Batavia Illinois – The 5th Ward

Batavia Illinois local government and topics

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  • Understanding the Electrical Grid Capacity Challenges

    Understanding the Electrical Grid Capacity Challenges

    Recent City Hall discussions on electrical power can seem abstract, but a new video does a better job than most to clarify the national supply ‘crunch’ we’re facing. This high demand is straining infrastructure and, ironically, has Batavia currently ‘making money’ on the Prairie State agreement—a stark change from even five years ago. The video features the Brattle Group (our city’s consultants) and PJM (our grid operator), and helps explain why modernizing the grid without interrupting 24/7 service is so difficult. 

    To contextualize our local situation: the proposed Batavia data center, small by comparison, is a standard co-location facility, not the massive AI or crypto energy hogs driving the national shortage.

    Misconceptions About Renewable Energy Costs

    • Rising Bills vs. Lower Costs: While electricity bills in the U.S. began spiking in 2021, the cost of building renewable energy has actually dropped significantly. Since 2010, solar panel costs have fallen 90%, and wind costs have dropped over 60%. In many regions, building new grid-scale solar is cheaper than natural gas, even without tax credits.
    • Political Blame Game: Politicians and attack ads often blame clean energy for rising costs, but a peer-reviewed report from the Lawrence Berkeley National Lab found no significant correlation between higher prices and the deployment of utility-scale wind and solar. In fact, states with the largest increases in renewable energy often experienced price decreases.
    • Reliability Myths: Critics argue that because wind and solar are inconsistent, they require expensive backup from “peaker plants” (inefficient gas plants), canceling out savings. However, experts state that grid operators have improved at balancing these resources, often using battery storage instead of fossil fuels.
    • Case Study (Texas): Despite having the highest capacity for wind, solar, and batteries, Texas electricity prices have risen less than in states with very little renewable capacity, such as Alabama and West Virginia.

    The Real Drivers of Rising Costs: Infrastructure

    • Generation vs. Transmission: The primary driver of rate increases is not the cost of generating power, but rather the spending on transmission and distribution. Spending on generation has actually decreased over the last five years.
    • Aging Grid: The U.S. grid is aging, with much of it built in the mid-20th century. Utilities are spending over $10 billion annually to replace aging transmission infrastructure.
    • Supply Chain Costs: The cost of grid equipment, such as cables and transformers, has risen far faster than the rate of inflation.
    • Bureaucratic Delays: The supply of energy is not growing fast enough to meet demand due to a backlog of projects waiting for approval from grid operators like PJM Interconnection. The wait time for interconnection has skyrocketed to approximately eight years, driving up costs for consumers.

    Surging Demand and Climate Factors

    • Demand Spike: After a decade of flat demand, U.S. power usage is expected to double this decade due to a manufacturing boom, the adoption of electric vehicles, and the electrification of heating and industry.
    • Climate Change Impact: Extreme temperatures are increasing the use of heating and air conditioning, while severe storms are forcing utilities to spend significantly more on weatherproofing and repairs. For example, residential prices in Texas rose nearly 30% in four years, partly to pay for grid repairs following winter storms.

    The Impact of AI and Data Centers

    • Massive Consumption: Data centers currently consume vast amounts of power, and usage could triple by 2028 due to the rise of AI. The International Energy Agency estimates data centers will drive over 20% of electricity demand growth by 2030.
    • Cost Shifting to Consumers: There is concern that utilities are spreading the cost of new infrastructure needed for data centers across all ratepayers rather than charging the tech companies directly. While companies like Amazon claim to pay for their specific infrastructure, confidentiality clauses prevent public verification.
    • Inflated Estimates: Some experts believe future demand estimates are overhyped because tech companies “shop around,” submitting multiple proposals for a single project. This leads to “double counting,” creating a risk of overbuilding infrastructure that ratepayers will eventually have to pay for.

    Fossil Fuels and Regulation

    • Keeping Old Plants Open: To meet the anticipated demand from AI, the Department of Energy has begun ordering older, uneconomic fossil-fuel plants to delay retirement. Keeping these inefficient plants online could cost ratepayers up to $5.9 billion.
    • Natural Gas Exports: As the U.S. increases natural gas exports, the domestic supply decreases, likely pushing up prices for American electricity generation.

    The Utility Business Model

    • Incentives for Waste: Most Americans are served by Investor-Owned Utilities (IOUs), which are regional monopolies. These companies profit by earning a return on investment (usually around 10%) on new infrastructure projects.
    • Profit vs. Efficiency: This model incentivizes utilities to build expensive new projects rather than pursuing cost-effective solutions like grid-enhancing technologies.
    • Higher Prices: Prices at IOUs are generally higher and have risen faster than those at publicly owned utilities. Meanwhile, approximately one-third of U.S. households have had to cut back on necessities to pay energy bills in 2024.

    Author: Jim Fahrenbach

  • Understanding Batavia’s Home Construction Workflow

    Understanding Batavia’s Home Construction Workflow

    Batavia is often regarded as one of the stricter communities regarding enforcement of its adopted building code for homes and commercial properties. This can sometimes result in higher construction costs compared to other areas or unexpected issues when remodeling or adding to an older home that has be brought up to current code standards.

    As Batavia experiences its largest expansion since the 1990s, some of us are curious about what the “workflow” entails after a new development is approved by the planning commission and city council, and when a new home is actually constructed.  While not as complex as the process for commercial properties in Chicago, it’s definitely more involved than you’d think.

    How do we make sure our building code is being applied and what does the inspection process look like?

    Phase 1: Plan Submission & Code Review

    Before construction can begin, the City validates that the proposed project complies with all zoning and building codes.

    • Submission of Permit: The builder submits a permit application containing:
      • Architectural Plans: Detailed drawings of the structure itself.
      • Site Plans: Drawings regarding the exterior placement and engineering.
    • Departmental Review: The plans are routed to relevant staff for specific compliance checks:
      • Engineering & Zoning Departments: Review exterior matters (site grading, setbacks, zoning compliance).
      • Building Department: Reviews the structure for safety and building code compliance.
    • Revision Cycles:
      • Standard Process: Plans rarely pass on the first attempt. There are typically multiple cycles of review, staff feedback, and builder revisions to ensure full code compliance.
      • Production Builder Exception: Large “production” builders (e.g., Pulte) often use “Master Plans” that are pre-reviewed and approved. For these, the City only validates that the specific options selected for that lot are correctly reflected on the plans, significantly speeding up this phase.

    Phase 2: Permitting & Active Construction

    Once plans are fully approved, the City issues the Building Permit, allowing construction to commence.

    • Inspections: Throughout the build, the City performs up to 27 different inspectionson a typical single-family home.  Inspections are often combined to streamline the process, provided they do not conflict with construction sequencing.
    • Inspection Outcomes:
      • Pass: Work meets requirements; construction proceeds.
      • Pass with Limited Conditions: Work generally passes but requires minor adjustments.
      • Fail: The City provides a specific list of items requiring correction.
    • Re-inspection Procedure: If an inspection fails, the builder must correct the issues and request a re-inspection. The City then verifies the specific corrections before passing the stage.

    Phase 3: Final Inspection & Occupancy

    When construction concludes, a final Inspection is performed to ensure the home matches the approved plans.

    • Scope of Final Inspection:
      • What is checked: Adherence to minimum safety and building code requirements.
      • What is NOT checked: Aesthetic workmanship (tile installation, painting quality, cabinet installation, trim work). These items fall under the builder’s private warranty and are between the buyer and the builder.
    • Certificate of Occupancy (CO):
      • If the home meets all code requirements, a CO is issued, granting legal permission for the owner to move in.
    • Temporary Certificate of Occupancy (TCO) – Winter Exception:
      • Trigger: Occurs when weather prevents the completion of exterior items (grading, landscaping, asphalt/concrete).
      • Requirements: The City allows occupancy but requires the builder to post a form of surety (bond/deposit).
      • Resolution: The outstanding items must be completed in the spring to finalize the permit.

