offee-for-service contracts include the Earned Income Tax Credit
(EITC)
referral program, H1N1 awareness campaign, and the census collection support program.
Examples of
awarded grants include the Federal Veterans Transit Community Living Initiative Grant through
the
Federal Transit Administration.
Value Demonstrated
The earned income tax credit(EITC) has shown to be a consistently strong value proposition for
211
operators across the country. In 2010, Michigan was allocated $500 thousand Uy the state legislatu
re and
administered by the Department of Human Services that included $205,000 to demonstrate the
value
associated with its I&R services related to free tax assistance programs. During the course of
this 4month demonstration project, Michigan 211 received nearly 15 thousand tax assistance inquiries
,
scheduling 6,200 tax prepararion appointments and providing over 8,000 addirional referrals
for various
tax-based credits. Based on the expected state and federal EITC in Michigan, it was projected
that if it
80%the callers who were referred to free tax assistance completed filings, as much as $27 million
may
enter the Michigan economy in 2010 alone.
Existing 211 Funding Models, ~!~ichi~~~n coa~t'c~

Total FY14Annual Funding: $5,300,000(approx.)
S~~uar~~cl th~~~u~iz IhG cities
Si~u~~:ud tlirou~li tlic county

~5f~3tc }~und~i (includes iedur~il pass thr~ntgh)
4~~10(J,0O0
l~'ac-for-Scniicc
C`triinty l~'ttn~lti
~32~,000
l~ec-i~or-sctvice
7,ocu1 United Way(5)
$2.SOO.U00
_
1~ircct C:ontri1iiilion fro m f',am~ ail~n
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
Volunteer'; 1]onatcilgi3<>ds artd
211 Michigan
Uthcr
Ill-Ii111C1
SCl"V(CCS
C~
Existing 211 Funding 1Vlodels, cont'd

Los Angeles County Model
,=ii,,
~,: ~n Site Information
Executive Director: Maribel Marin
Call Center Services Offered: Human service I&R and Local Government
Services (i.e., 311 type
services for all non-LA cities within LA County)
Operator Training: AIRS certified
Database Taxonomy: AIRS compliant
Footprint: Los Angeles County
Year Implemented: 2005
Annual call volume (approx.): 600,000
Annual RevenueBudget: $10.2 million
Population Served: 10 million
Prior to the implementation ofthe 211 dialing code, LA County's I&R service
s were offered through
various local and 800 numbers by the Los Angeles County Federation ofInformation
and Referral
Services, Inc.(dba INFOLINE of Los Angeles), anon-profit organization created
in 1981 through a
partnership between UW-LA and the LA County government. In 2004, LA
County government set aside
funding to help INFOLINE convert to "211 LA and launch 211 service
to County residents. The key to
211 LA's endorsement was its ability to show local human service agencie
s the value it may likely
provide the community as its 211 provider. To demonstrate this, 211 LA leaders
created promotional
materials and conducted a `Road Show` with specific local human service
agencies (see appendix for
image ofthe promotional brochure). As a result, 211 LA successfully harness
ed agency endorsement and
used it to show elected LA County officials that influential agencies were support
ing the 211 business
plan to create 211 LA.
Federal/ County Government
211 LA receives $6.5 million dollars(approx.) annually from LA County in
`fee-for-service' contracts.
Contracts are negotiated every three years to provide specified information and referral
services.
Awarded funds contain both local and federal dollars but are appropriated by the
county.
Value Demonstrated
211 LA's value propositions to the county are its ability to provide demonst
rable impact on specific
county issues, its willingness to be responsive in times of crisis and its ability
to capture and report its
impact through data metrics. One example of 211 LA showing responsiveness
, above and beyond
contracted terms, occurred in 2002 when a measurable increase in baby abandon
ment/infanticide
occurred in the county. Cases of baby abandonmentlinfanticide take place when
a parent gives birth to an
unwanted child and does not know how to proceed. To help reduce instanc of
es
abandonment/infanticide, the State of California enacted the `Safely Surrendered
Baby Law' which
provides parents a safe and legal option to surrender a child. LA County leverag
ed 211 LA as a tool to
provide information to parents in crisis on the tenants ofthe `Safely Surrendered
Baby Law'and provide
information on the appropriate locations for parents to surrender a child. 211
LA's ability to be
Existing 211 Funding Models, cont'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.
Existing 211 Funding Models, c~nt'c~

Total FY13 Annual Funding: $10,208,000(npproa.)
.............. ....................
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~
Existing 211 Funding Models, cont'c~

San Diego County Model
,~ Site Information
~`"'~`' CEO: John Ghanian
Call center services offered: Focus on I&A (Information &Assistance) vs. standard I&R, special
military services offered
Footprint: San Diego County
Year Implemented: 2005
Annual call volume(approx.): 250,000
Annual RevenueBudget: $8 million
~b
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.
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 Ìnformation &
Existing 211 Funding Models, cant'd

Assistance'(I&A), as compared to Ìnformation &Referral'(I&R). 211 San Diego offers I&A
services in the form of application assistance, appointment setting and over the phone enrollment. One
example ofI&A in action is the role that 211 San Diego plays in the CalFresh and Food Assistance
program. CalFresh is USDA-funded program to help improve health and nutrition of families with low
incomes. 211 San Diego is contracted to prescreen callers to see if they meet the basic criteria to be
eligible for CalFresh. 211 San Diego is also available to assist callers fill out CalFresh applications, mail
callers relevant materials or direct callers to additional related resources.
City Funding
211 San Diego receives a small amount of budget annually from 6 ofthe 18 cities within San Diego
County. Not all cities in San Diego county contribute to 211, but all cities within the county are provided
service.
Value Demonstrated
While San Diego County is responsible for delivering health and human services to its cirizens, the city
government is tasked primarily with providing public safety. 211 San Diego identified this responsibility
structure as an opportunity based on 211's traditional competency in times of public safety crisis to
provide I&R services. With that in mind, cities choose to use 211 San Diego instead of operating or
implementing independent call centers during times of crisis. 211 San Diego has agreed to operate city
crisis lines in exchange for funding, and in doing so, alleviates significant cost burdens while providing
needed responsiveness.
(`~ Private Foundation (not United Way)Funding
211 San Diego receives $600 thousand (approx.)from private foundations in the form of grants and feefor-service contracts. Foundations tend to use 211 San Diego's platform as an opportunity to further an
initiative. 211 San Diego delivers and reports results on the specific initiatives) related to the
foundation's interest(s).
Value Demonstrated
An example of 211 San Diego delivering value to foundations is captured through its partnership with the
Susan G. Koman for the Cure foundation. One specific Koman foundation initiative provides access the
free mammograms for eligible women without health insurance. 211 San Diego has high-quality access
to this demographic of women and has entered into partnership with the Koman foundation to enhance
this opportunity.

Total FY14 Ahnual Funding: $8,000,000(appro~)
a i Tl31 ~lT~
tiY
~:~ ~... r
i~aicra] 1~Luiciy
S~'x~rccd ilirour~li the cities
,'~1,7.57,f~0?
C';i<niC
Sbutced (hrbu~hllic cc~utziy
~2,(i9~1;R64
(grant
Stf~tel~unds(incll~dcslcdcra]~~f~sytl~rgi~phj
$~,5(i1;137
GraiitJ l~ec; 1or~~;rvice
C.;otinty l~uvcis
~~120;QOO
I~cc fqz' sc~vicc;
$594,39?
grants / [~cc Ic~rs~~~l~ic~
X330;00O
C;rsii7ts I I~cc Tc~r'seivicc
I'ri~~atc P~>undativa
Co~portric Support
<)tl~i~r
_
_
$125,(lQO
;:.f:

United Way Funded 211
Site Information
United Way Funded Z11 Model Description: 211s operated by a local United Way organization and
funded through (at least 90%)the local United Way annual campaign
United Way Funded 211 Leaders Interviewed: 211 Illinois, 211 Denver, 211 Atlanta, 211
Philadelphia
Model Benefits
Choosing to implement and operate 211 under a United Way entity allows the opportunity to brand 211
as a service United Way provides to the local community. Through this branding, United Way may
showcase 211 to general campaign fenders as tangible evidence of community impact. Additionally, this
branding may reduce some of the obstacles to receiving initial 211 funding due to United Way's history
and stability within a community (a common hurdle for start-ups).
Funding independence, paz-ticularly during implementation, requires less stakeholder consensus on
specific issues like technology requirements, call center processes, customer interaction models and
agency agreements. Once operational, 211 initiatives may focus in areas that the local United Way has
identified as central to its mission. Additionally, measurement of211 performance may be internally
focused, instead of being driven by external interests.
Model Limitations
Funding the implementation and operation of211 primarily through United Way campaign dollars
increases the risk of an unsustainable funding model. This limitation is generally realized in large
metropolitan areas because operating costs are driven by call volume. When looked at as a cost center,
the costs associated with 211 tend to be higher than some individual United Way initiatives. This maybe
particularly difficult during implementation and initial operation when cost efficiency for 211 tends to be
low. With the potential for limited initial impact, annual campaign investments may tazget 211 for cost
cuts through operational reductions.
Another limitation offunding 211 through the general United Way campaign is that the measurement of
211's funding benefit for the general campaign is elusive. Laura Marx, a 211 national subject matter
expert, indicated that there is limited evidence to suggest an increase in general campaign funds when
the 211 brand is owned by United Way. Furthermore, she acknowledged that branding 211 with United
Way may actually depress 211 funding due to the common misconceprion that United Way organizations
are already sufficiently funded.
Lastly, using only United Way campaign dollars to fund 211 neglects significant opportunity to engage
potenrial contributors. 211s that partner with other stakeholders tend to expand the scope of service to
meet partnership needs. Failing to engage in partnership inevitably diminishes the potential impact of
211 within a community.
Potential Funding Sources,Introduction

Funding Sources Examined
,;:t ; To gain an understanding of available funding opportunities for Chicago-metro 211, the team spoke with
potential fenders from city and state government agencies; local call center operators and interested
foundarions. For those potential partners where engagement is not yet preferred, the team has captured
the opportunity and described the potential value/alignment of 211. A summary analysis of the
partnership opportunity is provided. Evaluation ofthe funding opportunity is given based on stakeholder
feedback, subject matter specialist interviews and research completed. A summary table provides metrics
for the following specific areas:
__
................................................................................
........................................
.....................................
.....................................
........................................
.............................................................................
..... .
.................... .............................
.......................
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 _
[3ackground inti~rmation on <ii-igin bf potential alr~iil~ibl~; funds
Synopsis cif ~~~,leiili~il 21 1 fuudin~; ,upj~ort, c~l~jcctic~ri, en~l c~du~,ivns

1'rc~pc~ged Nest 5te~~s for crnit mzeci i~n~;ageliiciit ~n~iih stakehi71der5
The below table provides a summary of the project team's findings:

....
..
~~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
Ikizi>u~,kii~a(c~~lionoC1~ ~~ud w1l scx~~-z4cs. ~v~nl:ing t~,6etlz4rc~,ulclpresciit

rir>portiimties t2ir rrnitu~ii cost savir~~ti, techn~~~lugti~ design gt~ida~ice un~l long-teri~~ city
ftmding support for 211
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
W11~11~:CIV (?f<EI Vtl~Uill71(; pE1TlIl~2~ 1)I'QV1C11I1g~CIlI>~4'~c;C~~CflIla ~0IC~4I'Sh7[J
Medium
State I)I~iS r~~icunt~ti~~cs display~cd cnthusiasrn for the C:hicagc~-n~~tro 211

iiiiti~ltivc_ iI W-MC' will tikcly rtce~l to ~tn~9c;~;~t~ind t~hc st~itc's'irttc~titits ~md align tlic
?I I veluc pro~o5ition to those interests fo ~cttrc fundi~ig
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~~
:.
:.
x:~.ri,,>+~x~. xac~.. ion
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
Potential Funding Sources, cont'd

City of Chicago, Cook County and DuPage County Funds
National Overview
Ofthe 211 call centers the team worked with, only 211 LA County draws a large percentage of its
funding support from local government entities. However, the Chicago-metro 211 partnership with
Catholic Charities Homelessness Prevention call center provides UW-MC an opportunity to leverage and
expand existing local government relationships. Also, Chicago-metro 211's ongoing partnership with city
stakeholders throughout the 211 evaluation process could benefit Chicago-metro 211 in securing shortterm funding solutions through the city.
Department of Family and. Support Services
Project leaders continue to work with John Pfeiffer, First Deputy Commissioner at the Chicago
Department of Family and Support Services(DFSS),to gain an understanding of DFSS's current
contributions to Catholic Charities Homelessness Prevention call center and DFSS's interest in
partnership with Chicago-metro 211 in the future. DFSS currently provides support of$250 thousand
to
the Homelessness Prevenrion ca11 center from DFSS's `Homelessness Services' funding `bucket'. Pfeiffer
anticipates the Chicago-metro 211 call center could potentially pull DFSS dollars from a more general
funding category or as a special iniriative. Overall, funding availability to Chicago-metro 211 should
be
greater than Catholic Charities Homelessness Prevention ca11 center.
Funding Opportunity
DFSS'funds are sourced through the city, state and federal government on an annual basis. Year-overyear receipt offunds is reliable and reapplication for funding is straightforward. DFSS places a high level
of accountability on organizations it provides funds to. Chicago-metro 211 will increase the likelihoo
d of
receiving continuous funding from DFSS by providing regular statistical reporting on metrics important
to DFSS. Four specific metrics mentioned as important for Chicago-metro 211 to report on will be: call
volume, call answer rate, referrals made, outcomes.
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 Funding Sources, coj~t'd

Department of Technology and Innovation
Project leaders continue to work with Brenna Berman, Commissioner &CIO for Chicago
's Department
ofInnovation &Technology (IT), to gain an understanding ofthe department's interests
should 211 be
introduced to Chicago-metro. Discussions reveal that plans to upgrade the city's 311 platform
will likely
present an opportunity for integration between 311 and 211. IT views integration as an
opportunity to
create positive/consistent resident experiences whether calling 211 or 311.
Strategically, Chicago-metro 211 may benefit from technological integration with 311
through the
development of advanced 211 call center analytics as well as opportunities for cost efficien
cy through
partnership within the 311 web portal. Decisions on Chicago-metro 211 and IT partners
hip will likely be
evaluated during the design phase of a Chicago-metro 211 implementation.
Funding Opportunity
The IT deparhnent indicates that the opportunity for initial finding support flowing through
the
department is low. In the long-term, the more closely 211 aligns with and integrates to Chicago
311, the
more likely that funding support could be realized.
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.
Potential Funding Sources 31
Potential Funding Sources, col~zt'd

Cook and DuPage County
~~, Partnership Opportunity Summary
~'~' LTWMC remains engaged with leadership in suburban Cook County and
DuPage County for the
Chicago-metro 211 initiative. DuPage County has a existing broad spectrum
human service call center
while suburban Cook County employs a virtual call center(Cook County
Alliance to End Homelessness)
focused in shelter related needs. Both call centers offer services during weekda
y business hours. Initial
discussions have indicated that Chicago-metro 211 may provide overnig
ht and weekend coverage to
DuPage County. For the Cook County Alliance to End Homelessness virtual
ca11 center, Chicago-metro
211 could potentially replace its operations.
DuPage County call center leaders intend to contribute leadership and operato
r training guidelines for
Chicago-metro 211. DuPage County call center operators are AIRS certifie
d and it will be important that
Chicago-metro 211 operators and DuPage operators provide a consistent level
of service. Within the
design phase of this work, continued engagement with DuPage County call
center leadership will be
essential.
Funding Opportunity
Conversations with other major metropolitan operators indicate that, at times,
funding support from
uutially reluctant local government stakeholders may become accessible after
211 is operational. Initial
conversations with Cook County leadership indicate that implementation fundin
g will likely be difficult
to secure. For Cook County, relationships with stakeholders likely need to be develo
ped to further the
opportunity.
DuPage County`s I&R call center leadership indicates that the cost of operati
ons for its own call center
require the majority of available funds. As observed through the operation
of other major metropolitan
211 call centers, overnight and weekend service may include a fee for service
contract. If DuPage County
were to receive additional services from Chicago-metro 211, UW-MC will
want to communicate
participarion requirements/ expectations for overnight and weekend covera
ge to DuPage County leaders,
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.
Potential Funding Sources, cont'd

State of Illinois Funds
>~..f National Overview
State funding for 211 has been granted in approximately half of the operational
call centers across the
nation. State funds received to 211 call centers typically consist of either
funds appropriated directly
from the state or from federal pass-through funds. In the project team's researc
h of different 211
operations, relationships Uetween 211 call centers and state government
varied significantly. For
example, Houston 211 exists as part of a state government initiative,
while Denver's 211 does not have
access to state funding based on limited 211 coverage in Colorado. Chicag
o-metro 211's model to engage
state leadership should closely resemble New Jersey 211. New Jersey 211
was introduced without access
to state funds, but through the development of relationships with state leaders
hip, the state of New Jersey
recently(2013)began contributing to New Jersey 211's annual budget
.
Department of Human Services
Partnership Summary
IJWMC has begun initial engagement with the Department of Human Servic
es(DHS)leadership to
inform it on progress ofthe Chicago-metro 211 initiative. DHS,in conjun
ction with the governor's
office, has been involved in a state sponsored 211 initiative through its suppor
t of pilot programs in the
state. DHS leadership shows interest in supporting UW-MC's initiative to
implement and operate 211 for
Chicago-metro. One area that DHS references as an opportunity for Chicag
o-metro 211 to improve DHS
operations/performance will likely be 211's ability to act as a first resource
for residents with human
service needs. The state sponsors a number of specialized call lines for residen
ts, and currently those call
centers are inundated with calls from residents unclear on the different service
s each call center provides.
This results in a large amount of time being spent on I&R instead of assista
nce. According to DHS
leadership, 211's ability to provide first-line I&R assistance could provid
e significant efficiency
improvements to state ca11 centers. Additionally, the 211 calling platform
aligns strategically with DHS's
`Frameworks' project. The `Frameworks' project vision is to create an integra
ted and efficient healthcare
and human services delivery system.
Funding Opportunity
T'he opportuxuty to secure funding from DHS appears likely in the long-term,
but not as probable in the
short-term. DHS does not have a direct funding relationship with Catholi
c Charities' Homelessness
Prevention call center, and DHS leadership referenced its own funding
challenges over the course of our
discussions. However, per conversation with DHS leadership, a 211 accoun
t fund has been established
under the 211 Information Services Act. The fund resides in the State treasur
y and is separate and distinct
from the state's General Revenue Fund. The 211 Account Fund consists of
the following:
Money appropriated to the Fund by the General Assembly
Funds received from the federal government for the support of 211
services in this State
Earnings attributable to money in the Fund
Money received from any other source for deposit into the Fund, includi
ng gifts and grants
Historically, the amount offunding made available through the 211 Fund
is unclear. Strategically, it
likely be in the best interest of Chicago-metro 211 stakeholders to contin
ue to work with DHS to access
this funding source and develop additional funding opportunities.
Potential Funding Sources, c~ont'd
)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' olìizitia~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
Continued angagcmcnt v,~ith l~I[5lcaclorshi~a
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
Dept. of Healthcare and Family Services

Dept. on Aging
Initial efforts are underway to connect with additional members of

the 211 Illinois board. The goal going
forward should be to engage across different state departments,
to encourage consensus among decision
makers on Chicago-metro's 211 value to the state so that consistent
funding will be made available.
Potential Funding Sources, co~~t'd

Federal Funds
Overview
The disbursement offederal funds takes place at the federal,
state and local levels. Fund issuance by the
granting entity varies greatly depending on the nature of
the funds available. The following list captures
federal funding received by other 211 organizations via
pass through dollars and/or fee for service
contracts
',
77~c l urpose of the Procc;ss and fcchncil<~~y Impr~vemcnt (P'C[(r

) grants, mclu~iing 5NL11', i5
to support efforts by, State agencies #uid their r:,c~mmunity based
and faith-l~f~scd partners In
c3c~~e;lc~~~ anclimplcmciat: 1)SirnPliCecl SNAI'appliiutiozi azid eli~ibili
ty~ sj~stcaiis; <n~ 2)
Mefisur~y toimpr~ve access to SNl1Pbcn~cCils by eligible applicti
nta
'CI1e mi,si<m e>f tllc Malcmal an~1 Child ITcaltli }3in~can(MCT 113)
iti to ~~ri>~~id~ lc~ula:~;hil> t~,
im}~~-nvc tlic-phy5ic.il ,aiZd nii;ntal hct~ilth, s.rtcty, mici wcll-lie
in~, ~>f the rnat~;mal and chili
heaXlki(M~:I I) PoPulati<niw}iicli i~icliules all of Itie gatic>i:~~.s ~n~c~ineii
, iuluriLv, cliil~lreii.
~ici~iluscciitti; ~~.t~adlkic;iz tt~rriilies
i7~ie 5utlitncrl~oc~d S~ivice Pro~;r~tli ~51~SP)iselcsigii~d to Cill th~~
z~u(rilii>n gap 11i zt cxi:;t~ in
f1~c'sumi~~cr, rind make ti1nc'chilcircn'can get 11ic nutritious meals
lhc~~ nccd.
l tae I~czip~zan flsyistancc f'or ~lecdy I~'imilac:s ('CUNT') prci~ra

m ~;i~ cs Stages nc
opportunities to develop zind im~~i~;ni~n[ cre~dt~e mdim~ov~itive
5trutegi~s <mcI Ei~~ro~iches t~>
renx~ve Tamil es from a cycle c~t'dept~ndency bn ~~ul~lic astiisca
nce and into work:
Kinship care rct'~t~ t~> tl~c care <>f cl~il~ir~u byrcltttivvs~~r,
itt 5omo jurisclich~~ns;clsc Famil~~
fiicnds (~ifie~licfciie~tin,~isficiiti~c kin). l~clativcs are thej~re(-~rrccl
resource f<m4;hilclren ~a~hr>
ix~u:;t be z~en~oved ~iorn llzuir l,irltz p~u~ea~t~ l~euausc zt zntiia~tai.t~s
the ctuldren'S uonnecizc~ns with
their 1't~milie5. Kin~hiP cafe is c>ftcn con5zci~ieci tt type'~~~ ~~vz~ily_,
pzc;serv<itzt~zi se~v~ice
The rni~sicin c~t'tlie'L~w'Inwn~ie TI~~me l~ner~;Yy' Assi:;t~iice
T'ro~7ram (1,1f[i;AP) is io ~issrist lc>w
inc;omc hc>usch<>Id~; particularly thnsc wit111I~c lowest ulcomcs
that'pa.~ a high p'rop<>rton of~
l~oiisc;h~~ld income felt- hcarn~ energy, rt~cct their immc~i
ate hgrne eizergy needs.
fllc Disaster [2~li~f I~unci (1)ltl~) is tut ~ipprc>priation against

which 1'L;MA cag direc ,
c~k~rdinat~, mana~,c, ~~i~d fund c1i~~ii71~ r~spotisc and rect~~ve
ry efforts asu>ciated ~vittt doin~~tic
,nr~j~~r ci~5nst<.rs ;3nc1 emcr~!cncics tliat i~vc~~t~hcliii St~itc' rc5i~ii~~
ccs
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 Funding Sources, coJ~t'~

Corporate and Foundation Funding
.i~o. National Overview
"r' Severa1211s receive corporate supportboth by markering 211 benefit
s to seek corporate funds, and
more frequently from the foundation side of corporations. Good partnership
examples include ABC and
IBM in Denver and Du1ce Energy in Indiana. Sunilarly, several 211s secure fundin
g from independent
local foundarions seeking to use 211 as a platform to address their missio
ns.
Based on conversations with nationa1211 SMEs, partnering with corporate
sponsors may lead to 211
mission creep. To avoid this, Chicago-metro 211 should not over-engineer its
service offering to align
with corporate initiarives. Rather Chicago-metro 211 should use its existing
platform to provide
leverageable services/insights consistent with its mission.
All Chicago
Catholic Charities Homelessness Prevention call center currently receives fundin
g from All Chicago (a
collaborative partnership of the Chicago Alliance, the Emergency Fund and
The Learning Center
established in 2013). All Chicago has recently formed as a merger between
the Chicago Alliance and the
Emergency Fund. Nome Brennan acts as CEO of All Chicago. And has suppor
ted the Catholic Charities
Homelessness Prevention ca11 center since its inception.
Funding Opportunity
The project team spoke with All Chicago leadership regarding its ongoing suppor
t for the Homelessness
Prevenrion call center. This support is a central cause for All Chicago. All
Chicago views introduction of
a 211 system into [Rephrase this sentence to avoid using the verb "partner" when
referring to clients.],
through Catholic Chariries, as a great opportunity that would likely increase
the availability of All
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 Funding Sources, col~t'~`

Other Opportunities to Explore
As a fund raising organization, UW-MC has established relationship
s with corporations and foundations
that it can connect with regarding 211 throughout the Chicago-met
ro area. The project team also worked
with local fundraising SMEs and city leaders to collect referrals
to organizations that UW-MC could
connect with for this initiative. The below table provides a listing
of referred organizations and some
Uack~nound on how the 211 initiative could alum with their interes
ts:
I~ ~>un~lati~n
' Partners witYi gther noi~-~>rnfit or6ani~t~tions on in tifitives across the hum~in
SCt"VICCIIU:(1 F~ICCft11111
~.
T'~~iluers ivilhC'hici~?<i ti~ise~l liiiman tit~~vicc ~>r~aiiiv,t~fu~iis fncu~u3

iti lic~u~iii
and eiiucaticin
]~oiinclalic~n
I~oui~cIaHott
1~'oun~lalion
1'rov~dcsfun~ling to org~ni~a~ions foeusul in social service/~dticati
on
" _ P~irliiers with orgamrt~tionti 1~nca~ed m economic as<~stancc;, uicluciing tlic

I,mergency Land
;.
lnc~i~ridual
Prnvic]es ~tq~~~~t~t, ~vitl~in thcC;hica~o-ttrc~t, to l,argcsocial,sciti~ices
C<n~~or~ition
Piovidesfcle~llont~ ,cn~iccst<tC`1~lcago t~>rits 311 s~sCcnl; caulci~~r

t>~,idc
valualil~;iccl~ncil~~y":istii5tanccl'or211
initiatives
" t'urticputes ~~it1i t1W-MG loc~illytc~ ~uppot~l (avc fJi~itc~~ ~0?.O

nussion, ft'1"I'
Icude;rshi~ri~iusstroiig'liestc>UV~-MC; anaac>i.~ldprc~vic~evaluurlet~cluiol
o~,ry
atisistandc fcx' 2~[ 1
1'ravides,tippurltoloc~rl soci~ilscrcices, 1"TV~r v~~tYlW-MC ha~~cnn

e~istiilg
relf~tic>ns}iip th~it c>oulci lac cxp<<n~led
;
Partners can initiati~c~ with ;s~7ecrfic~Ily focused in cd~ieati

on and/c~nc~llth
:::::
:.::<. ~
>
5;.
('~~~pvGtu~ly i'c~r 211 s~,vices t~~ ~,sist Nic~~~~ cu:t~~n~cz,.iii s~;cura~zg

fuz~cls to P~~}
utility bills
Opportunity ~r 211 sen~ ces caia assn[ Coed cus[omut;y'in sccuriug

funds to
p ry utility tills
1'~trtnu's with Ut~J-M( itt 1~<~dci_sl~i~~, l~r~>viding tiunu;il Cuudirig

~up~~oi~ atld-i#1
fhc ('hicri~o-mclro 211 iniliati~~c
`G
T f:
.;. ;'
`1
.:~
r
'J.
i,3
~. ~'
pit
C :..'1ì
~.~
`~,`:
~~
~dQr~w~.~
~+:
Yw..
~~,
~~~>
îY ,J~~r.Mh
~i
FYI .
~.~M . N~~
v~%eon
is
êe v.'~.
~ ARI['Nv
~An.~:n
111[.'.
P~J'[\rc ~Nl~~)
Yro..~: Ili...
k~4
..
/L~:~i%~HAxe6M~~w4
y~~a.:aN::
:':.: ...~~~wwgwta
_ _ ~...'vW'.-'~....~
^!'~Y u
n
NJ~!MIt~
~~~~::SxMM~1w:.i143:~~~
6~
~:
:~*,.
ds,':. ~'N~.~ ........
~~~`~
,~
::i
R
~~~~<Y i~~X
Chicago-metro 211 Value Proposition

