Waukegan Potawatomi Casino, LLC v. City of Waukegan

CourtCourt of Appeals for the Seventh Circuit
DecidedFebruary 14, 2025
Docket24-1751
StatusPublished

This text of Waukegan Potawatomi Casino, LLC v. City of Waukegan (Waukegan Potawatomi Casino, LLC v. City of Waukegan) is published on Counsel Stack Legal Research, covering Court of Appeals for the Seventh Circuit primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Waukegan Potawatomi Casino, LLC v. City of Waukegan, (7th Cir. 2025).

Opinion

In the

United States Court of Appeals For the Seventh Circuit ____________________ No. 24-1751 WAUKEGAN POTAWATOMI CASINO, LLC, Plaintiff-Appellant, v.

CITY OF WAUKEGAN, Defendant-Appellee. ____________________

Appeal from the United States District Court for the Northern District of Illinois, Eastern Division. No. 20-cv-00750 — John F. Kness, Judge. ____________________

ARGUED OCTOBER 30, 2024 — DECIDED FEBRUARY 14, 2025 ____________________

Before SCUDDER, ST. EVE, and KIRSCH, Circuit Judges. KIRSCH, Circuit Judge. Waukegan Potawatomi Casino, LLC (WPC) says its Fourteenth Amendment rights were violated when the City of Waukegan did not advance its casino pro- posal for licensing consideration. WPC is convinced it experi- enced intentional discrimination during the application pro- cess—not as a protected class, but as a class of one. The district court granted summary judgment for the City, reasoning that tribal entities like WPC are not proper plaintiffs under 2 No. 24-1751

42 U.S.C. § 1983 and, in any event, that the claim failed as a matter of law. We affirm. WPC cannot carry its heavy burden as a class-of-one plaintiff, even assuming it could maintain such an action. I When the Illinois legislature authorized the Illinois Gam- ing Board to issue a casino license in the city of Waukegan, it tasked the City with certifying qualified applicants to the Gaming Board for consideration. Waukegan Potawatomi Ca- sino, LLC (WPC) was one hopeful contender. WPC is an Illi- nois limited liability company fully owned by the Forest County Potawatomi Community of Wisconsin, descended from the Potawatomi Indian Tribe (the Potawatomi). Out of four candidates, WPC was the only one the City did not cer- tify. To hear WPC tell it, this was the result of an application process rigged against it at each step. Indeed, WPC alleges that the City’s review process was a sham designed to benefit another applicant, Lakeside Casino, LLC (Lakeside). Because this case comes to us at the summary judgment stage, we construe the facts in the light most favorable to WPC and take all reasonable inferences in its favor. FKFJ, Inc. v. Vil- lage of Worth, 11 F.4th 574, 584 (7th Cir. 2021). This does not compel us to take “every conceivable inference” WPC sug- gests. Id. at 585 (quotation omitted). Nor do we vouch for the “objective truth of this account.” Brunson v. Murray, 843 F.3d 698, 701 (7th Cir. 2016). For an applicant to be eligible for consideration by the Gaming Board, the City had to certify that it met certain stat- utory requirements. 230 ILCS § 10/7(e-5). To accomplish this, the City asked interested parties to submit applications laying No. 24-1751 3

out their proposed development plans for the casino. Five companies submitted proposals. After one withdrew, the final applicants were WPC, Lakeside, CDI-RSG Waukegan, LLC (Rivers), and Full House Reports, Inc. (Full House). The proposals varied, as did the applicants’ casino experi- ence. One key difference related to the proposed terms for de- veloping Fountain Square, the City-owned property ear- marked for the casino. WPC offered to purchase the site for an amount equal to “+/- 15%” of the appraised value of the property. A June 2019 appraisal by the City valued Fountain Square at $5.625 million, but WPC was unaware of this ap- praisal and expected additional negotiations to solidify these terms. The other proposals offered anywhere from $11 million to $30 million to purchase the property, with various options for long-term leases, gaming revenues for the City, and an- nual guarantees for the City between $1 million and $3 mil- lion. The proposals also differed in other respects, such as the square footage of the casinos, the number of gaming posi- tions, and options for an entertainment complex, hotel, or temporary casino during construction. WPC’s proposed ca- sino was almost double the size of the next largest proposal, had the most gaming positions, and did not offer an entertain- ment complex, hotel, or temporary casino. The applicants brought different levels of experience to the table, as well. The Potawatomi operated two tribal casinos in Wisconsin. The other applicants each operated at least four casinos across multiple states. Central to this dispute is the relationship between the City’s then-mayor, Samuel Cunningham, and Michael Bond, a founding partner of Lakeside. Bond contributed generously 4 No. 24-1751

to Cunningham’s mayoral campaign and was influential in the election of several City Council members. Cunningham initially assembled an internal committee to review the casino proposals, but several members had ties to Bond. Before long, a reporter emailed Cunningham about Bond’s possible undue influence on the casino application process. The City began looking for an outside consultant the next day and retained C.H. Johnson Consulting soon thereafter. As part of the review process, Johnson Consulting and City representatives met with each of the project teams. At these meetings, Johnson Consulting requested additional in- formation from the applicants as needed. To that end, Full House was asked to provide estimated property tax infor- mation, projected revenues and expenses, and job creation fig- ures that it had failed to include in its original proposal. John- son Consulting followed up after the meeting by email, and Full House responded with the requested information. John- son Consulting representatives testified that they needed this information to perform an “apples to apples” comparison of the applicants’ financial data. WPC was not asked to provide any additional information or clarifications. A public hearing was held the following week. Each appli- cant was given equal time to present their proposals and re- spond to questions and comments. In its own presentation, Johnson Consulting portrayed WPC’s proposed purchase price as $5.625 million (the appraised value). A small notation specified that WPC’s offer was +/- 15% of the appraised value, but Johnson Consulting did not provide that range. A few weeks later, Lakeside emailed the City’s general email address for casino-related matters seeking to enter into a memorandum of understanding with the City. Under its No. 24-1751 5

terms, Lakeside’s original offer would stand if it was the only applicant certified to the Gaming Board. But if the City certi- fied multiple applicants, Lakeside would adjust its bid to match the applicant offering less money to the City. This email was forwarded to multiple City officials, including the City’s corporation counsel Robert Long. Long did not forward the email to anyone and did not disclose it to the Gaming Board even though he was statutorily required to. Long testi- fied that he did not read the memorandum of understanding and disregarded it to avoid prejudicing the application pro- cess. He said that Lakeside was looking for a “leg up” and that he did not think that he or any other City official had author- ity to grant the request. WPC suggests that Long concealed this email from the City Council to benefit Lakeside. The same day Lakeside sent its memorandum of under- standing, WPC delivered a letter to the City seeking to in- crease its proposed purchase price to $12 million. Based on Johnson Consulting’s presentation at the hearing, WPC was concerned that the City had misconstrued its offer price. Long advised Johnson Consulting not to consider this letter in its analysis. He testified that it would have been difficult to properly compare the candidates’ original proposals and any enhanced offers, so he instructed Johnson Consulting to ex- clude all supplemental information that the City did not spe- cifically request. WPC says this directive was part of an or- chestrated effort to prevent it from putting forward the best proposal possible.

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