    Summary of City Standards

    • Process vs. Speed: The City acknowledges that this thorough review process requires time and effort, potentially making the start of construction slower than in other communities.
    • Objective: The goal is to ensure a home is built completely to code, prioritizing safety and quality over the speed desired by production builders.
    New Home Developments in Batavia: What to Know

    Author: Jim Fahrenbach

  • School District Reaches Historic Debt-Free Milestone

    School District Reaches Historic Debt-Free Milestone

    Batavia School Board Meeting – December 16, 2025

    At the end of the year, the school district will be debt free for the first time in known history!   Also, we’re joining a class action suit against social media companies, and much more…

    Student and Staff Recognition

    • Esports Program Success: The Board received a presentation from the Esports coach, a special education teacher, highlighting the program’s rapid growth over the last year.
      • Participation & Performance: The team consisted of 28 students competing across six titles; all 28 qualified for playoffs, and 19 advanced to state competitions. The team was described by a peer coach as a “juggernaut” to be reckoned with.
      • State Results: The team achieved significant success, including a second-place finish in Mario Kart (losing only to a two-time champion), a third-place finish in Marvel Rivals, and a third-place individual finish in the game Brawlhalla.
      • First State Champion: The Board recognized the high school’s first-ever Esports State Champion, a junior who secured the number one seed in Brawlhalla and finished with a 13-2 record.
      • Commitment & College: Students committed over 10 hours a week to the team. One senior captain has signed to play esports collegiately at Carthage College.
      • Future Growth: The program expects over 45 students to compete across 12 titles in the upcoming spring season. Coaches are working toward allowing public attendance at matches, which are currently streamed via Twitch and YouTube.

    Curriculum and Instruction

    • Amplify CKLA (Core Knowledge Language Arts) Implementation:
      • Classroom Observations: Board members who observed the new curriculum in elementary classrooms noted that it covers grammar, vocabulary, writing, and reading comprehension in single sessions. While third graders adapted quickly, fifth graders faced more challenges adjusting to the increased rigor after years of a different curriculum.
      • Instructional Strategy: Instructional coaches are currently working with teachers on engagement strategies to scaffold students up to the high rigor required by the new materials.
    • Expansion to Middle School (Grades 6-8):
      • Teacher Consensus: After reviewing 12 resources, the middle school team selected Amplify ELA as their preferred resource.
      • Implementation Strategy: Although initially planned as a smaller field test, the administration recommended a full implementation for the middle school. This decision was made because the co-teaching model (used for IEP and EL students) makes it difficult for only one teacher on a team to use the new material. Teachers expressed a strong desire to “learn together” rather than fragmenting the grade levels.
      • Timeline: Professional learning is scheduled for January 5, 2026, with implementation beginning in the second semester.
    • Cost and Contract Details:
      • Contract Structure: The Board approved a five-year contract that includes consumable and digital materials.
      • Savings: The administration negotiated a 50% reduction in shipping costs, saving the district roughly $45,000.
      • Cost Breakdown: While the total expenditure is large, the administration broke it down to approximately $29,000 per grade level per year, or roughly $4,000 to $4,500 per classroom.

    Strategic Priority: Belonging

    • Presentation on Belonging: The Director of Student Services and District Behavior Manager presented “Belonging” as a core strategic priority, defined as the extent to which students feel personally accepted, respected, included, and supported.
    • Measurement Tools: The district measures belonging using Panorama student surveys (asking questions such as “How much respect do students at your school show you?”), attendance data, discipline data, and focus groups.
    • Framework for Action: The strategy relies on two drivers:
      • Skills: Explicit instruction in social-emotional learning (SEL) aligned with state standards and the “Portrait of a Graduate” attributes.
      • Learning Conditions: Creating predictable, safe environments where relationships can thrive.
    • Current Initiatives:
      • High School: Focusing on student voice in extracurriculars to ensure students see themselves represented.
      • Middle School: Deepening “CHAMPS” implementation to target student engagement and equity of voice.
      • District-Wide: 23 staff members will attend a CASEL exchange in February for training on engaging instruction and mental health, later sharing this knowledge with building leadership teams.
    • Survey Expansion: The district is launching Panorama surveys for educators and families to gain a broader perspective on school climate.

    Financial Reports and Tax Levy

    • Truth in Taxation Hearing:
      • Reason for Hearing: A public hearing was required because the proposed levy request exceeded a 5% increase over the prior year’s extension. This was driven by a desire to capture new property value.
      • New Property Value: The district is adding significant value to its tax rolls, including $12 million in new construction and approximately $15 million from the expiration of TIF District 1 (downtown Batavia).
      • Assessment Increases: The Equalized Assessed Value (EAV) of the district increased by 11%, bringing the median home value in Batavia to approximately $450,000.
    • Debt Retirement: The Chief Financial Officer (CFO) announced that the district will make its final bond payment on December 31, 2025, becoming debt-free for the first time in known history.
    • Tax Impact:
      • Levy Amounts: The Board adopted a levy of $92 million, though the district expects to collect just under $90 million.
      • Rate Decrease: Due to the retirement of debt and rising property values, the tax rate is expected to drop by 9.8% (from 5.2 to 4.6).
      • Homeowner Savings: The CFO estimated that the owner of a median-value home will pay approximately $300 less in school taxes compared to the prior year.
    • Fund Balances: The district disclosed a total fund balance of $49 million as of June 30, which is expected to drop below $40 million due to capital spending on renovations.

    Facilities and Operations

    • Louise White School Renovations:
      • Project Scope: The Board awarded bids for improvements including new security vestibules, converting rooms B0-B2 into two kindergarten classrooms, replacing windows/doors, and replacing the roof.
      • Roof Condition: The current roof is the original from 1978, making it 47 years old.
      • Cost Challenges: Bids for the project came in approximately 18% higher than the previous year, surpassing the budgeted 10-12% increase.
      • Drivers of Cost: The Director of Operations cited tariffs on copper and electrical components, as well as significant price hikes in millwork (cabinetry/casework), as major factors. The electrical bid had to be re-issued initially because only one bid was received.
    • HVAC Purchase: The Board approved a cooperative purchase for HVAC equipment (Trane units) for Louise White School via Omnia Partners. Some equipment, such as cabinet heaters, was purchased in a bundle earlier to avoid long lead times.

    Litigation and Policy

    • Social Media Class Action: The Board voted to join a nationwide multi-district litigation against social media companies.
      • Rationale: The Superintendent noted this addresses Board concerns regarding student device usage and social media impact. There is no financial cost to join; fees would only be collected from a potential settlement.
    • Board Policy Updates:
      • Safety Act Compliance: The Board approved a policy update to align with the state Safety Act.
      • Training Requirement: A Board Member requested language regarding mandatory staff training on the new safety protocols. Legal counsel advised against altering the policy text itself but suggested adding the training requirement to the administrative procedures, which the Board agreed to.

    Board Development and Conference Report

    Board members shared takeaways from the recent “Triple I” Joint Annual Conference:

    • Superintendent Evaluation: Members attended sessions suggesting that Superintendents should perform a self-evaluation first, set prioritized goals, and document significant actions throughout the year. A mid-year informal check-in was also recommended.
    • Hiring and Diversity: Members discussed the concept of “name bias” in recruiting and the importance of the district website reflecting diversity, as minority candidates often check the website to see if they will belong.
    • Student Governance: A Board Member highlighted a session by Oswego School District regarding their student board members, noting that the presence of students at the table empowered both the students and the adults.
    • Trust Building: A member reported on a session regarding trust in leadership, citing eight pillars (Clarity, Compassion, Character, Competency, Commitment, Connection, Consistency) essential for high-functioning organizations.
    • Finance: A member attended “Dollars and Decisions 101,” which covered debt management and ROI, using simulations of school districts with failed referendums.