Introduction
In
an attempt to inventory successful value propositions being leveraged across the country, the project
,:~:,
~`" team has interviewed the executive directors of eight 211 calls centers, 211 subject matter experts, and
potential local fenders. 211 stakeholders presented their perspective on critical components necessary to
secure implementation funding as well as for continued operations. Local stakeholders provided
feedback on unmet needs within the community that Chicago-metro 211 has an opportunity to address.
The project team has highlighted several key themes below from our findings and has quantitated two
value propositions specific to Chicago-metro.
Long-term Value for Chicago-metro
Established I&R human service call centers currently
answer approximately 200 thousand calls annually in
Chicago-metro. Based on projections consistent with
other major metropolitan cities, the introduction of 211 in
the region could increase call volume to as much as half a
millions calls annually by 2019(150% growth).
This enormous growth in the accessibility of human
services would not only be realized by Chicago-metro
residents, but also by social service agencies through cost
synergies (referrals, eligibility, prescreening, etc.)
Projected Chicago-metro 211 Call Volume
~~~
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
ss Expected After-hours Call Volume (Dupage)

~~Expected Cal(Volume(Cook)
Success Realized in other Cities

Across the United States, successfu1211 operators partner with government entities, foundarions and
corporations to address key community initiatives by connecting people in need with available services.
The illustration belowl details the success San Diego 211 has had in its ongoing engagement with local
stakeholders to expand the mission ofthe 211 platform through partnership.
2l 1 San Diego 2011-2012 Anwal Report
Chicago-metro 211 Value Proposition ~ 39
Chicago-metro 211 Value Proposition, cnnt'd

=Fz(F.
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.
(;
The table to the right shows two separate, unrelated

locations with similar income levels for people calling
into 211. Mindful ofthe fact that 211 ca11 centers
throughout the country receive incoming calls from
community members with income improvement needs,
different 211 operations throughout the country have
used the call center as a vehicle to promote financial
stability. MvFreeTaxes is a collaborarion between the
Cleveland United Way's 211, H&R Block and WalMart that helps people file their taxes online at no
expense. Cleveland's 211 call center handled 1,400
calls, chats, and e mails from persons throughout the
community needing assistance last year. Another
successful iniriative introduced has taken place in
Indiana with Bank On. This initiative promotes 211 as a
contact point for non-banking residents to learn about
how to work with a financial institution.
211 Call Prole:Income Level

~~ lOK ~ $lOK - $24K
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.
Chicago-metro 211 Value Proposition, col~t'd

Shelter and Health
Illinois', 211 Reportfor 2011, helps to illuminate the shelter and health improvements 211 introduction
will likely spur. It does so by illustrating call types frequency for Illinois 211s in 2011. The percentage
breakdown of calls seen in Illinois maps well to trends seen nationally. With that in mind, the Chicagometro call center can expect similar call type ratios as it operates. Approximately 33% of calls coming
into 211 seek shelter related informarion, while nearly 10%come from community members with health
related needs. Introduction of a 211 call center would provide Chicago-metro stakeholders front-line
access to these community members in need.
Total Calls
Call Volume by Category
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
Income Support &

Assistance
Individual, Family &
Community Support
Health Care
: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.
Chicago-metro 211 Value Proposition X41
Chicago-metro 211 Value Proposition, cn~~t'd

Critical Opportunities for Chicago-metro
Based on interviews with local stakeholders at the state and city level, the impleme
ntation of a 211
~. ,: platform within
Chicago-metro could address 4 critical issues: minimal statewide coverage, lack
of
overnight coverage, numerous disparate I&R databases, and undefined accessib
ility to I&R services. The
table below describes the current environment of each issue and provides benefit
s achieved through the
implementation of 211.
Statewide Coverage
Overnight Coverage
Data Infrastructure
UppU1'tuNl~~
1llinoisis ~unong only 2

states with less th~~u
20 n etaicwidc 21 l
covcrngc
~.~U1`#'~tl~
fl'V~1'~~#~X#~
is
t `,,
p '~x ~
Cs`1fC~4T9
"s:
,:
M~~st existing IcYzR dill

centers within Chicagometro clo n<~t l~avc
cipticily l~~r
ovemighth~~cekc~id
service:+
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
I~R service currently

offureci l,y DuPage
County call center
limited to M-I', 8AM 4:30PM
Increased statewide
coverage would also '
make 211 more eligible
for federal funding
opportunities
Ovcrnight grid wc~kcnd

hours could be ~ssumcd
by Chicago-metro 211
to ensure 24/7/365
' accessto all residents
within gco~;raphic
footprint
~.;(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 _.
15+ separate main c ill

centers actas an cntiy
points for humtm
service needs result to
inefGe~ent, and often
incll~ective outcomes
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>:
Quantified Value Propositions

Recognizing the importance of demonstrating the financial yield of211 for govern
ment enrities, the
project team analyzed two scenarios as illustrative examples specific to Chicag
o-metro: value attributed
to 211 for tax assistance referrals and value attributed to 211 for the decrease in
human service ca11s
received by 911. For both analyses, the project team calculated the net present
value(NPV)of attributed
benefits over 5 years and provided a range of sensitivities. For this analysis, financi
al yield is defined as
the quantifiable financial return realized through the implementation of a Chicag
o-metro 211.
Q
y
R~:
Chicago-metro 211 Value Proposition, coj2t'd

Tax Referral Value Proposition
~_i Our research of successful funding strategies has validated the importance of being able to measure the
`~`=' impact of211 within communities. We have found that the most succes
sful strategies were not only able
to measure impact, but also able to capture and quantify 211's yield for
specific initiatives. Estimating
yields for I&R services related tax referral programs proved to be a powerf
ul capture for other 211.
operarions and was noted as an opportunity of interest for the Illinoi Depart
s
ment of Human Services. As
an illustration of potential value, the project team has esrimated the applic
able tax referral, tax refund,
and earned income tax credit(EITC)impact that may be attributed to the
operations of a 211 call center
in Chicago-metro (Cook and DuPage Counties).
Methodology
Our analysis contains 7 critical drivers: call volume, number oftax referra
ls sourced through 211,
number of EITC referrals source through 211, observed annual tax refund
, observed annual EITC refund,
average cost per tax return, and portion of benefit realized by taxpayer/state
that maybe attributed to 211.
Note: please see appendixfor detailed methodology, assumptions and sensiti
vity analysis.
Findings
Based on success realized in other major
metropolitan cities, aChicago-metro 211 could help
connect as many 21 thousand people annually to
tax relief, or approximately 4.5% of expected 211
call volume.
211 Tax Referral Volume

600
25
,,, soo
0y
0
aoo
.~
zo
0
Year 1 projecrions for successful referrals in

Chicago-metro are estimated at 0.5% of call
volume, or approximately 800 referrals. Referrals
are expected to grow at 1.0%per year thereafter
until reaching 4.5% by FY19. As experienced by
other 211 call centers across the county, with a
strong promotional campaign, referral percentages
may grow as high at 7% at maturity.
15
300
io
~ 200
N ioo
FY15
FY16
FY17
~~ Expeoted Cull Volume(Cook)
FY18
FY19
_ _....:~ Expected Cell Voliane(Dupege)
..~~~~TexRefe[rels
In Chicago-metro, it is expected that by FY19, approximately $52 millio

n in tax refunds, $5 million in
EITC and $3 million in tax assistance preparation services will be source
d through 211 annually ($60
million in total). Based on realization in other major metropolitan cities,
it is estimated that 5% of these
benefits maybe directly attributed to the referral and pre-screening service
s performed by Chicago-metro
211 call operators, or $2.6 million annually. Over the next five years, when
inflation is considered, it is
projected that Chicago-metro 211 maybe credited for bringing as much
as $6 million back to the
economies of Cook and DuPage counties.
FY 15
FY 16
FY 17
F1' 18
FY 19
tilt1811'
,~,~7Glt .
'~l..p'.11 '
~1 7:1I.;',
~ZG1C:',
5-year
(Discounted)
Chicago-metro 211 Value Proposition, cont'd

911 Value Proposition
The critical mission of a Chicago-metro 211 is to serve as aone-stop-shop to connect people in need with
~:~ the appropriate resources available. However,
`'`s~`
due to the lack of a 211 infrastructure in Chicago, this need
is often unmet, and people are often unsure of where to locate resources. As a result, emergency
resources, such as 911, are frequently over-burdened with non-emergency requests. Each year, Chicago
911 receives approximately 8 million calls. Per the National Emergency Number Association(NENA),
approximately 30% of911 call volume narionally is considered non-emergency. Although NENA
attributes a great majority of these ca11s to hang-ups and misdials, 911 is also used as an inappropriate
access point for people searching for human services.
Methodology
The team's analysis contains 4 critical drivers: estimated 911 ca11 volume (inclusive of emergency and
non-emergency categories), cost per call, expected percentage ofnon-emergency calls related to Human
Services, and 911 costs (savings) attributable to 211. Note: please see appendixfor detailed methodology,
assumptions and sensitivity analysis.
Findings
Based on the methodology and assumprions described above, and findings of other metropolitan cities,
it was estimated that human service calls account for approximately 25% of all non-emergency service
calls received by Chicago 911 each year. Implementation of a Chicago-metro 211 would reduce human
service call volumes by as much as 30% in year 1 (53 thousand calls). Call volume impact is expected
to increase 1%each year there after until reaching 34% in year 5(59 thousand calls).
Expected 911 Savings
62
$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
~Hivnan Service Calls
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~ ~.~
Chicago-metro 211 Value Proposition, cont'd

Cost-benefit Analysis
~In the first phase ofthe business case, it was
~'estimated that it would cost approximately $350
thousand to implement 211 in Chicago-metro and
an additional $2 - $2.5 million annually to operate.
Based on these projections, expected cumulative
benefits realized through Tax Referrals and 911
will exceed 211 operating costs by FY 16. When a
Chicago-metro 211 reaches maturity, expected
benefits achieved through these two value drivers
will exceed 211 operating costs by over $2 million
dollars annually ($2.6 million, 5-year NPV). Note:
realizable benefits achieved through 211
implementarion are not limited to the examples
illustrated above.
Cost-Benefit Analysis
$6
"
0 ~s
$4
$o
FY15
FY16
FY17
FY18
FY19
eExpected Bm~afita, Tax Refelrele :......:~~: Expeclsd Benefits, 9]1

.. ..:::,211 Operating Cosb
Cost-Benefit Analysis Sensitivity

The analysis aUove assumes 100% realization of benefits described in previous Tax Referrals and 911
value proposition sections. The table below illustrates the 5-year NPV sensitivity analysis of realizing
expected benefits for Tax Referrals and 911.
Proposed Next Steps

Introduction
Through analysis of e~cisting 211 funding models, potential local funding sources, and the
development
of Chicago-metro 211's value proposition, the project team has developed a plan for next steps related
to
Chicago-metro 211 strategy and organizational structure.
Proposed Next Steps

Strategy
Throughout the course of the team's analysis, key strategic themes emerged as best practices to employ
going forward. The chart below provides pre-implementation strategy advisement in three theme
groups:
funding, organizational and implementation.
Q Collect and report 211 call data

doing soprovides ameans to verb
211 impact tofenders
Q Negotiate multi-year contracts
(when possible)from core fenders
this helps ensure sustainable 211
operations and allow the development
team to concentrate on locating new
Q Fund 211 through partnership of
different organizations -this strategy
tends to be more sustainable than
thosefunded through a single entity
Q Create 211 value propositions that
address the specific interests of
different stakeholder groups 211 is
a versatile tool to Impact the
community,
Q Create a Quality Assurance

department and follow up with 211
callers this allows 211 leaders to
understand the satisfaction ofsystem
users and display outcome information
tofenders
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
Q Create a Business Development

department focused on establishing
relationships with potentia1211
partners 211 organizations that
prioritize business development have
proven to be more sustainable
Q Conduct a road show to engage

important loc:il opinion leaders and
stakeholders on the positive impact
211 introduction will bring to the
community A road show can help
generate localfunding supportfrom
and build consensus to influence
political leadership
Q Business Development and

Operations Management should not
be managed by a single person 211
organizations that struggle to secure
funding often do so as a consequence
ofoverfocus on operations and under
focus on business development
Make the establishment of an

updated and working database a
top initial priority Operationally a
useable database is essential, and
localpartners most often point to the
database as afoundational
requirement
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.
Proposed Next Steps X47
Proposed Next Steps

Additional Considerations
~~J. Organizational Strategy
''' Overview
During the development ofthe business case, the project team interviewed 211 national SMEs,211
leadership and local stakeholders in an effort to gain insights on successful 211 organizational
structures. As 211 is typically a local iniriarive, organization structure varies depending on interests and
affiliations of stakeholders.
Proposed Structure
The project team has presented the below structure as guidance based on stakeholder feedback, specific
to Chicago-metro. Key elements considered include:
Entity Creation Creation of two new entities beneath 211 Illinois: Chicago-metro 211 and
DuPage 211. Combined entity creation would allow for over 70% of the Illinois population
to access 211.
Chicago-metro 211 Operation Under the proposed organizational structure, Catholic
Chariries assumes 211 operational responsibilities for Chicago-metro. Catholic charities
currently operates the Homelessness Prevention call center and would expand operarions to
include full I&R service offering. Additionally, overnight coverage for DuPage County 211
will be negotiated subject to the agreements of stakeholders.
Chicago-metro 211 Fundraising LTW-MC will provide fundraising leadership for a
Chicago-metro 211. Fundraising efforts will be inclusive of the development of new funding
partnerships, and will be supplemented by the existing funding streams of the Homelessness
Prevention call center.
Chicago-metro 211 Leadership responsibilities Impacted stakeholders (Catholic
Charities, DuPage County, UW-MC), will reach an agreement on Chicago-metro 211
governance. 211 Illinois will provide oversight to Chicago-metro 211.
.............................
,~{~~'
.~~.~~, '
;
.,t
p~;::::i4:
i:::i::::~:::::r:1?y
..:.::::::.:::rr.:;:...,:
.a:.,
r:.hv
:.:::u:tC:,:; .;,~,~.;~.ftii{.: i
:aì,>.,^.:fi;:;;.'w"Q..':'4,i,.;'.,;f;.^..:v`y: 3i:,:
:.'l.{K9T:4'/.{bY.2M:
N..Cd!b.'L.. .. ..::
a:,:...,r:.
~''" ....
.... y...
.,xJ,..
i~~??:R'y':~i~
~6~r.)...l:C~i.
c..,.. w.u
r3' '.N1.{t
y. s:,f
.:.
f:i't,`<''^,r '..~4~
r'
,
'.:r...r.Sr,'
.,'..yav:v.,:..:.:.7.'.+r
~:.4Y.}vn..v,...!.....n,v}'.yy+;~.y:<r;xn~
::::Yr~
~y
.,..:`~C
~z~;.
:~ ~~4.
i,::k2;~::..r.:.r..x.<:::ox~f..,.
'`%x
~{
<:'
ti'l,:fie:^:. :t ::J': :i;Y
;x+.6X+'
dvri
.n..~{.;~~xi~iK{[?KK!KS?{tK{3.:~:
,.
z.....
+:t::'i:r.>'
axr
'.;3
,
~g%,....
<y'
r; "
c"'':Yti~.,~F~>.<:
,
.;rk:...w`.'e~..;;:;~:..^
~::.
:v'4tl5:9?W..Yl.M:N.Ln+:LM:n~{??MS..~
~'h#)6]MLt
i-0N+%WMCM..
...............................................
..........................................................
iiii '~. ~~i~~~ii~~~iiiitiii~~*'~iiti~~

ii'rS ::
~'~i1$i~i1~~i~=ii~~it ~~~ ~ ~
;s:'#
~~~
;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
...
Ak ~~i~~:~
..~2i~~~"'2
Chicago-metro
211 fundraising
coordinator
~~~~ Negotiated Coverage

Agreement
'4'.
Proposed Next Steps
wR
Business Case Conclusions

Prior to beginning work on the business case, Chicago-metro 211 project stakeholders requested analysis
to address two specific elements of the 211 initiative; the resolutions of these elements should give
stakeholders enthusiasm to move forward with this initiative. First, UW-MC leadership expressed
concern that funding responsibility for Chicago-metro 211 would likely be left to a single entity. The
team has determined that this does not have to be the case; in fact, evidence shows that many successful
211s throughout the nation fund through partnerships. Locally, the team found that an appetite exists
among key stakeholders to enter into a funding partnership with Chicago-metro 211. Second, UW-MC
leadership requested that the project team develop materials to show the value of 211 to potential
partners. Through research of established 211 costlbenefit analyses and the application local financial
analysis, the team developed value illustrations that UW-MC can use going forward.
Looking ahead, critical successes need to be achieved before implementation can commence. UW-MC
will need to develop a fundraising plan and begin securing initial funding for implementation. As funding
milestones are reached, critica1211 design components, specifically pertaining to governance and
technology, need to be created, agreed upon and finalized by stakeholders. Success in these two areas
represent the largest remaining hurdles for the establishment of Chicago-metro 211. It will be critical for
UWMC leadership to remain highly focused on the 211 initiative and for local stakeholders to remain
engaged and supportive.
x:>:.:
Y::.
s
ji
'~{'
Appendix: Chicago-metro 211 Value Proposition, Tax Refe~~al

Methodology
Our analysis contains 7 critical drivers: call volume, number oftax referrals sourced through 211,
number of EITC referrals source through 211, observed annual tax refund, observed annual EITC refund,
average cost per tax return, and portion of benefit realized by taxpayer/state that may be attributed to 211.
Call Volume
Assumptions related to ca11 volumes for Cook and DuPage counties were defined in Phase I of our
analysis. Call volume for Cook County was estimated to be 2.5% ofthe Cook County population in year
1, growing by 1.5%each subsequent year through year 5. Due to maturity of call center operations in
DuPage County, call volume was estimated to be 6.2% of county population in year 1, and was inclusive
of only overnight and weekend service agreements. After year 1, it was estimated that ca11 volume
saturation would grow by 1%each year through year 5.
Tax Referrals Sourced Through 211
Our referral percentiles are estimated based on analysis performed by the 211 Texas/LJnited Way Helpline
(211 Houston). Based on surveys conducted at VITA sites in Texas, approximately 25 thousand
individuals cited 211 Houston as the means through which they were successfully referred to VITA. In
the year of the survey, 211 Houston received approximately 825 thousand calls. As reflected in its survey
results, an estimated 0.5% of all VITA participants were referred to tax assistance by 211. Similar data
captures from other 211 call center operations have shown tax assistance referral rates as high as 7% of
tota1211 call volume.
Our analysis assumed that 211 Chicago-metro could achieve a referral percentage of4.5%once 211
maturity was reached. To be conservative, our analysis has tax assistance referrals Ueginnuig at 1.5% in
year 1, growing by 0.5%each subsequent year through year 5.
Annual Illinois Tax Refund
Average tax refunds for Cook and DuPage county were held constant through all years of the model due
to data availability and consistency. Data used in our analysis was sourced from 2012 IRS data booklets.
Per the IRS data, the total dollar amount of individual tax refunds received in the state of Illinois was
$14.7 billion, inclusive of EITC. To arrive at average Illinois refund, ETTC ($2.4 billion) was subtracted
from the total. This value was then divided by the total number of tax refunds awarded (5,184,043).
Average federal refund was calculated at $2,375 for 2012.
Annual EITC Refund
Average EITC for Cook and DuPage county were held constant through all years of the model due to
data availability and consistency. Data used in our analysis was collected from 2012 Illinois EITC tax
statistics maintained by the IRS. Total EITC dollars rewarded was divided by total refunds given to arrive
at average EITC per claim.
EITC Eligibility
Not all callers referred to tax assistance programs by a Chicago-metro 211 would be eligible for the
EITC. Based on statistics maintained by the Brookings Institute, approximately 10% of all EITC claims
within Cook and DuPage counties were prepared by Tax Assistance programs in 2011. As such, it was
Appendix ~ 51
Appendix: Chicago-metro 211 Value Proposition, Tax ~efe~~al, cc~~zt'd

estimated that approximately 10% of tax assistance referrals made through Chicago-metro 211 would Ue
eligible for EITC. For mature call centers operations, eligibility has been observed as high as 30%.
Tax Referral Benefit Attributed to 211
Our analysis attempts to take a conservative approach in determining an Tax Referral value that could
be
attributed to 211 services related to tax assistance. Instead of taking the sum of all Tax Referral refunds
realized by 211 referrals, we applied a supply chain coefficient to better estimate appropriation. Based on
studies conducted by mature 211 organizations, tax assistance referrals take approximately 3 minutes per
call. As such, total Tax Referral refunds realized by 211 referrals were multiplied by 5%(3/60)to
determine appropriate allocation of benefits. Total expected benefits were discounted over a 5-year
period using annual expected inflation of 3.2%(average inflation 1913-2013)to determine present value.
21l CaL1 Volume l
_ 482 thousand
21l Call Volume
Clnim9 Sourced through :'.11
X 4 540
~ Cluims.Sourced through 211
Avoragu Costs por'IaxPreparntion
X $120
Supply Chain Ccicfficient
X S%
Tax Prep Attributnblc to 211
$130 thousand
4S2 thousand -
' 211 CaI1 Volume
'- 482 tfiousand
X 459'
9'~ Claimv Snwced through 211
X.4:5
Average Refund
X $2,375
Averag rl"1'C
Supply Ch~iin Cot~fflcient
X 54o
Iixpected L'ITC I~,ligibiliry
X 10 -o
S~PP~Y.Chain<)octficicnt
XS':o
T~~x Prep AUribuk~ble to 211
5250 lhousamJ
RefunJs AUributaible to 211
52..5 million
X $2,378 _
Tax Referral Model Driver Sensitivities

Sensitivities for Tax Referral analysis were explored to illustrate the expected impact on the net present
value(NPV)calculation of a Chicago-metro 211 on taxpayers/state. Sensitivities were explored for each
ofthe seven model drivers: call volume, number oftax referrals sourced through 211, number of EITC
referrals souxce through 211, observed annual tax refund, observed annual EITC refund, average cost per
tax return, and portion of benefit realized by taxpayer/state that maybe attributed to 211. Sensitivity was
also explored for interest rates (discount rates). Model drivers were defined as "High"(having great
impact),"Medium",(having mild impact), and "Low:(Inconsequential impact). For each driver's
analysis, current projected NPV is highlighted in blue.
211 Call Volume Low Impact
$5,55t,od6
$5,~61,3$A
~S~~~I.it~;t
g6.3Q'l,3~~
~S.'~81,334
55,S5~~s;1
K5,7ti3,s9
~5.97a,34s
5,a,3v5,~a~i
xS.7G3,999
a5,i5ti,~9rS
~5,7(l,b4~l
9~S,~J7b.99y
$(,~1>9,689
~S.7tiC;,(,~Ll
55.558,tr.;~
55,7(9,7,E9
X5,97),(37
56.A00,3.3<l
SS.769,ZS9
~s 5F,1,5Xr
tia ~7~o~,j
X5,93: 00,
r~.(~',9~i1~
kl~.ill,`'~~1
Appendix ~ 52
:"
#:h
-.
Appendix: Chicago-metro 211 Value Proposition, .Tax Refe~~al, cnaat~'d

Tax Referrals Sourced through 211 High Impact
__
_ ___
,'n O.aV.t~/n~
EITCSourced through 211Low Impact
Average Illinois Tax Refund Low Impact
Average Illinois EITC Low Impact
...................................
......
.........................
Average Costper Simple Return Low Impact
Expected Interest Rates(Discount Rates) Low Impact
Attributable Benefits to 211 High Impact
Appendix ~ 53
~11:`JJ.),JM1J
~r1 T.J'44, /23(.
Appendix: Chicago-metro 211 Value Proposition, 911

Methodology
Our analysis contains 4 critical drivers: estimated 911 call volume (inclusive of emergency and nonemergency categories), cost per call, expected percentage of non-emergency calls related to Human
Services, and 911 costs (savings) attributable to 211.
Chicago 911 Call Volume
As the Office of Emergency Communications(OEMC)was unable to provide specific year-over-year
911 call data statisrics, call volume is estimated based on a prior report conducted by the Chicago
TriUune. Call volume used in this analysis is inclusive of emergency calls as well as non-emergency ca11s
such as misdials and prank ca11s.
Due to expected population decreases and slowing crime rates, the call volume decreases were estimated
at approximately 0.25% per year through year five.
..
..: 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
_,
..::::
911 :Call Volwne ::.

Non.emergency Calls
._
7 7 r~Aion.:::iEi::
_
X29 6l0 :.: ' .
:.~~. %Humen:Sernce~Cells
~:i'Xi4SNiiiiii~Eiiifi
Z11..Sevitlgs CoeBiCient
Iii XE3Q%E2iiiiiiEiSE
Coat per 9l1 Gall I
k S2`t
Appendix: Chicago-metro 211 Value Proposition,.911, co,~t'd

911 Model Driver Sensitivities
Sensitivities for 911 analysis were explored to illustrate the expected impact on the net present
value
(NPR calculation of a Chicago-metro 211 on the city of Chicago OEMC 911 call
centers. Sensitivities
were explored for each of the model drivers: 911 call volume, cost per call, expected
percentage of nonemergency calls related to Human.Services, and 911 costs (savings) attriUutaUle to 211.
Sensitivity was
also explored for interest rates (discount rates). Model drivers were defined as "High"(having
great
impact),"Medium",(having mild impact), and "Low:(Inconsequential impact). For each
driver's
analysis, current projected NPV is higlilighted in blue.
911 Call Volume Medium Impact
Costper 911 Call High Impact
Expected %Non-emergency Calls Related to Human Service High Impact
ofHuman Service Calls Attributable to Chicago-metro 211 High Impact
Expected Interest Rates(Discount Rates) Low Impact
Appendix ~ 55
9S ~ xipuaddy
,..
'
.......
..
h~~V
..
~.Mai
r~.3
.......
fihr~~m}~ ~~~
}YY~: ~.L~'
.. . .
..
...)Yf
uol~2sodo.~d an1z~~ an1~z~.~~sn11I ò~aiQ ups ~ lZ :xtpuadd~
Appendix: 211 San Diego,.~~lu~~t~ativ~ ~alu~ P~ô~~osition, colat'd
Appendix ~ 57
Appendix: 211 San Diego, Illu~~t~ative Value P~~a,~Jositic~~a, cont'd
,~
Appendix ~ 58
Appendix: 211 San Diego, ll~~~~t~c~t~~~~ ~~l~r~ 1~~^~~a~.~~t~c~n, ~~~~t'~

...
:....:.::.:.:
.........:::.:
::v.....:::::
....:~
:::...
.....n....:.
..............
..:..................
...........:..:....:..........................................:.
...
.....:.~:::.:.
,,. ..................::.:
~
... ......................
_
...... :::r...)'
~..
. 5~..:
.r. N....M...r.
................
a."~:::<t,xe
,~.`
v n......
r
..: tr..v..::
~::
n~:i?yir,~~r.~
....
..r.r v::C lYi.:
r. . r ...+~
,c> .x
:
... .
...r. . t+.i
r ..
. . ~.
~Lf.
n~ +{vY.:::::J~~:}:;'~i:;i:::::';::v
.n:...
- .t. n:#.i2:S~:63~M
~K Si .y ry~'i
;~:: fi
i~~js:,`v ~
'
~;~
::r::::::::............
~
;:;.:t
r
}4~.
.:.it.c f,.S3~
:..5..:~r'
.,.
:~~.:f.......
N.. a
~SiFiW:S:`.
.> v
....5
....,.,~;no.~k~xa~~
wwYF.>:..:.rn':~~rr,
is v::>:Ci ~::::ij..
.,'," .
.:.
t. .. w~~q.. o.
.X
v..an.
..'.'4Y~:'.fa:.$P,b"~,'vabe's~`.
'
Y
.~3
.:.::::::.
....:::::::
..'a
f;
"r.&'~:ii
r~
~
f~~
i e ,s {:.;Y
~ro
p,,
ax
R3~~Bi1k~~ii ~~B9,o~.
'p ~yf~ ~~/

y,(~~{~~
bd1/~IL~Y~~eV~1"~l 4
I;;rit~t
~ ~
..K }.
'k:.it,;tr,.,LS:.~::;,c:
ik~i4K;-0N'f
....,.~ a,~.~..o
?i:+t5tra+~
~Si";
C' <;.
2s?e't ;E.f~
i~Cf':8~~t! .. 'i:t,:f:
::1~~' Sf:~f::'
'~.i~:~ ;s;.
`,45lYfitti'i:<S I:'.','3,7{:f ~<:iQiS".~${i~
s;#>aYe:i:Y;<;:E;i:~tSt~f ~s?!:}~3?i3f f2:#:<.
:?EA'3E<1:;??i~J 3%'~12iY,:: flt3'y
$t'".ya ##B:IoE^; .y;'.?b:?+i: #;1xitRiY,fil4i
~,~iit;'~rj;:;ii~i' ~~'c11i1;;`, ~'ii~'3'f+,it~::3?!".
aY::a1 &:1isaa:~.8aes~8. "rfs.f;.?~;)
;fit::`:
:r. s ud~ 3 ?~f.:tfi
~a~ar';i. K:;r:<r's~~?:AFL L'; s,<

r3:sP3il :?i~EY~. }~fi~3~
".a;~..~ c~:r:H I.~.d
Y{{~'?
i~'~
,fi?I+n'3 rb'Av"Y3iiofi .t~ ikk ~~2;~f,+
i~~
';L',S:
S'J'.}.'~~~ f'G:Ij~~Qrti~~r~
iE,kS::j
.Llyy2~'.~BiY;L'
~?J:.}tl y':i:,1ii. :i:~:....~'.:i~J4i~ ~ll:~!'; '.,ir';. raj
r$;R ,~:~'a7 lifi:; wi f,~'+,.",?{1,. ~;i~::f'{~j,5
i:E#t:s:~S:t,`.~ 4o~:eiU:S~
sî;:{ oY:~r~~:li?:
:';ii!7:~;;iNS ":DER3.'~a #u:;
E~~~4:it`.;?' E:`:Eyc;%>.;fî3 r't~f.:Yst~~C'y','~ i~:Mxi
Y`~f3;.7i.'s~
N:Lè'HE31>+?.:'s't.>i ~.i' a:jf f~]:~rt~':i~:L!
~~~':> ri
~titii't33'f'Iktt~l:`y~ b`.Y$:'i~%~'> ~;i tib`l;~J~it'43~+~ .::

+;itslh?~ ~tdY'~~:< refio3sf~31t:~ pf~`~`~:E' if .
@dpi('1vlR'.'lFih:?i!>;!.,e '.,.':~~,~~t~Pe1'.i~1i:t~:
~'
~'MifCl'~I~.~e.r4"9:'~% ts,'j?'?.:l7,.?.~
..
..'
UC`2~
t3
#'fL`f~9'i~'.
:'
~1Cij8:h ~';3~?s r;3 ~~'~C+cg d7i'Y;i 4u$iiisf'.
~~r~
Appendix ~ 59
~~
Business Case Presentation

March 14, 2014
Chicago-Metro 211
errr.'
Executive Summary
VIII. Proposed Next Steps
VII. Recommendations
VI. Value Preposition
V. Funding Sources
IV. Funding Models
III. Approach &Methodology
il.
Context of Study
Agenda
~r
~
__
~_:
h::
::.#,x
~~
.:~
'~
>;:..
:.
>~'>;<>
<:
;,
,:~
#;::
W Trent State Chicagometro 211 Initiative
~~ ~< <
Cu TrentState of Chicagometro I&R Services
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
Chicago-metro 211 call center will provide 24/7/365 coverage to the

city of Chicago,including all of
Cook and Du Page counties
Call center will offer full spectrum of I&R services to citizens
Call center partnership will provide opportunities to scale costs and deliver
a higher service level to
all Cook County and DuPage County residents
Only major metropolitan city without 211 services

Three separate I&R call centers exist independently in Chicago and
Cook/ DuPage counties
None of the three call centers provide the 24/7 service typically associa
ted with 211 I&R call
centers
Only one of the three call centers provides a comparable spectrum
of the I&R coverage typically
associated with 211 call centers(Du Page);the other two focus primari
ly on homelessness
prevention
Annual total cost to operate all three call centers separately is estimat
ed at nearly $2.5 million
dollars
Based on the current landscape and desired future state

of I&R services available within Chicago-metro, United Way
has partnered
with Deloitte to examine the feasibility of a 211 implementati
on and sustainability.
Progression of I&R Services in Chicago-metro
Context of Study
PAGE3
90.6% overall coverage

40 of 50 US States have greater
than 90% coverage for 211
Illinois and Arkansas only two
states with under 20% 211
coverage
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.
National 211 Coverage Map
Context of Study
PAGE4
~~ ~~~
Greenfield
~4r.`3"'t#ii#':c?' _'):~~'i
$2.2M
~~ ~~~
~ ~~~
~ ~ ~~~
Approximate Annual Operating Costs
lOperational strategy ~qualit}~ assurance development and business development

roles) were not modeled as part of Phase I cost projections. ft is estimated that inclusion of these
roles may result in a financial impact as great as $200 thousand annually.
~s~;
~1~ì~3 E'~':`?'it?~:EF:t3~~~~3''. ~ii3t'4
~ ~~~
Outsourced Cail Center
`: s;i; si.i': is
~ ~~~
Chicago Catholic Charities

`''Homelessness Prevention
Approximate Implementation Costs
~,
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:
1Feasibility Study Cost Projections
Context of Study
PAGE 5
Identified key stakeholders and

partnership requirementsfor Chicagometro 211 implementation
Performed 211 implementation and
operating model feasibility analysis
through cost projections and stakeholder
interviews
Evaluated quantitative benefits,
determining net positive value for 211 I&R
services in Chicago-metro
Evaluated alignment of 211 qualitative
benefits with Live United 2020 campaign
Identified Catholic Charities of the
Archdiocese of Chicago as the preferred
implementation and operating partner for
Chicago-metro 211
Feb 2013 May 2013
Analyzed 211 funding models employed in

major metropolitan cities
Indexed available funding opportunities
with the following potential 211 partners:
Federal Government
State of Illinois
Cook and DuPage Counties
City of Chicago
Local corporations and
foundations
Customized Chicago-metro 211 value
propositionsfor differentstakeholder
groups
Provided strategic recommendationsfor
call center operations,implementation
and fundraising
Nov 2013 Jan 2014
1---~ Draft andrefin
Complete business case research
~~ Mobilize Chicago Metro 211 business case
~~ Delivered feasibility study
UW-MC 211 Past, Present &Future
Executive Summary
i
i
Leverage business case lessons to deliver

sustainable funding strategy
Design and scope Chicago-metro 211
implementation;for example:
Technology requirements
Call center processes
Customer interaction models
Agency agreements
Business Case
Presentation
PAGE6
: j.
""'~
:::
.=
;: :~v ,~:
,..
,,:~::
:,::;:::,Srn;. ~ ~.
~s~N
~~ ~~
~'.
.~'.
._.,.,,
:;;~. _
,;~;~;; :~`
Strategic initiatives related to call center

implementation, operations and fundraising
Material illustration displaying the value of 211 I&R

services for Chicago-metro
Financial analysis to determine most likely 211

funding source opportunities specific to Chicagometro
Discovery of funding practices leveraged by 211 call

operators in major metropolitan cities
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.
Business Case Structure
Approach ~t Methodology
PAGE7
~~_
;;
I
:,
!`
Focus resources in areas that w~fIlJeTtver the highest community impact, partiwlarly in time5of
limited funding
Seekowo eraiionalcosto tioosto:allow#or:lessfoc+~stobe; la~~sl.onsecurin funds.

_... ....._
P............ :
g
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
_
-
Quantify and capture slats related to community impactto secure funding

Establishaquafityassuranceteamandworktomeasureoutcomessuccess
2;~ ~rt~~~~~
f&R of GteaYerHouston
__
F1',~2#
Tom Page, 2115ME,

Director Michigan 211
Laura Marx-2115~AE,
Director New Jersey 211
;11!~7Fd
Sandi Murray Director

HPCC, Catholic Charities
David Jobe Director I&R

of Greater Houston
':`'`'::`' ~''':::.`
:.. ......... . _........._.......
::.::;.:................
..................
.
"`
:'
>
Stephanie5anchez
Director 211 Metro Denver
Donna Burnham Director

211 Atlanta
John Ghanian CEO 211

San Diego
Wendy David Director

211 Philadelphia
Maribel Marin Director

211 Los Angeles County
Greg Cott Former

president 211 Illinois
understand funding strategies being employed throughout the United States.
The project team worked with eight major metropolitan 211 operators,
as well as Illinois State 211 subject matter experts, to
Learning from Experience
Funding Models
:.
Medium
Medium
~~iG~~eand
~~d~Q~ ~~~`:~ High
r
.::
'
;.F_..~.~3..:_,..,,e11i;
St7t#lv~l~cibis
Low Medium
~11P.y #3~1;,,:~ :':

'::"'~':':':::`.":"":".: `.'
`
High
LowMedium
~<
ockEoursty
ityo#Chftago
" """"
:.:.~:::: ~.::.
.......;:.;.;:.;:.;:.::.;:.
;::.......;
;,. ..
Al! C}iicago partners with the Catholic Charities Homelessness

Prevention call center and has interest in providing support to
Chicago-metro'211
Federal funds are dispeised'through;a ~rariety of channels. It is critical

to trackfederelfundtngopportumbeson,the'grants.godwebsitefor,
. .
new opportunities to secure federalgrants
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
Based on DuPages County's existing call center operations there

appears to be a limited direct funding opportunity in the shoriand
long-term; however should Chicago-metro 211 provide overnight end
weekend su ott3t~ DriPa e Coup
it will be a valuable artner
providing expertise and:leadetship
CookLounty preienu a ]invited funding opportunity in the short and

::.
long:te m; UW-MC will need fo demonstrate 211's value to Cook
Countyleadership in its efforts.tadevelup;l&Rpartnership
Partnership with the Chicago [3epartment of Family and,Support

Services could present opportuniTy:to secure funding in both the
_.
short and long term
Chicago's Department of Innovation and Technology has great
interest inpartnershipthrough integration of 311and211 services;
workinB to~.ether;coul PCesent opportunities for mutual cost
...
...
savmgs;tethnofog}E destgn,support:and~ong-term city funding
supportfor 211
.::
a~
DUPage County
cniwsnDewnmc~c or
i rrowtanandie~h~wbar
~~
1'
AIIChicag0
amoi~c crtamics
PAGE 9
F~rttiy antl Support

Servkes
rnKa600epanmem~r
Generating funding support from government agencies, corporations and

foundations has proven pivotal in long-term 211
sustainability. As part of next steps, UW-MC will work to secure needed funding
for Chicago-metro 211 implementation and operation.
Opportunities far Partnership
Funding Sources
.....
acs `x;+x tk;:r,.+::'<`:::;.3>
>~ 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
I&R service cturentl}

offered by IJuPage
Count}'call center
limited to M-F;$AM
~130PM
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
.,
iDetailed analysis for Tax Referrals and 911 may be found in

the Chicago
-metro 211 Business Case
-Increased statewide
covera~ewouldalso
make x:11 more
eligibl,~ for federal
~ ~ ~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
Illino:is is among only

2 states with less than
20% statewZde211
cover~~e
>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
By 2019,a Chicagometro 21 I could help

reduce non-emer~ene~~
call volume l0 9l l b}
as much 60 thousand
calls per year
2l1
Single
~ :.
Chicago 911 receives

over 8.5 million calls
peryear. 30% of call
volume is for nouemergency services;
i.e:; misdials,hang-ups.
and humansenices
1911
Chicago
-metro 2ll
~~ould increase
accessibly to tax
assistance services
within the Chicagometro area
E~seLg
Dozens
Peop]e seeking tax

assistance lack a single
point of entr}; i.e.,
eligibility, tax
assistance sites
locations and times;
etc.:.
1Ta~ Referrals
The table below represents benefits that may be realized for

Chicago-metro through the implementation of a 211 platfo
rm. For each
opportunity category, the current environment is compared
to that achieved through 211. Additionally, the project team
performed
specific analysis on twa,"high-impact" initiatives: Tax referra
ls and 911.
Benefits Achieved through 211 Implementation
Value Proposition
Low
v
R
a
~
R
c
m
w
0
a
Level of Effort
High
20perational strategy equality assurance development and business development roles)

were not modeled as part of Phase I cost projxtions. It is estimated that inclusion of these
roles may result in a financial impact as great as $200thousand annually.
Magnitude Defined as high, medium and low. High is

reflective of significant potential impact or level of effort. Low
is defined as minimal potential impact or level of effort
Level of EffortThe number of resources required for and

expected financial impactof implementing recommended
initiative
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
Q/ntegrateChicago-metro 211 with Chicago 311 inoll

areas where integration makessense
Recommendation Magnitude
Q BusinessDevelopmentandOperationsManagement
shouldnotbemanagedbyasingleperson
Q CreateaBusinessDeve/opmentdepartmentfocusedon
establishingrelationships with potentia/211 partners
QCreateaQualityAssurancedeportmentandfollowup
with 211 ca/Iers
Potential Impact Implementation impact on call center's

abilityto successfullysecure funds for continued operations
Criteria Definition
Q Create 211 value propositionsthat addressthespecific

interestsofdifferentstakeholdergroups
Q Fund 211 through partnership ofdifferent

organizations
Q Negotiate multi-yearcontiacts(when possible)from

corefunders
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
._._:~: Existing Entities
Developmentnewfunding
partnerships andleverage existing
fundingstreamsofthe Homelessness
Prevention callcenter
DefineTundra' il{g strategyfor Chicagometro231: ~~~
Fundraising
Proposed Entities
Reach an agreement with impacted

stakeholde~on Chicago-metro 211
governance
De~nehowChicago-metro 211 willfit

within existing211 lllinoisstructure;
e.g.,proposed entityc~eation
Define Chicago-metro211 governance

frameworkandentity+structure
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
Define Chicago-metro Operational

framework:
.............
.............
.............
.............
..............
.............
.............
..............
.............
..............
..............
.............
.............
..............
..............
.......
.............
..............
........
..............
.............
..............
..............
.............
.............
.............
..............
.............
..............
.............
.......
..............
..............
.............
..............
..........
.............
............................
..............
.............
..............
..............
..............
..............
..............
......
___.__
__.............
..............
..............
..............
......
Illustrative 211 Illinois Structure
Design all databaseand CRM

requirements with particulardue
diligence given to:existing DuPage
database,311 integration
opportunities
Define I&R database and CRM platform

forChlcago-metro211:
o~..~..~..`...
Technology
Prior to implementation, Chicago-metro 211 stakeholde

rs must consider the following critical elements: fundra
ising, technology,
governance,and operations. Elements may occur
simultaneously, but must be completed prior to go-live.
Critical Success Factors
Proposed Next Steps
PAGE 12
2014 Annual Report

~~
2-1-1 Service in Illinois
Presented to:
Illinois General Assembly
February 12, 2015

To:

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.
With the agreements currently in place, finrenty seven percent(27%

)of
Illinoisans have service in their area. This number will continue to grow
as
the means to cover the implementation and ongoing costs of the servi
ce
are identified and allocated.
The next major impact in the implementation is centered on the begin
ning
of service in the Chicagoland area. Lake County currently has a servi
ce
provider identified and has identified an available funding source. Cook
and DuPage counties are actively studying the service and a study team
will be making a recommendation of their findings upon completion.
When
these three counties are up and running, more than seventy-nine
percent
(79.8%) of residents will have this important service.
2-1-1 Illinois is proud to report the progress and success of the 2-1-1
system.
David R. Barber
President
2-1-1 Illinois
~ Other
Transportation
~ Legal, Consumer &Public Safety
~ Clothing, Personal & Household
~ Food &Meals
::::::Health Care
~ Income Support &Assistance
:::Information Services
#:Mental Health &Addictions
~<:Individual, Family &Community Support
'::::.'Housing &Utilities
DISTRIBUTION OF CALLS BY NEED - 2014
,~~
DISTRIBUTION OF CALLS BY NEED - 2014
Housing &Utilities
21,560
27.2%
Individual, Family &Community Support
14,288
18.0%
Mental Health &Addictions
8,263
10.4%
Information Services
8,018
10.1%
Utilities Assistance
4,781
6.0%
Income Support &Assistance
4,545
5.7%
Health Care
3,833
4.8%
Food &Meals
3,617
4.6%
Clothing, Personal &Household
2,796
3.5%
Legal, Consumer &Public Safety
2,785
3.5%
Transportation
2,133
2.7%
Employment
845
1.1
Volunteers &Donations
476
0.6/a
Other Government/Economic Services
417
0.5%
Disaster Services
398
0.5%
Education
363
0.5/a
Arts, Culture &Recreation

Totals
99
79,217
0.1
100.0%
~;
COUNTIES AVAILABLE FOR SERVICE
# Unassigned Countied
<:; Counties Assigned Service Provider
ASSIGNED COUNTIES WITH SERVICE
><Assigned Counties Without Service
~: Counties With Available Service
POPULATION WITH SERVICE
:::Uncovered Population
:i~ Population Covered By Service
~"
__
CALLS ANSWERED/MISSED
~>
N Cails Missed
i"s Calls Answered
'~
2-1- .Implementation Status as of 2-11--15
Legend
AMT
Path Current
Path Planned
Path Assigned not current or planned
Quad Cities
St. Louis
.Unassigned
Contact Inormation anon-emergency)

AMT
309-999-4029
Path
888-865-9903
Quad Cities
563-355-930
St. Louis
3Z4-421-4635
;4$.:
Sender:
Sent:
Recipient:
Subject:
sean.rapelyea <
Friday, July 10, 2015 4:36:08 AM
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:
Tarrah Cooper <

Friday, July 10, 2015 12:24:31 PM
Doc's Kid <mayor_re@rahmemail.com>
WVON Interview now at 8 AM
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:
Friday, July 10, 2015 4:09:27 PM

Re: Lets do this!
Similar to your deal

If unions pay more into their pension funds, AND,retire later we increase property and income
taxes. If not,
bankruptcy
Thanks
David
Sent from my iPhone
Note: for work related emails use dherro(cr~,harrisassoc.com
On Jul 10, 2015, at 10:31 AM,Rahm Emanuel <mavor re(cr~,rahmemail.com> wrote:
What are you saying
Sent from my iPhone
On Jul 10, 2015, at 8:27 AM,David .
wrote:
Everyone pays something: higher property and income taxes.....

IF they retire later and pay more into their pensionsOR bankruptcy!
http://chica~o.suntimes.com/news/7/71/758126/emanuel-warms-rauners-catchpension-bill-bankruptcy-provision
Thanks,
David Herro
please use:
Dherrona,harrisassoc.com for work related emails
Notice: It's OK to print this e-mail. Paper is a plentiful, biodegradable, renewable,

recyclable, sustainable product made from trees. Producing paper and other forest
products utilizes a renewable natural resource and provides jobs and income for
millions of Americans. Thanks to improved forest management, we have more trees in
The USA today than we had 100 years ago.
`:
Sender:
Sent:
Recipient:
Subject:

Friday, July 10, 2015 5:42:07 PM
Sean Rapelyea
>
Re: Hourly Count
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...
Sent fmm my Sprint Samsung Galaxy S~ 6.
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:
Sean Rapelyea <

>
Saturday, July 11, 2015 4:33:37 AM
Rahm Emanuel <emanuel.rahm gmail.com>
Fwd: Hourly Count
Day totals.
----------Forwarded message ---------From: S Toia <SToia@illinoisrestaurants.org <mailto:SToia@illinoisrestaurants.org> >
Date: Friday, July 10, 2015
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
Re: Hourly Count
2013 was last year with full Saturday.
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%
Sent from my iPhone

On Jul 10, 2015, at 6:25 PM,Rahm Emanuel <ma~or re(a~rahmemail.com> wrote:
We ahead
Sent from my iPhone
On Jul 10, 2015, at 6:13 PM, Sean Rapelyea <
----------Forwarded message ---------From: S Toia <SToia(a~illinoisrestaurants.org>

Date: Fri, Jul 10, 2015 at 6:11 PM
> wrote:
To: Sean Rapelyea <
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
Fwd: Taste Hourly Count
Up 7.82% from last year for the week.

Sunday totals were up 18.82% from last year.
Good music talent and weather make this thing work.
Sent from my iPhone
Begin forwarded message:
From: S Toia <SToia(a,illinoisrestaurants.org>
Date: July 12, 2015 at 11:05:19 PM CDT
To: Sean Rapelyea <
Subject: 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
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.
From: Brad Keywell [brad@lightbank.com]

Sent: Tuesday, July 14, 2015 9:12 AM
To: Spielfogel, David; Jessica Malkin;'emanuel.rahm@gmail.com'
Subject: 3pm
Let's take off at 3 -we'll have car pick us up at st regis at 245 and be at Jerome at 250. That
work?
: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
2015 9:27 AM,"Rahm Emanuel" <mayor_re@rahmemail.com <mailto:mayor_re@rahmemail.com>
On Wednesday, July 15, 2015, Victoria Watkins <

<mailto
> wrote:
Mayor,
I spoke with Kotowski. He will be fine, but wants a verbal commitment from you that you will help with his
gun dealer licensing bill. He wants the City in front of the issue.
847-
<te1:847
>
.~rt5r.
Sender:
Sent:
Recipient:
Subject:

paul levy <
Re: Sunday night El train ride into city
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:
Clothilde Ewing <

>
Thursday, July 16, 2015 3:08:20 AM
Re: Babson College Releases 2015 Progress Report on Goldman Sachs 10,000 Small
Businesses
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
From: "Powell, Dina" <dina.powell@gs.com <mailto:dina.powell@gs.com> >

To: "'mayor_re@rahmemail.com <mailto:mayor_re@rahmemail.com> "' <mayor_re@rahmemail.com
<mailto:mayor_re@rahmemail.com> >
Subject: Babson College Releases 2015 Progress Report on Goldman Sachs 10,000 Small Businesses
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
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.
E-mail messages may contain computer viruses or other defects, may not be accurately replicated on other
systems, or may be intercepted, 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 http://www.gs.com/disclaimer/afg/ for
important information regarding this message and your reliance on information contained in it.
Sender:
Sent:
Recipient:
Subject:

Dold, Bruce <bdold@chicagotribune.com>
Re:
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:

Abby Hall
;Kelley Quinn <
Re: RE: RE: Re:
>
Work with Abby copied in two weeks

Sent from my iPhone
On Jul 16, 2015, at 1:43 PM,Dold, Bruce <bdold(a,chicagotribune.com> wrote:
Sure, name the date.
................................................................................................................................................................................................................................................
.......... .
From: Rahm Emanuel fmailto:mayor reCa~rahmemail.com]
Sent: Thursday, July 16, 2015 1:39 PM
To: Dold, Bruce
Subject: Re: RE: Re:
Lunch soon
Sent from my iPhone
On Jul 16, 2015, at 1:38 PM, Dold, Bruce <bdold@chicagotribune.com> wrote:
Will do. Thanks for the time.
..........................................................................................................................................................................................................................
From: Rahm Emanuel fmailto:mavor re@rahmemail.coml
Sent: Thursday, July 16, 2015 1:35 PM
To: Dold, Bruce
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:
Paula Wolff <paula@iljp.org>

Friday, July 17, 2015 8:48:41 PM
2 minutes
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:
Brendan Reilly <

>
Re: Emanuel's TIF plan a step in right direction -Chicago Tribune
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
7.
>
> In Europe cn it wait until the following week

>
>
On Jul 17, 2015, at 5:19 PM,Brendan Reilly <
wrote:
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.
Hope all is well.
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
t products
managed/advised by GCM Grosvenor-affiliated entities.
~à=
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
agreements or applicable legal privileges, including privileges protecting communications between
attorneys
and their clients or the work product of attorneys. If you are not the named addressee, or if this e-mail
has been
addressed to you in error, please do not read, disclose, reproduce, distribute, disseminate or otherwise
use this
message or any of its attachments. Delivery of this e-mail to any person other than the intended
recipients is not
intended in any way to waive privilege or confidentiality. If you have received this e-mail in error,
please alert
the sender by reply e-mail; we also request that you immediately delete this e-mail and any attachmen
ts.
Grosvenor Capital Management, L.P., GCM Customized Fund Investment Group, L.P. and their
affiliated
entities (collectively GCM Grosvenor) reserve the right to monitor all e-mails through their networks.
GCM
Grosvenor gives no assurances that this e-mail and any attachments are free of viruses and other harmful
code.
Sender:
Sent:
j Recipient:
~~,1
Subject:

Sunday, July 19, 2015 5;18:35 PM
Henry J. Feinberg <
>
Re: New California Law Would Secure Local GO Holders in Bankruptcies-Bond Buyer7/17/15
Forwarding to my CFO
Sent from my iPhone
On Jul 19, 2015, at 10:06 AM,Henry J. Feinberg
> wrote:
Michigan has done it, now California has done

it, what is the holdup in Illinois
By securing a "right of 1st lien" for buyers of
their states' General Obligation debt,
Q
Michigan and California have made their GO

Bonds much more marketable and therefore
they pay much lower interest rates to borrow ~
saving ~100s of Millions if not Billions over the
life
of their Bonds.
In recent weeks, Chicago has massively
overpaid on debt deals because this statute
was not in place.
Illinois and mostly every Municipality and
virtually every other entity that issues taxable
and tax free debt
in Illinois would benefit substantially.
New California Law Would Secure Local GO

Holders in Bankruptcies
by Kvle Glazier
JUL 17, 2015 3:24pm ET
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:

Sunday, July 19, 2015 5:18:46 PM
Carole Brown <
Fwd: New California Law Would Secure Local GO Holders in Bankruptcies-Bond
Buyer-7/17/15
Sent from my iPhone

From:"Henry J. Feinberg" <
Date: July 19, 2015 at 10:06:42 AM CDT
To: "'Henry J. Feinberg"'
Subject: New California Law Would Secure Local GO Holders in Bankruptcies-Bon
d Buyer7/17/15
Michigan has done it, now California has done

it, what is the holdup in Illinois?
C
By securing a "right of 1st lien" for buyers of

their states' General Obligation debt,
Michigan and California have made their GO
Bonds much more marketable and therefore
they pay much lower interest rates to borrow $
saving $100s of Millions if not Billions over the
life
of their Bonds.
In recent weeks, Chicago has massively
overpaid on debt deals because this statute
was not in place.
Illinois and mostly every Municipality and

virtually every other entity that issues taxable
and tax free debt
in Illinois would benefit substantially.
New California Law Would Secure Local GO

Holders in Bankruptcies
by Kyle Glazier
JUL 17, 2015 3:24pm ET
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:
Lynn Lockwood <

Monday, July 20, 2015 2:46:17 PM
mayor_re <mayor_re@rahmemail.com>;Jasmine Magana
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:
Recipient:
Subject:
Attachments:
CAROLE BROWN <

Monday, July 20, 2015 4:32:02 PM
Fw:
Chicago Moodys Precis Report 20 Jul 2015.pdf
Moody's Precis Report on the Chicago Economy. It is generally positive.

Sent from my personal email account.
Carole Brown
On Monday, July 20, 2015 11:29 AM,"Brown, Carole" <Carole.Brown@cityofchicago.org> 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.
~~
ECONOMIC &CONSUMER CREDITANALYTICS
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
'2.9
3,404.5
?'5 Q
398.6
404.2
412.0
4143
"Q.4.
;:1,4
"]9
':':D,B
..
3,372 0 3,417.2 3,468 3 3,526 4
-1 Q
10.2 ........10.6
a 5..
1.3
58.5
SZ2
,7,234.7
;7,269.4
..
0.4
0.4
28
;i3
1.5
__ ~ I"
Recent Performance. Chicago-Joliet-Naper- led, not followed, Cook County

and the metro
villehas resumed its ascent after a shaky start to division. Some of the growth has come
at the
the year.The job market has strengthened appre- expense of outlier counties. Moreover, even
Cook
ciably over the last six months,though manufac- County disappointed with no population
addituring and housing have lagged badly during the tions last year after fouryears of steady,
modest
recovery. Among the country's 10 largest metro gains. The influx of younger workers downtown
areas, CHI has been the slowest to improve, ac- will continue as long as the roster of
high-tech
cording to the Moody's Analytics business cycle startups expands. Most venture capital funding
in
tracker. Also, forward-looking indicators such as Illinois gets funneled into CHI, and the
value of
the private workweek and temporary employ- deals is the highest since the dot-com bust.
Since
ment are downbeat, and the labor force is once Motorola and other bigtech names are nowwellagain contracting.
established downtown, startups will play a bigger
Professional services. The metro division role in growth. If capital were to dry up and
techshould get just enough support from its core driv- related hiring to slow,the hit downtown would
be
ers to Improve expansion. Speciflcatly business/ significant, especially for multifamily real
estate.
professional services will be the only major indusFiscal duress. CHI's fiscal problems are its
try to keep pace with the nation in job creation biggest challenge. The mayor has won
approval
thanks to an explosion of tech-related hiring of a bill that would lower the city's immediate
downtown. The additional high-paying jobs are pension obligations by stretching out the
time it
behind stronger growth in retail and other ser- has to pay off old debt, saving about $200
mi!vices. Leisure/hospitality has also benefited, but lionfor the 2016 city budget. However,the
meaits recovery began earlier and has meant more to sure has yet to be signed into law by the
goverCHI because of increased tourism. More conven- nor,and the pension payment CHI is on
the hook
tiontraffic and the high dependence on business for in 2016 is more than twice the $300
million
travel will help safeguard against fewer overseas it had to contribute this year. The mayor
wants a
visits, which rose by only 1% in the Windy City new casino to help make up the difference,
but
last year and are at risk from the strong dollar.
Cook County has already raised its sales tax, and
Financial services and logistics will be less po- the prospect of higher property taxes in
the city
tentbut will nonetheless offer support as well. As will hurt investment.
legal expenses come down and revenue in core
Chicago-Joliet-Naperville w(ll muddle
units improves, banks such as JPMorgan will stop through the summer,but growth should
pick
reducing headcount. Insurers such as Allstate, up in 2016 as private industries broaden
and
which has been doing a betterjob assessing risk strengthen. The public sector will be
a sore
than its peers, will benefit from an aging popula- spot,and the city's shaky finances are
its bigtion and rising asset prices. Finally, transporta- gest risk. Longer term, a huge talent
pool of
tion and warehousing will face pressure from skilled workers,world-class universitie
s, and
tepid foreign demand, but domestic demand is an airport with direct connections around
the
improving and the industry is adding capacity.
globe give CHI an advantage over the rest of
Uneven growth geographically. CHI's re- the state and other parts of the Midwest.
vival will run through downtown, with the jobs
Aaron D.Smith
1-8G6-275-3266
boom spreading only so far. The urban core has fu/Ie 2015
help~conam~ccom
421.7
'' b$
3,5779
>.1 S
...10.1
9.3
9.2
d.7 .
!.11.. ' 16
SZ2
59.1
60.0
7,.293.4
J,317,5 7,338.9
_..
03
0.3
03
7.1
i 3.7
61.7
7,343 6
0.1
X191 '
163
Gross metro product(C09$ bil)

%:' %'change
Total employment(ths)
__
': 96 chaye
429.1
442.0
453.5
464.3
472.4 479.0
77':. 30 i<
26:<:.
74>
1.8:
74
3 633.0 3 698 S 3,768.1 3,817.5 3 843.7 3,854.7
15 :::
Unemployment rate(%)
Personal incomegrowth ('ia)
Median household income($ ths)
Populatitin (ths)
%change
18 .i _. 1.9 ;
L3 <
O7 >
!ll.~
6.0
5.6
5.3
5.2
5.4
5.5
A.d <'
62 ;
6.k ;>
5.7 i
A.2:;:
3::f
63.8
66.2
69.1
72.0
74.4
76.4
;:7,352.6 "7,370.3 7,391.7 '' 7,413.8 ` 7435.3 7,454:7
_.
0.1
0.2
0.3
0.3
03
0.3
-z2 5
-18.8
'-20.6
2,124
2,427
-34.2
.,_
Net migration (ths) ?.
2,169
3,120
4,090
4,435
-30,8 ;. -,2z.x .
-1~9 :I
:'i81 '< ,18.9 '" 20:8
i nto.. .Z 36~
175.6
163.0
Single-family permits(#)
Z8S5
152.9
3,390
2,954
3;127
148.7
d~78z
1513
6;87
159.8
Mul~itami~ype~mits(#):;
FHFA house price(1995Q1=100)
8~54~
165.9
S~~dB :
169.7
3,251
X736 >
4,322
5,530 7,434
z~aD6 :; 1,8Z6 : < x,579
176.0
181.0
186.1
192.8
MOODY'S ANALYTICS / Pr~cism U.S. Metro / Midwest /June 2015
PRECIS U.S. METRO MIDWEST ~~'~~ Chicago-Naperville-Arlington Heights IL
PRECISE U.S. METRO MIDWEST '~ Chicago-Naperville-Arlington Heights IL

~
TOP EMPLOYERS
Advocate Health Care System
18,556
University
of chica&.........................................16 025
..
...
JPMor&an Chase & Co
................................... 15 015
Northwestern
Healthcare ................ 14 550
....Memorial
.....................
Welgreen Co:...............................................
.......
........ 1a sZs
United
Holdin.8s Inc
14 000
.. Continental
.......................
AT&T
...................................................................... 13.000
Presence Health
11279
ChicagoTransit~Authoritx~,y.
.
,~,~~ n.M
11 031
University of Illinois
10100
Abbott
Laboratories
....... ..
.................................... 10,Ooo
......
Jewel Osco stores
..............w.....,............... 9,572
Northwestern
9265
.........Unrversl
.....~,Y.
Health Care Service Core,
9 000
......................
AmerkanAirllne...........
s
8,700
Rush University Medical,Center.............................. 7,755
AUstatelnsuranceCo
7,759
Wal-Mart Stores.......................
lnc
7,620
.......................
......................................
Archdioceseof
o
7,376
.......................Chica
........C.........
.................... .....
Exelon
..... Co
,.................... .7,052
__ .
Source: Craln's Chicago, 2075
~ .
INDUSTI~IAL'DIVERSITY
Mose Diverse (u S.)
~.00
~~
o ao s y
#
t{
0,60:
~
:.:
...:,,:.,
~~~~'~~~'~'
0.40 ~
,;,..,,
~"~%3
~ 20 '
~',~ ~,;~f''~
;~ .`,z ~
~Z z z~.
0~
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.
~o~,~
,,
' ..
:;~:'::.:i:[:[~[:
''`""'~"'
``''"
...:....:....
,,,~.,~>,.>,.,.,.>
':
bUq
~
"^.:.,'~',"::.^.~
:..,.::; :.~:.
Gogo
:.
>
..:.::...:::...:.:
r;
s~
{'`"~''~~r"%
ao/
PUBLIC
Federal
44,395
State
.........................................
................ 41,683
...
Local
332.639
2014
2o';s'
`
.i ,. " .,,~
v:
0%
- ---"' ~;:v
'''"'
,,
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
COMPARATIVE EMPLOYMENTAND INCOME

NET MIGRATION,#
Average AnnualEarnings
CHI
IL
U.S.
CHI
IL
U.S.
.;
,~
0:
:<
0.296
MInIn~......................................................0,096
0.696
562898
.'.~.'. . .J, l.f,
$46,556 5103,753
~<:c~<,~F.c ;;;;?,!f;< sr> <si%
-5,000'E'#
.,>:
Construction ........................
3.2%
3.4% ........................
........................
4.4%
$75 525 ............r...........
........................
$66 809 $60,444
........................
................f.......
~`~"" ~ r`:~~~?'`:~>
::;.::.::.
-10.000:;':
,<.;::.:
..
..............
'..,>~
Manufacturin .......................................... 8%............9.9%..,......8.8
'"
;~ x~^';~'~'
c:i
ri>~:iz'
::
<~
.....................~.
~:
9!0.................~83,Q35.......$83,639......577051.
-15,000'.'
: i~ "'~;:;x' ~"'' ~ n~'c~~};
Durable
57.7%........... 601%
........................................................................
63.1% ........................nd
581,256
$78,697
........................
-20,000->;:. ~ ~'
...........................................
~v~>
':~'i:'::>r::
Nondurable
42.3%
39.8%
36.9%
nd
$87243
74,316
-25 000
,....
`~$'~'$~3
Transportatloo/UtfUtles
,
t
.
;
,
:
5 0k
4.696
37%
:~:
~
$66169. $65120
~
$64
!339
<'.,:<3:
:<
-30 000
~'",
WholesaleTred.....................
.....................
e
.....................
5.3%
.....................
5.1%
.....................
41'0 .........................s96~247.......$90~282....581 024
-35000-f; .
Retail Trade ........................
9.8%
10.3% ........................
11.1%
........................
$34,88 ........................
........................
$32,889 ...............
$33,130
........................
-40,000 '~"'' f
...:....................
""(
"''i
"' i
Information
;
046........................
1.7% ........................
...... ...............................................2
2.09'a
5103346
$88,897
5X 102.915
..............
e......................
.......................
11
12
13
14
FinanclalActivitles.,...,~~x
V 70% ._ _..6,3%....,.M. 5:7%....,._ .... $.68,104 ._,.:
557,356..,.552,549.
Prof. and .........
Bus Services
18:6%........................
15.6% ........................
13.7%
$79
259
$71
588 $64145
.....
..s.......
.........
............
Educ. and Health Services
2011
2012
2013
15;796,,..,,,,,..15;1%,,,,.,.15:
2014
4%.................$52,967,.,..,..$51A377,.,,.$51,580
Leisure and Hosp Services
Domestic
_42,371 -40,514 -40,294 -58,428
9 596
9
5%
6%
10
$28
778
$25
485
$24
893
......
.......
.....
........
........
.......
............
Other Services
Forei n
21,778 21,354 23.951
4.4%
24.185
4396
........
4.0%
....
......................................
....
.......g................................................
.................. ~S40t714.......$37~532.....$35~425,
..
............................
Government
Total
-20,593
-19,160
........................
-16,343 ..............
11.7%
........................
-34,243
.......
14.19'0
...,.
........................
..................vM.._....,......
795
5X 81,.._
506. ~,. $74,426
. 572,104
.
.........,15.,......,...,,..._......
...
_
,..
Sources: Percent oftotal employment-BLS,Moody'sAnalytics, 2013,Average annual earnings-BEA, Moody'sAnalytics,
2013
Sources IRS(top), 2011,Genius Bureau, Moody'sAnalytics
Sector
li;.:
~s.
"/o ofTotalEmployment
~~
STNS
52
47..
...............................
.......,,,,....,... ..
..
'"`
.>...
:'~..~
yy:r.
~YYY.`::.
~'
oa
......... ;: ~. .-~.~~.....................
.......,..
.,...........,,,
:::
.:..;,,
~~:~'
~
32
''
03 04 05 06 07 OS 09 10 11 12 13 14
;;:;:
>
:::
... _ .....,.
........................
.....
Sources:BfA, Moody'sMalytics
37-
30
HIGHTECH
EMPLOYMENT
Location Emplo aas

NAICS Industry
Quotient
tths)
Ths i %offotal
5511 Managemenraicampanies&enrerpnses
14
74
1.4
fi2.Q
CHI
V hn15 Computer systems desl~n &related srvcs.
170 9
AB
5416 M mnt snenUfic&techniwlconsult srvcs. 1.9
59.1
u 5. 6;ss3 6
5221 :'I A~........~Y.........
4.7
os~ta cr~dtt mtermediatidn
~3
59 G
... ....:..... .
GVL LacalGovemmen[
1.0...
337.8
...
...
HOUSING-RELATED
o 6221 General medical andsur~kalhospitals
1.2
137.1
.....
F
6113
es univenitfes &prof schools
EMPLOYMENT
_ _ ColleB...~..
1J
71.8
[ateGovemment
41.7
_ 03
_..
Ths
%oftotal
...
..................
7225 _ RestaUiants and other eagng places
09
220.8
__
CHI
309 5
5613
86
Employment
services
3
1~
746.9
""
""""
"""" ~ aas~ Grocery stores
10
~5 3
US
12,7579
92
5617 Services to buddln sanddwellin s
11
SA9
B.
Source: Moody'sAnalytics,2014
Source: Moody'sAnalytics, 2074
MOODY'S ANALYTICS / Pr~ciso U.S. Metro / Midwest /June 2015
About Moody's Analytics

Economic &Consumer Credit Analytics
Moody's Analytics helps capital markets and credit risk management professionals
worldwide respond to an evolving marketplace with ~~~;_>r-~fidence. Through its team of
economists, Moady's Analytics is a leading independent provider of data, analysis,
modeling and forecasts on national and regional economies, financial markets, and
credit risk.
Moody's Analytics tracks and analyzes trends in consumer credit and spending, output and income, mortgage activity,
population, central bank behavior, and prices. Our customized models, concise and timely reports, and one of the
largest
assembled financial, economic and demographic databases support firms and policymakers in strategic planning,
product
and sales forecasting, credit risk and sensitivity management, and investment research. Our customers include
multinational
corporations, governments at all levels, central banks and financial regulators, retailers, mutual funds,financial
institutions,
utilities, residential and commercial real estate firms, insurance companies, and professional investors.
Our web periodicals and special publications cover every U.S. state and metropolitan area; countries throughout
Europe,
Asia and the Americas; the world's major cities; and the U.S. housing market and other industries. From our offices
in the U.S.,
the United Kingdom,the Czech Republic and Australia, we provide up-to-the-minute reporting and analysis on
the world's
major economies.
Moody's Analytics added Economy.com to its portfolio in 2005. Now called Economic &Consumer Credit Analytics, this
arm is based in West Chester PA, a suburb of Philadelphia, with offices in London, Prague and Sydney. More information
is
available at www.economy.com.
..........................
....................................................
....................................................
....................................................
...........................................................................................................................................................................
.................
O 2015, Moody's Corporation, Moody's Investors Service, Inc., Moody's Analytics, Inc. and/or their licensors and affiliates
(collectively, "MOODY'S").
All rights reserved. ALL INFORMATION CONTAINED HEREIN IS PROTECTED BY COPYRIGHT LAW AND NONE OF SUCH
INFORMATION MAY BE
COPIED OR OTHERWISE REPRODUCED, REPACKAGED, FURTHER TRANSMITTED,TRANSFERRED, DISSEMINATED, REDISTRIBUTED
OR RESOLD, OR
STORED FOR SUBSEQUENT USE FOR ANY PURPOSE, IN WHOLE OR IN PART, IN ANY FORM OR MANNER OR BY ANY
MEANS WHATSOEVER, BY
ANY PERSON WITHOUT MOODY'S PRIOR WRITTEN CONSENT.All information contained herein is obtained
by Moody's From sources believed by
it to be accurate and reliable. Because of the possibility of human and mechanical error as well as other factors, however,
all information contained
herein is provided "AS IS"without warranty of any kind. Under no circumstances shalt Moody's have any liability
to any person or entity for (a) any
loss or damage in whole or in part caused by, resulting from, or relating to, any error (negligent or otherwise) or
other circumstance or contingency
within or outside the control of Moody's or any of its directors, officers, employees or agents in connection with the procurement,
collection,
compilation, analysis, interpretation, communication, publication or delivery of any such information, or (b) any direct,
indirect, special. consequential,
compensatory or incidental damages whatsoever (including without limitation, lost profits), even if Moody's is advised
in advance of the possibility of
such damages, resulting from the use of or inability to use, any such information.The financial reporting, analysis,
projections, observations, and other
information contained herein are, and must be construed solely as, statements of opinion and not statements
of factor recommendations to purchase,
sell, or hold any securities. NO WARRANTY, EXPRESS OR IMPLIED, ASTOTHE ACCURACY,TIMELINESS, COMPLETENESS
, MERCFIANTABILITY OR
FITNESS FOR ANY PARTICULAR PURPOSE OF ANY SUCH OPINION OR INFORMATION IS GIVEN OR MADE BY MOODY'S
IN ANY FORM OR
MANN ER WHATSOEVER. Each opinion must be weighed solely as one factor in any investment decision made
by or on behalf of any user of the
information contained herein, and each such user must accordingly make its own study and evaluation prior to
investing.
Sender:
Sent:
Recipient:
Subject:
CAROLE BROWN
Monday, July 20, 2015 8:21:04 PM
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
Carole Brown
On Monday, July 20, 2015 12:25 PM, Rahm Emanuel <mayor re cLDrahmemail.com> wrote:
What do they say plus vs minus

Sent from my iPhone
On Jul 20, 2015, at 6:32 PM, CAROLE BROWN <
> wrote:
Moody's Precis Report on the Chicago Economy. It is generally positive.

Carole Brown
On Monday, July 20, 2015 11:29 AM,"Brown, Carole" <Carole.BrownCcD_citvofchicago.org> 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.
<Chicago Moodys Precis Report 20 Jul 2015.pdf>
,,: tk~:
Sender:
Sent:
Recipient:
Subject:

Wednesday, July 22, 2015 7:06:20 AM
Alexandra Holt <
NYTimes: Labor and Employers Join in Opposition to a Health Care Tax do
municipalities get affected
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
~.'';,_
~"
Sender:
Sent:
Recipient:
Subject:
Attachments:

Cullerton, John J. <JCullerton@thompsoncoburn.com>
Re: Districts Cash On Hand
image002.gif;image004.png;image005.jpg;image006.png
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
From: Richards, Kristin [mailto:KRichards@senatedem.ilga.gov]

Sent: Monday, July 20, 2015 4:22 PM
To: Cullerton, John J.
Subject: Districts Cash On Hand
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 of low-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).
Illinois Senate Democratic StafF

<image003.png>
The mission of the Illinois Senate President's Staff is to provide the best possible service and professional expertise to members of
our caucus. We seek to empower our senators to advance the values of the Democratic Party and to provide the best possible
service and representation to the people ofllllnois.
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.
<Copy of Districts DCOH 7-20-15 (4).~sx>
Sender:
Sent:
Recipient:
Subject:
Clothilde Ewing <

Re: Districts Cash On Hand
On Wed, Ju122, 2015 at 3:27 PM,Rahm Emanuel <mayor_re@rahmemail.com

Sent from my iPhone

On Ju122, 2015, at 10:26 PM,Clothilde Ewing <
<mailto
> > wrote:
On Wed, Ju122, 2015 at 3:23 PM,Rahm Emanuel <mayor_re@rahmemail.com

.;, <mailto:mayor_re@rahmemail.com> > wrote:
Sent from my iPhone

On Ju122, 2015, at 10:08 PM,Clothilde Ewing <
<mailto
> > wrote:
Thank you!
On Wed, Jul 22, 2015 at 3:03 PM,Rahm Emanuel <mayor_re@rahmemail.com

Sent from my iPhone
From: "Cullerton, John J." <JCullerton@thompsoncoburn.com <mailto:JCullerton@thompsoncoburn.com> >

Date: July 22, 2015 at 10:01:51 PM GMT+2
To: KAHN EMANUEL(emanuel.rahm@gmail.com <mailto:emanuel.rahm@gmail.com> )"
<emanuel.rahm@gmail.com <mailto:emanuel.rahm@gmail.com> >
Subject: FW: Districts Cash On Hand
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.:
From: Richards, Kristin [mailto:KRichards@senatedem.ilga.gov]

Sent: Monday, July 20, 2015 4:22 PM
To: Cullerton, John J.
Subject: Districts Cash On Hand
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).
Illinois Senate Democratic Staff
<http://www.facebook.com/IllinoisSenateDemocraticCaucus>
=~
Sender:
Sent:
Recipient:
Subject:
Brendan Reilly <

CoS
Nice pick on Chief of Staf Congrats.

Brendan Reilly
Alderman, 42nd Ward
From: Mc Carthy, Garry F.[garry.mccarthy@chicagopolice.org]

Sent: Sunday, July 26, 2015 12:44 PM
To:'mayor re@rahmemail.com'
Subject: 2 otherthings
We will be closing the amari brown murder(7 year old) probably tomorrow. The circumstances
are directly tied to the fathers actions in maintaining discipline in his organization and retaliation
against him. Also, we had a police shooting (non fatal, gun recovered)in 7 last week that resulted
in protests from Hal bask in and jediah brown. It seems to have passed. Sent from my iPhone
Sender:
Sent:
Recipient:
Subject:
clothilde.ewing <
Sunday, July 26, 2015 12:24:36 PM
Re: NYTimes: Higher Wages, Great! But How to Enforce?
Sent from my iPhone

> http://www.nytimes.com/2015/07/26/sunday-review/higher-wages-great-but-how-to-enforce.html?
smprod=nytcore-ipad&smid=nytcore-ipad-share
> Cities are telling businesses to pay more, but now they have to figure out how to make that happen.
> Sent from my iPad
Sender:
Sent:
Recipient:
Subject:
Mike Faulman <

Monday, July 27, 2015 12:03:30 PM
Fwd: Fw: Weekend Summary
----------Forwarded message ---------From: Faulman, Mike <Mike.Faulman@cityofchicago.org <mailto:Mike.Faulman@cityofchicago.org> >

Date: Monday, July 27, 2015
Subject: Fw: Weekend Summary
To: "
>"<
From: Rountree, Janey

Sent: Monday, July 27, 2015 6;53:40 AM
To: Bennett, Kenneth; Brian Thompson; Castro, Veronica; Collins, Adam; Cooper, Tarrah; Ewing, Clothilde;
Faulman, Mike; Fischler, Matt; Ha11, Abby; Hill, Kathleen; Iweagwu, Tony; Magana, Jasmine; Negron,
Michael; Quinn, Kelley
Subject: Weekend Summary
DO NOT USE PUBLICLY
Per CPIC notification
~'
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 1 l: 2 murders; 1 shooting incident, 3 victims
For the early morning hours of Monday, July 27th there have been 5 shooting incidents in the following
districts:

Weekend Summary: For the 72-hour period from Friday, July 24 through Sunday, July 26 there were 33
shooting incidents and 7 murders in the following districts:

District 10: 2 murders; 3 shooting incidents, 3 victims
District 11: 2 murders; 2 shooting incidents, 4 victims
District 15: 1 murder; 1 shooting incident, 1 victim
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.
MT'F
(~f~.~
.~-~
~:
Sender:
Sent:
Recipient:

Monday, July 27, 2015 1:58:34 PM
Senatorkirk@gmail.com
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:

Monday, July 27, 2015 1:59:51 PM
2008durbin@gmai1.com
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:
Monday,July 27, 2015 8:47:12 PM
Recipient:
Subject:
RE: union station
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
From: Mark Kirk <senatorkirk@~mail.com>
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:

Monday, July 27, 2015 9:47:06 PM
Mike Faulman <
Jasmine Magana
>;Veronica Castro
>;Abby Hall
Subject:
Fwd: 500 Healthcare Executives Need to be Welcomed To Chicago by our Mayor!
October 12th 30 minutes
Attachments: 20150701 2015 OWHIC Summit Brochure.pdf
----------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>
Facebook <http://../../../../Documents/The%20Launch/facebook.com/pages/livongo> ~ Twitter

<https://twitter.com/livongo> ~ Our Story <http://youtu.be/wDgljOzVyA>
~w.~
"Innovation Begins By Starting Something New"
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> .
N JUST 2.5 DAYS YOU CAN EXPECT

Cross-industry representationofthefull
ecosystem of players in a converging market
Rich dialogue and idea sharing amongst a

hand-selected audience of500senior leaders
that are empowered to drive change
Carefully curated speakers and apurpose-built

agendacentered around Health Market 2.0
Hands-on and practical- every tal k, every

workshop,is based on real-world experience
An opportunity to experience transformative

healthcare through lmmersiontours and
experiential exhibits
CONFIRMED SPEAKERS
Mary Brainerd
President and CEO, Health Partners
Shawn Leavitt
Senior Vice President of Global Benefits, Comcast
Rushika Fernandopulle, MD,MPP

Co-Founder and CEO,lora Health
Harry Leider, MD,MBA

Chief Medical Officer and
Group Vice President, Walgreens
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
HEALTH MARKET 2.0 REPRESENTS THE SINGLE

BIGGEST SHIFT IN VALUE IN OUR LIFETIMES
Today's leaders, both at incumbent organizations and new players, must navigate the path to get to
Health Market 2.0.The 2015 Health Innovation Su mmit specifically addresses:
Trulydisruptive Innovation
and how to harness it
within the context of
broader transformation
Lessons learned both in failure

and successfrom incumbents
and new entrants making
an impact
The leadership imperative and

how to create a cu Iture that
embraces innovation
FOUR FORCES SHAPI NG H EALTH MARKET 2.0
THE LEADERSHIP
IMPERATIVE
POPULATION HEALTH &
Leading through uncertainty using

lessons from the unencumbered
innovatorand robust incumbents
The evolution ofvalue-based health

and wellness ecosystems and the new
`frontdoor'to health
THE EMPOWERED
CONSUMER
PRECISION MEDICINE &

THE NEW SCIENCE
The patient-to-consumer revolution

and how the consu mer tech attack
is changing everything
Big data and precision medicine,and

how the personalization itdriveswill
upend traditional medicine
AGENDA
MONDAY,OCTOBER 12,2015
Registration
1:00-6:OOpm
Immersion Tours
2:00-5:OOpm
Welcome Reception and Cocktails
6:00-8:OOpm
TUESDAY,OCTOBER 13,2015
Breakfast
7:00-8:OOa m
Main Stage Program, Experiential Exhibits and Executive Sessions
8:00-5:OOpm
Executive Networking Reception
6:00-7:30pm
Dinner and Keynote Address
7:30-9:OOpm
WEDNESDAY,OCTOBER 14,2015
Breakfast
7:00-8:OOa m
Main Stage Program, Experiential Exhibits and Executive Sessions
8:00-3:30pm
Closing Keynote Address
3:30-4:30pm
EXPERIENCES
EXPERIENTIAL EXHIBITS
EXECUTIVE SESSIONS
IMMERSION TOURS
Experience the ecosystems

of Health Market 2.0 through
"living exhibits" showcasing
innovation across the country.
Attendees will walkthrough and
personally experience some of
today's most innovative models
in the shoes of a consumer,
guided by senior leaders who are
pioneering the transformation
toward Health Market 2.0.
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.
Explore how Chicago's most

innovative organizations are
transforming the health market
through on-site, interactive
tours. More information to
come as these are finalized. We
encourage you to sign up quickly
once available as these tours fill
up quickly. Tours are scheduled
for Monday,October 12 from
2-5pm CDT.
ATTENDING ORGANIZATIONS*
46% ~ ..........:.
7SECTORS
5 COUNTRIES
25 STATES
*As ofJune 2015

Attendance figures
updated regularly.
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
Bon Secours Health System
Cambia Health Solutions
Cancer TreatmentCenters ofAmerica
Capital District Physicians Health Plan
Cardinal Health
Carolinas Healthcare System
Centura Health, Inc.
Chess
Comcast Corporation
Co nnected H ealth
ConnectiCare
Consumer Driven
Cornerstone Health Care
Elation EM R
EmmiAG
Genentech
General Atlantic
GuideWell
Hanger Orthopedic Group
HCA
Health Partners
Health Care Service Corporation
Health Evolution Partners
Holy Redeemer Health System
HudsonAlpha Institute for Biotechnology
Humana
IDEAL LIFE
ikaSystems
Independence Blue Cross
IndUS Growth Partners
Integrated Healthcare Association

Intention Technology, Inc.
InterWest Partners
InVivoLink
lora Health
Janssen Healthcare Innovation
jawbone
Johnson &Johnson Inc.
Kaiser Permanente, Inc.
Lake Health
Life &Specialty Venture
LifePatch
Livongo Health
Magellan Healthcare
Maxwell Health
MedExpress Urgent Care
Medica Health Plans
Mosaic Health Solutions
Motive Medical Intelligence
Mount Sinai Health System
Novartis International AG
One Medical Group
Optum
PeaceHealth
Pfizer, inc.
Premera Blue Cross
Presence Health
Quantum Health
Rite Aid Corporation
RSA Medical, LLC
Sandbox Industries
SCOR US Reinsurance Company
Sentara Health Plans
Softheon, Inc.
Southwest Airlines
St.Joseph Health Southern California
Tennessee Oncology
Texas HealthArlington Memorial Hospital
Texas Health Resources
The Greater Buffalo United Accountable
Healthcare Network
The Lungen Group
TripleTree
Tufts Associated Health Plans, Inc.
UCB(US)
UCB S.A.
UnitedHealth Group Inc.
Valence Health
Venture Valkyrie
Walgreens Company
Walmart
Welsh, Carson, Anderson &Stowe
Wiser Together
Zipongo
us
poi
The 2015 Health Innovation Summit is an

invitation-only event where we will convene
over 500 cross-industry executives and
key influencers committed to transforming
healthcare. Pleasejoin us.
CONTACT US
If you have any questions regarding the Summit,
contact Summit2015@oliverwyman.com.
For sponsorship inquiries, please contact
Jill Adams at jill.adams@oliverwyman.com.
For marketing and media inquiries,
please contact Kathryn Weismantel at
kathryn.weismantel@oliverwyman.com.
IN 2014, ATRUE SUMMIT OF INNOVATORS

T se are the best presenters that I have
in a very long time.
Stellar conference,great idea sharing,
amazing innovation and call to action...
Now let's get started!
This is really impressive -the people
you have assembled and the attendees
are great...
It was a FABULOUS conference. R
the best I have ever attended...
SPONSORS
Oliver Wyman is grateful for the support of innovative organizations around the country that are driving
the industry's transformation to Health Market 2.0.Their belief in the mission ofthe Oliver Wyman Health
Innovation Center and the purpose ofthis Summit is immensely appreciated. Ifyou are interested in
sponsoring the event, please contactJill Adams atjill.adams@oliverwyman.com
.......................................................................................................................................................................................................................................................................
SILVER
>~s"^
~ ~
,(~ ~~i ~~'
Isla$ellan
'~'~~,~.
a, ~
.......................................................................................................................................................................................................................................................................
:A~H~
+~~
HUDSONALPHA
,J
INSTITUTE faR B1aTECNNOLOGY
`
~
~j"~
ss
'~`t'~s"~'~~
y
y~
l~i$' ~'+<o~'l ~':~
BRONZE
.x`;!33 Motive
. r:i~~
,:,;.. vi~urrt?I.
..... ,rr~:i:is~~rc^
nncssa~t~:
......................................................................................................................................................................................................................................................................
SUPPORTING
CONTRIBUTOR
~~~'~~`~~'~ ~~,~,
~`"'
~k,.::?;
..
<>..~-,~f
;: ,.~;
~..~x
:g~.
Sender:
Sent:
Recipient:
Cc:
Subject:
Kristin Groos Richmond <krichmond@revolutionfoods.com>