    Administration and Closing Comments

    • Community Support: The Superintendent thanked the community for the “Adopt-a-Family” program, which supported a record 394 students—an increase of over 50 students from the previous year.
    • Board Member Tribute: The Board President and Superintendent formally recognized the Board Secretary for her dedicated service, presenting her with a gift and noting that the Board “cannot function” without her.
    • Holiday Reflections: Board members offered well wishes for the holiday season, referencing Hanukkah, Kwanzaa, and Christmas, and expressing hope that the community finds rest and peace despite recent tragic events in the wider world.

    Author: Jim Fahrenbach

    Docs: https://go.boarddocs.com/il/bps101/Board.nsf/goto?open&id=DLZKFY51B913

    School Board Meeting Insights: Budget and Student Recognition – November 18, 2025

  • Mid-Year Batavia Schools Strategic Plan Update: Power Metrics Unveiled

    Mid-Year Batavia Schools Strategic Plan Update: Power Metrics Unveiled

    Mid-year update on the district’s strategic plan and its “power metrics,” featuring presentations from multiple departments including Academics, Special Education, Business, Technology, Facilities, and the Fine Arts Centre.

    1. Power Metrics: Academic Data (Priority One: Enhance Teaching and Learning Practices)

    This section focuses on using quantitative data to assess core academic health.

    MAP Growth Assessment (Grades K-8)

    • Description: MAP (Measures of Academic Progress) is a computer-adaptive test taken by students three times during the year (fall, winter, and spring). It is designed to find a student’s true instructional level by attempting to give them questions they have a 50% chance of answering correctly, which determines their RIT score. Growth targets are set based on the average growth of a large national sample of students (approx. 8.5 million). The goal is to match or exceed the national average growth target.
    • Data Highlights (Students with IEPs):
      • The percentage of students with Individualized Education Programs (IEPs) meeting their growth targets in math showed significant improvement.
      • Math (2023): 49%.
      • Math (Next Two Years): 64%.
      • The reading achievement gap for this group is also closing, with a progression from the 47th to the 50th percentile.
    • Systemic Focus: Better results are consistently seen in math due to a clearly articulated K-8 math curriculum, leading the administration to focus on establishing an equally rigorous and articulated core curriculum for K-8 ELA/reading instruction to improve those scores.

    ACT Scores (High School Juniors)

    • Description: The district switched back to the ACT from the SAT, which has created volatility in trend data due to changes, including a shift to an online test and the upcoming introduction of the computer-adaptive “enhanced ACT”. The district’s goal is to get students over the benchmark for college readiness.
    • College Readiness Metric: The college readiness score predicts that a student has a 75% chance of earning a “C” or better in their college-level freshman course (math or English).
    • Data Interpretation: Due to the annual change in the cohort taking the ACT (the current junior class), the scores are interpreted as a system score rather than individual student growth. Annual targets will be adjusted in the spring because the district has already exceeded its predicted measures.

    2. Priority: Fostering Inclusion and Belonging

    This priority is driven by the understanding that student engagement and a sense of belonging are crucial facilitators of academic success.

    • Sense of Belonging Metric:
      • Data (Spring Last Year): 70%.
      • Annual Target: Growing about 1% or 2% each year.
      • Scores were slightly lower at the 6 through 12 levels.
    • Special Education Context (Significant Disproportionality):
      • The district received a state citation for the over-identification of Black students with a Specific Learning Disability. Black students in the district were found to be four times more likely to be found to have a learning disability compared to the average student.
      • The subsequent deep-dive analysis revealed that students with the least academic growth were those missing the most instructional time due to absenteeism, discipline, or restrictive placements.
      • This finding shifted the focus to a district-wide commitment to belonging, resulting in instructional and cultural changes to reduce exclusionary practices.
      • The overall special education identification rate in the district is 13% , which is below the Illinois state average of 16%.
    • Discipline and Absenteeism Data (5Lab): This shift is evidenced by data showing:
      • A decrease in discipline referrals (ODRs – office discipline referrals).
      • An increase in attendance.

    3. Priority: Operational Excellence and Resource Stewardship

    This priority ensures the prudent and accountable use of taxpayer resources.

    Financial Profile Score (ISBE)

    • Description: This metric assesses the district’s financial strength and its ability to fund student learning initiatives using a 4.0-grade point average scale. The score is based on factors like fund balance, days cash on hand, and debt ratio.
    • Current Score: The district has maintained a 4.0 average for the last several years.
    • Target: The goal is to maintain “recognition status,” which is the highest category and requires a score above 3.5. The score is expected to dip below 4.0 as funds are invested in “warm, safe, dry” facilities projects.

    Business Office Operations

    • Cashless System (My School Books): The system went live in August for registration fees and lunch balances. The district is trending toward lower cash collection (moving the needle down) but saw a spike in November.
    • Food Service (Organic Life):
      • Meal Counts Increase: 17% year over year. The increase suggests students find the food satisfactory.
    • Enrollment and Residency (Re-registration):
      • Description: Annual re-registration ensures contact information (address, phone number) is current for safety and communication.
      • Current Rate: 96% (up from 95% last year).
      • Goal: To reach at least 99%.

    4. Technology Department

    The department focuses on providing reliable, high-quality service and maintaining mission-critical systems.

    • Scale and Scope:
      • Daily Device Connections: 14,000 devices.
      • Daily Security Events Filtered: 3.4 billion.
      • Peak Internet Speed: 7.8 gigabits per second.
    • Work Order Metrics (Tickets):
      • Total Tickets: Close to 1,000 less than last year.
      • Average Tickets Per Month: 676.
      • On-Time Close Rate (Goal 95%): Achieved 98% for the whole year.
      • Incidents (Breakage): Currently at 48.5% of tickets (down from 52%-53% last year).
    • System Uptime: Achieved the goal of 99.99% (four nines) uptime for mission-critical systems, highlighting the reliability of the infrastructure.
    • Challenges: Rising tech costs, increasing complexity from AI and governance/compliance requirements, and a slight backlog of larger projects.

    5. Batavia Fine Arts Centre (BFAC)

    The BFAC aligns its goals with supporting the strategic plan through artistic excellence and community outreach.

    • Arts in Education Program:
      • Description: This program identifies and curates arts options for different grade levels, often connecting learning to family-attended evening events.
      • Tickets Experienced (as of Nov. 30):
        • Last Year: 72.
        • Current Year: 588.
      • Anticipated Total Attendance: 1,200 throughout the year.
    • Pay What You Will Program (National Tours):
      • Description: This program provides equitable access to national touring artists, allowing patrons to pay any price they are willing to afford.
      • Tickets Experienced (as of Nov. 30):
        • Last Year: 89.
        • Current Year: 358.
      • Financial Impact: The program has generated nearly three times the income and attendance of the previous year.
    • Facility Stewardship: Projects include making the facility ADA accessible and secure by relocating the elevator and building a secure backstage wall. A former office space was converted into a podcast studio for student video production classes.

    6. Facilities and Transportation

    This area is focused on improving operational efficiency, facility maintenance, and student safety.