Tuesday, July 28, 2015 5:02:21 AM
mayor_re@rahmemail.com
Jed Smith <jed@catamountventures.com>
Re: Revolution Foods
Thank you so much Jed!

Mayor Emanuel,
It is such a pleasure to connect with you! I attended your keynote address at the NewSchools Summit and was
so impressed by your personal and professional commitment to education excellence for all students.
As led explained, we've worked hard to build Revolution Foods to be the only national provider of healthy,
fresh, delicious, all natural, affordable meals for the most food insecure students in the US (students who truly
rely on school meals as their primary source of nutrition year round). We would absolutely love to serve your
community in Chicago and see a world of opportunity to raise the bar for student impact across the board in
charters and districts. We also have a strong commitment to healthy jobs and have twice been named (by
Harvard's ICIC) as the second fastest growing inner city job creator in the US!
We are currently loving the opportunity to work with the Greater Chicago Food Depository and Kate Maehr's
team this Summer(what an amazing organization and leader!) and have received fantastic community
reviews
regarding our meals and quality of program in the 200+ sites served. We are in the process of preparing our
proposal in the bid process for the year round program.
As Jed explained, it's extremely tough for a business focused on delivering a quality, affordable program for
kids and communities to enter Chicago given the low bid environment(vs an environment where programs
can
have some autonomy to choose the best option for their stakeholders). I would truly love the chance to
connect
with you regarding the future opportunity we see to serve your incredible city and afford ALL students
access to
quality, delicious, affordable meals and the path to becoming lifelong healthy eaters!
Given the urgency of the bid cycles and our Board's investment decisions for new market expansion, I'd
love the
chance to meet at your earliest convenience.
Thanks so much for the consideration and hope you are having a wonderful Summer!
All the best,
Kristin
kristin groos richmond

founder + ceo
revolution foods
m: 415
o: 510 596 9024 x 101
visit: www.revolutionfoods.com
like: facebook.com/revolutionfoods
follow: @revolutionfoods
~,.
real food for a11T
Sent from my iPhone

On Ju124, 2015, at 12:00 AM,"Jed Smith" <Jed(c~catamountventures.com> wrote:
Good morning Rahm. As we discussed, I'm proud to introduce you to Kristin Richmond the CEO
of Revolution Foods.
In just 6 years she has built the leading innovator in food service for schools nationwide -now with
1,300 employees, delivering from 7 commissaries serving over 1.5 million meals per week to 15
metropolitan areas. 75% of our students are frdl and are now getting the benefits of truly nutritious
food as opposed to frozen, preservative laden, high sugar and salty offerings that our kids have
gotten used to.
We are price competitive in a large % of sites where we deliver our hot, fresh meals and have
recently expanded our breakfast and dinner offerings to the neediest of our country's families.
In Chicago we have a timely effort- We currently have a contract with Greater Chicago Food
depository (Kate Maehr, CEO)which is where we are co located. This contract serves 210 sites
across city. I hear that providing wrap around services/ healthy suppers to food insecure Chicago
families in the summer is a pet program of yours. As step 1 we're working on winning and
expanding this contract for the coming school year. Bid out now. We need to get the support of the
ISBE (Illinois state board of Ed)to make change to low bid environment which tends to support far
inferior nutrition to our students and families. Providing calories is one metric, but providing
nutrition to the neediest is our true goal to fight obesity and encourage better outcomes in schools.
We want to serve CPS down the line and many charters! The enormous charter growth city which
is a perfect fit for our offering.
Happy to help in any way you guys see fit.
Jed Smith
W ww.catam ountventures,com
~'"'~"'~
Sender:
Sent:
Recipient:
Subject:
Attachments:
Jim Steyer <im@commonsense.org>

Tuesday, July 28, 2015 4:29:58 PM
Rahm Emanuel(mayor_re@rahmemail.com) <mayor_re@rahmemail.com>
Chicago Event October 19th
Chicago National Digital Citizenship Week Proposal 2015 general[4].docx
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:
Sent:
Recipient:
Subject:
Powell, Dina <dina.powell@gs.com>

Mayor_re@rahmemail.com
Re:
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
..........................................................................................................................................................................................................................................................................................
From: Rahm Emanuel [mailto:mayor_re@rahmemail.com]

Sent: Wednesday, July 29, 2015 09:28 AM
To: Powell, Dina [EO]
Subject:
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
prohibited from taking action on the basis of information in this e-mail.
E-mail messages may contain computer viruses or other defects, may not be accurately replicated on other systems, or may be Intercepted, deleted or intertered
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 http://www.gs.com/disclaimer/afg/for important information regarding this message and your reliance on information contained in it.
Seider:
Sent:
Recipient:
Attachments:

Amy Rule <
AMR Painting Event.doc
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.
MAYOR'S OFFICE -CITY OF CHICAGO
DFSS Painting Event

DATE/TIME:
Thursday, July 30, 2015/ 9:30AM
START LOCATION:
6418 South Wood
MIDDLE LOCATIONS:
6208 South Wolcott and 6056 South Winchester
END LOCATION:
5106 South May
FROM:
Evelyn Diaz and Mary Ellen Messner
Neighborhood:
West Englewood
Ward:
Ward 15, Alderman Raymond Lopez
Press:
Closed Press; without media availability
Attendance:
35 youth community members/ 7 youth at each location
Format:
Stop by, Painting
Setup:
Houses
Visuals:
Houses
Attire:
Casual
Advance:
Lauren Mondry, 312.859.3151
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
MAYOR'S OFFICE -CITY OF CHICAGO

=~;
35 youth community members/ 7 youth at each location

YOU
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
.;
Sender:
Sent:
Recipient:
Subject:
Ruiz, Jesse <Jesse.Ruiz@dbr.com>

Fw: Important message from Rush Leadership
FYI--message Larry Goodman just sent to Rush Board of Trustees.
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:
Community Investment and Expansion of Rush Campus
Date: July 30, 2015

Rush has been proud to call Chicago's West Side our home for 140 years. Each and every day, we focus on how
we best can meet the evolving needs of the diverse communities we serve, whether it is through outstanding
patient care, education and research or through our community outreach. Being a community partner is not
just something we do it's at the heart of what Rush is.
With that community engagement in mind, we are proud to tell you that later today, the City of Chicago will
announce that Rush will acquire seven of the 11 acre site of the current Malcolm X College. We will acquire
the site once the college moves next year to its new location directly across the street on Jackson Boulevard.
The other four acres will be acquired by the Chicago Blackhawks to create a practice facility for the team that
also will be available to youth from throughout the Chicago area.
As you know, we have invested in our campus Transformation over the last 10 years. Now we are creating a
new master plan to guide us in reaching our strategic goals over the next decade. We need to ensure we have
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.
**************************************
"'
Sender:
Sent:
Recipient:
Subject:

Friday, July 31, 2015 6:25:50 PM
Re: RE:
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.
> -----Original Message----> From: Rahm Emanuel [mailto:mayor_re@rahmemail.com]

> Sent: Friday, July 31, 2015 12:56 PM
> To: Dold, Bruce
> Subject:
> Just read you editorial on whole foods and Starbucks. This is a big deal. One question. You said whole foods
back in 2013 got the ball rolling. That is true but half true as your page well knows. That whole project has been
something I have worked on for four years.
> Second as Howard Schultz himself noted in editorial the city has led in this effort to encourage companies to
hire disadvantage youth which is why they are kicking off the campaign here not some other city.
> While it is a great mission and worthy of editorial it does not tell the whole story of why Chicago of all places.
Sender:
Sent:
Recipient:
Subject:

Sunday, August 02, 2015 11:16:19 PM
david spielfogel
Re: Introduction
Thanks
Sent from my iPhone
On Aug 2, 2015, at 6:15 PM,david spielfogel <
> wrote:
Just talked to Koch about it. Moving.

On Aug 2, 2015 6:05 PM,"Rahm Emanuel" <ma~or re(a,,rahmemail.com> wrote:
Street light rfp
Sent from my iPhone
On Aug 2, 2015, at 5:58 PM,david spielfogel <
> wrote:
Actually know him. Will reach out

On Aug 2, 2015 5:54 PM,"Rahm Emanuel" <ma, oy r_re(c(~rahmemail.com> wrote:
Sent from my iPhone
From: Wendy Abrams <
Date: August 2, 2015 at 5:24:21 PM CDT
To: Rahm <mavor re(c~rahmemail.com>
Cc: Terry Tamminen <
Subject: Introduction
>
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
Sender:
Sent:
Recipient:
Subject:
Terry Tamminen <tt@sgadvisors.org>

Monday, August 03, 2015 11:36:37 AM
wendyAbrams<
;Rahm <mayor re@rahmemail.com>
Re:lntroduction
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
.........................................................................................................................................................................................................................................................................................
From: Wendy Abrams

Date: Sunday, August 2, 2015 at 3:24 PM
To: Rahm Emanuel <maVor re@rahmemail.com>
Cc: TT <
Subject: Introduction
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:
Recipient:
Subject:
Joe Moore <joe@joemoore.org>

Monday, August 03, 2015 1:23:45 PM
Rahm Emanuel <mayor re@rahmemail.com>
Re: Storm Damage in Rogers Park
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 <
>
Ok thanks.
Sent from my iPhone
On Aug 3, 2015, at 8:21 AM,Rahm Emanuel <mavor re(a,rahmemail.com> wrote:
Sent from my iPhone

From: Joe Moore <ioe(a,joemoore.org>
Date: August 3, 2015 at 8:20:08 AM CDT
To: Rahm Emanuel <mavor r~rahmemail.com>
Subject: Re: Storm Damage in Rogers Park
Thanks.
On Aug 3, 2015 9:18 AM,"Rahm Emanuel" <mavor rena,rahmemail.com> wrote:
Ok. No problem
Sent from my iPhone
On Aug 3, 2015, at 8:05 AM,Joe Moore <joe(a~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 oftown 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 ifthe storm
damage qualifies for any sta#e or federal assistance beyond the normal City of
Chicago clean up efforts. Most ofthe damage to property stems from falling
trees.
Thanks so much.
Joe
Alderman Joe Moore
~:;,
Sender:
Sent:
Recipient:
Subject:
Joe Moore <joe@joemoore.org>

Will do.
Alderman Joe Moore
On Mon, Aug 3, 2015 at 10:34 AM,Rahm Emanuel <mayor_re@rahmemail.com
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
> > wrote:
Sean reached out to me. Thanks.

Alderman Joe Moore
~: ~
<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 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
Sender:
Sent:
Recipient:
Subject:

Ron Brownstein <rbrownstein@nationaljournal.com>
Re: Two dates to check with you
David should be in touch. I did

Sent from my iPhone
On Aug 3, 2015, at 11:54 AM,Ron Brownstein <rbrownsteine
an.natio
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

Atlantic Media
202 957 2610
@RonBrownstein
<Invitation for the Honorable Rahm Emanuel.pdfl
Sender:
Sent:
Recipient:
Subject:
Attachments:

David Spielfogel
Fwd: Two dates to check with you
Message Text;Invitation for the Honorable Rahm Emanuel.pdf
Sent from my iPhone

From: Ron Brownstein <rbrownstein.~a,nationaljournal.com>
To: Rahm Emanuel <mavor re(a,rahmemail.com>
Subject: 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(a,nationaljournal.com>
Date: Wed, Ju129, 2015 at 10:00 AM
To: Rahm Emanuel <mavor re~a rahmemail.com>
Hey.
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.A
2. More important, on the morning ofA 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.A
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
Atlantic Media
202 957 2610

@RonBrownstein
Ronald Brownstein
Atlantic Media
202 957 2610
@RonBrownstein
Nfa~~~~lj+a~rm~l
July 27, 2015
The Honorable Rahm Emanuel

Mayor
City of Chicago, Illinois
City Ha11
121 North LaSalle Street, Room 507
Chicago, IL 60602
Dear Mr. Mayor,
It is my pleasure to invite you to be a keynote speaker at our "Next America" policy forum from
8:30-10:30 a.m. on Tuesday, November 10th, 2015. The event will take place in Chicago, Illinois
at the Hyatt Chicago Magnificent Mile and is underwritten by MasterCard.
The forum is part of our "Next America" series, which examines how the country's growing
diversity is transforming the national agenda. This National Journal event will explore how to
best provide opportunity for all of the "Next America". In particular, we are looking forward to
discussing your community college, education reform and skills training initiatives, and how
they are helping bring inclusive growth to all communities in Chicago. Ron Brownstein,
Editorial Director of Atlantic Media will conduct aone-on-one discussion with you following
your remarks.
We are anticipating an audience of 125-150 people including members of the media, government
staff, local business community members, and thought leaders from a variety of advocacy groups
and think tanks. The event will be on-the-record and live-streamed on our website.
A response is requested by Monday, August 10, 2015. Please contact Kelly McCoy at
kmcco national'ournal.com or 202-266-7243 with any questions. We look forward to your
response and the potential opportunity to host you at our event in November.
Sincerely,
Y ':, s
.:L
9 .t
.., " ~
'
Sy4i
:~ Y
A'
_;,rte:
Niharika Acharya
Editorial Director
National Journal LIVE
.c A
,,
-~
600 New Hampshire Avenue, NW Washington, D.C. 20037

www.nationa Ijournal.com
Sender:
Sent:
Recipient:
Subject:
david spielfogel
>
Re: Fwd: Two dates to check with you
We're in touch now

On Aug 3, 2015 12:03 PM,"Rahm Emanuel" <mayor_re@rahmemail.com
Sent from my iPhone
From: Ron Brownstein <rbrownstein@nationaljournal.com <mailto:rbrownstein@n

ationaljournal.com> >
To: Rahm Emanuel <mayor_re@rahmemail.com <mailto:mayor_re@rahmemail.com>
>
Subject: 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
From: Ron Brownstein <rbrownstein@nationaljournal.com <mailto:rbrownstein@n
ationaljournal.com> >
Date: Wed, Ju129, 2015 at 10:00 AM
To: Rahm Emanuel <mayor_re@rahmemail.com <mailto:mayor_re@rahmemail.com> >
---
---
---
Hey
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.
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
Atlantic Media
202 957 2610 <te1:202%20957%202610>
@RonBrownstein
Ronald Brownstein
Atlantic Media
202 957 2610 <te1:202%20957%202610>
@RonBrownstein
Sender:
Sent:
Recipient:
Subject:

Re: Two dates to check with you
Ok, whenever is convenient. I'm in DC tomorrow-Saturday

202
I will call this week
Sent from my iPhone
On Ju129, 2015, at 12:00 PM,Ron Brownstein <rbrownstein@nationaljournal.com
<mailto:rbrownstein@nationaljournal.com> > wrote:
Hey
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.
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
Atlantic Media
202 957 2610 <te1:202%20957%202610>
@RonBrownstein
<Invitation for the Honorable Rahm Emanuel.pd~
Ronald Brownstein
Aflantic Media
202 957 2610
(c~RonBrownstein
Sender:
Sent:
Recipient:
Subject:
Pramaggiore, Anne R:(ComEd)<anne.pramaggiore@ComEd.com>

Tuesday, August 04, 2015 1:31:39 AM
Re: Storm Restoration Status
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
message in error, please immediately notify the sender and permanently delete this Email and any copies.
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:

Tuesday, August 04, 2015 12:23:00 PM
Pramaggiore, Anne R:(ComEd)<anne.pramaggiore@comed.com>
Re: Storm Restoration Status
Good work
Sent from my iPhone
> On Aug 4, 2015, at 7:19 AM,Pramaggiore, Anne R:(ComEd) <anne.pramaggiore@comed.com>
wrote:
> All storm customers back on in Chicago.

> Anne
> ----- Original Message ----> From: Pramaggiore, Anne R:(ComEd)
> Sent: Tuesday, August 04, 2015 05:57 AM
> To:'mayor_re@rahmemail.com' <mayor_re@rahmemail.com>;'steven.koch@cityofchica
go.org'
<steven.koch@cityofchicago.org>
> Subject: Re: Storm Restoration Status
> We are finishing up the last storm-related job in Chicago -- 20 customers in Ward 39. Should
be done in the next
hour. Other than that, it is fairly quiet with 6 outage tickets(non-storm related) in the city
this morning.
> Anne
> ----- Original Message ----> From: Pramaggiore, Anne R:(ComEd)
> Sent: Monday, August 03, 2015 08:07 PM
> To:'mayor_re@rahmemail.com' <mayor_re@rahmemail.com>;'steven.koch@cityofchica
go.org'
<steven.koch@cityofchicago.org>
> Subject: Storm Restoration Status
> Mayor and Deputy Mayor -- I wanted to provide an update on our progress on storm restorati
on. 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, with
1038 customers without power. The wazds 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 ca11.
> Anne
> This Email message and any attachment may contain informarion that is proprietary,
legally privileged,
confidential and/or subject to copyright belonging to Exelon Corporation or its affiliate
s ("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 strictly prohibited. If you have
received this message in error,
please immediately notify the sender and permanently delete this Email and any copies. Exelon
policies expressly
prohibit employees from making defamatory or offensive statements and infringing any copyrigh
t or any other legal
right by Email communication. Exelon will not accept any liability in respect of such communi
cations. -EXCIP
Sender:
Sent:
Recipient:
Cc:
Subject:
david spielfogel <

m>
Anne Olaimey <
>
Mayor Rahm Emanuel <mayor_re@rahmemail.com>;Mike Faulman
>
Re:
I talk to them every day. They do this every year.

On Aug 4, 2015 8:11 AM,<
<mailt
> > wrote:
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:
Recipient:
Subject:

Wednesday, August O5, 2015 3:06:15 PM
Koldyke, Mike <mkoldyke@frontenac.com>
Re: Meeting on 8/13
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.
We look forward to seeing you on the 13~.
Mike
Martin J. Koldyke
Founder and Chairman Emeritus, AUSL
Founder and Chairman Emeritus, Golden Apple Foundation
Sender:
Sent:
Recipient:
Subject:

Forrest Claypool <
Fwd: Meeting on 8/13
Sent from my iPhone

From:"Koldyke, Mike" <mkold~(a,frontenac.com>
Date: August 5, 2015 at 10:42:44 AM EDT
To: "fc-private~a,cps.edu" <fc-private(cr~,cps.edu>, "jkjacksonna,cps.edu" <ikiackson cr,cps.edu>
Cc: "emanuel.rahm(cr~,~mail.com" <mavor re(a,rahmemail.com>, "dfeinstein(a,auslchica~o.or~"
<dfeinstein(a~auslchicaeo.ore>
Subject: Meeting on 8/13
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 level 3 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 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.
We look forward to seeing you on the 13~.
Mike
Martin J. Koldyke
Founder and Chairman Emeritus, AUSL
Founder and Chairman Emeritus, Golden Apple Foundation
l ~=~
Sender:
Sent:
Recipient:
Subject:
Paul levy <

>
intersections
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
From: John Feehery <
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.
Not a good impression of our great city.