    Facilities

    • Work Orders (Incident IQ): The department has adopted the same work order system as technology to streamline processes.
      • Response Time (Goal 1 Day): Currently nearly one day (1.2 days in November).
      • Resolution Time (Goal 3 Days): Current average is 5 days. The high school has improved efficiency by equipping custodians with Chromebooks.
    • Deferred Maintenance: The goal is to reduce the backlog of projects, particularly those related to warm, safe, dry infrastructure, by moving forward with projects like the Louise White school renovation and the Gustafson/Nelson flooring project.
    • Indoor Air Quality (IAQ): A pilot program focusing on temperature and airflow is being developed for H.G. Storm school. The current mandate requires bringing in 10% outside air, which the new system will monitor.

    Transportation (Buses)

    • On-Time Performance:
      • Current Rate: 98.1%.
      • Goal: 99%.
      • Recent turnover in the entire leadership team at Illinois Central (the service provider) is noted as a factor.
    • Route Efficiency:
      • Current routes are 190 (down from 193).
    • Safety (Accidents):
      • Goal: One accident per 100,000 miles.
      • Current Status: Zero accidents to date.

    DOCS:   https://go.boarddocs.com/il/bps101/Board.nsf/goto?open&id=DLUQ2D672B14

    Author: Jim Fahrenbach

    Batavia Schools Improvement Plans: Metrics and Goals for Student Growth
  • Proposed Upscale Dining Concept to Revitalize Historic 15 East Wilson Street in Downtown Batavia

    Proposed Upscale Dining Concept to Revitalize Historic 15 East Wilson Street in Downtown Batavia

    A prominent but frequently vacant corner of downtown Batavia may soon see a major transformation. During the Committee of the Whole meeting on December 9, 2025, City Council members discussed a financial incentive package to support a new restaurant concept at 15 East Wilson Street. The proposal comes from Chad Gravenites, the restaurateur behind the popular local spot “The Goat” and the newly opened “Art House” in Aurora.

    The historic limestone building at the corner of Wilson and North River Street has been a challenging location for long-term tenants since the closure of the beloved Italian restaurant Gaetano’s. Subsequent concepts, including Veritas and Thora Bella, struggled to maintain longevity in the space. Gravenites aims to break this cycle with a multi-level dining experience designed to be a “keystone” destination for the city.

    The Concept: Three Floors of Dining and Entertainment

    Gravenites presented a vision to transform the building into a versatile venue that capitalizes on its unique architecture while addressing its operational challenges. The proposed concept includes:

    • Ground Floor (Main Dining): An elevated dining experience featuring a menu of steaks, oysters, and high-quality burgers. Gravenites plans to reopen the kitchen, creating an exposed “chef’s table” feel where diners can watch the culinary action. He emphasized that while the menu will be upscale, it aims to remain accessible.
    • Lower Level (Lounge): A “speakeasy” style lounge and small bar designed to cater to the late-night crowd and serve as an overflow spot for patrons of the nearby Comedy Vault.
    • Upper Level (Events): The second floor will be renovated to serve as event space or additional seating, featuring a small service bar and maximizing the views from the large windows facing Wilson Street.

    A significant portion of the renovation will focus on the building’s infrastructure. Gravenites and the council identified the building’s notoriously steep staircase as a major barrier to accessibility. The renovation plans include restructuring the stairs to add landings and reduce the grade, making the upper levels more welcoming to patrons.

    City Investment and “Betting on a Winner”

    Because the property is located in TIF District 1, which is expiring, traditional TIF funding was not available. Instead, City Administrator Laura Newman presented a proposal for a $150,000 grant from the city’s general fund to assist with the estimated $400,000 renovation cost.

    The proposed incentive structure is performance-based:

    • $100,000 available for reimbursement of construction costs (demolition, structural framing, HVAC, fire protection).
    • $50,000 paid out in $10,000 annual increments over five years, contingent on the restaurant remaining open.

    Council members were largely supportive of the measure, citing Gravenites’s proven track record.

    “Money follows winners,” said Ward 5 Alderperson Jim Fahrenbach during the discussion. “He’s already a demonstrated winner. Let’s pile on and get this new site.” Fahrenbach noted that Gravenites had previously transformed a “terrible” insurance office space and apartment into “The Goat,” proving his ability to execute difficult renovations.

    Alderperson Kevin Malone echoed the sentiment, stating, “Sitting outside on River Street in the middle of the summer… is my favorite spot in Batavia. I’d love to eat a step-up type of meal [there]”.

    A History of Success: The Goat and Art House

    The Council’s confidence in the project is rooted in Gravenites’s previous ventures, which have become staples in the Fox Valley dining scene.

    The Goat (Batavia)

    https://www.thegoatbatavia.com

    Located just down the street at 17 East Wilson, “The Goat” (Greatest of All Time) is a burger and cocktail bar that Gravenites opened prior to the COVID-19 pandemic. The space, formerly an insurance office, was completely overhauled into a modern, sports-themed venue.

    • Reputation: Known for its gourmet burgers, craft cocktails, and updated and modern dining area.
    • Impact: Council members credited The Goat as being one of the first signs of Batavia’s modern revitalization, moving beyond simple preservation to active “property renewal”.

    Art House (Aurora)

    https://www.arthouseaurora.com

    Gravenites recently expanded into downtown Aurora with “Art House,” located adjacent to the Paramount Theatre.

    • Concept: Opened in late 2024, Art House features an “upscale casual” vibe with an art-centric decor that complements the theater district.
    • Menu: The menu offers a diverse range of elevated American fare, including steaks, seafood, and creative appetizers, similar to the “barrel and rye” style concept proposed for the new Batavia location.
    • Reception: The restaurant has been praised for successfully catering to theater-goers while standing alone as a dining destination, a model Gravenites hopes to replicate in Batavia with the Comedy Vault crowd.

    Next Steps

    The Committee of the Whole gave direction to city staff to proceed with drafting a redevelopment agreement. If approved, the project would not only fill a high-profile vacancy but also generate an estimated $26,000 annually in new sales and liquor taxes for the city.

    “I want Batavia to be proud of that [building],” Gravenites told the council. “I want to be one of the factors that they come back to Batavia… I want to be a part of that growth”.

    Building on History: The Quiet Renewal of Downtown Batavia

    Author: Jim Fahrenbach

  • Understanding Batavia’s Energy Capacity Challenges and Solutions

    Understanding Batavia’s Energy Capacity Challenges and Solutions

    The meeting covered a presentation and public discussion on the Preliminary Integrated Resource Plan (IRP) for the city’s electric utility, followed by a Committee of the Whole (COW) meeting that addressed several ordinances, a contract authorization, and a discussion on a financial incentive for a downtown restaurant.

    Integrated Resource Plan (IRP) Presentation and Public Comment

    The Assistant City Administrator provided an overview of the Preliminary IRP, an extensive, 109-page document that serves as the city’s long-term roadmap (20-year timeline) for providing affordable and reliable electricity while meeting policy objectives. The IRP is broken down into four main parts: load forecast, market price outlook, supply-side options, and demand-side options.

    Key Challenge: Capacity Mismatch

    The primary issue is a mismatch between purchased capacity and peak usage capacity.

    • Energy vs. Capacity: Energy is the actual electricity consumed (consumption), while capacity is the cost to ensure availability during peak demand (reliability).
    • Current State: The city’s annual electricity usage (consumption) has remained flat. However, the city purchases 55 megawatts (MW) from its Prairie State contract, while the peak load is in the 80 MW range.
    • The Gap: This 20 to 30 MW gap is an unhedged market exposure. Capacity prices for this gap have substantially increased (from roughly $25/megawatt day to over $300/megawatt day in one year) and are projected to rise three to five times higher by the 2030s and 2040s.

    IRP Components

    • Load Forecast: Uses three scenarios (high, reference, low) factoring in native load, EV adoption rates, rooftop solar, natural gas prices, and technology costs. The forecast expects 2045 peak load to be between 80 and 100 MW.
    • Market Price Outlook: Predicts rising natural gas prices (tied to electricity prices) and subsequent increases in capacity prices due to tight supply and growing demand. The required 50% emissions reduction at the Prairie State Energy Campus due to state law (CEJA) will further reduce the city’s available capacity by the 2030s.
    • Supply-Side Options: Evaluated options to fill the capacity gap include: status quo, battery, wind, solar, solar and battery, and a natural gas reciprocating engine.
      • The natural gas reciprocating engine is the only resource forecasted by the consultant to pay for itself in the reference scenario with a 2030 deployment. Cumulatively, it could save between $4 and $15 million between 2026 and 2045.
      • Optimal deployment dates for battery, solar, and wind are not until the early 2040s, and these options could cost up to $400,000 or save up to $8.4 million cumulatively.
      • The proposal looks at 10 MW increments of capacity to reduce, not eliminate, market exposure.
    • Demand-Side Options (DSO): These programs aim to reduce electricity and capacity needs by targeting usage during high-peak summer hours. Most promising programs for Batavia include time-of-use pricing, EV time-of-use rates, and smart thermostat programs (which could reduce load by about 5 MW).

    IRP Next Steps

    The public comment period closes at the end of 2025. The city will then issue a Request for Information (RFI) to get actual pricing on supply-side resources. The final IRP draft will be released in the spring or summer of 2026.

    Public Discussion on the IRP

    • Anaerobic Digesters/Geothermal: A resident asked about incorporating anaerobic digesters for food waste/biosolids and utilizing geothermal energy. The Assistant City Administrator noted that geothermal is not a good candidate for northern Illinois due to a lack of resources, and they were unaware of local plans for a food waste digester, though the county is working on an initiative. A resident offered to provide additional options on biomass and biofuel.
    • Cost and Green Alternatives: Several residents expressed concern that the projected 1.1% cost savings of the natural gas plant over green/no solution is trivial and insufficient to justify a new fossil fuel asset. They argued that the natural gas plant is “more of the same” as the long-term commitment to the coal-fired Prairie State plant.
    • Scope and Exposure: Concerns were raised that the 10 MW natural gas plant proposal is inadequate, only addressing 20-30% of the projected capacity gap and leaving 70-80% market exposure. The city was urged to look at modular and sustainable alternatives like solar.
    • Process and Values: Residents asked for a revised IRP draft that acts more like a “compass” than a roadmap, clearly presenting choices and demonstrating alignment with the city’s adopted energy policy priorities: resiliency, sustainability, affordability, and adaptability.
    • EV Load: The Assistant City Administrator clarified that despite increased EV adoption, the city has not seen significant load growth due to efficiency gains in appliances and LED lighting. A resident countered with analysis showing that even with high EV adoption, the increased load is a very small percentage of the total load.

    Committee of the Whole (COW) Meeting

    The COW meeting proceeded with the approval of minutes and a consent agenda.

    Tax Levy Ordinances (2025)

    The COW discussed and recommended four tax levy ordinances to the City Council:

    • Ordinance 2025-60: The main 2025 tax levy of $13,597,700. A member of the public commented that taxes are continually rising across all local taxing bodies (library, park district, county, city) and urged the city to live within its means, noting the burden on taxpayers.
    • Ordinance 2025-61-SSA-30 (Prairie Trails South): $9,350 for stormwater detention.
    • Ordinance 2025-62-SSA-42 (Nagle Industrial Area): $4,488 for stormwater detention.
    • Ordinance 2025-63-SSA-62 (Batavia Main Street): $32,000 for the Main Street program in the downtown area.

    Resolution 2025-142-R: Pavement Condition Survey

    The COW recommended a resolution to authorize a contract with Infrastructure Management Services (IMS) for a city-wide pavement condition survey. The purpose of the survey is to evaluate street pavement, generate GIS data, and assist in developing a five-year maintenance plan. It will also help coordinate street improvements with other infrastructure replacements (water, sanitary, electric). A question was raised about adding a $2,000 sidewalk analysis, but staff currently believes existing annual methods are adequate.

    Discussion on Financial Incentive for 15 East Wilson Street Restaurant

    The Assistant City Administrator presented a proposal for a financial incentive for a successful local restaurant owner to open an elevated concept at 15 East Wilson Street.

    • The Project: The proposed concept, similar to the owner’s successful Art House restaurant in Aurora, includes an upscale restaurant on the ground floor, a lounge on the lower floor, and a flexible event/overflow space upstairs. The owner plans a significant investment of over $400,000 in improvements, including structural, framing, mechanical, electrical, and plumbing upgrades, as well as redoing the steep internal staircase.
    • The Incentive: Staff recommended a $150,000 grant from the General Fund:
      • $100,000 as reimbursement for eligible construction costs during the build-out.
      • $50,000 paid in $10,000 annual increments for five years, contingent upon continuous operation.
    • Rationale: The investment would fill a prominent, high-turnover downtown corner, create a synergistic business for the area, and contribute an estimated $20,000 per year in sales tax and $6,000 in liquor tax. The grant is needed to assist with the substantial infrastructure costs in the historic building.
    • COW Discussion & Direction: Alderpersons expressed strong support for the experienced owner, noting their successful track record (including the GOAT restaurant – https://www.thegoatbatavia.com//) and the public benefit of investing in the core infrastructure of a historic building. Concerns were raised by members of the public and some alderpersons about the lack of a payback mechanism should the business fail, with suggestions for a forgivable loan or a provision that ties repayment to tax revenue. The Mayor noted that the city has had mixed results with previous business loans, and staff recommends a grant structure. The COW gave staff direction to continue working with the business owner and property owner (all three parties are involved) to develop a redevelopment agreement.

    Project Status Updates

    • IRP: The City Administrator thanked all participants for the interactive public meeting on the Preliminary IRP and reminded the COW that the process is a flexible, multi-year plan subject to change, not a final decision.
    • Public Works/Leaf Collection: The Director of Public Works noted that a major snowstorm over Thanksgiving weekend forced staff to switch equipment from leaf collection to snow plowing, leaving some residents with leaf piles under the snow. The department will clean them up in the spring.
    • City Growth: The Mayor informed the COW that Batavia is one of the fastest-growing cities in the region, citing nearly 800 new houses expected between 2022 and 2026 and an assessed valuation of $1.5 billion, and is being cited as a model for growth and prosperity.

    Author: Jim Fahrenbach

    Batavia Committee of the Whole Meeting: Integrated Resource Plan (IRP) Draft – October 20, 2025

  • New Home Developments in Batavia: What to Know

    New Home Developments in Batavia: What to Know

    Batavia – the oldest city in Kane County and older than Chicago – is experiencing a surge of new home construction within its boundaries and the Batavia School District 101 area.

    Several major residential developments are underway or recently completed, bringing hundreds of new homes (from upscale single-family houses to modern townhomes) to the community. Below are the active large home builders in Batavia and the developments they’re building.

    Key New Home Communities in Batavia (Batavia School District)

    Development (Builder)Homes (Planned)Price RangeCommunity Website
    Winding Creek (Pulte Homes)~180 single-family homes (over 150 already sold)from ~$495,000 (mid-$500Ks on average)Pulte – Winding Creek
    Prairie Commons (Lennar)~150 townhomes (built 2019–2023)from ~$300,000 (mid-$300Ks currently)Lennar – Prairie Commons
    Ashton Ridge (Pulte Homes)73 single-family homes (approved 2024)from ~$500,000 (larger models $600K+)Pulte – Ashton Ridge
    Ashton Ridge Towns (Pulte Homes)89 townhomes (approved 2024)from ~$400,000Pulte – Ashton Ridge Towns

    Notes: All these developments lie within Batavia Public School District 101, a key selling point for families (e.g. H.C. Storm Elementary, Sam Rotolo Middle, and Batavia High School serve these areas).