Just thought you would want to know.
Sent from my iPhone
y~;~`~
Sender:
Sent:
Recipient:
Subject:

Brendan Reilly <
>
Re: pls call on deadline re: new planning commissioner
Sent from my iPhone

On Aug 6, 2015, at 4:16 PM,Brendan Reilly <
> 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
From: "Spielman, Fran" <fsnielman(c~r~,suntimes.com>
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:

RE: Fri., Aug. 7th CPS Mtg.
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
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 maybe 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.
**************************************
`` ` **************************************
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:
Sent:
Recipient:
Jasmine Magana <

>
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:
Charlie Jones <cjones@c3presents.com>
Sent:
Friday, August 7, 2015 11:25:26 AM
Recipient:
Rahm Emanuel <mayor_re@rahmernail.com>
Cc:
Charles Attal <cattal@c3presents.com>;Charlie Walker

<cwalker@c3presents.com>;Mike Faulman
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
2015 Lollapalooza Charity Fund Allocation
Chicago Police Memorial Foundation

Lemon: Chicago
The Trotter Project
Kendall College Trust
LIG Playmakers
Grant Park Conservancy
T.J. Martell Foundation
Foundation To be Named Later(eddie vedder)
Noah's Arc (chicago bulls)
TBD (Chicago Blackhawk's Charity of Choice)
TBD
Total Committed
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:
Robert Pruzan <rpruzan@centerviewpartners.com>

Friday, August 07, 2015 3:36:04 PM
Background
2015.07.25 -Discussion Materials - vF.pdf;ATT00001.~t
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
ts) and may contain
confidential, privileged information.
If you are not the intended recipient of this e-mail, you are hereby notified that any dissemin
ation, 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.
July 25,20 15
Discussion Materials
..
CENTER~VIEW PARTNERS
Current Situation
~`~'~~" ~
~~~.<
CENTEIiIV1EW PARTNERS
,.
-.
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
Chicago metropolitan area generates gross regional product(GRP) of $530bn+ Per

year and provides jobs for
4.4mm employees
Home to more than 400 major corporate headquarters, including 31 in Fortune 500
Chicago-based companies have more than 8,000 locations in 170 countrie
s and territories
Key player in every sector (e.g., services, technology, manufacturing, health care
finance)
No single industry employs more than 14% of workforce
Comments
". ,.~.
;'~~'"~'~
~~`>-~~,
CENTERIVIEW PARTNERS
Lowest
Median
Median
Highest(
Fortune
TripAdvisor
Greenest
Ranking
Population
GRP
Unemploy.
Income
Home Value Tax Burde~i~~
..........M............ .~..~.~..~.w,.
S00
HQs
..... ...~,...a,w,....,...s,.. ~,.
Top
Dest
..,.,,,..~.,,..,.w.,U.,,,~, .,,~,,,..,..
,....,.~... .....,s.,......M.,~.,~ ..,,aw,.,,,,...u,..,
.................... ...... Cities
.w.~.,H,,,,,,.
New York '
New York'
Omaha
San'.Jose
':San Joel:::
&iiigeport
; :New York:!
New York
Portland
2
los Angles
los Angeles
Austin
San Francixo San Francisco.
fhiladelp6a
kbuuo~z:
Chicago
San Francisco:
3
Chicagcs
Chicago .
Mirtneapolis
Seattle
Los Angeles
Cofnmbas
Chicago
Charleston
8oscon.,.
4
DC
Housroa:
Oldahama City
DC=
San Diego I
Louisville
Dallas....
ias Vegas
Oakland
S
San kancacc
DC
Fbnolulu
San Diego
DC
Chicago
Mmneapolisi .
Seattle
Eugene
6
Boston
Dallas
Seaale . ;
Austin
;Boston ::
Newark
,;;; Adann
$an:Francisco ;;:Cambridge ;:
7
Philadelphia :San f-rancisco
Tulsa
FrntWa~di
NewYcrk
New York
LosAngele3
DC
8erkdeY
8
~alhs
Bosmn I
San Francisco'
New Tork
Seattle
Los:Rngeles
fhilatlelphia
New Orleans ;
Seattle::: ''
9
Fliami
Aclanu::;
' ~~~~
Devoa
San Jose:::
Rolm Springs
Chicago>
10
Houston
Seavie ::
37. Chicago
t3. Ghingo
25'Chicago ",
Baltimore
;'Gncmnau
San, Diego
/lastin
Source 2015 Budges Overview, Wall Sveec research and www.census goy.
--'---"(I)
Represents properq,sales, aum and sate income rues.
6cdudes federal income ax.
(~a(1kIC1gS
Pe~OrmanCe
RQCOYe['~
ReCeSSl011 He
Attribute
Chicago is the third largest city in the US and is home to a diverse and growi
ng economy
Chicago Attributes
2007
2008
2009
Recurring Revenue
2010
(~6SS)
(~6SS)
aT---~
2013
....::<i~:~ Non-Recurring Revenue
2012
2011
Projected Budget Gap
~~>-..-
~''~~~~1
~~Budget Gap
2014
2016P
2017P
2015P
The City remains focused on filling the budget gap with recurring revenues
,after relying heavily on non-recurring revenues in
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
8, 2014.
Observations
Chicago's budget gap has declined by nearly 45% to $369mm in 2014 from its
peak of $655mm
in 201 I, but significant challenges lie ahead
'~ Addressing the Budget Gap
>>>:; :~;
23%
25,41 I
32%
8%
8,967
27%
82,973
Firemen
---===----
7%
8,230
61%
X933
laborers
100%
I 11,988
e X19,156 ;
t------+
36% ~~~
Total
u~rv~~w
. N.............. ...N ..~...............................
State of Illinois: $94.6bn, $7,400 per capita
Chicago Public Schools: $8bn,$3,000 per capita
Cook County:$1,000 per capita
USD in millions.
Ciq of Chingo Investor Conference Presenn[ion dated
u of August 8, 2014.
Represents weighted averages
The Sace of Illinois decermines the arnounc tha Ciry must
contribute co the funds each year.
City: $19.2bn, $7,100 per capita
Chicago has the highest per capita unfunded pension burden

at over
$18,000(more than 5x the national median)
Notc
Source
(I)
(2)
62%
69,380
# of Members
% of Total
39%
FundingLevel
$6,815
Police
~~- ^--~^~
Municipal
$8,435
~~s~c~
~~~.
;3yg
Sg2z
&~
.......
"'--'~--'----------------.
SI,lo6
2016 Pension contribution: scheduled
r--"
~ to increase by y627mm {+131%), largely ~ -,
~
due to police and firemen pensions
--------------------------- ~ E--~ ;:::::;
:;:>:.;
~
~~~
a4s~ 'yass
sa~b
tasv
Saco
says;, j ;
Sass
3
`
.'~r~`
y ~_
........
:...:.
:..:
.,,,,,..
,,,,,,<.
SO -..w000000....-.-b000c------'w'.---~--"'~----...a0000so.------"'c-----wavo--..._.~vwx_......a~ax
i........
2007
2008
2009
2010
2011
2012
2013
2014
2015P
2016P
ac Munlclpal ~:~Police nc Firemen n<Laborers
S2o0
taw : 3~
........
$60D
beoo
;~~ `
Illinois passed legislation in May 2015 to reduce scheduled pension

contributions by $220mm next year and extended the deadlin
e
for achieving 90% funding from 2040 to 2055
~''~~'~ ^
CENTER VIEW PARTNERS
Governor unveiled legislation in July 2015 to expand Illinois pension

reform bill and provide chapter 9 option for municipalities
Absent legislative relief, Municipal and Laborer pensions are project
ed
to run out offunds within the next 10-20 years
Chicago passed pension reform in April 2Q14 to reduce Municip
al
and Laborer unfunded liability by 22%
In July 2015, circuit court judge rejected the April 2014 reform
bill;
ruling likely to be appealed to Illinois Supreme Court
Police and Firemen pension contributions scheduled to increas

e by
$550mm in 2016
Commentary
...........................................................................
.....................................................................................
...
EI,2oo
not by City action or labor negotiations~2~

_:
-Pension Contribution'Wall
......... ....... ...',y. ......... ..........
........ ......... ......... ...........
Chicago pension funding obligations are set by Illinois

state law,
Unfunded Liability
:.:.:
::>:
Chicago must address its significant unfunded pension

liabilities and negotiate pension
contribution relief prior to 2016
;3 Legacy Liabilities
~_
(2)
(3)
e
Source
(1)
Na
~r
........:
~ 2~
268
900
61,835
......:........
u of April 15,2015. Other amounu based on May 17, 2015
(326}~
(3}
~$ZZ3?
Amount~3~
........:
Baal/3
Counterparties may accelerate up to $2bn of debt
Downgrade resulted in events of default under

certain debt and swaps instruments
------------------------------
July 2015 circuit court ruling may cause further rating

agency action
Following Illinois Supreme Court ruling in May 2015

overturning Illinois' 2013 pension reform bill, Moody's
downgraded Chicago's debt to Ba I /outlook negative
Commentary
$I 12mm of variable rate Sales Tax Revenue Bonds

recent) converted to fixed rate
--------------------------------------..-----___
___,
~ ~~''",
~'~'~~'"
1s~'~
The City maintains interest rate swaps on its variable

rate bond debt(~$950mm notional amount)
$200mm recently spent
to terminate 15 swaps
used to h age GO nd Sates Tax Revenue Bonds
Negative emark to mark

a et value of ~$226mm as of
March 31, 2015, as adjusted for recent swap
terminations
The City maintains letter of credit and/or liquidity

facilities Provided bY banks that su ort the Ci 's
PP
~
obligations on its variable rate bonds
-------------The City recently refinanced $806mm of

variable rate ',
^8,100
____;c-----~ GO Bonds with $674mm of fixed rate bonds (all-in rate
;__ 542_;--- ~
!.. of ~8%).and $132mm of short-term GO borrowings ;
Presenbdon dated as of August 8,2014.

Amounts outztandi~ a of Pfarch 31, 7D IS baud on Ciq of
Chiago's official wehsrte, adjustxd for termination of ~sthrough
fune 9 per
Moods report dated June I I, 2015.
~~~~
~~ a ofJune 30, 2014 baxd on Imertor Coherence
fVnou1rcs ou[sdnding
uso~
Bal
eal
Bal
I ,500
Baa3
#3,873
35
Baal
38
2,300
Baal
X7,913
Baa 1
ga2f3
_~Jf ; , TotakMarktoMarket5v~rap Exposure:

.....
....
......:::
Other
Class
Water/Sewer Secured Bonds
Total'Liquid~~ Sources
Commercial Paper / Line of Credit
m mi ans
Moody'srnearch,invesrorprese~tiomandCitydCFi~go'so
ffimlwebvte
Airport debt u dJanwry 7AI5 based on JP Morgan Invstor
Presentation deed
,
.,~---J:.
Swaps
: Mark to Market
LlgUld'ItY & L,~S
32
I ,475
A2
A3
$6,407
Amount~~~
A2
Rating
Cass
Rating Amount~~~
:::::..:::.::::of:.::::..::..,:.
~cters
Credit:.:-.:.:::.:.:.::.::::.::.:::::.::::::::::::,. :,:::,.
..:
Baal/3
$935
Ocher
General Obligation Bonds

Sales Tax Revenue Bonds
Motor Fuel Tax Revenue Bonds
Senior Lien Sewer Revenue Bonds

2nd Lien Sewer Revenue Bonds
Total Water/Sewer Secured Debt
Senior Lien Water Revenue Bonds

2nd Lien Water Revenue Bonds
Midway Airporc 2nd Lien Debt

Total Airport Secured Debt
O'Hare Airport I sc Lien Debc

Midway Airpott I st Lien Debt
Class
Obligation /Liability
Chicago tax base is highly leveraged by ~$2 I bn of debt and

unfunded pension obligations
Debt Summary
Collective bargaining agreements were reached

during the course of 2014 with unions representing
most of the City's public safety and civilian employees
Many of the current CBAs run through the end of
respect to these CBAs
It is unclear if negotiations have begun with
Certain police and public safety CBAs expire in

June and July 2016
June 2017
The City has collective bargaining agreements with 46

unions representing approximately 90% of its 32,000
employees
~~i.- .
~'"'~~'"
~
.~~'
CENTERfVIEW PARTNERS
City capital assets include police and fire stations,

streeu, street lights, traffic signals and water and
sewer mains
Capital improvements are funded by proceeds from

general obligation bonds, revenue bonds {largely
water and sewer and aviation improvements), state
and federal funding, tax increment financing and
funding obtained through public/private ventures
The City's capital improvement program will seek to

spend in excess of $2bn in capital this fiscal year
Infrastructure !Modernization _.
..............
............................
..............
..............
..............
..............
............:.
............
.......................
.........................
...............
............
. ........................
............
............
............
............
............
............
......
............
............
......
...........
.........
The City must also address certain expiring collective barga

ining agreements and fund
investments in aging infrastructure
Labor &Modernization
~J
How Can We Help?
'$~~~
-~r
CENTERdV1EW PARTNEt25
'~ .
~~'~'~~
Credentials
Appendix
t'~~
:~~~~011MIICaR`
#craft
'~'' ~`
v~~.~:~f
t^
)~4~~~:~
<Y
~
~
~~~,~
~nsEv
---~ ~
Hillshire
f'SJ:
~t~
--..,.,..==gourmet. ,
.-~~`,
~"~'~~'" ~
~ì.~ik^r
CENTERlVIEW PARTNERS
..,~'^~'~:~,:
.._.
,Energy Future Holdings

i_"__"_'
;;
, AlcatE>t~E.z~ca;~i.
r
L___"_
_'___'
L'__"_"__'
~..hus.:~.a ~
'
~ 1
\
~
~
Illustrative Representations
~1
~_ _ _ _ _~ Selected Pension and Labor Experience
~~Aly
x~a~.
:~%t:15P1
'~n~
;~f~,~~~~
Senior team has over 60 years experience in

restructuring; more than 13 years working together
as a team
Group has advised on $200+ billion in transactions
Record of success managing complex processes involving
multiple parties with divergent interests
Deep experience in executing transactions involving
labor issues and legacy liabilities
Demonstrated track record of designing, negotiating
and implementing amendments,exchange offers,
financings, recapitalizations and restructurings
Record of success in negotiating and implementing
consensual transactions
Debt and Restructuring Advisory
Global presence with more than 200 professionals in o~ces in Newyo

rk,San Francisco, Los Angeles and London
Among the most experienced M&A practitioners

on Wall Street
Senior partners have run Wall Street's largest firms and
M&A groups
Seasoned M&A professionals are involved in all aspects of
client relationships and transaction evaluations
Over $ I trillion of transaction execution since 2006
founding
Independent,objective advice
Deep experience across the most complex
transactions
Add value not only in transaction situations but also
when client is focused on managing existing businesses
Centerview's focus is advising clients on complex M&A situations,

restructurings and corporate
strategic matters
Introduction to Centerview Partners
Asset
Monetization ' .
-~
Penstorl/OPEB I
Labor ;and
::::>::<:>::'::::<:>
~~ ~ ~
~
Cites two pension plans to "de-risk" the funds and provid

e stability for the future
In addition, as a result of months of mediation and negotia

tion between the City, the
official committee of
retirees, the City's pension systems, and major unions and retiree
associations, Jones Day redesigned the
~""'~'" ^
~~~~~.
We regularly advise clients at every stage of the execut

ion and trading process, from negotiating and
executing foundational documentation and trade confirmation
s to restructuring, terminating or unwinding
existing transactions
Jones Day assisted the City of Detroit in assessing and

executing various transactions regarding the Cites
infrastructure assets, including such assets as the waste
management system, the City's electrical
distribution grid and the art collection housed at the Detroit
Institute of Arts
Jones Day also redesigned and transitioned the Cites

OPEB obligations to two new voluntary employee
beneficiary associations (VEBAs), which assumed the respons
ibility for providing health care benefiu to
current City retirees
Jones Day negotiated new, completely overhauled CBAs

with all of Detroit's 44 bargaining units.
Jones Day has vast experience representing parties

with respect to labor and employment issues, and in
particular, with issues involving collective bargaining and
pension and retiree liabilities
Jones Day served as lead restructuring counsel to the City

of Detroit in connection with its chapter 9
bankru tc case filed in ul 2013
Jones Day brings a breadth of relevant experience to

assist the City with its current challenges
Jones Day Relevant Experience
'~
to
Sender:
Sent:
Recipient:
Scher, PeterL <peter.l.scher@jpmchase.com>

Friday, August 07, 2015 3:13;56 PM
Rahm Emmanuel (mayor_re@rahmemail.com)<mayor_re@rahmemail.com>
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
,,
- ~
This communication is for informational purposes only. It is not intended

as an offer or solicitation for the
purchase or sale of any financial instrument or as an official confirmation of
any transaction. All market prices,
data and other information are not warranted as to completeness or accuracy
and are subject to change without
notice. Any comments or statements made herein do not necessarily reflect those
of JPMorgan Chase & Co., its
subsidiaries and affiliates (collectively, "JPMC"). This transmission may contain
information that is proprietary,
privileged, confidential and/or exempt from disclosure under applicable law.
If you are not the intended
recipient, you are hereby notified that any disclosure, copying, distribution, or
use of the information contained
herein (including any reliance thereon) is STRICTLY PROHIBITED. If you
received this transmission in error,
please immediately contact the sender and destroy the material in its entirety, whether
in electronic or hard copy
format. Although this transmission and any attachments are believed to be free
of any virus or other defect that
might affect any computer system into which it is received and opened, it is the
responsibility of the recipient to
ensure that it is virus free and no responsibility is accepted by JPMC for any loss
or damage arising in any way
from its use. Please note that any electronic communication that is conducted
within or through JPMC's systems
is subject to interception, monitoring, review, retention and external production
in accordance with 7PMC's
policy and local laws, rules and regulations; maybe stored or otherwise process
ed in countries other than the
country in which you are located; and will be treated in accordance with JPMC
policies and applicable laws and
regulations. Please refer to http://www.jpmorgan.com/pages/disclosures for disclos
ures relating to European
legal entities.
Sender:
Sent:
Recipient:
Cc:
Subject:
Tarrah Cooper <

>
Saturday, August 08, 2015 2:16;25 AM
Doc's Kid <mayor_re@rahmemail.com>
Kelley Quinn <
>
Weekend News
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:
Mike Rendina <

>

Re: David Moore
On Sunday, August 9, 2015, <
Mayor, will call you.

<mailto:
David Moore(17) was attacked last night.

Story here.
@BenBradleyABC7: Chicago alderman attacked overnight: http://t.co/xFb6S6uQRU
Haven't connected with him yet but here's his cell and email, worth a ca11 or quick note.
(312)
Alderman@17ward.com <javascript:;>
Thanks,
Sean
Sent from my iPhone
> > wrote:
~` V `
Sender:
Sent:
Recipient:
Subject:
Attachments:

Finnegan, Paul J. <PFinnegan@mdcp.com>
Re: Library IT
YOUmedia Proposal 080715.pdf;YOUmedia proposed map.pdf
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
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
workshops and events to reach additional youth throughout the city.

Four additional YOUmedia sites CPL will add YOUmedia centers in four additional branch libraries
to make the program more accessible to youth throughout Chicago.
1.
2.
3.
4.
Altgeld Branch (13281 5 Corliss Ave, Chicago, IL 60827)

Roosevelt Branch (1101 West Taylor Street, Chicago, IL 60607)
Whitney Young (7901 South King Drive, Chicago, IL 60619)
North Side location (TBD)
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
$2.SM
p"c
'''~,,~ y..~:.....
i~^~:
Sd~ .:f'r, i~F >k
4:
~k.
r!"l:
~:.;r 'f ~~~G.:.~
! ~~
1,.,~'~.I ~~53>~~t. 7:ii7::e
. ~t + ~
~'~
C~,t'3
~~i~~i~"
'
c,~r-r.~.~$i~'~ :k"r'
~sw''~,'~i; ~:~'~~~t~?~ L'.:ii~v~~~~'~ yo-..
?.~ ~
3..
~,~.x`~
~ ~:~i
tj~
sr..~i ~$ #~"u'~..i~'4. ....ir.~~`Gn.~,s
~3~'~VL ~nCR'~5. Sh':i.. :..~'Gi ~'C.r. i$~ %..~~.;~:~J,~~ aq

+i
;~i
dpi. &~3`~~'~:~'~~C
jai
3,'~;:i;~
3:.,.~~~~~ #}r
..
~~ ~~
.
~
Y
':if
Sender:
Sent:
Recipient:
Subject:

Re: Library IT
Brian Bannon CEO of public libraries.

Sent from my iPhone
> On Aug 10, 2015, at 2:51 PM,Finnegan, Paul J. <PFinnegan@mdcp.com> wrote:
> Who is the contact for them to follow up

On Aug 10, 2015, at 2:26 PM,Rahm Emanuel <mayor_re@rahmemail.com> wrote:
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
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.
<YOUmedia Proposal 080715.pdf>
<YOUmedia proposed map.pdf>
> The information contained in this communication is confidential, maybe attorney-client privileged, may
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.
Sender:
Sent:
Recipient:
Subject:

Wednesday, August 12, 2015 9:56:47 PM
Re:
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.
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.
Sender:
Sent:
Recipient:
Subject:
Michael Sacks <mjs@gcmlp.com>

RAHM EMANUEL* <Mayor_RE@rahmemail.com>
Re:
~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.
> ---
> Disclosure and Statement of Confidentiality

> GRV Securities LLC, member FINRA,serves as placement agent or distributor for certain
investment
products managed/advised by GCM Grosvenor-affiliated entities.
> The contents of this e-mail and any attachments may be proprietary or confidential and are
intended solely for
confidentiality
agreements or applicable legal privileges, including privileges protecting communications
between attorneys
has been
addressed to you in error, please do not read, disclose, reproduce, distribute, disseminate or
otherwise use this
recipients is not
please alert
the sender by reply e-mail; we also request that you immediately delete this e-mail and any
attachments.
Crrosvenor Capital Management, L.P., GCM Customized Fund Investment Group, L.P.
and their affiliated
entities (collectively GCM Grosvenor)reserve the right to monitor all e-mails through their
networks. GCM
Grosvenor gives no assurances that this e-mail and any attachments are free of viruses and other
harmful code.
Disclosure and Statement of Confidentiality
GRV Securities LLC, member F.INRA, serves as placement agent or distributor for certain investme
nt products
The contents of this e-mail and any attachments may be proprietary or confidential and are intended
solely for
confidentiality
attorneys
and their clients or the work product of attorneys. If you are not the named addressee, or if this
e-mail has been
addressed to you in error, please do not read, disclose, reproduce, distribute, disseminate or
otherwise use this
recipients is not
`,,..
"{
intended in any way to waive privilege or confidentiality. If you have received this e-mail in error, please alert
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
entities (collectively GCM Grosvenor) reserve the right to monitor all e-mails through their networks. GCM
Grosvenor gives no assurances that this e-mail and any attachments are free of viruses and other harmful code.
Sender:
Sent:
Recipient:
Subject:

Re:
got it.
On Thu, Aug 13, 2015 at 12:20 PM,Rahm Emanuel <mayor_re@rahmemail.com
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
~~
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
Atlantic Media
202 957 2610 <te1:202%20957%202610>
@RonBrownstein
Ronald Brownstein
Atlantic Media
202 957 2610
(cc~RonBrownstein
Sender:
Sent:
Recipient:
Cc:
Subject:
Attachments:

2015.08.12 -Discussion Materials - vFF.pdf
2015.08.12 -Discussion Materials - vFF.pdf;ATT00001.tact
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
This e-mail and any attachments thereto are intended only for use by the named
recipients) and may contain
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
August 12,20 15
Discussion Materials
....
~~
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
($655)
Sources Used to Fill the Budget Gap
2015~~~
CENTER~VIEW PARTNER$
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
Budget Gap Reductions
''
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
Unfavorable precedent for

legislative solutions
Absent credible chapter 9
threat, material negotiation
progress likely difficult
Recent pricing on new
fixed rate debt suggest
pension obligation bonds
may not be economical)Y
viable
Consider chapter 9 as tool

for CPS pensions
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
Continue pursuit of cost

cutting measures
Explore liability
management opportunities
to reduce annual debt
service burden
Costs
,~~,,
~'~'~~'"
~
proposed privatization
ordinance may make
transactions difficult to
complete
Casino expansion requires
legislative action
Prior experiences have led

to public skepticism of
privatization
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
Likely politically challenging

Could use increased tax
revenue to secure pension
obligation bonds
Current tax rates suggest

potential opportunity for
an increased income tax or
possibly property tax; sales
~ motes do not appear to
have much room to
increase
Unable to effect income
tax changes without State
legislation
Evaluate generation of
incremental revenue
through increased taxes
City income tax
Increased state income
tax or City allocation
Property tax
Taxes
The City could choose from a range of alternatives to mana

ge its growing budget gap
Alternatives for Addressing Budget Gap
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
Gap~~~~<:~~~Adjusted Gap~~a~DownsideAdjusted Gap~
2016P
~ ~ ~~""'~
($739)`m
"
:~;;.;:<..::;:..,,~ >:: x$606)
~$335
Projected Budget Gap
May be materially different ~ ~'~

($SOO~ ''~ y
c i
than budget given potential
;
~~ ~ ~~~
~
for $328mm incremental
~
~
Police & Fre pension
<
($1,200
~
corrcributions wrch SB0777
r
(or
$549mm without 58077 _ ~`
400 ~ ~
2015
;1,146
2014 :' 2015P 2015P 2015P~ 2016P 2017P 2018P

Budget Yes
No
.......
3~ Municipal :~:~ Police a2 Firemen %:< Laborers
2013
; ~$29~ ~
2012
2015 pension contributions ~ ~~

will increaze fi-om budgeted
~
level of $557mm to $885mm r~----, ;~+~ 06
if 560777mm is enacted or
~
~ j885i
~
.---$I_106ifnotenacted--- , ~'~
2011
~$2~)
$i.000
$soo
~~
$aoo
$zoo
$o
$1.200
Pension Contributions by Levy Year
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.
A circuit court found the reform law unconstitutional in July

2015; City has said it will appeal to Illinois Supreme Court
Absent reform, the Municipal &Laborers pension funds are

projected to reach insolvency by 2026 and 2029, respectively
"Ramp-up" feature provides that Chicago's annual

contribution will gradually increase by 22% per year
PA. 98-0641: Illinois passed Municipal &Laborer pension reform in

June 2014 to achieve 90% funding by 2055
MUNICIPAL &LABORER
Bill would reduce 2015 contribution by $221 mm to $328mm

Governor unveiled legislation in July 2015 that expands SB0777
and provides chapter 9 option for municipalities
560777: Illinois General Assembly passed a bill in May 2015 to

extend the deadline for achieving 90%funding from 2040 to 2055
Pursuant to this reform, Chicago's 2015 contribution is

scheduled to increase by $549mm
P.~1. 96-1495: The State of Illinois ("Illinois" or "State") passed

Police &Fire pension reform in 2010 to achieve 90% funding by
2440
POLICE &FIRE
Pension Reform Efforts
Increasing pension contributions in 2016-2018 will meaningfully

expand the gap from 20 15 levels,
with the actual gap largely dependent on the impact of pension refor
m initiatives
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
,.;_;:.:; Personnel cost per FTE
USD in milCgn; except for worldoruand cost per FTE

Ciq of CJiivgo 2015 Mnua~ Finandal Amlys's
6rdudes pensbn com
2010
Workforce and Cost Per FTE
<': Workers Comp.
2009
Number of full-time
employees (FTEs)
2007
~m d,~,sa~~~
45 s
2008
Wages &Salaries
2007
Personnel Costs by Category~~>
From 2005 to 2014, 73% of expenditures were spent on

salaries and wages and I Q% were spent on employee
healthcare cosu
Public safety positions comprise 6U% of the City's workforce
Public safety positions have not experienced reductions to

the same extent as other segments of the workforce
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
CBAs were reached during the course of 2014 with unions

representing most of the City's public safety and civilian
employees
~'~'~~" ~
Chicago is party to CBAs with more than 40 different unions,

representing 91~ of budgeted positions
Any material personnel cost reductions will need to be

accomplished through union negotiations
While Chicago has reduced FTE headcount by 15%since 2007,

total personnel costs have increased by'7%
From 2Q05 through 2014, public safety salary and wages

accounted for 78% of total corporate fund salary and wages
Public safety departments accountfor the largest portion of

personnel expenses
Personnel expenditures comprise the largest portion of Chicago's

budget
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.
CBA included a 16% invease between 2007 - 2012
2012- 2017~~~
>3%
2007 - 2017
2012- 2016
2012- 2017
2012 - 2017
Period
~~CurrenrCBA
2017
Source: Press releases and public filings.

(I)
Ratified in 2014 to increase wages by 10%over five years, reu-oacti
ve to July I, 2012.
~
t
Am. Fed of S~tg Counq, Muiri. Employ.(AFSCME)

2003 - 2006
Service Employees Intermtional Union (SFlln
N/A
>3%
2003 - 2006
2003 - 2006
>4%
Per Year
Salary lncr.
- ~~~
>4%
>4%
2003 - 2006
2003 - 2006
Period
~~`- PreriousCBA
Recent City CBA Negotiations
2015
CPS Employees
Fraternal Order of Police

Pdicemen's Brnevolent &Pmt Aaoc (Sergeants)
Coalition of Union Public Empbyees(COUPS
Rrefighters Union
10
15
20
25
30
35
40
(v~ thousands)
CBA Expiration Schedule
Coalition of Union Public Employees (6.8k employees)

American Federation of SEace, County, and Municipal Employe
es (3.5k
employees)
5uch salary increases are incremental to raises based

on time in service
most unionized employees receive
~~-~~~.
CTU has said is is anon-scarcer
~'`~~'" ^
CPS is attempting to limit its contributions to the teacher

s' pensions
with teachers contributing whatever the State does not
On August 8, 2015, CPS withdrew its offer for a I year contrac

t with
CTU; CPS will reportedly push for a mulCryear deal
Negotiations are currently in process, but oucswnding points

include
teacher evaluations and pension funding
Chicago Teachers Union (CTU} and SEIU Local 73 CBAs,

covering nearly
35,000 teachers and school-related personnel, expired in
June 2015
Chicago Public Schools Employee Commentary
Recent CBA negotiations have mostly resulted in limitati

ons on salary increases
CBAs with each union include regular salary increase

s, resulting in higher
personnel costs each year
Fwaternal Order of Police and Chicago Firefighters Union

(14.Ik
employees)
Most of the City's 29,853 unionized employees are covered

by CBAs expiring in
2017, including.
City Employee Commentary
Identifying an incentive structure for union members

to share in upside would provide currency to negotiate
with unions
The City is facing a critical period of CBA negot

iations with certain key unions; however,without
the realistic threat of Chapter 9, negotiations are more
difficult
Union Negotiation Overview
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
CTPF Funded Ratio
2012
$204
.........
$613
$697
>:: Net CPS Payment
M
O
N
~'
O
N
50% 526
2017
$737
Source Press releases and public filingr.

(I)
$aatwy $ate contribution of $121mm supplemented by $SOmm one-time
increase in 2015.
(2)
Includes $40mm convibuaon for rron-ceacher employees.
0%
20%
40%
60%
80%
00%
20%
$0
$200
~~
Driven by new
~~
i ~
acwarial azsumptions, ~
600
~
including the
i
~
invesunent rewrn
i ~
~
usumption and the
~ i
~4~ E ~ w mortalityassumption_,~ `-
~8~
~ State Contribution
CPS Required Contributions($mm)
CPS's preliminary projections through FY20 show deficits over

$900mm per year will continue, absent meaningful changes
FY16 gap largely filled through "scoop and toss", spending cuu
(resulting in 1,400 layoffs) and $480mm in assumed new state
pension funding equity
Equivalent to $1,700 per student(12% of operating budget)
Net CPS contributions will grow to $676mm in FY16
State contributions to TRS are estimated to be $2,266 per student,

while contributions by the State to CPS will be $3 I per student
Employer contributions to Teachers' Retirement System ("TRS"),

covering teachers outside Chicago, are funded primarily by the State
L~`~~~
~'~'~~'" ~'
CENTEFi~VIEW PARTNERS
While employees are required to contribute 96 of their salary to

CTPF, CPS pays 7% of the 9%($174mm in 2015)~z~
In addition, CPS effectively subsidizes employee contributions
CPS is the only self-funded school pension system in the State
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
Largely driven by rising pension costs and declining state funding
CPS faces an $I.I bn operating deficit in FYI6
Commentary
Growing contributions to the Chicago Teachers Pension Fund ("CTP

F") are the largest driver of
CPS' structural deficit
Chicago Public Schools
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
City of Cliivgo 2015 Mnval Finanoal Amlyz"a.

Amouirc outsdnding u d December 31. 2014. Drbt service includes payment of i'rterest
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
Property Tax Funded GO Bonds

Non-Property Tax Funded GO Bonds
Sales Tax Revenue Bonds
Motor Fuel Tax Revenue Bonds
Water Revenue Bonds
Sewer Revenue Bonds
O'Hare Revenue Bonds
Midway Revenue Bonds
TIF Bonds
.,,~'i~,,,,,,,
;:; ..
2014 Amt.
Outs~~~
Debt Service Costs
Rating
Class
Debt Summary
Additionally, as part of the initiatives, the City terminated all swaps

associated with iu GO portfolio
July 2015 circuit ruling may cause further rating agency action
Beginning with 2016 budget, will require $ I OOmm of incremental

debt service paymerrcs
Equitizations not applicable to municipalities
~`~'~~'" ~
Granting liens on asseu may be restricted by state law
Buybacks and/or exchanges more practical at distressed prices

~~-e~ X70)
Traditional liability management tools not practical for City today
Likely limited alternatives for meaningfully improving the budget gap
Liability Management Considerations
While the City forecasu a 7% decrease in long term debt by 2418,

debt service costs will increase by 37% to $1.9bn, mainly due to the
elimination of "scoop and toss" by 2019
In April 2015, City outlined roadmap to address ouutanding debt,

including the end of"scoop and toss" by 2019
Following Illinois Supreme Court ruling in May 2015 overturning 2013

pension reform bill, Moody's downgraded Chicago's debt
Consistent with recently outlined debt reform initiatives, the City

recently refinancedlconverted ~$900mm of variable rate bonds to
fixed rate
Commentary
The City projected approximately $I.7bn of debt service requirements in 20

15 based on more
than $22bn of long term debt
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
'~'
Chicago ~ New York
...:iii
'
p
w,
~
>
,
f
X3.91%i
.::.
6,01%
~~
6.00%
Stare comporrenc
~_
D.0
,,>
5.9996
.., Ciry component
$an
PhiladdpNaLos Mgdes AUanu
Francisco
~#
v:
FY
v....i
M;;
.,
,. -.....
s ~,qp%'
Bostrn
5.20X
Dallas
Fbusmn
Illinois State income tax reverts to 3.75% from 5.00% in 2015

E
1... .... ..............................._ ~.............
~W.,^'~:.W.."V.~^-''^' F
E 9.7296
-~ :~ ;
~Average excluding Chicago, ~
~ a.trx t ~wox
Dallaz and Houston:6.76%
S.O~ t 7f3,`~
F ~""
E
Housmn
,.....: Ciq component
Dallas
___
aoox
Non-Federal Income Tax~2~
.
}
7
San
FI21KRC0
Sam component
Clvago'Los Mgeles New York
Average excluding
Chicago: 7.90%
~ ......... .............. .... .....J
E
f
Philadelphia Boston ins Mgelas
D.G
In addition, Chicago does not have a chy-specific income tax

rate, while several other large cities do
~'~'~~'' 1
.:~5~',
While politically sensitive, may provide an opportunity for

incremental City revenue
Chicago's personal income tax rate of 5.00% (3.75% as of 2015) is

well below peer group average of 6.76%
San
New York
F13K6fA
Commentary
AUanta
Excluding Dallas and Houston, where higher property tax rates

compensate for lack of an income tax, Chicago has the highest
property rax rate in iu peer group
Fbuston
Dallaz
Average excluding Chicago,

Dallas and Houston: 1.26%
Chicago has the highest aggregate sales tax rate of the 10 largest US
cities as measured by 2013 GMP
Ukago E
E
Property Taxi ~>
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.
io.oz ; 9.25% a 9.ppX

.......!
Sales Tax~~~
Relative to other major U.S. cities, Chicago exhibits above average sales and
property tax rates
and below average income tax rates
Tax Rate Analysis
Nxc
Soar
(I)
(2)
(3)
2016P
-^^^:Tax Rate Increase
Adjusted Gap~~~
2015
~~~Muni Allocation Increase
.,:~ 1%City Income Tax
2017P
{""=~
.: ,::
Impact of raising municipal allocation of State

income tax to 106 is ~$70mm/rr
2016P
s
t
',
.. ..~ :~.
($863)
Commentary
~'''~~~'~`~
Y~~'
~ ~~`""'.
Raise LGDF allocation to historical level of 10%(pre-201 I), while

keeping the State income tax rate flat
No tax rate change to taxpayer but decreases State's share of
income tax revenue
Would generate ~$70mm of incremental income tax revenue
per year for the Ciq
__
-
Impose a City income tax (e.g., 1 %would generate $500mm/yr~3~)

Collection infrastructure is already in place: Illinois could collect
"''' and distribute funds to Chicago (similar to administration of
'''"'"'''~ NYC income tax)
` Any City income tax would require authorization from the
_..
Raise Illinois' Sute income tax while maintaining the current
LGDF allocation
An illustrative rate of 6.5% would generate $200mm of
incremental income tax revenue per year for the City
Likely challenging given recent State income tax reducvon
While Illinois law currently prevenu municipalities from levying

income taxes, a certain percentage of State income tax revenue is
allocated to municipalities based on population
The State currently levies an income tax and allocates 8.0% of
individual income tax revenue to the Local Government
Distribution Fund ("LGDF")
Chicago receives 21% of total municipality allocation
Gov. Rauner has proposed cutting the allocation to
municipalities by 50% to address the State's budget woes
Chicago could generate increased income tax through several
methods:
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
Impact of raising State income tax rate to 6.5% is

--$200mm/yr
> ~ ~ Impatt of illustrative I%City tax is ~$500mm/yr

.:.
`............ ............
_:ii..
f$i,00~~
s~
Illustrative Impact of IncomeTax Increases
Modest changes to the current income tax framework may signifi

cantly narrow Chicago's
forecasted budget gap
Illustrative Income Tax Increase
10
2010 Chicago sold 75-year lease on
2005 Chicago sold 99-year lease to

operate skyway toll road to CintraMacquarie for $1.83bn
2003 Stockton sold rights to

operate water utilities for 20 years to
OMI-Thames consortium for
$600mm
2006 Indiana sold 75-year lease to

operate 150 mile stretch of highway
to Cintra-Macquarie JV for $3.86n
to Morgan Stanley consortium
iu 36,000 parking meters for $ I .I 6bn
2013 Puerto Rico sold 40-year lease

of largest airport (Luis Munoz Marin)
to Aerostar consortium for $615mm
upfront plus future royalq payments
Source: Press releases and public filings.
Indiana Toll : <