    Winding Creek (Pulte Homes) – West Batavia

    Winding Creek is a new subdivision of single-family homes on Batavia’s west side (just west of Randall Rd., behind the Kohl’s store). Launched in 2023, Winding Creek offers a total of roughly 170–180 homes, of which about 159 lots were already sold by late 2025. Homes here include both ranch and two-story designs, featuring Pulte’s innovative “Life Tested®” floor plans built for modern living. Prices start around the mid-$400,000s to $500,000 for smaller models, with many buyers selecting upgrades that bring sale prices into the $550K–$650K range (the average list price is about $628K as of 2025).

    Winding Creek’s location is a big draw: it’s only ~2 miles from downtown Batavia and near shopping/dining along Randall Road. The community is within Batavia School District 101, served by Grace McWayne Elementary and Batavia High School. Pulte began building Winding Creek in 2023 and as of 2025 it remains “now selling” with a handful of quick move-in homes and lots still available. The combination of brand-new homes and an established suburban setting has made Winding Creek popular – it provides the rare chance to own new construction in Batavia without venturing far from town amenities.

    Prairie Commons (Lennar) – East Batavia

    Prairie Commons is a large townhouse community on Batavia’s eastern edge (near Kirk Road and Butterfield Road). Built by Lennar Homes from 2019 through 2023, Prairie Commons added on the order of 140–160 townhomes to the city. The development was split into two series – an Urban Townhomes collection (3-story layouts) and a Traditional Townhomes collection (2-story layouts) – offering 2–3 bedroom, 2.5 bath designs intended for convenient, low-maintenance living.

    Pricing for Prairie Commons started in the low $300,000s for base models. Thanks to Lennar’s signature “Everything’s Included®” program, even the base prices came with numerous upgrades: quartz countertops, stainless-steel appliances, smart home features like Ring doorbells and Wi-Fi thermostats, plus fully landscaped exteriors, all included at no extra cost. The townhomes range from roughly 1,500 to 1,900 sq ft, and most sold in the mid-to-upper $300K range by the end of the project (recent resale listings average ~$376K). Prairie Commons also provides HOA-maintained lawns and snow removal, emphasizing a turnkey lifestyle for residents.

    By 2023, Prairie Commons was nearly sold out, marking a successful infill development that addressed demand for new construction at a more affordable price point in Batavia. The community’s proximity to I-88 (about 2 miles) and to large employers (it borders the Fermi National Accelerator Lab campus) made it attractive for commuters. Batavia’s schools also serve the area, with J.B. Nelson Elementary and Rotolo Middle School just minutes away. Prairie Commons illustrates how Batavia has expanded its housing stock with higher-density homes while complementing the city’s suburban character.

    Ashton Ridge & Ashton Ridge Towns (Pulte Homes) – Former Siemens Site Redevelopment

    Ashton Ridge is a brand-new community under development by Pulte Homes on Batavia’s near west side, at the site of the former Siemens/Furnas Electric factory (1000 McKee Street). This project was approved by the city in early 2024 after extensive planning. It is a mixed residential development that will include 73 single-family houses and 89 townhome units on roughly 18 acres. Together, that’s 162 new homes – making Ashton Ridge one of the largest housing additions in Batavia’s recent history. Construction began in 2025, and home sales are now underway.

    The single-family homes in Ashton Ridge will range from ~1,500 up to 3,200 square feet (2–4 bedrooms) to fit the character of the surrounding older neighborhood. Early city discussions indicated these detached homes would be high-end – many expected to list in the $600,000+ range given their size and features. Indeed, Pulte’s listings for Ashton Ridge show spacious 3–5 bedroom models (like the Boardwalk and Woodward plans) with prices from the low $500Ks up to around $700K depending on options. On the other hand, the townhomes (marketed as “Ashton Ridge Towns”) are designed as more affordable alternatives: two-story townhouses of ~1,883–2,500 sq ft, expected to start around the low $400,000s. As of late 2025, Pulte is advertising 3-bedroom townhomes in this community from $399,990 and up, with several move-in-ready townhomes available in the $450K–$490K range.

    A key advantage of Ashton Ridge is its prime location: it’s within walking distance of Batavia High School and H.C. Storm Elementary, and only about a mile from the restaurants and shops of downtown Batavia. The plan also calls for architectural styles that blend with Batavia’s traditional look, to minimize the “new subdivision” feel. This development is a showcase of Batavia’s commitment to redevelop underutilized sites – the Siemens factory closed in 2006, and after an environmental cleanup in 2017, the city partnered with Pulte to convert the brownfield into much-needed housing. Ashton Ridge’s progress is being closely watched, as it will diversify Batavia’s housing stock with both upscale homes and more attainable townhomes in one integrated neighborhood.

    About the Home Builders

    Pulte Homes (Pulte Group)

    Pulte Homes – the builder behind Winding Creek and Ashton Ridge – is one of America’s most established homebuilders. Founded in 1950 by Bill Pulte in Michigan, the company has built over 800,000 homes nationwide since then. PulteGroup (the parent company) is currently the third-largest U.S. homebuilder by volume, operating in 45+ markets. The brand is known for its emphasis on quality construction (backed by a 10-year limited warranty) and its customer-centric design process. Pulte infuses feedback from homebuyers into what it calls “Life Tested®” home designs – floor plans and features that match how families truly live day-to-day. For example, Pulte often incorporates flexible spaces for home offices, oversized pantries, and smart home technology. [pultegroup.com]

    In Batavia, Pulte’s influence is significant: they are delivering hundreds of new homes between Winding Creek and Ashton Ridge. Buyers benefit not only from Pulte’s design expertise but also from the company’s financial stability and streamlined construction process (which can make building a new home faster and more predictable). Pulte’s 70+ years of experience are evident in these Batavia projects – from thoughtful community layouts to energy-efficient building practices. The company’s long history and reputation for customer satisfaction (Pulte has frequently made Fortune’s “100 Best Companies to Work For” and other accolades) give buyers confidence in the longevity and resale value of their homes.

    Lennar Homes

    Lennar Corporation is the other major player in Batavia’s new home scene, having built the Prairie Commons townhome community. Lennar was founded in 1954 (originating as a small Miami homebuilder) and has since grown into one of the nation’s largest homebuilders, especially after a 2018 merger with CalAtlantic Homes that briefly made Lennar the #1 builder in the U.S..

    Over its history, Lennar has constructed over one million homes across 30 states. The company’s ethos is encapsulated in its motto: “Everything’s Included.” Unlike many builders who offer a low base price but charge extra for upgrades, Lennar includes a wide array of upscale features as standard. This approach was visible in Prairie Commons – things like quartz kitchen countertops, high-quality cabinetry, smart thermostats, and even Wi-Fi mesh systems were bundled into the base home price. [lennar.com]

    Lennar targets a broad market from first-time buyers to active adults. In Batavia, Lennar’s townhomes provided a more attainable homeownership option for young families, singles, and downsizers who want new construction with less maintenance hassle.

    Author: Jim Fahrenbach

    Marmion Property: Harvest Pointe & Abbey Meadows
  • Batavia Schools Improvement Plans: Metrics and Goals for Student Growth

    Batavia Schools Improvement Plans: Metrics and Goals for Student Growth

    Presentations by administrators regarding their School Improvement Plans (SIP). School administrators presented specific metrics and goals for academic growth, particularly in literacy and math, as well as social-emotional learning targets focused on improving students’ “sense of belonging” via Panorama survey data. 

    Looks like smartphones are more of a distraction at the high school level while smart watches are more of an issue at the elementary school level.  Worth watching if you have children in the school system and want to see how their school is doing.

    J.B. Nelson Elementary Presentation

    • School Culture and Achievement: The school administrators introduced achievement badges, described as “brag tags,” which students earn for modeling school-wide expectations and grade-level academic goals (e.g., fact fluency within 20) .
    • Data Reflection: Instructional rounds and CHAMPS (Conversation, Help, Activity, Movement, Participation, Success) data showed improvements compared to the previous fall, specifically regarding success criteria and student regulation .
    • Belonging Interventions: “Regulation stations” were implemented mid-year last year and are now present in every space. They allow students to self-regulate and refocus, with parents reporting positive usage at home as well . Belonging data is starting stronger this fall compared to last year .
    • Cell Phone/Device Policy: While the school follows the “off and put away” policy, staff reported that the primary issue is not cell phones but smartwatches and parents texting students during the day . There have been no office discipline referrals regarding devices yet, though some staff report daily conversations with students about devices .

    Rotolo Middle School Presentation

    • Academic Goals: The Principals and Instructional Coaches presented “lofty” growth goals, aiming for 67-70% growth in Math and Reading by the end of the year .
    • Belonging and Equity: The school aims to grow their Panorama belonging score by 2% to reach 74%. This goal was set after consulting Panorama representatives, who indicated 2% is significant growth for a school their size .
    • Instructional Strategies (CHAMPS): The school is deepening CHAMPS implementation by focusing on “Opportunities to Respond” (OTR). The goal is 14 active responses per 10-minute observation; they are currently at 11.5 .
    • Intervention (Bulldog Block): A designated 10-15 minute block is used for reading (Mondays/Fridays) and IXL skill building (mid-week). Teachers are using gamification, punch cards, and leaderboards to motivate students during this independent work time .
    • Professional Development: Faculty meetings are now utilized for professional development (PD), including reading the book 10 to 25 regarding student motivation . Instructional rounds involve School Leadership Teams (SLT) visiting classrooms to observe engagement and student discourse .
    • Cell Phone Policy: A new rule this year prohibits cell phones during lunch for all grades. While the transition was difficult initially, it is now the norm . There have been only five recorded violations this year . Administrators noted that the lunchroom environment has improved drastically, becoming more positive and controlled .

    Alice Gustafson Elementary (AGS) & Early Childhood Center Presentation

    • Early Childhood Goals: The focus is on pre-literacy skills (identifying/sounding out letters) and independent daily routines like arrival and handwashing to prepare for kindergarten .
    • AGS Academic Goals: The school aims for 80% of students to score at or above the 50th percentile in ELA. Fall data shows 79% are currently proficient .
    • Belonging and “Grit”: Panorama data indicated a weakness in students’ ability to persevere (grit). The goal is for 100% of students to participate in three learning activities requiring sustained effort .
    • Instructional Actions: The school is utilizing John Hattie’s high-impact strategies, specifically explicit Tier 2 vocabulary instruction . They are also implementing a cooperative learning model observed in Elgin School District to help high-achieving students work better together .
    • Data Analysis: A deep dive into Panorama data revealed 8% of students did not have a trusted adult at school. The SLT immediately action-planned to connect these students with adults .
    • Cell Phone Policy: Similar to other elementary schools, cell phones are not an issue, but smartwatches are. The Principal utilized a message drafted by another principal to communicate expectations to parents regarding texting during the day .

    Grace McWayne Elementary (GMS) Presentation

    • Literacy Goals: The school is taking a whole-language approach, focusing on oracy (speaking/listening) and writing to improve vocabulary and critical thinking. They aim to increase reading growth from 55% to 58% .
    • Belonging: Using a “Superhero” theme aligned with the “Portrait of a Graduate,” the school aims to move Panorama favorability from 72% to 76% .
    • Oracy and Writing: The school is defining “academic conversation success criteria” (e.g., answering in complete sentences, citing evidence) . They are aligning writing expectations with Illinois Assessment of Readiness (IAR) exemplars .
    • Professional Development: SLT members committed to video recording themselves teaching to evaluate student engagement and discourse using a rubric, intending to roll this out to the wider staff later .
    • Cell Phone Policy: There have been three office referrals, all involving smartwatches. Teachers report daily reminders to students to put watches in backpacks if they become distractions .

    H.C. Storm Elementary Presentation

    • Academic Goals: The focus is on ELA proficiency and growth, aligning with the district’s strategic plan .
    • Belonging: The school is focusing on students having a supportive adult and feeling supported. They are using “Street Data” to avoid bias and deficit mindsets .
    • Student Voice: Focus groups with 3rd-5th graders regarding “student-to-student respect” were conducted to empower student voices and identify solutions for peer interactions .
    • Engagement: The school is hosting a “Reading Olympics” literacy night in February .
    • Attendance Analysis: The Principal noted a discrepancy between the Illinois Report Card (which flagged Hispanic/Latino chronic absenteeism at 12.33%) and internal data (which shows 94.25% attendance for that demographic since 2016) . Proactive communication with families has improved attendance and reduced nurse visits .
    • Cell Phone Policy: There were 30 referrals total for discipline, with a small percentage of repeat offenders. Regarding devices, smartwatches are the primary issue, with parents sometimes picking up students based on smartwatch texts without the school’s knowledge .

    Hoover Wood Elementary Presentation

    • Literacy Goals: The goal is to increase the percentage of students meeting math growth targets in reading by 2% (to 61%) .
    • Belonging: The goal is to maintain the 70% belonging score, which had dropped the previous year but recovered in the fall .
    • Instructional Strategies: The school is in year two of a student collaboration initiative derived from instructional rounds, where teachers act as coaches while students problem-solve .
    • Digital Interventions:
      • Video Announcements: The Principal embeds “Portrait of a Graduate” themes into daily video announcements .
      • Howie’s Heroes: A digital positive reward system where teachers submit recognitions, aiming for 100 awards before winter break .
      • Care Sheets: A digitized behavior tracking system allowing the Principal to track negative interactions across different locations (e.g., music, recess) to identify trends .
      • Degman Drops: A Google form allowing students to message the Principal directly for help, which has facilitated early intervention in peer conflicts .
    • Cell Phone Policy: No major issues with phones; smartwatches are present but have not required office intervention .

    Louise White Elementary Presentation

    • Literacy Goals: Aiming for 60% of students to meet or exceed MAP growth targets .
    • Belonging (Peer Relationships): The goal is to improve the end-of-year score by 10%. They have already seen a 3% improvement .
    • Social-Emotional Learning (SEL):
      • Conflict Resolution: Implementing “Stop, Walk, Talk” for low-level behaviors and a “Peace Path” (to be painted on the playground) for independent problem solving .
      • “Colonies”: These are inter-grade level groups (Kindergarten through 5th grade) that meet regularly to foster relationships. The intent is for students to stay in the same “colony” year over year to build long-term bonds .
    • Cell Phone Policy: Non-issue. Zero office referrals. One conversation with a student recorded .

    Batavia High School Presentation

    • Academic Goals: Goals are based on ACT proficiency. For ELA, the goal is 55% meeting college readiness benchmarks (current seniors hit 60% last year). For Math, the goal is 50% .
    • Belonging: The goal is 67% on Panorama. While this places the high school in the 90th percentile nationally, the SLT is concerned about the remaining 30%, specifically focusing on disparities involving low-income students and extracurricular participation .
    • ACT Preparation: The school is implementing “Mastery Prep,” an adaptive platform for grades 9-11 that creates individualized lessons based on pre-tasks. This helps address equity gaps for students who cannot afford private tutoring .
    • Cell Phone Policy:
      • Status: There have been 66 recorded electronics violations this year .
      • Implementation: The policy is “off and away,” but enforcement varies. Some teachers use pockets/caddies where students deposit phones upon entry (increasingly common in freshman/sophomore classes), while others allow phones in backpacks .
      • Challenges: Administrators noted that 25% of the student body are legally adults (18 years old), and inconsistency among staff enforcement is a source of frustration .