Road
Meters
Chicago Parking;
.....................
.................
....................
,..........
...........
.....................
.
Description
Contract terminated in 2007
~'"'~~'~~~
~~,
Failure to require environmental impact report found to violate EPA

standards
Stockton criticized for signing deal prior to public referendum on sale

Post-sale, constituents complained of rate hikes, poor maintenance and sewer
overflows
Contained detailed operating standards to assure safety and limit toll price
increases
Upon signing agreement, Chicago enjoyed multiple credit rating upgrades

Proceeds used to reduce debt, bolster reserves and fund City programs
Original agreement specified limits on toll amount increases

Financing structure and post-recession traffic declines led to chapter I I filing
in September 2014
Indiana sold at top of market and used proceeds to fund other highway
projecu
~~k of consumer protections enabled buyer to raise meter rates by 4x

Constrained City's flexibility to adjust transportation infrastructure without
incurring penalty fees
Widely criticized for below market price and lease length
Consortium stated plans to invest $250mm in airport upgrades over first four
years (upgrades Puerto Rico said were necessary but it could not afford)
First privatization under FAA's Airport Privatization Pilot Program

Revenue sharing feature reduces risk of under-pricing
Commentary
Selected Municipal Privatizations
Sale process included specific conditions to protect City and

taxpayer, including (i) City profit sharing,(ii) competitive bid
process, (iii) experts panel and (iv) Travelers' Bill of Righu
16 bidden initially expressed interest, but none were able to
meet all conditions
Chicago attempted to privatize its 2"d largest airport in 2013 through

a 40-year lease with profit sharing
A substantial investment in infrastructure is necessary to reinvigorate

the port, which could be funded by buyer
Parties were unable to reach agreement in exclusivity period

Potential to unlock value in an underutilized transportation asset,
create jobs and drive growth
~'~'~~" ~
City could share in profiu of new businesses built on-site
City could target parks in disrepair in order to benefit from urban

renewal funded by private investment
Lakefront beaches privatized in 1996

580 parks in Chicago provide a wide range of options
City has successfully experimented with limited park privatization

Argo Tea, alocally-based teahouse chain, signed a 15-year deal to
repair and maintain Connors Park in exchange for right to build
teahouse in park center
Original deal was expected to yield $500mm in infrastructure

investment and 1,000 new jobs within a decade
Chicago reached preliminary deal with Broe Group in July 2013 to

take over operation management of Port of Chicago
Note: The Mayor's proposed privatiution ordinance would set the ground rules
for any privatization.
Program permiu private investors to use federal subsidies to pay

interest on loans and management fees
CHA submitted RAD request for nearly 11,000 public housing uniu,
the largest request of any US city; pending approval from the
Department of Housing and Urban Development(HUD)
New federal program designed to revitalize public housing by

giving municipalities ability morcgage/sell public housing buildings
Chicago Housing Authority(CHA)plans to solicit private investment

in as much as half of public housing uniu through Rental Assistance
Demonstration (RAD)
PublEc Housir~
Any future privatization should meet the 2013 conditions and provide
the City with asset conuol and a share in economics
;' Port of.Chicago
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
Potential Chicago Privatizations
12
~'~~" ~
~.~~Y~~.
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
A comprehensive solution is likely to necessitate the incorporation of multiple

alternatives,
requiring considerable analysis, preparation and coordination
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
Staxe of Illinois: $94.6bn,$7,400 per capita
City:$20.I bn,$7,400 per capita
Cook County:$1,000 per capita

~~
'~Y~
'
.
~''~~+~ ~~
Nearly $ I bn underfunded
Chicago has the highest per capita unfunded pension burden at over $
18,000 (more than 5x the national
median)
Chicago Public Schools:$8bn,$3,000 per capita
USDinmillions.
46
52%
8%
8,967
Key Statistics
43
48%
23%
25,41 I
112,000 pension participanu

91% of City employees are members of union
The City also offers retiree healthcare (OPEB)for members of all
four pension programs through a
single defined plan
62%
69,380
of Total
# of Members
Sourcc Ciq of Chiago 2015 Annual Finandal Malysis and

Ciry of Chicago Inves~r Conterence presena[ion dated as of
Aug~at 8, 2014
(I)
Represents weighted average.
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
Overview of the City Pensions
IS
Bargaining Unit
Description
Exp. Date
CFU Local No. 2

Represenu Firefighters
une 30, 2017
FOP Chic o No. 7
RePresenu Policemen
une 30 2017
J
INA
y~
RePresenu Nurses
~une 30 2017
;;;.~.'~~'~.'<~`
Policemen's B&PA Unit 156
Represents Sergeanu, Lieutenants and CaPrains
Iune 30, 2016
PubI'is SafeLY EmPtoYees Union Unit II
RePresenu Public safetY "obs
ertainin
1
P
8 to transPortation
une 30 2016
_
ICOP
.~ NN ~ Yw ..y h.N ~, Represenu Policemen
::: ~
June 30, 2016
Asbestos Workers Local 17 ~
WRepresents Asbestos Workers
M~ ~ f.~ ~.N~ .M..~~. ~w..~~ mm w~ ~ June 30,201j~~ ~~.
Boilermakers Local I
Represenu Boilermakers
June 30, 2017
Bricklayers Local 21
Represents Bricklayers
June 30, 2017
Carpenters District Council
Represenu Carpenters
June 30, 2017
Carpenters Lad 13 (Inspectors)
Represenu Carpenters and Inspectors
June 3d, 2017
Cement Masons Local 502
Represenu Cement Mazons
June 30, 2017
Elevator Consvuctors Local 2
Represenu Elevazor Consvuction Workers
June 30, 2017
Glaziers Local 27
Represenu Glaziers
June 30, 2017
IAM Lacal 126
Represenu Machinisu
June 30, 2017
IBEW Local 9 and Local 134
Represenss Electrical Workers
June 30, 2017
IBT Local 700(SSSCG)
Represenu Public Service Employees
June 30, 2017
IBT Local 726
Represenu Public Service Employees
June 30, 2017
Ironworkers Local I and Local 63
Ti'adES Represenu Ironworkers
June 30, 2017
IOUE Local 150 & IOUE Local 399
Represenu Operating Engineers
June 30,20U
CO3IIt~Of1.
Laborers Lxals 1001, 1092 & 76
Represenu General Laborers
June 30, 2017
Mazten, Mates & Plou
Represenu Mazters, Mates, & Pilou
June 30, 2017
NCFO Local 7
Represenu Bremen and Oilers
June 30, 2017
Painters Local 14
Represenu Painters
June 30, 2D 17
Pipefitters Local 597
Represenu Rpefitters
June 30, 2017
Plasterers Local 5
Represenu Plasterers
June 30, 2017
Plumbers Local L30
Represenu Plumbers
June 30, 2017
Poimers, Cleaners 8~ Caulkers Local 52
Represents Pointers, Cleaners, &Caulkers
June 30, 2017
!:
Roofers Local I I
Represenss Roofers
June 30, 2017
SEIU Local 73
Represenss Public Service Workers
June 30, 2017
Sheet McEaI Workers Loczl 73
Represenu Sheet Metal Workers
June 30, 2017
Sign Painters Local 830
Represenu Sign Painters
June 30, 2017
Sprinkler Rtters Local 281 ~V ~ ~ ~~ ~ w w
Represenu Sprinkler Fitters
x ~~~ ~ ~
June 30, 2017 .p
(
O~~r MY
j M AFSCME Council 31
Represenu State, county and municipal employees
~ June 30, 2017
~. _ _....,,;,;;,,,,,,;,,;,,,;,,, IBT Local 743
Represenu Clerical and service/maintenance employees
June 30, 2017
Chicago Teachers Union
Represenss 27,808 teachers and school related personnel
June 30, 2015
SEIU Local 73
RePresenu 7,078 xhool related Personnel
une 30, 2015
UNITE-HERE Local
RePrasents 2 142 lunchroom emPtoYees
une 30 2017
1
''~
;~~~?% IUOE Lxal 143
RePresenu 560 en8ineers
~.:;;::::;:.;::<;.;:::
~une 30,2016
i,~~
SEIU Local I
Represents 375 lunchroom managers
June
30, 2016
IUOE Loral 143 B
Represents 31 central office personnel
June 30, 2016
IBT Local 700
RePresenu 24 motor Vvck drivers and foremen of drivers
1une 30 2017
N
IBEW Local 134
Represenu 5 radio/N engineers ~ s
h
June 30, 20 U
~'~'~~~ys~~`
Source: City of Chicago Public Rlings, City of Chicago website, and Union wehsites.
Category
Chicago Union Fact Sheet
~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
;:.gourmet ~ ;
L ___________
~____________;
~.ss~ss.
.~..._.
w,.,,.,w.,.
~_ _ _ _ _~ Selected Pension and Labor Experience
;six-:~1~1~ri` Hillshire
Senior team has over b0 years experience in

restructuring; more than 13 years working toge
ther
as a team
Group has advised on $200+ billion in transactions
Record of success managing complex processes
involving
multiple parties with divergent interests
Deep experience in executing transactions involv
ing
labor issues and legacy liabilities
Demonstrated track record of designing, negot
iating
and implementing amendments,exchange offers,
financings, recapitalizations and restructurings
Record of success in negotiating and implementing
consensual transactions
Debt and Restructuring,Advisory
Global presence with more than 200 professional

s in o~ces in New York,San Francisco, Los Angeles
and London
Among the most experienced M&A pract

itioners
on Wall Street
Senior partners have run Wall Street's largest firms
and
M&A groups
Seasoned M&A professionals are involved in all aspec
ts of
client relationships and transaction evaluations
Over $I trillion of transaction execution since
200b
founding
Independent,objective advice
Deep experience across the most complex
transactions
Add value not only in transaction situations but
also
when client is focused on managing existing businesses
Centerview's focus is advising clients on complex

M&A situations, restructurings and corporate
strategic matters
Introduction to Centerview Partners
'
,:
'Asset
Monetization
Perlsioll/OPEB'
Labor and
''~
Jones Day assisted the City of Detroit in assessing and executi

ng various transactions regarding the Cites
infrastructure assets, including such assets as the waste manage
ment system, the Cites electrical
distribution grid and the art collection housed at the Detroit Institut
e of Arts
Jones Day also redesigned and transitioned the City's OPEB

obligations to two new voluntary employee
beneficiary associations (VEBAs), which assumed the responsibility
for providing health care benefits to
current City retirees
Cites two pension plans to "de-risk" the funds and provide stability
for the future
In addition, as a result of months of mediation and negotiation

between the City, the official
bargaining uniu
committee of
retirees, the City's pension systems, and major unions and retiree associat
ions, Jones Day redesigned the
Jones Day negotiated new,completely overhauled CBAs with

all of Detroit's 44
Jones Day has vast experience representing parties with respect

to labor and employment issues, and in
Particular, with issues involving collective bar~ininS and Pension and retiree liabilities
~'~"',
~~."~~+.
CENTERIVIEW PriRTNERS
We regularly advise clients at every stage of the execution and

trading process,from negotiating and
executing foundational documentation and trade confirmations to
restructuring, terminating or unwinding
existing transactions
~$
Jones Day's lawyers are actively engaged in public infrastructure

and asset monetization projects, including
the development, acquisition and financing of infrastructure assets
..................................................................................................................................
..................................................................................................................................
...
Jones Day negotiated settlemenu with numerous swap counter
parties in Detroit's bankruptcy case,
resulting in a 70% reduction of the City's obligations under certain
interest rate swap contracts and
savings of nearly $200mm
i~.
E.
~.;
.:
::::~ :::..
Jones Day served as lead restructuring counsel to the City

of Detroit in connection with its chapter 9
bankruptcy case filed in July 2013
Jones Day brings a breadth of relevant experience to assist

the City with its current challenges
ones Day Relevant Experience
[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]
1'
;::;;:
F;~
Sender:
Sent:
Recipient:
Subject:

Re: 2015.08.12 -Discussion Materials - vFF.pdf
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
> 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
> <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

If you are not the intended recipient of this e-mail, you are hereby notified that any dissemin
ation,
or copying of this email and any attachments thereto is strictly prohibited. If you have received distribution
this email in
Sender:
Sent:
Recipient:
Subject:

Re: Chicago Housing Authority taps Habitat, East Lake, Woodlawn Development Government News - Crai
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
Chicago, IL 60606
Phone:(312)569-1135
Fax:
(312)569-3135
Email: jesse.ruiz@dbr.com
**************************************
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
**************************************
Sender:
Sent:
Recipient:
~~'"~' Cc:
Subject:

Christine Kim <ckim@gcmlPcom>
Fwd: Re:
Its faulman. See below michael. Will you be attending?

Thanks
Sent from my iPhone
From: Easterbrook Steve <Steve.Easterbrook(a~us.mcd.com>
To: Rahm Emanuel <mayor_re~rahmemail.com>
Subject: Re:
Hi Rahm
I am going to have Robert Gibbs along with me - so feel free to bring
Michael.
Look forward to catching up
Steve
Sent from my iPhone
On Aug 17, 2015, at 4:47 PM,Rahm Emanuel <ma~or_re e,rah
memail.com> wrote:
Looking forward to our breakfast tomorrow. Are you having staff

or a senior advisor
attend? If so, I would bring Michael Sacks who chairs World Busine
ss Chicago. Let
me know what you prefer. Either is fine.
The information contained in this e-mail and any accompanying

documents is confidential, may be
privileged, and is intended solely for the person and/or entity to whom
it is addressed (i.e. those
identified in the "To" and "cc" box). They are the property of
McDonald's Corporation.
Unauthorized review, use, disclosure, or copying of this communicat
ion, or any part thereof, is
strictly prohibited and may be unlawful. If you have received
this e-mail in error, please return the
e-mail and attachments to the sender and delete the e-mail and
attachments and any copy from your
system. McDonald's thanks you for your cooperation.
From: Abramson, Jerry [Jerry_E Abramson@who.eop.gov]

To:'Emanuel.rahm@gmail.cnm'
CC: Green, Melissa; Patel, Rohan
Subject: Invitation: US-China Climate Leaders Summit
Attachments}:"US-China Climate Leader Summit draft agenda.docx"
August 20, 2015

Dear Mayor de Blasio,
fln behalf of President ~bama, I am pleased to invite you to attend the inaugural U.S.
China Climate Leaders Summit on September 15-16, 2015, in Los Angeles, California.
Announced last November by President Obama and President Xi Jinping in the historic
U.S.-China Joint Announcement on Climate Change, the Summit is a celebration ofi
ambitious action and constructive cooperation on climate change and clean energy at the
city and state levels. The Summit will take place one week before President's Xi's State
Visit to Washington, OC to highlight the concrete progress our communities are making
together before the two presidents meet.
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 rne. 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.c~k~elloCa~lacitv.oea.
Sincerely,
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
10:20-10:50 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
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
From: Green, Melissa [Melissa.Green@cityofchicago.org]

Ta: Abramson, Jerry;'Emanuel.rahm@grnail.com'
CC: Patel, Rohan
Subject: Re: Invitation: US-China Climate Leaders Summit
Thanks, Jerry. My immediate response is his attendance is not likely unfortunately. It
is budget crunch kime and my understanding is he is quite focused there. Appreciate
the outreach. Best/MG
Sent from my BlackBerry 10 smartphone on the Verizfln Wireless 4G LTE network.
From: Abramson,Jerry
Sent: Thursday, August Z0, 2015 12:26 PM
Ta: 'Emanuel.rahm@gmail.com'
Cc: Green, Melissa; Patel, Rahan
Subject: RE: Invitation: US-China Climate Leaders Summit
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
August 20, 2015

Dear Mayor Emanuel,
On behalf of President Obama, I am pleased to invite you to attend the inaugural U,S.China Climate Leaders Summit on September 15-16, 2015, in Los Angeles, California.
Announced last November by President Obama and President Xi Jinping in the historic
U.S.-China Joint Announcement on Climate Change, the Summit is a celebration of
ambitious action and constructive cooperation on climate change and clean energy at the
city and state levels. The Summit will take place one week before President's Xi's State
Visit to Washington, QC to highlight the concrete progress our communities are making
together before the two presidents meet.
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:

RAHM EMANUEL* <Mayor_RE@rahmemail.com>
Pakastani.Prime Minister.
You want WBC to do anything/host small dinner?
Disclosure and Statement of Confidentiality
GRV Securities LLC, member FINRA,serves as placement agent or distributor for certain investment
products
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 confident
iality
attorneys
has been
addressed to you in error, please do not read, disclose, reproduce, distribute, disseminate or otherwis
e use this
recipients is not
please alert
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 Crroup, L.P. and their
affiliated
entities (collectively GCM Grosvenor)reserve the right to monitor all e-mails through their networks.
GCM
Grosvenor gives no assurances that this e-mail and any attachments are free of viruses and other harmful
code.
Sender:
Sent:
Recipient:
Cc:
Subject:
Eric Chern <eric@chicagotrading.com>

Will Burns <
>;Rahm Emanuel <mayor_re@rahmemail.com>
William Will Burns <
RE:
Mr. Mayor -Thanks very much for connecting us, and thank you for the
time today. Very good to see you, as always.
Alderman Burns Very glad to be connected with you. Autism Speaks

is hosting an event in your Ward in November
called Early Access to Care (EAC). Below, I provide some high level info
on the event and I would be eager to discuss this
further with you at your convenience. Please let me know how you would
like to proceed.
Best regards,
Eric
Autism Speaks'3rd Chicagoland Early Access to Care (EAC) event is happen

ing on Saturday, November 7th, 2015. These
events have provided guidance and direction to over 50families regardi
ng early detection and access to services. We are
now in the planning processfor this event, which we hope will ultimat
ely reduce the age of diagnosis and increase access
to high-quality early intervention for all children on the autism spectru
m.
The intent of the Early Access to Care Initiative is to provide information
and detection to racial ethnic minority
populations and those oflower socioeconomic status. As you may be
aware, the prevalence ofautism is now estimates at
1:68. As this number continues to increase, it remains incredibly difficult
for parents to learn where to go and what to do.
While parents can detect symptoms as early as 12 months of age,
the average age of diagnosis is 41/2 years. There
remains a serious gap between the time at which intervention can be
made available and the time at which o diagnosis is
made. It is our hope that through programs such as EAC, Autism Speaks
will be able to provide the earliest possible
identification, and expedite early intervention to families of underserved
communities. This year we arefocusing on the
African American population, primarily on Chicago's South Side in the
Bronzeville area.
We are veryfortunate to have partnered up with the Resource Center
for Autism and Developmental Delays(RCADDJ.
They have agreed to host our next EAC event at their location on S Cottage
Grove, and theirfacility is a warm, inviting, and
friendly environment.
-----Original Message----From: Will Burns [mailto

To: Rahm Emanuel
Cc: Eric Chern; William Will Burns
Subject: Re:
MRE:
Thanks for connecting us. Eric- I'm looking forward to working with you.
Best,
Will
Sent from my iPhone
~`'~.
> On Aug 20, 2015, at 16:09, Rahm Emanuel <mayor_re@rahmemail.com>

wrote:
> 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
This electronic mail message and any attached files contain information intended
for the cgclusive use of the individual or entity
to whom it is addressed and may contain information that is proprietary,confiden
tial ancUor esempt from disclosure under
applicable law. If you are not the intended recipient, you are hereby notified
that
any
viewing,copying, disclosure or
distribution of this information may be subject to legal restriction or sanction
. Please notify the sender, by electronic mail or
telephone, of any unintended recipients and delete the original message without
making any copies.
**************************************
**************************************
intended addressee (or authorized to receive for the intended addres

see), you may not use, copy or
disclose to anyone the message or any information contained in the messag
e. If you have received
the message in error, please advise the sender at Drinker Biddle &Reat
h LLP by reply e-mail and
**************************************
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 privile
ged. 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 receiv
ed 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:
Sent:
Recipient:
Subject:

Saturday, August 22, 2015 5:30:05 PM
Ruiz, Jesse Qesse.Ruiz@dbr.com>
Re: Thank you and update
Agree. Tell Forrest as will I

Sent from my iPhone
On Aug 22, 2015, at 12:22 PM,Ruiz, Jesse <Jesse.Ruiz(a~dbr.com> wrote:
FYI--sorry to see her go, she'll be missed.
Silver lining on this cloud, is that it provides another opportunity for another Latino in senior leadership.
Jesse H. Ruiz
Chicago, IL 60606
Phone:(312)569-1135
Fax:
(312)569-3135
..........................................................................................................................................................................................................................................................
.
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
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
responsible for the firm's
Princeton office is Jonathan I. Epstein, and the partner responsible for the firm's Florha
m 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:
Sent:
Recipient:
Subject:
LFPLarry Lery <llery@levyfamilypartners.com>

Sunday, August 23,2015 4:21:45 PM
Re: Chicago Tribune, Sunday, August 23,2015
Don't Irnow her. Contact please

Sent from my iPhone
Larry Lery
Managing Partner
Levy Family Partners
444 N Michigan Ave Suite 3500
Chicago. 60611
O 312
C 3122138301
> On Aug 23,2015, at 10:05 AM,Rahm Emanuel <mayor_
re@tahmemail.com> wrote:
> Please be in touch with Michelle Boone on sculpture
On Aug 23,2015, at 11:04 AM,LFPLarty Lery <Ilevy@
levyfamilypartners.com> wrote:
On it. Paul Gray has talked to a number of Chicago born

or schooled sculptors and no winners yet. Otte complexity
is that our acre and a half park is
gorgeous and a work offine art.
Gibson's is signed and will be announced soon. Very
cool design with retractable roof on top floor. In front of Gibson'
s near the river may be best site
for sculpture.
Sent from my iPhone
Larry Levy
Managing Partner
Chicago. 60611
O 3125066001
C 312
s~
> On Aug 23,2015, at 9:58 AM,Rahm Emanuel <mayor_

re@rahmemail.com> wrote:
>
> Good iconic unique and a statement of the city
>
>
On Aug 23,2015, at 10:56 AM,LFPLarry Lery
<]levy@levyfamilypartners.com> wrote:
Working on it
Sent from my iPhone

Larry Levy
Managing Partner
Chicago. 60611
O 3125066001
C 312
> On Aug 23,2015, at 9:34 AM,Rahm Emanuel

<mayor_re@rahmemail.com> wrote:
>
> Special. Big sculpture is my goal
>
>
On Aug 23, 2015, at 9:47 AM,LFPLarry Levy
<llevy@levyfamilypariners.com> wrote:
2017 River Point might be at the top of your list and

might not have been there without your support.
http://eeditionmobile.chicagotribune.com/Olive/TableUChi
cagoTribune/AfterLogin.ashxReader=/Olive/TableUChicagoTr
ibune&Id=153655265&d=2015
08-23&r=none&c=3f6c4a40caaed66370536eeb9dbd14bb
*" PLEASE NOTE NEW EMAIL ADDRESS "*
Sent from my iPad
Larry Lavy
Managing Partner
Chicago 60611
Work 3125066001
Call 312
]levy(u,levyfamilypartners.com
(
`` ~ `
Sender:
Sent:
Recipient:
Subject:
david spielfogel <

Re: Minneapolis Gets Trashed
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
http://www.politico.com/magazine/story/2015/08/minneapolis-trash-incinerator-121570.htm1
Sent from my iPad
;'.
`'
Sender:
Sent:
Recipient:
Subject:
Henry Bienen <hsbienen@northwestern.edu>

Monday, August 24, ZO15 1:44:09 PM
Dhupelia, Aarti <avdhupelia@cps.edu>
Re: Thank you and update
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
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:

Jeff Malehorn <
;Michael Sacks <mjs@gcmlp.com>
Do we jab a contact at monster . Com or career builders? Been trying

for months to get community college squared away.
Sent from my iPhone
Sender:
Sent:
Recipient:
Cc:
Michael Crow <Michael.Crow@asu.edu>

James O'Brien <James.OBrien@asu.edu>;Kathryn Scheckel
<Kathryn.Scheckel@asu.edu>
Subject:
ASU Follow up
Attachments: Emanuel, Rahm 082415 Follow up.pdf;ASU Enterprise Overview for RE_08
21
2015.pdf
~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
~i.\%1..r0,
.~). `<+ l ~,<~yllt~ ~~.~. Y.i ~/ S.~3.:J ~.~ AY
"I'lie~ l~ion4a~a~.l~ ~.~~rn kszris~nuei

~'~i3!'i}3'
'~;.i'~~ fl~~ ~~llCitk.O
C:l~ic:~.~ia, If, fit)fit~2

17~.a.r ~t,~thrn:
~~ LV:~:~ i~ p:CciS1.l!'G ~ 3Y3t:CT1l3~T ~bU 31 '~~bY ~~'#,'~tEY c"~~T~:?t1Tle`~ ~'f4l3if;; iA~1If: E:U 5~7LTli'~'$1FT1~: ~V'1~~1 VL~'t3 ~C`~f ~:~3t?
[I'!l:i7341tFOkf~ ~;.zl.i[1C~lAtl~ ft~t~'k~ ~ ~E}~. ~i)j1~]fiE'1'E111Y1'ACS I.E3.lf1::i~.tS'p'4l~'~1 9fY ?.i7i3,f1~' ~?i1T$ll~i':i ~'~x~r~.dirs~
with, ~~)C ~~t~S'
of C',hicm~;a
C:~x~~;rt3i~ult~kic?ns Yc? vu a.~d it~~ c;if~ fcsr i~~ ac~ac~n ~'E)tf'V~; S~}9YI'f~1~ i391~'~~I~ Vi~t'~'i ~jft>13'r~: ~-~cFi_ia~ f:z
C1ppCel~UT.l1.tV '~`d~33~~1. ~~''C'~ IG1(1)i7t1,~j
T'~O.P~S'c~t'C~ kf~. klD~~ti)1118k~L~3C I~OK C1~7~7i7XE116k1[1(.'y Id11#E14iV~ Fl~'['~ tri
}'liarnix. a~n~.-~ vs~arka~r~ cic~~e~Ey with t~~ (:'i.ty~ oY ~;hac~sc~ sc~~sn ~la~t~ ~~itia cur ~r~rYt~.;r:: ~t ~tar~ius~ks,
.~~,s ~e follrarar u~ to c~ux~ ~:ir~all ~:xeh~c~~e, I't7F t(liJUi~1Tt~~f, Here ~, sit ~!'naFe~i~l.s r+~latcd t~~ :~a~ ~~.~S~E.i~ F}~t4~~t~ise,
i~cluc#ir~~; an ~~~+~~:~i~;~- c f our ci3~rt~;r arad ~c~al;~, uur ~;~cl~ns{v~ ~rc~r~C *~~i~l~ c:c>f~drnutiit~~ eol(s~e ,~a~~+~ of asset
s~c~~1: xhrot~,~h c ur online iJtii4)'~ilCl.t773 c1t'Etx ~k c~l~~usj, ~~c~ ~nre anftzrsz~~tion t?n ~~.rtt~~rstzip~ t3nci tzxJl~ t~~~.t
IE~I~7 1tt1.C1'~RS#9 :~1i~E~C~EI Si3G~~55 Ii~~ ,`:i$aY~3tt,:ks ~t~d 6n~s..
4~d~
a~~e lrtc~l4ir~~ fur~.~rard tU e~1i~;a~;i~e~ Mike ern ~~.u~ t$aer~, us r~v~ll us oih~f~, eo ~~eEp shaa'~ i31E~f'C s~I3lt~1~' 1'{'l~
Eft?~~I i''+d.'''l+~ b~~i] t~~:SYS~Pt~Ttp7 8~ t'~.~~~ 1:~1t'i.)11~~1 1:~1~' ~i:'W' ASt1ti't~::ili ~ll'll`'~l'SE~~
Vi:,fi)E3. ~~~ E:~fkt~ ~33f$Tf:RE~iE3'~.~
~?F~F3~ ~7~~ Ei}3 X43 S~Ti'f`C~ iR7'LTTB Uzi i)Uf dYili'~:'u'1~'~i ~n07TtltJ~31~V G(l~IE'~tC ~i~il.}'1dVi11'S,
~7:~i'ttl~i'S~11~5, fAE'fi~ Yilt)~~ fftl3t
E~~v~ ~~.Itc~~~~ci ~a~ to aa~,c~;eR1 i~ ~~~vs i,~~~~3nr9 svh~t we c~xa~d. have ~nvisia:.~s~.
I ut;;~ irulecde~d t~er~ ~ ct~~sy oi'ixiy f:e~,v Sauk, P..~~.srEYnira,~* th~,> 1V~~~.~,~1ac>aic~~r L~rrrversrt'V. ~i it,!~3~.~era~e t1~~
cotr~.prc}~~:cisivL rectyr~tept~idii~~atic?n filial bias s~arin~i ~2s~r~ ~~a~ ~ elec~c~ia at ~'~~t.T, altc~c~irt~; us Co erci~r;~
a~~ ~ fir.+:~~.oa~~p~ fnr a n~a~v ax~cid~;l of i.n. fituzi.nns ~sf.'1~i~ta~:c ~s~t3~.~.ti.n~ in tk~c ~ Qy` c4rztaxy~.
'ray t;P~i~~F.-+_~f-~+~~~t Jinn C)'L'3ri~n 'v~~i111~~1~.~ ~ullc~tiv up tU ~rra~i~r. tira~ tar cFuc~ teens to het t~~~;~tl~~r tc>
~ii~~c~ss
n~:~t seeps.
Loc~ki~z~; ti~rr~vaxi t,w wpeakinb soon ~xsc~ 5~~~ing ~o~E ~~~~e~i~ !'~~~ i~ E;hi4~~;+'r~i::~t.
~IiYC4;i~,'r'~
~~~
~ ~~'~~
~
sv
~~
~t~~
~i'~lac74~~ ~'~. ~..~'UW

R~
'~
~.
~sl'E95df~.~ril
~..:+Rsr f:RY<!
. u~.::rt ::F:~~ix Î::. ;t1:: r.. f:
3'<: f5;>x SYi7.; "i'aur:. A'J. iii':~..;?Oi%

(i~.4riiib3~5f::2
,.. (kHi+;Y:Si~t`11b:i
E ARIZQNA STATE
UNIVERSITY
Briefi ng
,~
August 21, 2015

Prepared for Mayor Rahm Emanuel
Enterprise Snapshot
ii.
v. EdPlus ~~ ASU
iv. Responsibility to the Community &Partnerships
iii. Who We Include &How They Succeed
New American University Charter &Goals
i.
Content
2~'f5 and Beyond
i.~Charter &Goals
president.asu.edu/about/asucharter
asu.edu
ar er
~,~ ~ . comprehensive public

research university ~~~ ~~ ~ ~ ~
~~
~~~~ ~ ~~ whom it
includes ~ ~
~~ succeed
~~
~~~
~~~
es~ n s ~ ra ions
~~ ~
~~~~~
'~
Engage Globally
ASU engages with people and issues
locally, nationally and internationally.
Value Entrepreneurship
ASU uses its knowledge and
encourages innovation.
Conduct Use-Inspired Research

ASU research has purpose and
impact.
Fuse Intellectual Disciplines

ASU creates knowledge by
transcending academic disciplines..
Enable Student Success

ASU is committed to the success of
each unique student.
Be Socially Embedded
ASU connects with communities
through mutually beneficial
partnerships.
Transform Society
ASU catalyzes social change by
being connected to social needs.
Leverage Our Place

ASU embraces its cultural,
socioeconomic and physical
setting.
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
ev~~ f~~1~
E~~~.nc~ a~~ local impact

and ~~ia~ ~mb~dd~~n~s~
C~emonstr~.~e leadership in
acad~~i~ excellence aid
ac~~ssibili~}r
E~t~,[~lish ASU as a global

center for inte~di~cipiinar~
rese~.rc~, disc~~e~~ and
dev~fo~rr~ent by 2~~Q
2020
Maintain university accessibility to match Arizona's socioeconomic diversity
Enhance measured student development and individual student learning to national leadership levels
Enhance linkages with community colleges so as to expand baccalaureate degree production to

national leadership levels
Enroll 100,000 Qnline and distance education degree seeking students
Enhance quality while reducing the cost of a degree
Enhance university graduation rate to 75/a-80% and 25,000 graduates
Improve freshmen persistence to 90%
Maintain the fundamental principle of accessibility to all students qualified to study at a research
university
~~~. leadership ~~ ~~
~
~~~~~~~
Become the leading university academically (faculty, discovery, research,.creativity} in

at least one department or school within each college &school
Attain national standing in the learning value added to our graduates in each college &
school
Attain national standing in academic quality for each college &school (top 5-10%for
each college)
~~~~~~ national standing ~

~~~ ~~ ~~~
~
~~ ~
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
ASU as a global center
~~
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
~~
~ local impact ~
~~~~~
ii. Enterprise Snapshot
Required growth is the rough

equivalent of growing a new
research university the size of
the University of California at
Riverside
$100 million in base programs(25%)

$150 million in new centers and collaborative projects
(200%)
Planned growth in research expenditures
4,80 in immersion programs(28%)

3,80 in online programs(125%)
Planned growth in annual degrees awarded
Planned growth in FTE students:

~ 3,000 in immersion programs (18%~
~ ~ ,OQO in online programs {120%~
Achieving Metrics: FY'I6 to FY2Q
t
~
-~
~~~
$0
$100
$200
~ $300
_ $500
0
$400
$600
S~oa
$soo
O~
0
1
.c
` .cam
O~
.cy
O~
.cy
OQ
.cy
O
s
.
O
6
.c
` .cam
Actual
O)
0
9
tom
T2
1~
1
Q
1~.
1~
.c
` .cy
d6
. 1j
.e
` .e
` .~` .cy
~~ Metric
.l
1
.c
` .cy
~~~~ Projected
O~
.c
` .c
` .c
` .cy
1y
.~~
~~
.cy
Research expenditures have almost tripled in ten years and are

tracking with the metric target
~~
..:~-..
..::.,.,y
.................
~6c~r~:;~{7~<
ra.:a~~'S~"~,~'~'3:L3"<..yttit...r
~~~i~ ~llts~~on ~ro~~~t

~:`:~
> ,.,.....;::
'eowae~,,,,~,o -
%'~ ~
~!:_Fj~Y'
!iyw~.~Si<{}
~~,ax~
:::
~]^
~(
_.
Nana ~n~1vgY
'~~-~ab~ed 1~,~~~~
~'r.~atvr~ent ~~
;.
~s7~fr~ "<~ I$~f ~~~IS~G l ~r~Ct~~C
- ~,o-.
.:::
..v.::.::.i'.:'..... v::::......:::.:....:i4:4iri::>;...~:
xr.:vi::i::::::
....::......
...~:...v.:::..
.
:
.: :::
y~,.~.ter.
t
ii
{i2~`îv :~:w,~r:'i:4~''y<:
~
k~' ~~~'~-. ~~'..: ~:
....
:.
.;...::.:::
r0::
; is?ttiy r
:
:I.
:::
>.
~JS~~~ - i~llat~r ~n~'~i~ie~ 1

;:
~t;
...:.:. h~ .:v%SL2.:vii4:?i}ii:i:i:?:>.iM1~<:[:1L'vv`vi~::v~ti-<:~tiii::
., ~:;..
1.~\~*\.
M
. \.4:..v i:ii'.\v' ti'.,. ':.~;.~, ';..
..:.
~,
r4\..vv
~v~ \ti v`~`: .\...
:.::.....::::.
v\...\.:
~v.:p,.' ......
,
.. .v
~.:i':
~
y:., ~::......::..:E...~:::.v..
::....w..
~
.a\.,.~
tit,
..wti
\,t x.v
~. ..
.
..
v w .,.~:
}:i.:int~v.\.:inii':
1'
v\.v::n .;.~.v....v.
4.........
vh\ v..\
ti.:{v~
.....vvi?ii\.\.:::ivi}:':::
v.C.:\~
:..vt ~ n.
.....
...:...
..~w:::::v~v
\a~n~...vc v::C...
...
v. r
~a.
n...v . v...
.....:::: ~:.
...
:..,t....~:.a
.v....
."t\.
v..w:: ..::: v::4::;::{::..... 4.~v~~~^Y'\~'~-'~,t
:.n......v ~n....
.v.v ~.
n't. ...t v
.........
..\ro:
v...\.v~...\...:..v:
..
.. ........
~,.v
..\......v..
v.0iLt.:':::::
......v~\ti...\.}.~::~x:::~i;_:.
1
M.,~~.y.,. \
:., .;~.};.iJ:?:..}v:q:?v'v!:;ti.}:.:Ji::
...
n~v
v..: u..;..:..v:~.::
\..v.....n\~
:.........:::.:.:::
5.
:J~2tr
:v.,;..nx,..:. .:~::::::.v:..........
\.v ~4
~ ~~ ~.a.:
:
\-..
.. }-~
.~...........
...~.
v ~.
v :.: vl ... ~ .v .. ...................
.v..:v
,
n~:.:
:..v:.1:i~.:i::.v:::{: ~C, L,\~k.~
a\v,~::....i ii.:i
'.
..\...
....\.
\~...~v
v.i\L:::in'`:SLii::{.:L\::::
v:v:i::;}.:i:itiiii:0:.: }i::t:iiir'.:}rw:::v}
p
n:.,
..4
v
~;
v~
~..v
~..
4
\4~..
.~
~~.
~4
~::
,v
v.v.....
~4..
~:::.v.:.vvy.,-......,:::..;~.~:.v.....::..
..
.h
~
{
~Yv..
...::
..
:vx;,....k..
....
..~v
::::::
~:.
n
4.;
.,p,
~\t~
+\.vL
~.Y4.:.
~
v
~.~:::.
:::
~~
~n.
.
~
a v+\n~~l_xv.'~.
.. v...~
v\ .n.u.v.
..\~ \.v.3 ~?..\
..
:.. v ~~~..
. .~\
~-VW:::~::::::.\
. vv.~:v:.~l\
v.~1..~..r.,.O...
v .~
~Cti~.4..\::.
..:::...::::......:::
~: ::.,
v\. 11~
...
.v.4....:\An.
:'~:.
t:.:....
.~ n.v.v.....~.....:
\ ... }..~.
:::.~~4.........v..
..nv.~::::.....4..
....v n~~.. v.y.
.\z....
..\.
...
~n
..k..,..
.....:~~::
n4~ 1.}n.~~....
~:\\~\...v.
::v
..\.n
v ...v.v\h
A.:::::nv::..vvw:
v. v JCSv \
\
.... ~.v...
.
.. 7.........
J+C"ti.
..............
vv... Y~.
..
v:.v
.v.v
~.
4
.,
v...v.
\.....~~
~a
.,~\,...,~.v...
~..
~~.1:\~.
n
..
~..
v.
..
\v~.
~.
...4n
..v
..::::::::::::
~
n.k
ii}}iYy:.
..~1~:
vLv..
4
::.v
vnv.
~
...c':.\.k. .~\
....'.}v.
....................v
..t....
v
~
..
:vQ.,
"::4:v
2iJvfit.\:
~J- .v ~,
..
4
ii~v..
;
v,
:v::.
v}\.vh4v:
v \ .v,.
\ ~.
~
..v..v::..i:.....v+:v5~::::..~~:~iY::.:......v.
.v....
~3l\
~n~::::::......
vvh}........
:4.'
'U
..Mi\
v..Ni~::...4.
-..k
.. Lv+ii}i:?4iiiii:L::
... vn...
ivvy
....
\
^..v.
...... .f::~r.::R.,-..nN
.R yl...
.. . ~ :v}'."._.:`.LO:?iti.......v........
:..~:::........
..~4......v.......
...\
\14\\
::v\:'.
n:C4:C.
..\..v.l~.~
\
...v\.n
. .............n......
t.~.:.
.v.v..:.t
n..:
t
.,..............n
:::G\~hx?:':~i::.v.
.
v \'~. ~k...
\..ti }\..4
.....
.:.4
......vim
..
.h..
~~.v.~
v~\..
. ......
.\z:\
~*.2~~~
\
.v 4.vvvV~.~
................
\.....v~...
t
~
n. .v.
vl -.....
\vv ..
.~
4.
..
v4 .x.4...v
u.h....
is{::i.::v'i.:: .;..;.:
...\
.........
\......E
\~~.
.~
\
.:
.............
~.v::v
... ,
::vn~~..v..
..:.
~..
v....
i.v.v \n\..........
.....
v v.......
..a.n
..
34 ~ ~ ..{..
`1\...\1
... ~ R~{~..
.v::..
n1..\~i'ii:?:?.iy:
...v....
v.
~
n............y
......v
..\....:...y\....
.....
.vv:...
.\~~..~..\.\...
...
................v...~:~.v.........\.
n.........
.....
..... tt..o..
..v.\\v...'.~..v
Qv \iv:
vi:4~~:t~'~'.~~M1y
.~
.~,
w4::v4.
. ~v.\..v: v\v .\:..v.
....
... .:. ~ .:. :..
:..~.~
z
p
v
:~:::..v.v::v..
...~
v.
.. A,v,:v.:i
{.~L[::<::.~L!vv::.i'::::n......
\v .... .v .~
.'.n
..
vet.
v.
...,
~.
:i:i?Kv'.:v\::i.....
..v .. :.
..
.:
}i:
tiff:?.i
iJ
vv~
~\\`..:i"~'i
.,
..~;
iii:
r..
:v
}
.
i..::.
...
;..:.
r:4w:
. :
.::
iii:.
::~~
~'
s
.:.:.
.. x..~
y~. '::~w::::~:
:y:
'.
,., .. ..
.:..
::.
:.....,..
..
..
, k,. ..
..... ..
..
...
..
.. ..
`
y,
...
:::
..::
::r ..
~{
.y
..
~'~`
...
...
.:
..~.
.:
~~:.
.. ... .v .................
..
~ ....
e.~
;
..
.. .;
v
. ...
.. ....
;:::; i:v:i~
.~.. ..~v'i:...
s
'
~ ~.~ v,
~v~'~:;.iL
'
..... ..v
.... .: v
.
,v'}
ti..
'~..4 ...
...
.0
~~:4~. ............:..
.'
~:(~:y.
i........ ..... ..~. .. -..
..... n.
v
~e
:.
~:.n
.. v .~. ~v t.v..
~.~.
..:.....~. ...t......v....
....
M ..\.
.:.w
...
:n ........
t
......
............v:::.
..::::.
.v. .n
..
....
.. :.
.ti.....
...
.......
......................
........
:.
V'..
...
..~.
. ....~..~.......
.0 .....vv..
n.
:: n.
.~
. ~. r
v u :.:
~..........
.n..........
~...
. :\.
h\\. 't.
... \.
.2 1
..
.
..:::<Lo:..::.:...
v~v
v1C...
.:~.R~..
.....
v....
vv..v..:..
~. ~ .:~::.
+~ . .~..}
\~.
..\.\
.vnn.:i..:. ..n.
a.v.~
v.
v.....:.v::
:4
..\^:\iw`x
:....n.
\v
....
n\\~
.0xt
:.*::.~.
....::
v.......
.
n
.l
.........
..u. v\
z......nn.T:
4.
....z....
~ ~.
..
.vw
..iLvv..Q.:
:L {\.
.:..\
..
v.~.n..
.vw:::::
..vv:~v:+:',
\
~ .~
'v......v...
n....u.....\
\ti.v~vx~
v.,
\:.:
.... ~
xv...........
.........
....
v. \. ~.~:
Y.4
::..........::::n~u...
...;..
..
v.\
.4v
r.....w
..~v
...\........
...z ..~..,
...............
v.:w:n:.v.
\vv
c ~D:
~.
~~~~.ti.~+n.
4vv
.~1
z 5...
~ .. v\...
v.
...
::.pv,,.v]<...\..
n
z~:
\tv...}+vx
z ~.
..
n..........~
:.:.v:::..:......:
.:::n\..,-;...v
.v
l
............:: \.......................n\v..
\\ v.r.. \v
nv.}.}:....
t1
vv .i:.'.:::x:v:
::::~
....,.
..
.:,`:y `
:tidy :9
v M ~.
.L
:~\~.
..
ii4
~
4~
.~
~\.~ .. ..
v ~} ...... n
.~. ~...... v.!:\::::::.}~:::~:}::::::..i.::::.}}:ii'~::v:$::hv::.~i'~::kv<vt~h1 ~~~tii
. ~. ~
.... ..~ ~n
..v.t.....~..............
............. ............ r
.. ......v
ti
....;..v..4w:v:}: ...
.\.v
~.. ...... ... .1.\. n... .. v~..v... \
::
....v.... ...v.n....J~:vv4:+i::.i\i'~iiiit>.ii: .,v,;.. ..
v..\.:~.~..
\.~~.~..n....
.....\..:::.v.....v:::::v .:.................... .......
...............:..:
::v. ..z
..............
..1.....
.............ti......
. ~v.
......~..
v ..n...v
...
....~...v.r.}..:.v:.h*}.~~;:v:.v:::.::v.v:::::.:~:vv::.:ii::o:::::u:nv~::::::::::::::::::::::..................\..\\
....v
.., v~:~:....ni .i~>vv1 :l 4~'.:+i
nv:\w::.h.:::::n.
..v
..4 n....
..n. 4 .~... v v....
......
i'ti~
w..
..~.....
V.::. i.
. '.v x
'
'
`
t~":
\ ~
..::
5.9
n:::.
....Y
\.
<.::. ::.:.
::;:::: `: ..::..:.
>:;.::;
.\. w:n.:.~. {..v:::::::+.~::::.::::...:.i'i::. :::iY.iiiiY+.i::

vY:ii ::: :.~
ht:y'::"'
to
{S~
\
a .\
.`~ 2 ~
m
.a x. a'ir
. Y.u.
T.?::
....._. .....~...~.in
......................y:............:n.:...:...
...:. ..ti::
....,4
::J:2..n__
........
:~
~tii?:.
........
tk32.
~1c...
~_u~~. ti xv, v ..........
._._._.........
......'.:,c~
x r
n.J'~+
.ti~~i
t:
it:.
.,;.:.: C .\v~ .1\vim.,
..::sa:
,
2
~g .h ~1 t .~ .;
..
.~e~ : ' .~'~.....
.~..'~.::...
~,x
,:
'' ::. ~:C .,n~ ~'~ '\
1. E .. +vim
.. ... .....
~ \ ~ k.
iv
..
..
\
V
..`
.w ~.
.1
~~v
..
..,E.;..
;~fi
.,ti.
.~0. .....
\\.v: ~::~::::.:.i:::::~
~"'
6-year
graduatio
75%
Freshmen retention
90%
Towards Metric Targets

FY 2020
Total degrees
25,000
sao.o~
. '
`~
-~
Research expenditures
$700 million
~: ~:<::
Online enrollment
20,000
In-Person enrollment
85,000
~oai
<. .. -~ FY20
'~%"r~>.~'~f~ FY17
v~:~~%%~~~F FY14
..~ ,: ~~ ~f.cos
State resources had been a moderate but crucial component of the prior plan.
The plan assumed a stable base post the 2009-2012 reductions with adjustments due to
parity. This was accomplished.
The plan assumed modest additional growth due to performance

($75 million over five years).
FY16 reduction reversed the entire parity adjustment($45M) plus an additional $8M
Can no longer assume stable, modestly increasing State investment, and must find new
pathways to preserve low tuition/high aid predictability
Why Do We Need to Modify the Enterprise Plan?
LJ
iii. Who We Include &

How TheY Succeed
40,000
42,500
~. 45,000
R 47,500
50,000
~ 55,000
0
52,500
c7 57,500
~ 62,500
0
~ 60,000
~ 65,000
67,500
~o,00a
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
2114. 2015 2016 2017 2018 2019 2020
,..... <<`%<<::Actual Total UG ... =Modeled
h~rF N..~ Goal
Total In-Person Undergraduate Fall Enrollment

Actual and Modeled Results
Total UG enrollment has increased by 34% since 2002
Only includes first-time, full-time freshman
,L
O
a
0 ~O
~O
DO ,0
ti
~O
~O
~O
~O ,ti
0 ~O
~O
~O
~O ,V
O
~O
~O
~O
~O
~x
~O' ,0
y
~O ~O
O
O'
y
O
O
O
O
O'
y
5
O'
y
O
~
O
~ ~~b
O
,~0 ,'y1. ,y0 ,y
O
O'~
to
O
,y
4~ ,0
O
yO'y ,'
Ly ,y0~ ,y
to ,y
am ,y~0 ,~'~. ,y~0 ,~~o ,y~'b
~i~~
100 ..;...;..3
0 ....`'~
200 ~.
300 -
400 .~......~
600 -~ -
700 .......
800 -. ...
900 ..' ..
1,000 " ~ ~-
ASU Freshman Enrollment by Annual Family Income
Fail 2012
Fall 2007
Fall 2002
0.0
5.0
10.0%
30.0%
d
m
'~, 25.0%
n
a~
20.0%
a
15.0
35.0%
40.0%
45.0%
2001-02 2002-03 2003-04

2004-05
2005-06
2007-08
2008-09
Academic Year
2006-07
2009-10
2010-11
Pell Recipients as Percentage of Total Undergraduates
2011-12
2012-13 2013-14
Pell recipients make up almost twice as much of the class

as i n 2002
.
~
~
..
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
Arizona is falling further behind.

The fastest growin demographic in Arizona is households of Hispanic origin. The latest
of children aged 0-~ years are Hispanic, whose parents tend to have lower educational census figures show 44%
attainment.
As Arizona demographics shift more towards non-degreed households, our educati
onal deficit will grow larger if we
do nothing to reverse this cycle.
0%
10%
20%
30%
40%
50%
60%
70~~0
Percentage of All Youths Enrolling in
Education Pipeline in Arizona
~dvancements for Society per College Degree
5.0%
25.0
FY08
$o
$Zoo,oao,000
$400,aao,000
FY09
FY08
FY10
FY11
FY12
FY13
FY14
FY15
FY16
FY17
FY10
FY11
FY12
FY14
FY15
~ ~'~ Actual ~ Planned
FY13
FY16
FY17
FY18
Fl(18
Institutional Scholarship and Aid as a % of Gross E & G Revenues
FY09
Institutional Scholarship and Aid
FY19
FY19
ASU has expanded and will maintain its commitment to

scholarship and aid investments from its funds
FYZO
FY20
S ~*
76.0%
78.096
80.096
82.0%
84.096
86.0%
88.0%
90.0%
~O
~o
~O
2
0
~O
Cohort Year
0
2
`~O
~O
~O
~O
~O
..............................................
80.4%
76.0%
.. . -mw-r~-- ~
.
.....
.,....
Cohort Year
~~
~0
~0
~?
12
.~ ~~O~ 2
S ~~O6` ~~O~ ~~O
9 ~~JO ~~?
8 ~~O
12
? ~~?s'
,.,.~,.......-,.
............---....................................................................................................._...........................
78.0% ......
~8.0%
80.0% ............7~.~! ...::.........................................................................................................................
o ..:...................
~
1"7......86.9%......................0.$7.1
............................................................
88.0/
...~7:
86.2/
......-._....
......................
...
...............---
----...............
..................
............... -..
-.....'
86.0%
~ ~ ~84.3%
84.0% ..........................................................................o.... ................................. .............................
82.5
83.7%
...............
......,.Sl.~%...,.,.,
.,._.......~......._......._....w,..........,............,.,..............
82.0%
.80.8%
90.0% ..:....................... . .............................................................. .........
Freshman retention increases through ongoing process improvement
25.0
30.0
35.0%
40.0
45.0
50.0
2002
2003
2004
2005
2006
2007
4 Year ASU Graduation Rate

6 Year ASU Graduation Rate
2008
2009
2010
~=~~u'{%~~~6 Year VSA Graduation Rate
~~ '~`< 5 Year ASU Graduation Rate
The acceleration of time-todegree saves students tens of

thousands of dollars.
The 4-year rate has improved

much faster than the 6-year rate.
The 6-year VSA rate is 69.7% for

the 2008 cohort and is estimated
to be 71.2% next year.
The 6-year rate is projected to

reach 64% next year.
55.0
60.0
65.0
eAdvisor and other retention

work started with the 2006
cohort
Graduation rates
~o.oi
75.0%
Total Freshman Cohort Graduation Rates
4 Year graduation rates are already up 20+ points
Graduation rate improvements are tracking retention increases
~f/
65.0
3 w......49.3%
. .................
X 4-Years rates
at peers
25.0% ~~~
2002
~ 35.0% .........................
~
' 28.4%
_' 30.0% ..~........................
~ 45.0% .~..~...,.......,~..__...
s
0
v
40.0% ..';...._...,.,..,...,.......,.
c
t
9 50.0%
~ 55.0%
0 60.0% ._..........57.Q1
a~
~o.os~ ._;.. _..__..

58.1%
53.2%
'4.5%
.......................................................................................................
.0%
Arizona Graduation Rates
43.6%
Arizona students show the highest rates and the

greatest improvement
2009
63.8%
2010
5,000
10 000
15,000
20,000
25,000
30,000
?> UG Degrees
FY10
FY08
16,380
;::3:
;:;:.::
,
FY09
15,610
..~,r
:.>::.;.
::; ::<:
14,444
FY12
~.~*~y~1
~:Online UG Degrees
FY11
~ ~5
FY14
~~ ~~5
FY15
FY16
12,707
21,329
_ _ y~
FY17
13,501
FY18
X4,495
25,470
.....
W:f Online Graduate Degrees
12,b7D
20,066
`:~<> Graduate Degrees
FY13
12,~~2
19,761
Undergraduate and Graduate Degrees Awarded

Actual and Projected
ASU is achieving its targets for degree productio

n
Total
F1(19
1518~9
27,2U0
FY20
15,:.:
7~1
..
Prestigious National Awards and Flinn Scholars 2013
Quality of Learning: Awards and Honors
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
U Connecticut
Rutgers U-New Brunswick
U Iowa
Indiana U-Bloomington
O 7Q 2p ~'p stp S~ 6~ ~p 8p 9p
~p0 X70~~O r~0~g0
Scientific and
humanistic research
Fostering social
mobility
Promotion of
community service
Washington Monthly's rating

of national universities best
corresponds to the course set
by ASU, identifying three
categories for ratings:
ASU Peer comparisons (low score is best)
ASU ranks 18t" among Carnegie Doctoral Research Pub

lic
Universities
.~
6000
2000
4000
8000
a~
10000
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.
....5,374
5,063 a_9io
82Q:>
;:.
7,719
:>>:> :::;.......... _
s,ac~
_:;::::
'
9,353..;
io,xst '
.:::
f
9,707
:>
...................................................
3;03 ....9;274...................9,344.......t...........9;254....8;265 :;'
First-Time Freshmen and New Transfers
1.1 Access: New Student Growth
Transfer have increased from

5,531 in 2002 to 9,363 in 2014.
The freshman cohort has

increased from 6,820 in 2002 to
11,079 in 2014.
The number of degrees

conferred is related to the size
of the freshman cohort and the
number of transfer students.
1. Progress in Degree Completion
2007-2008
2012-2013
Tofial Visits to University Academic

Student Success Centers
In 2013, University Student

Success Centers logged
139,400 visits (46,000 i n
math)a nearly sevenfold
increase.
In 2007, University Student

Success Centers logged
20,500 visits.
Tutoring is now provided at

24 different locations across
multiple campuses.
Improving students'
performance in classes is
crucial to improving learning
outcomes.
1.2 Increase Learning Support to More Students
Fall 2006
3.0 and Above
Fall 2009
Below 2.0
Fall 2013
61.40%
GPA Distribution for Freshmen
students who did not use the services.
Students with lower levels of academic

preparation are retained at an average 10.8
percentage points higher than comparable
Non-users were retained at a rate of 76.6%.
Users were retained at a rate of 84%.
significantly higher rates.
Students who use learning support are retained at
very low rates, well below 50/a.
Students with a GPA below 2.0 are retained at
The first semester GPA is a key predictor of

retention and graduation.
ASU has overseen major improvements in GPA

performance as teaming support has been
continuously expanded since 2006.
1.2 More Students with Improved Learning: GPA
DG
a~
0
'
G
OC
a~
~o~r
~2~
74%
76
78
80
8z~
84%
86
o~'~i
ti
o0
'L
ti
ti
Ooh
'1
OO
0
~4~
o0~i
ti
ti
ti
ti
Cohort Year
o~~o
oy'y
ti
o
oy
ti
\`~.\
ti to
~~
,~oti'~
'L
oy
..........................rn.2i..............................................................................................................
o~0~
ti
84.1%
......
- ...._......_......_........
80.0'/
................................
.......__....__..._...._._.._._......_._....795.. ............................_......__
79.0'
78.5%
Z6.8%. ......................... ............ .
$~.z~
83~....
8%
83:5%.............
Total Freshmen First-Year Retention Rate
1.3 More Students with Improved Retention
The drop off for the 2011 cohort

is due to multiple factors:
increase in unmet cost of
attendance, stricter renewal
criteria for a scholars program,
cumulative effect of the
recession, increased number of
students with math deficiencies.
Initiatives to impact retention

started in 2007 and have
increased substantially each
year.
The rate for AZ students is

now at 87.1
The first-year retention rate has

improved from 76.7% for the
2002 cohort to a 84.1%for the
2013 cohort.
O 95%
t
._,..
X100% .{.....
d
L
~
~
~
d
`~
800
c~a so~io ~-~
......
O 75%
N
~ 70% ......
'
~ 65% ..~...
.`
r 85% .~-_
C
~ ~ O
_ ~ ~ 80% w .
C
d
1000
1100
1200
1300
1400
1500
SAT 25th Percentile (2012 Cohort)
900
1600
Universities
105% .:.........................................................................................................................................................................
US News Ranked National
1.3 Improved Retention with Access
outperforming many peers) without changing

admissions standards.
peers)to about 84% in 2013(green dot;
underperforming
On a one-year basis, retention has improved

from 77/a in 2006 (red dot; slightly
mission of access.
Continue to increase the retention rate to the

enterprise goal of 89% while maintaining the
~r
('~
cv
-a
C
O
co
~c
2003
2004
2006
2007
>~..
...:
2009
..
2010
.... .......'
5-Year ASU Graduation Rate

~{v'~~~y~6-Year VSA Graduation Rate
2008
first cohort to
use eA:dvisor.......... ..............
.:.,::.............
.~
Cohort Year
2005
... :.
4-Year ASU Graduation Rate

~6-Year ASU Graduation Rate
2002
35% ..........................................................................
29.6%
__..
_..
30% .: ..::.:_
40%
.:
45% ..............................................................................
:.
..... .o
,.........................
...._.........................
55% .~.....................................................................................................................:::::::.................................................49Z%...:
i 49.2%
,.. .......... ................ ....
50a .;..... ...:.:::::::.;;;;:;::~::::
o .,
69.7%
nor -:.........................65:6'~0..............................................................................i,+:...............
w~~
Total Graduation Rates
=~` The 4- ear rate for AZ

studen~s is now 51
4-year graduation rate has risen

from 33.5% for the 2006 cohort to
49.2% for the 2010 cohort.
~~<~~' The VSA rate is 69.7% for the

2008 cohort and is estimated at
71%next year.
~~-{' The 6- ear rate for AZ

studen~s is now 66.30a
6-year graduation rate has risen

from 56.9% for the 2006 cohort to
62.6% for the 2008 cohort.
:~~' It is projected at 64% next year.
1.4 Graduation Improvement Follows From Retention
=~,'
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.
Substantial increases in student support has accelerated graduation

such that the four year
graduation rate improved from 33.5% to 49.2/o.
For a freshmen cohort of 10,000 students,480 more students

e retained. If they are not
retained and the average tuition is $10,000, the aggregate lossmayb
to the students is $4.8 million
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.
For fresh_me:n.,:al:one, savings total $6.6 million when they do not

repeat these courses.
Substantial increases in learning support decreased D/E/W grad

es from 19% to 14% for
Freshmen in 2013 compared to 2006.
Concerted efforts to improve student success yields cost savi

ngs for stud
1.5 Reduce the Cost to Student
.~.y.~;
:..;r.n.
,-.~ v..r.
k
ii4
. .::..~..\::
............:.
>F..~.},.4.v. .
,r..:
.:.~:::
f~.
:<c..
...
..
iij:ilii~:i~:n
'.
..h
v .
f
vn
,::~.,6
L.:4:
...
n
:
-~
..
::.:...na?
:;:
"':j:. .v
iYv
~:i~ :~:~::
.
3~A .v:}.
.......iti:a:%~~
........
'{.}:.0 ~
.iiv'O.
~.~::::::::....
::::::::.::.,.:
..............:
..:......:v...
::w:::=+v::::
~iz...,i..
y,:
:::::::::.::.:.
.............
::::::.:.i::..
...............
:::::.:.
::.:v.
.......:::::...
:::.:.......::.
:J?:>::.::v.:::::
...............
...............
.
vii:::
::::ii:
....:..:
pv....
...............
...
:.:.........
z:
y:
':"SF5r)i~~
i. ..5..
.::C:. -:.:t..
Y:.~h ~}.
u.n...t.:.p.
..K`
:J'~~
.:~}'.'.~'4.
$ p
::n:~.
;i:;..r'>.
4 ^~,~',,
.
:x~ x:}n{w
..c
::
. ~"~
:Jiv
..
A~~f
-:X:
nom::
.:":::Ci.
[
a:.C;:.:
:::r:
..
qn
~,
;:: v}~Li:
2`
Sti:T:
.'~A.
r .~ .
Total Degrees Awarded
Degree growth, 2002-14:

forty-five percent(45%)increase since 2006-07
in 2013-14 degrees increased to 19,761
goal is 25,000 in 2020
10,000
12e000
14,000
16,000
18,000
.......1.~,
;..t .::
1.6 Degrees Conferred
20,000
~~
i::xo.
::i~:i?t'::^::?4:
..1r:
)v:~ is
;:;{r:
~;;,v,;F...,
:S::Y: ~::~:v,:iti:
.,.~h:::{v:
.;
~...
iR:pi
,t,. ,.
':.die".::
3,
.X .5}\..
~v ~~
:r,,ra.. t.:
.,{.n.};:S'nCv
v.+{
.a
/L
~}}k'
y{~
:'v:...
1.
ê,~i
,':~F
.rh
3.
:
~V't~.l.
.
i~:hi
~.^
.fir .~~:
ti.x
.~~ .
~h?v
~~
2003-04
2013-14
t. v o c, ~ o a ~ ~c~ v Q. .` ~.5 ~a ~~ ~~
~~
~~~
-~~~
.~a~~o~J'~ ~~~~5~~ oo; ~~~ .~~ a~ ~a
~~~ ~~o
.~`'~-~~~arc,
J~,~~~
er
.
~~a
GQt .~\~'~ ~a~..~~~ ,mac
'
~~ Go~
~~Go`
~ ,~~t ~,~ ~~ ~, a moo,
,o~ o~ ~a
r~ ~r
~~~~
~
Q~
4,000
3,5Q0
3,000
2,500
2,000
1,500
1,000
500
0
Degrees Awarded by College
1.6 Degrees Conferred
Natural Sciences: 1,216 from 689

(76/a increase)
Life Sciences: 633from 360(76%
increase)
Business and Economics: 3,659

from 2,819(30% increase)
Social Sciences and Public
Programs: 62% and 83% increases
respectively
Health Solutions and Nursing: 1,604

from 778(106% increase)
Some other significant increases:
Engineering: 2,562 from 1351 (90/a

increase)
STEM increases since 2006-07:
Degrees by College 2013-14
t~
Passive learning environments such as large lectures produce the wors
e critical thinking skills.
The goal is to improve content proficiency while also improving critical

thinking and problem
solving abilities.
~[a~~~~~ Le~~~~
2.1 Master Learner: Develop Skills for the 21St Centur

y
2. Improving Learning Outcomes
~7
General Education Classes
2.2 Curricular Innovations: Adaptive/Active Learning in
2. Improving Learnin g Outcomes
First semester results exceed expectations considerably

Spring Retention: LEAD 95% vs Non-LEAD Comparison 89%
FALL GPA: LEAD 3.04 vs Non-LEAD 2.55
Involves team work, debates and projects that integrate the skill
s learned from the
same conventional courses as taken by other students.
Three courses integrated around university success, communic

ation and critical
thinking
Fall: Critical Reading &Writing; COM 101; University Succ
ess Course
Spring: Applied logic (Philosophy); Multimedia Communication;
University
Success Course
Builds fundamental skills necessary for success in othe

r courses.
LEAD (Learn, Explore, Advance, Design)for academically

at-risk students
First-year curriculum that is project based learning
2.3 Curricular Innovations: LEAD
Ten majors to launch pilots in fall 2015
Applications of the learning objectives to projects central to the degree
Measuring and mastering learning objectives instead of time in seats
Cohere elective courses, general education courses and courses in the

major around a single integrated project so that all of the courses have
direct applicability to the major
Project-based modular learning in a degree program from freshman thru

senior year that integrates the learning around critical thinking, problem
solving and team work.
First in the Worid Grant-$4 million provides:
2.3 Curricular Innovations: PROMOD
Citi
Intel
Google
Wesleyan
Bowdoin
Washington University
Harvard Law
Fullbridge is one such company, providing career-building skills for colleges and univer
sities
as well as companies. Among others, they have partnered with:
ASU is starting a pilot project with an external partner to fill the gap.
It is common to hear employers contend that the ability of students to convert acade
mic
preparation to career readiness is low.
Provide training for general career skills
3.1 Finishing Skills for Employment
3. Co-Curricular Innovations
,
~c~'~
max .
..........
Interactive tool to motivate students to prepare, attend and complete college
Provide high school major maps designed to prepare students for their selected major
Connect student interests and skills to academic majors
The(Me3)Project: Expanding eAdvisor to high schools.
~,~ ~~~
the Arizona Pipeline
3.2 Degree Completion: The Arizona Solution -Improve
3. Co-Curricular Innovations
AP classes unavailable in
many rural areas
basic math so it doesn't have

to be taught in college
Use the ASU Academies to deliver

courses:
integrates with multiple devices
consumer grade web camera

and microphone
standard mediated classroom

or standard smart board
fraction of cost
classroom without walls
Provide online courses directly to

the high schools:
4.1 Degree Completion: The Arizona Solution -Improve

the Arizona Pipeline
4. Further Advance Student Success
..
___ ___
__
2~Og-Og
2~1p_1~
2 11_12 2 12-13 2Q~3.1~' 2~~4_15
i~f~~~~~~~~~Actual ~f~~~~<~=~r Goal ~ ~~ ~~~<~ ~~ Estimated
Z~~g~1~
5,200 _:............-- .... - ...._ ..........................._......._......._..................._.................._......................_...._.._...._._......_.........._._
5,400 . ...
6,800 .......................................................................................................................................................................................
Number of Transfer Students
expand working relationships

with the veteran affairs staff at
the various Maricopa
Community College campuses
develop reverse transfer of

credit program with Maricopa
Community College District;
Yavapai College and Central
Arizona College would follow
provide eAdvisor access to

Maricopa Community College
students who express interest
in transferring to ASU
on-track to exceed the

2014-15 goal
4.1 Degree Completion: The Arizona Solution Improve

the Pipeline from Community College
65%
800
soio
~o~a
y N
L ~
~ ~
~~
c~
.~
75%
Eo
s5~io
95% ._.
1000
1100
1200
1300
1400
1500
SAT 25th Percentile(2012 Cohort)
900
_.....__....
~ oo~ia ........~..............._~...
so~io
~ N
00
~~
a~ v
a~
~o
C ~'
ar
c~
105% ~:....................
1600
US News Ranked National Universities
On a one-year basis, retention

has improved from 77% in 2006
(red dot; slightly underperforming
peers) to about 84% in 2013
(green dot; outperforming many
peers) without changing
admissions standards.
On the basis of a four-year

average, ASU is outperforming
many research universities
with similar access challenges
(blue dot}.
Achieving the goals while

maintaining access is a challenge
few research universities outside of
Arizona attempt.
Continue to increase the retention

rate to the enterprise goal of 89%
while maintaining the mission of
access.
4.1 Degree Completion: The Retention Rate
~ ..
<
f :S~~
~.fi:,
3NiC0# Sf~bwy_"~i
..:\::u '~
C>~:ms
..
...
~iiY::.v:.7:Pa\X'^ a
.cit
'Q~~~~
,.,.. 7~CSC$^..v
- mot
:_~.'~.:~-
.:.~f,
^.f%^:ti., ..
.,' ~~~r
;
y:~ ..
Nr<ur~ot a.~ea.
.n..-....v.::yl iu':~~:_i.r,.w..
..] .r
Kc~waz3
-i
e _
..~ ... v..a. ..
......~..ti.. ;:J~_~: :,. _ y":~::~~?CS,.
a:5'~f` n
~7 %:F~~. u. _:1}.'~~:.a':. _~`tL:: _.
~7~' "\r
._.".Fc,
......,
............~::'t:...:saa:;~.....,zr.Ets.C:......>:~r;~ _ :;:s:?.q>s~:,s:as~s: ...._.~~atr:C~2ztar:`
.. .`F.ism.,
'.... .. .. .. .. ...
T`....a_......_ ..'~'L'~',y i.:<:=...~'L~:e. i_..._....
ff il~iE
,J
.._..u,
Q~~4~"G' ~I~I~I~L~ ~~
.............. ...... .. ........,. .... .... ^.-;K'.yr....~. ...... ..:f?'..ifv-Ff::.._,.., ~`<` ~

s ........ r .. _i :Y+~:
'
f:'n....:.. ..~.
:[:~='t";î:::........i::f~:.. :53
g i;'~y>~~er::r:.t~,^.:....... ...'r:..::r'>{.':`.t4in ....:;u+
r :,.......... _...`.v:.. .i~f:.+..;. îi^"c.it..
,:j.it.~:....~..:~a~+:`
..r_Î'ii ^. ,.gi~.$::i5.-.... .. .. ,
.. ,.
_
rt .. c~::r::_ .~;_:>c = ~~r.<_^..,:>e~ s.__.. mss......... ...
.~2~i... _^.:~i..._ ._.._....z. Rc-ro 3~~~....ao.'....:`.g~r~^ ~ .,....1~..... 8>5~y;~r.: .........~..
rM:~~=_~s:~.~. ;~:::-~::.. ~::~ wx :_..~ ....:~~-...-F~~:_::T:~ ~-~_y-gym;: a.....~_. , ..,. ~:.;~. _... ~-~~ ,.t- - ~
,.__
y =cs.:. r?
e~c~
~rar~~~r ~frnpl~frec~
~~~~
~~~~ t`~ ~~ l~l~~ ~~~~~~~ ~~'~~
lSQ 3tC fT E`. v'.
:t~ ~Y.:.
race the n~ step
htt s://transfer.asu.edu/a reement2/marico a-count -communit -colle e-district/ma
Transfer Simplified
University
Maricopa to ASU PathwaYs Program(MAPP~

Community College
~n
Pathway Benefits
,~
~
Measuring the Output of College Education
OArizona Board of Regents /Arizona State University
Invitations to special college events at ASU
Maricopa Community Colleges campuses
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
Community College Transfer Simplified
Maricopa to ASU Pathways Program (MAPP)
~~
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
Community College Transfer Simplified
Maricopa to ASU Pathways Program ~MAPP~
Measuring the
~~q
.rcio%
M1~~
.aid
~~1'v.
.'.nfD}~
~"f
:f~:~
s+~.`S~.~Y
s
,
'~~,,7 .,~,.
~s iv Y.v'~'?v4'u~ff-
s.~?iOi~'"k~L~Iz
.^.^,a".?i+".~~i!L.L~C
t'."..~',F.*ti'93'@}ES1~:3~
`.r3F}~
`.`~.:~ii~
'
.J~~
~~~?
~ ~.L`'
. ~iy
-irtN.a"S.
<.:' ~S
x,324
az',R
i.Lk
:i,'3.'.'~'.i~
:;~G.~E
A_`s+S
`~'~~
~~~<
~~
: ~~'
t r h
'r~.'j
.`~
1i~t.;~zx'
3~e
~,{~h?
:7~~ia~`
~,zv.
:
;
~'Y)
52~:
x~t
;
aim:
a
=3'c
::a~~$
~ #)!.
.w}tY:i
3::
~_.~~~'
~aii#
s~-87~
ù~u'~
uk~'.0
7j44
u dt
Z a!
a +lr~..t
F~s
~F?
~a..T
.a2~.`y~
?~?.~~.
h.~ ~
~:
:
:
~i
Sii~"
i:~
vat
5~+.:~
R 177<
J~
R w.~.
t,9P~
~'.,wt
4,~~.3:
;z`'-~c~`-5
o.~~.:~.~;
#~ti~,~"
i
.~Ctt
~:t. ~s
:u.'~:'~i
? 41Ss
~
,:
"t:X4'7
~` ~~
i;ir
i'~~s,
-~:.~
c
:
E~{riu~`~~~'.;.."v.~~i;'~._u~v-:~s~'st':'...1 '..x:~'v~%f
:;rFtaF~~L~i ; i~ YF fys.
s!
i
1.8>t
?xs vi~~`f.3~f
t~i~@ ~fta33~'s
R .'.
`~r':.~1'A
~~
?:~Lf'i~ì2
~~x
}{
`'~
~e'~E~`f`~~ `Y~%?Y;
lt~~ ~E$4~ $~~.'~i3tfiQi~

ft~r~~~i}~?~~
i..-.~.
izona State University
<.l,,:
v.'ra
~.~.'~a:
5.~'a~
4<~'a
:C.~i.
Measuring the - ---.--- -- - ----,:.- ------------
~F!'i~Etl:4~e~;~Mv:~
~:.~
~~.TJ
2
v.~^.~
a..~~<
:3%.iiry~,
R
r%e w'
i~t.~iJ
~3 ~
a~'4"
i K+,y+
+.~~::..
$..tri~2
~l.3~<
V.L~`C
Z'v-~~B
?Gi~~':2~
'.''L~tsf<'7+"i'S.~'
fit. Q
S ..~.
ivib
+~~?r<
ii.L~,'O
T.
i
r. ^fC.
2eKfif4il.C~~ii ~~iis~5~
`~Y{~~
C'y7$.~+Kb~~
L::iYi~
^~?1.~2~t?+y.~fi~
.,w.'~.' :
~.it\e
u.Y 3
~;.t~~'~J
y,~{.,~i~
Y:~+.
1%~ti
~;
:i~i
Sdf-L~:
.s~,.i::A
^~~:
ia..'N
,~t
3'~~'o`2.w
~~1~.`3~'Sn'i3~~.3
.'~.t$:~r~l,~iai fi
Fn3$ji~
h'?^z.
~5.~a
w.~`-1
3,,~~V
y xM~s
';
~.~'a
~'.$-'tL
A;~~?
~1.<~
i
~ v.\
rxe
.Rey
i7~.L2
i,.~=R
~.Aii2
S;+~tay
~.:-."+;f
3'<.~;7r
~~
.~F
L2:`Fd.
Yt."!v
;u~?rY2
::ASi
~;.~,:.'.
h
;?..~-~v3
72~:d
~.'~.%-t
^
'6
~~.~.ti7.~`.
--
'^
~.T.'#-'
3..~
"
.'S
x.v
M.,%.::
~l,i:R
'ft.~,.
..';2
~a-5
't
ss'~YJ
~:~5
.`..~~R
~~4
a.~lk
^.:~^
ny.~R
v.1~Y
:iJ:ab
... ~2.
3:~Rs
~ .
,E.~?5
i,.~t
:.ihi.
7bs
t~?5
~i:J`2
,;~;rw,~.is'? ~;si?-~~ x:3:3- , '<.;.~,
___"__
.. i4C
~.J.~
~`~'6
z.3YX
E::~.LS
:,~C
?:~t~i
:t.S~'e
~~:~~
::x~s
v::-
- - --------- - ----- -- - -- J __'_____'____'"
'
~Y:.:.~z
v.~"5
2,-E~~J,~~4
.s?~i~
7~w
`~i'`.
RCS
~~12
i i' {:
>~;b`<.~-',~
i,~.-#fit
SL??t~
~:7~i
~i~5..14~.
~.~N
{tt:?F?d
~~r~,.~
ti:.7~~~
s,,,~
'"{:.'f3tys'if~i+j:PK
~ ~-.~
>h s~ sw~i~^l~ >i?#.~v^'s~i ~i?:.~34
.~,2
J^.''~
.
.
'~
y~~ r
?."w~:i
+sj2,~~
y'5~,~
~32d.~~ltt ~~tiit7
's3.:~i'-
r^b'w:r~~'%,iy>S ~v'~%i'i~
f~'~..03~ ~~~1~`%:i.;~
t~ls irs~L``~`~ts"?;'ts-~ ~:~~~~tk'"a #+~'?;s;FQ 3:x';~tt~~.~xsv
~je'.w`.:
~
Y:
~J:
3i.:'~i'i
0.~;.7'~^s
,~`N-.
~. Z
-~i
.tip
'l.,~..<5
Z;
}.~i3#
__"__._._'J
G.`k.~'4
C~
~..:
'~?"~..
.:.s'~4~
%?5
;
.
t~
^3,:~2
J'.
,~~.f
'
ice
ii:3'
i'
.ti'f1Yh...
..
>,~,~
y[
~''f,.L:i~<ij+. ry(,t~2({~
~~~w~
f'Y
.h~...3.?F
`q'
?
Yeas'"
.e\.L~
~{~-~
,
isH:~;j
Q'~Ste t
f._.5~4
'y
C;
~ii,
.~w.TF':'8
w.
~i'{
'%. J
~.~:l.
ti'}.11i i^w
+y,
~ M1Y~f
.
~;~.~5
Z`ti~.~~
"~"~
.
.~i
~~%}<~ :
~%
~,.~i~`f
~,
~?s
S~~
~3;Jt
r~2~^'i~
~.
...
':~
y'
~s..~2
yt~~:
~:~8
Y~~~F
~z`.. '
<
~+
Y~.
~.T
ifl.~~:
~;;,
-~i
f.~9
v ~.
a4.'
'
.~J.~~
~.
~~
~2-:~5.
s.
:~.~F
.$'.w~.vxdL
.~..~
~~
~
V ~.~.
ih~4'i`~
.~.i.:S~'
<
~.~~;
'S~F~~~"ig .s'~;
yi~~~"7.;f 1
a`'.~i~ii L'v~s::~.?
y,~
3"y wi4
!
-2`
$~86:
~~' 3:~'c
A~~
RN, &.
k`.~k~
+~ F
OArizona Board of Regents /Arizona State University
~["~.Yv 4~
'..
ndLz4.,i.~"."
"7F
.~;y:J'a.~
ham.~C~
>I,...:.~~'~..~~:,
'''3 w:~
r
:~s:k'i+^~
~~R7~
.'s<:::r~
^lh.,t3'.L
f`.J'J4
.f.~~'
s.'
~"Z~'<~'?i
~.2.~'~
'#;ib~.'c
~~i~~<'2~
~~,k~,;'r.~`~.
'
.,~k~
C:if.'.L."~
."i~'.?r
~.
Y^
..~z
w~i~vv~'c
~,k~:~
.'.'~ih
i2~~i.:Sa'.
~;~:..2.
5^.
Measuring the Output of College Education
iii
~2!:{A
;
'
~~ ~.`'.~if~~
a`4;~k'tf:4~'
~;.fQ~
~`~~L`~
~
;
~3:i
~:~~
`~.'W
t~~,t
i~'.~> ~.'~
3:*N:+t
'.?'~~i
~~.L4
.~e~
,~.
i3'i~ii
'i~.~s
n`
hs
.~3
Y$<#~`rii~~,~rf'Cv
~:t~Si:~4:
~~7~'~:~
tst'iY :1~74t~~r~.~'~
`~~'s'~5'~~e~SJSi~:~~
~~ll~~l~
:s ~x:~~t~3~S
'Yc.3x`xs'~'Eati`~.?'si;~~:f's...~~y
1~tY:~:~;~;.3~:i~'I'~<$:~
~~~.~ ~
~&
4~:F
~7~w%'~
,5;a~'
~`;`2~%.
wR!.~+~R
K'. ~~s,4~ts<.
~~4
iv. Responsibility to the Community &

Partnerships
~
t~J
~
y~,
({~~J, (~~~
~e.l[~~tR+
;,-,~.,x+u.... ..
..:..:',::4{:::Y;:::',a,à.. ~,.....
.....
.....
.............
,LcRSl.~+i~4~3eN~,9W,6,iY,~tYS~UXChif+{MUQ:~ ~'
..~ -.~y,.g~$b,L.rb2}Q~4,GS:Sh'Cd+Wo--'widF.iH
ri;\d
~~
......
.:.:.:..
..::.
,. ..
'
..,...
,:-,...-..
,:.. ~
~C-'4}
~:~~P~;~~~,_
s.
1r:2"~."~U~,`?k?f6cjeFitoA~+.
~s~ ~~~~a~:~~.a~~
~..
...,IC:!;e`,Y%'1.g.,5,`b,`cF?(?4
'.iw/.~."C.`d.::{ii+nf^:rf~:<:j.:ii~x~'t~M.:'y.':
,~.r+.'ti::iiri'.....
;it~+.'fd3.~'f?i:Y.SSf'G
..trnvi~<'.:..
_..
............>,...,rrtilsa+r.'a.?Y.P.'a
t'{I`:vi^3iC:veC:9iS'e.4?g~.7f~\<ti.'Yv7
::.
v t.....,
......t?Y:a>cx<rowekn:.meskaN'i."i:i
, xa:Yt`w^:~, +.':?';.~:~:;:J.~w`::,,.,...:,.
.....<F+
........
`S,...........,
.,,s
~?s~ai~s; ~r~Q~a~ ~ar~~f 3t~Ln~~ ~s~ ~.~::~~A.~~~e~ t~~~a~~:a s~~# ~~s~t~:

sue' '~: 3~~L'r~~~i#~ v'~. ~~ c:i:s;~i ~'~t,~.:~;~# -2~#1'.~;~~ ~ivy-~ #' '"<
L.0#T~..
~~#mss S~i3~~~
~ ~:i:~. iQ3~`~~s-~.~:.~t,. ~~iur~r~i~3r ~ ~y~rs~-~;~a. ~nssd~rs~:~.~:aa~ss:a>:s~
~C
37` ~~.~
z
ca
~i~~~~ ~~~:fst~~~ .sit:`:

~~ir~ti . ~'{3t"
ed~~ F~~n~~y ~~~t~~~ ~yQ~i~3~~~
Higher education needs to be available to all Arizonans
~/'
Graduation Results
100% of its first senior class will graduate in June
72% have been accepted at a four-year university
92% have been accepted at a college or university: average rate of
graduating Arizona seniors is 54%
Polytechnic K-12(Mesa)
A rated
Phoenix K-12(Downtown Phoenix)

76% of students qualify for free or reduced lunch
Was inherited as a "failing" school; is now rated B
ASU Prep Academy demonstrates that all students can succeed
~'
20
40
60
80
100
~ Poly K-8
2009-2010
Phoenix K-8
2010-2011
rs~~ State K-8
Poly HS
2011-2012
~~~r~ Phx HS
2012-2013
=~ _~ State HS
ASU Prep Academy

of Students with a Passing Score on AIMS Reading Tests
2013-2014
~ ~f
10
20
30
40
50
60
70
80
90
100
2009-2010
~`~ Poly K-8
Phoenix K-8
2010-2011
fury State K-8
Poly HS
2011-2012
>~= Phx HS
~~~<State HS
2012-2013
ASU Prep Academy

of Students with a Passing Score AIMS Math Tests
2013-2014
Enrollment and Capacity Building

City of Phoenix- downtown campus
Community colleges- pathway programs
City of Phoenix- athletics venues
Mayo Clinic- nursing cohorts and BMI programs
City of Mesa- Polytechnic infrastructure
Ca pacitY to Serve More Students
Experimenting with New Access Programs

Starbucks- College Achievement Plan
New Venues
Lake Havasu Education Foundation- higher education in rural
Arizona
Eastern Arizona College four year degrees
O penin J New Educational O pportunities
Pearson- ASU Online services

Knewton- adaptive learning
Numerous technology vendors-ASU online curriculum
Accelerating the Creation of New Teaching Tools
City of Scottsdale- SkySong

City of Chandler and TechShop- innovation center and maker space
Promoting Economic Development
Mayo Clinic- joint research activities

State of Arizona- research infrastructure 1 (2005)
Advancing Research
--
Pima County, Town of Oro Valley, pharmaceutical companies- build a biotechnology incubator to serve southern Arizona
China research initiatives
Desert Ridge biomedical campus- partnering with City of Phoenix, State Land
Department, Mayo Clinic, and private sector developer
Dozens of universities in large scale research center proposals
Banner develop research capabilities to support clinical neuroscience activities
University Innovation Alliance- partnering with 10 universities to innovate to

better serve lower income students
~~
New Opportunities
Snapshot
of
ASU
selected projects
v. EdPlus
25,000
30,000 ~..........................................................................................................................................................................................................................
ASU Online Headcount Enrollment(Actual and Projected)
22,996
25,665
Enrollment will reach 17,000 students in FY16
27,794
College Achievement Play
little
cost
#tobeincollege
starbucks:asuedu
The largest state university in the country partners with the largest coffee &
tea retailer to offer 40 online bachelors degree,programs to Starbucks'
100.,000+ partners. Starbucks employees have access to the entire
catalogue ofASU undergraduate degrees delivered online at
#o no
to the studenf while they are employed by Starbucks.
Starbucks
Joe Nocera
"...Under Crow's leadership, it is attempting nothing less than

the reinvention of the university. If Crow's model succeeds, it
offers some real hope that higher education can become, as
it once was, a place that views its mission as educating
everybody, not just the world's elite."
Arizona State Matches Starbucks in its

Trailblazing Ways
June 16,2014
Joe NoceYa
"Michael Crow thinks Arizona State ultimately has the

capability to teach 100,000 students online ... When I asked
him where the 100,000 number came from, he said, `that is an
assessment of what share ofthe country's need that we can
handle.'
Grandiose? Perhaps. But higher education could certainly
use a little more such thinking."
June 16,2014
"Michael M.Crow sees Arizona State as the model of a

public research university that measures itself by inclusivity,
not exclusivity. In his 13 years as its president, he has
profoundly reshaped the institution hiring faculty stars
from across the country, starting a bevy ofinterdisciplinary
programs, growing the student body to some 83,000.and
using technology to bring his ideas to scale, whether with
web-based introductory math classes or eAdvisor, which
monitors students'progress toward their major."
Reshaping.Arizona State, and the Public Model
April 10, 2015
<;;v
v:+
...y
:::~e~
':~>
s^};
:~:~
.t::.
'.:Vv.4.
+n
.~~:~
.s
tir
yr ;i:
~f
:~~
.vi
~[
M
i~v
f
c~
>;G...
~.
:..
':ti..
.;;.
~:...
t:.
.,.
..,
'.:..
::i.
i~:::
~fi~
:;
+,
.,...
:.
:.,
...
i!
i~
;
.riy:
~`
v~nv
.:.
.i:
is
;..
..~;
:$
~:i
{:
?
n
t
:k
{:
c
~
'~
a,
#, {
.~
~r ~.
::
';
.:
'-
;.
vii
~.
..
.~::~ ~
k`
......
,-,..
.; ~~
~~
'o
.y ff. r.
~ ~..
.,:
~'
4, ;
:
,~v
:..
>:
j' ;fir
?:
} ~
..
~ :~
~~
fi
~
'~
~+
fy
"'{?':
,' v'+~,~
+.:.:y, '
n.;~
~e
~4
:~:i'
~
.,'.f~'.'~w~'..
.tf
~p
':~~
!
tip+
t .
y'^+~i
~:
Interactive map:
htt ://teachonline.asu.edu/
IatForml
In some cases ASU Online

Instructional Designers and
Technologists are actively
working with our
partners(shown in bold)to
guide product development.
Over 150 3~d party tools and

services are used by faculty
and students in ASU Online
courses. In many instances,
collaborative partnerships are
formed in order to explore ways
to use the technology to
improve online teaching and
learning experiences.
Digital Learning
Platform
.Lim
: S.
mil\
..
J:4
1~,C'.~\
. \'4:..;.
r ~%S'{%' ...\ti{S~ ii::iiY'~d' ~i:v;'+:i5
}y4~
'
..~~t:
.i.;
::;~.::.:..,yt;...
<;::~;
~ i:::ii
v:
\}Yiii{Yitiii.
;~:: +.v'S.~{:
.....~;v
:.
x.1,.4
..
t
...
~'
~.
.....:
{~...::.
~.
ri::i:.v.:p:
: .. "'
~.:.~.a...~..v
.....
:::.
.:Rii.
n~~^~,
:L::.~:::~w:.
5
<"'.
}~
~~
:
_:~
.ij;:
is
:.
i\7\iiL'>i :$'.,t:y:::
.::.::
~^, ~y~+'~ij}:ihY..i::
it~:Jy?....
.:
..
.su
'~'~'
:yy;
r:
>`::
:~.
:`r;
:i.
.$;,
~~a'
?:t`~
;r
;'i;:
~n.
:'.
'.~
.'~~ V~~7:
,J
k-~
'
'~~
~,/,' '
;f!`~{:
+{.'~ ifi;
..
..
~.~,~~>~~
.6\.v.
..
~~~:Ytts~;
:^dC.
.
~..
......
ab
Y;
*
:/W~
TC.
,::v~ i!3tinL,L~;.:
.. }.
i },n:{~4tk
n~p24i~~~A:~+';.{:.,
`v:li
:'}
v:
.<'
Sender:
Sent:
Recipient:
Subject:

Melinda Kelly <melindakelly@cbaworks.org>
Re: Bringing the trades back to Dunbar
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:

Wednesday, August 26, 2015 1:30:08 AM
Re: Bringing the trades back to Dunbar
Tribune is a failing paper

Sent from my iPhone
On Aug 25, 2015, at 8:10 PM,"
"<
> wrote:
Great email. Short answer yes, but not next week.

Coverage for stax was v good aside from usual suspect the tribune, which was snarky.
Sent from my iPhone
On Aug 25, 2015, at 6:50 PM,Rahm Emanuel <ma~or re(cr~,rahmemail.corn> wrote:
Can I get my Dunbar event please mom
Sent from my iPhone
/~'~
From: Melinda Kelly <melindakelly~,cbaworks.org>

To: Rahm <mavor re(a,rahmemail.com>
Subject: Bringing the trades back to Dunbar
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 Hall of Fame
Jackets this year. Maurice was recently featured by Harry Porte~eld 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!
~~;~~~~
Executive Director
Chatham Business Association
~~;,
Sender:
Sent:
Recipient:
Subject:
sean.rapelyea
>
Pace
Follow up to Berrios discussion.

RTA found money for PACE and can now delay rate increase for one year.
That is off the table now.
He's getting me homeowners exemptions and rebate data today by 2:30.
Sent from my iPhone
:~~~;~
Sender:
Rahm Emanuel <mayor_re@rahrnemail.com>
Sent:
Recipient:
Subject:
Re: CPS GC
will deal with today

Sent from my iPhone
On Aug 26, 2015, at 10:56 AM, Ruiz, Jesse <Jesse.Ruiz@dbr.com> wrote:
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
Chicago, IL 60606
Phone:(312)569-1135
Fax:
(312)569-3135
**************************************
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
Sent from my iPhone

From:"Ruiz, Jesse" <Jesse.Ruiz@dbr.com>
To: Mayor Rahm Emanuel <mayor_re@rahmemail.com>
Subject: 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
Chicago, I L 60606
Phone;(312)569-1135
Fax:
(312)569-3135
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
**************************************
Sender:
Sent:
Recipient:
Cc:
Subject:
Jasmine Magana
Rahm Emanuel <mayor_RE@rahmemail.com>
Mike Faulman <
;Veronica Castro
<Veronica@rahmem ail.com>
Fwd: street closure for my daughter's wedding
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
Please consider the environment before printing this e-mail.

This message and any files transmitted with it may contain confidential and/or legally privileged material. The
information is intended only for the use ofthe intended recipient. If you are not the intended recipient, any
disclosure, copying, distribution, or taking of any action in reliance on the contents of this information is strictly
prohibited. If you received this message in error, please contact the sender and delete the message.
Sender:
Sent:
Recipient:
Mayor_re@rahmemail.com
Subject:
Re: IOKSB Tomorrow
Heck ya
..........................................................................................................................................................................................................................................................................................
From: Rahm Emanuel [mailto:mayor_re@rahmemail.com]
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
This e-mall 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.
E-mail messages may contain computer viruses or other defects, may not be accurately replicated on other systems, or may be intercepted,
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 fts systems. See the htta:l/www.as.comldisclaimerlafa/ for important information regarding this message and your
reliance on information contained in it.
This e-mall may contain information that is confidential, privileged or otherwise protected from disclosure. If you are not an intended recipient of this e-mall, 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-mall.
E-mail messages may contain computer viruses or other defects, may not be accurately replicated on other systems, or may be intercepted, deleted or intertered
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:
Sent:
Recipient:
Subject:

Clo Ewing <
>
Fwd: IOKSB Tomorrow
Are we getting press on the announcement?

Sent from my iPhone
From:"Powell, Dina" <dina.powellna, sg com>
To: "'Rahm Emanuel"' <Mavor rena,rahmemail.com>
Subject: IOKSB Tomorrow
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 twc
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,
50% of participants have reported creating net new jobs six months after graduating from the program,
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
E-mail messages may contain computer viruses or other defects, may not be accurately replicated on other systems, or may be intercepted,
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
Sender:
Sent:
Recipient:

Howard Schultz <HSchultz@starbucks.com>
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:

Re: RE:
Also got decent TV

Sent from my iPhone
On Aug 28, 2015, at 3:20 PM,Powell, Dina <dina.powell~ sg com> wrote:
Mayor, thank you for sharing this great article and for all of your fantastic support of the program. So
grateful
for and proud of our work together in Chicago.
From: Rahm Emanuel [mailto:mavor_re@rahmemail.com]
Sent: Friday, August 28, 2015 3:28 PM
Subject:
Dina -This is from today's event. Thought you should see.
10,000 Small Businesses program thriving in Chicago
SUN TIMES // Fran Spielman // August 28,2015
Most of them came to learn how to grow their small businesses and adapt to the everchanging marketplace. Others wanted to network and "learn to be a better boss." At least
one entrepreneur wanted to figure how to delegate so she could someday "take a vacation."
The 10,000 Small Businesses program that Mayor Rahm Emanuel persuaded Goldman
Sachs to bring to Chicago is celebrating its fourth anniversary with a bang: a new class and
a new report that shows more than 70 percent of the 3401oca1 entrepreneurs who came
before them used the lessons learned to increase revenues in the six months after
graduation.
That's compared to an average of 45 percent for the 5,000 graduates nationwide.
On Friday, Emanuel addressed the thirteenth class at the Harold Washington Library
before
they embark on what is a unique opportunity for the entrepreneurs lucky enough to be a part
of, what can easily be called a boot camp for small business bankrolled by investment
banking heavyweight Goldman Sachs.
Every Friday and Saturday for the next 15 weeks, they will attend day-long classes at
Harold Washington College for 100 hours of customized training in such critical areas as
marketing, human resources, accounting, negotiations and how to navigate the bureaucra
tic
maze of government contracts.
"The whole goal was to take all the advice and professionalism that Goldman Sachs
provides to the Fortune 1000 throughout the country and throughout the world and bring it
to the small businesses of the city of Chicago," said Emanuel, who marked the occasion
by
appointing a Small Business Advisory Council charged with developing small business
growth strategy for reducing red tape and expanding access to capital.
"And I know one group of people who are going to be very happy: your family members.
Because what you're doing will no longer be on the kitchen table or the dining room table.
They're going to get you out into your businesses and professionalize them and take what
you're dreaming of and thinking of and helping you build the American dream."
The mayor added,"If you ever get cynical about America,just come to one of these [small
business seminars]. Every one of you give an inspiration to taking a dream, an idea, sticking
with it and seeing it all the way through. Obviously, we want to see your revenue grow
and
see you hire more people, which is the ultimate. But, you are the backbone of our
~`~
neighborhood economy throughout the city of Chicago."

Christopher Keogh, regional head of private wealth management for Goldman Sachs in
Chicago, was among a group of Goldman employees who interviewed the first "cohort" or
class to graduate from 10,000 Small Businesses program.
"I keep coming back because there's nothing that I come across in my day-to-day life that's
as inspirational as this," Keogh said.
"The courage that all of you display in starting these businesses and wanting to grow is just
immense. We know that small businesses are what drives the economic growth of this city
and the potential for future employment. So, really the thanks go to all of your for entrusting
us to be of help and give advice. In advance, I want to thank you for committing your time
away from loved ones, away from your businesses to help grow your respective
companies."
Emanuel made his fortune in investment banking. Shortly after taking office, he lobbied
Goldman Sachs to add Chicago to the program it had already launched in New York, Los
Angeles, Houston, New Orleans and Long Beach, Calif.
The mayor delivered, with an assist from his longtime friend and adviser-turned U.S.
Commerce Secretary Penny Pritzker who was, at the time, a member of the Goldman Sachs
National Advisory Board for 10,000 Small Businesses.
In Chicago, the 10,000 Small Businesses initiative was to provide $20 million worth of
loans to small businesses that often have a tough time accessing capital.
The remaining $5 million went to the Chicago City Colleges to provide the customized
training.
During Friday's inaugural session, 38 participating entrepreneurs with a combined, 621
employees rose to introduce themselves and declare their goals for the Small Business
University,
"I'm here in the program to figure out a formal model for growth and I really need to hire
more people and turn them into mini-me's so I can someday take a vacation," said Sherrie
Hablitzel, co-founder of Kahoots Creative Group, a web design and marketing company in
Ravenswood.
Diana Rodriquez is the owner of a ServiceMaster franchise that does fire and water
restoration for commercial and residential properties. Her goal is to grow her business by
learning more about financing, human resource development and hiring.
"And also how to just become a better leader and build leaders as well so that I, too, can
take a vacation one day," she said.
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 ft
E-mail messages may wntain computer viruses or other defects, may not be accurately replicated on other systems, or may be intercepted,
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-mall 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:l/www.as.com/disclaimer/afal for important information regarding this message and your
<k-:;
`.:H:%i
Sender:
Sent:
Recipient:
Subject:
Peter Cunningham <pcunningham@educationpost.org>

Re: Dyett HS
I know. Just want you to know that she reached out.

Sent from my iPhone

On Aug 31, 2015, at 6:39 AM,Peter Cunningham <pcunningham@educationpost.org
<mailto:pcunningham@educationpost.org> > wrote:
FYI -- Randi reached out to me and Ax regarding Dyett. I'm on BEZ this morning talking about it. I have your
talking points.
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..
This e-mail and any attachments are confidential and are intended solely for the named addressee(s). If you are
not a named addressee, you should not copy, alter, post, forward, distribute or disseminate the contents of the email or attachments. When responding, please refrain from including information such as social security
numbers, passwords, and other sensitive types of data. in non-encrypted emails and non-password protected
email attachments. Any views or opinions expressed are solely those of the individual and do not necessarily
represent those of the American Federation of Teachers(AFT).
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

July 2015 Through August 2015

Caricato da

Informazioni sul documento

Titolo originale

Copyright

Formati disponibili

Condividi questo documento

Condividi o incorpora il documento

Opzioni di condivisione

Hai trovato utile questo documento?

Questo contenuto è inappropriato?

Copyright:

Formati disponibili

July 2015 Through August 2015

Caricato da

Copyright:

Formati disponibili

Sender:

Victoria Watkins <

Adam Collins <

Daily Press Guidance

REACTION TO CPS CUTS

CTU is planning to picket your office today,following the cuts. What

Daily Press Guidance

Daily Press Guidance

MRE LAYS OUT SCHOOL FUNDING PLAN

Daily Press Guidance

AFFECT OF STATE GOVERNMENT SHUTDOWN

The battle between Rauner and Madigan seems to have no end in

HILLARY EMAILS RELEASED

Monday, July 06, 2015 12:55:00 PM

Attachments: 211 Business Case (final)-2.pdf;211ExecutiveSummary_011513CC.pptx;Annual 2-1-1

I quote from the Get IN Chicago website:

do not hesitate to contact me.

Education. Income. Health. Safety Net.

Mobtliza Chicago Matro 211 business cesa

Feb May 2013

Identified speciY7c stakeholders and

Nov 2013 Jan 2014

Jul 2014 - 2015

Leverage business case lessons to

The Business Case

Government funded on fedcr~l end loc~l.Icvels

~ ' IVlichig~ir 211's organ ~,ntion~l structure

Local'United Way contributions ~~ccnunl for

_~U~11CIf1pb~C Cautl]I'C Of COlilt11llt11('y I{1l~)~C~

cst~blishmcni of a quality assurznac team

t'rirnarily government funded at: the county

Tailgred sere-ices and reporlin~ t:o assist

Filrtcl~d thr011gh pdrtuCr511i~7 bOtSVCcii k1iC SttttC

of Texas (~Q`%n ContribL~tion) ~i~d United Wiry

l~ 1r1~~ ~lrtner5hip ~~~it~~ st'iitc ggr~Criln~Cnt

i~icreases the likelihood ~f achieving

lnitiaZ pritn7zy f~~,idi~i~ secured tl~rougt~ local

' kundi,~g ~~utt~e~slups iziay ~~ol ordinax~il}~ be

~'Pi-irnarily funded tlu~augh local United Way

' Cast cfficicnc}~ is low aL launch; accept this

~' 1'rim~rily iinded tlu-ou~ll,local tJnii~c~ Way.

lit lii~les oClinit~:d fundialg; focus resources

Executive Summary, coat'd

Based on Dul'agc's County s cx~st~rtg call<oenter tiperat~oits there

Partnership with the Chicago I~cpartmcnt of Family and ~tipport

Executive Summary, cent'd

.::: ~;:; :; ;:;:...>..

i s>n:< n Jai:f{~:' ::::$:: % {`,:}

' lncl~eatie ~n ali~!nment o{

* 1~enerits aichieved t2u~ou ~h Chid ~o-metro2l L oftc;i-in ~ an a ~ ro riatc :<ciit~

Increase rii rvt~lir.~itx~n c>CtaY ref'uizds ttncl 1:11'C

lnczcu~c in ncc~shxict rat~ci <~~~ Duman 5cz~vicc' cullers iis~n J 211

Proposed Next Steps and Considerations

~ol~~CC`~tzd ze~~ort 211 call dat~' i

Create a (~'uxlity l~sstuancc daparnnc:nt fmd follow up ~~'ith ~]1 callw-~

NY itM f5 X191@fP Yl1 `.

I .jl ~~64i1~ ~N'~t1F7K~1 ~:6Q'

Existing 211 Funding Models,Introduction

Catl tenter Operafars

Greg Cott Former

Maribel Marin Director

Laura Marx 211 SME,

Wendy David Director

l~ 1r1~~ ~lrtner5hip ~it st'iitc ggr~Criln~Cnt

Suarcl th~~~u~iz IhG cities

Ikizi>u~,kii~a(c~~lionoC1~ ud w1l scx-z4cs. ~v~nl:ing t~,6etlz4rc~,ulclpresciit