    Board Discussion & Closing

    • Hattie’s Research: A Board Member asked for clarification on the “Hattie” effect sizes mentioned by AGS. The Principal explained that a score of 0.4 represents a typical year’s growth, so strategies scoring higher (like 0.48) are considered high-impact .
    • Growth vs. Benchmarks: A Board Member shared insights from an IASB webinar, noting that Illinois has changed proficiency benchmarks. The discussion emphasized that focusing on student growth (percentiles) is more accurate than static benchmarks, similar to tracking a child’s height on a growth chart at a pediatrician’s office .
    • Conclusion: The Board President affirmed the district’s focus on growth and “playing each play correctly” rather than just the final score . A district-level presentation follows on the 16th .

    Docs:  https://go.boarddocs.com/il/bps101/Board.nsf/goto?open&id=DP2R9A6CBFA3

    Author: Jim Fahrenbach

  • Historic Smokestack Demolition: A Batavia Council Decision – December 1, 2025 Meeting

    Historic Smokestack Demolition: A Batavia Council Decision – December 1, 2025 Meeting

    Thankfully, we’re not paying our alderpersons by the hour, another three and a half hour session. Gambling at Gammon Coach House, the chimney, and citizen of the year announced, she may be familiar…

    The meeting was called to order with a quorum present. Following the invocation and Pledge of Allegiance, the Council approved the consent agenda, which included minutes from previous meetings, payroll and accounts payable, and several resolutions. These resolutions covered a contract for a social worker, a sidewalk easement, green program funding, an AI subscription, and an annexation ordinance. One Alderperson noted that City Staff and the Fire Chief had been responsive to concerns regarding the annexation ordinance and that a letter would be issued in connection with it.

    Chamber of Commerce Report

    A representative from the Chamber of Commerce announced the 2025 “Citizen of the Year” and the “Spirit of Batavia” award recipient (the Batavia Women’s Club). The Chamber reported a record distribution of “Holiday Bucks” to support local businesses and highlighted recent events, including the “State of the Community” breakfast and a “Women in Business” mentorship program at the high school.

    Guest Presentation: The owner of a local electric vehicle business “Valor Carts”  https://valorcarts.com/ presented to the Council. They detailed their operations in manufacturing and selling low-speed electric vehicles for recreational and police use, noting plans for expansion and job creation in 2026.

    .

    Batavia Active Transportation Advisory Commission (BATAC)

    • Commission Update: A commission representative provided a quarterly update, discussing community engagement efforts and the economic benefits of walking and cycling infrastructure on property values. They advocated for a modest budget increase to prioritize infrastructure that connects residents to critical services.
    • Transit Authority: The commission discussed the new Northern Illinois Transit Authority and the need to leverage this legislation to improve local transit coordination.
    • Project Updates: City staff presented an update on the Bicycle and Pedestrian Plan. Completed projects include the “road diet” restriping, Safe Routes to School improvements, and developer-funded paths. Future projects discussed include Phase 2 of the road diet (focusing on pedestrian crossings) and a feasibility study for a grade separation at Main and Randall.
    • Appointment: The Council approved the appointment of a new member to the commission for a three-year term.

    .

    Topic: Conditional Use Permit for Video Gaming

    The Council engaged in a contentious debate regarding a permit for a downtown restaurant, Gammon Coach House (https://gammoncoachhouse.com/), to install five video gaming terminals. The central conflict was whether the location complied with state and local laws regarding proximity to places of worship and schools.

    Arguments Against Approval

    • Proximity to Youth and Worship: Opponents argued the location violates the ordinance requiring a 100-foot buffer from places of worship. It was noted that the adjacent church buildings host youth groups, Sunday schools, and preschool playgrounds, making the location inappropriate for gambling.
    • Inadequate Vetting: An alderperson argued that the State Gaming Board likely relied on a superficial check (e.g., Google Maps) and did not account for the actual use of the adjacent buildings for worship and ministry.
    • Ordinance Integrity: Critics stated that approving the permit would undermine local laws intended to protect children. The Police Chief and City Staff expressed the opinion that the location likely violates the local ordinance, despite state approval.
    • Liability: Concerns were raised that the city could be sued or the decision overturned if it was later proven to violate the distance statute.

    Arguments For Approval

    • State Approval: Proponents emphasized that the Illinois Gaming Board had already approved the license, determining it met the legal requirements.
    • Business Survival: The applicant stated that without the gaming revenue, there was a “better than 50-50 chance” the business would fail, noting they only sought the same opportunity afforded to other local establishments.
    • Fairness and Precedent: Supporters argued that denying the permit would be “picking winners and losers” and that the business had been a good neighbor for over a decade. They noted the gaming would be in a separate room without exterior advertising.
    • Compliance: The City Attorney noted that because the State found the location compliant, the Council had the legal standing to approve it, and the business agreed to use video monitoring to meet the “continuous view” requirement.

    Outcome: A motion to refer the matter back to the Planning Commission for further investigation failed via a tie-breaking “No” vote by the Mayor. The Council then voted 8-6 to approve the permit.

    Topic: Chimney Demolition on North River Street

    The Council debated a “Certificate of Appropriateness” to demolish a 110-foot historic smokestack due to structural instability.  Similar to larger cities like Chicago, Batavia does have some remaining original manufacturing facilities that are over a hundred years old.

    Arguments Against Demolition (or for Delay)

    • Loss of History: Alderpersons lamented the loss of an “iconic” part of the city skyline and criticized the trend of demolishing historic structures in the downtown area.
    • Lack of Due Diligence: Critics argued the Council was presented with a binary choice without exploring restoration costs. It was noted that the engineer was asked only for a condition assessment, not a repair estimate, and that grants might be available to offset costs.  It was noted by the owner that the engineer was asked to evaluate the possibility for repair while inspecting the chimney..
    • Systemic Failure: The discussion highlighted a failure in the city’s preservation policy, with calls to establish grant programs to help property owners maintain historic structures before they become hazardous.  “Demolition by neglect”.
    • Adaptive Reuse: A suggestion was made to preserve part of the structure or build a monument to serve as a habitat for chimney swifts.

    Arguments For Demolition

    • Safety Hazard: The property owner and engineer reported that the chimney was structurally unsound, with daylight visible through the masonry and severe internal decay that made it dangerous.  The city director of public works did endorse the credentials of the engineer who did the evaluation..
    • Liability: Supporters emphasized the immediate risk of collapse and the liability it posed to the owner and the city.
    • Prohibitive Cost: An alderperson with engineering experience estimated restoration would cost over a quarter-million dollars, and the owner stated that repair companies and engineers had deemed it unsafe to even attempt repair from the inside.
    • Economic Development: Some argued the dilapidated chimney was an obvious deterrent to selling the property and that its removal would facilitate redevelopment of the vacant site.
    • Track Record:  The “Tin Shop” property across the street from this property, also considered “significant”, was abandoned for six-seven years all the while going through extensive water damage and decay eventually requiring demolition.  Based on past experience this property being idle for years after the current tenent is evicted, and the chimney issue remains unresolved, is a real possibility.

    Outcome: The Council voted 11-3 to approve the demolition. It was agreed the city should be pro-actively looking at the remaining “Challenge” smokestack and other nearby historic properties, along with potential grant money.

    City Department Resolutions

    • Fire Department: The Council approved the purchase of a refurbished cardiac monitor/defibrillator for the Fire Department. The Chief explained that purchasing refurbished equipment saves significant costs (less than half the price of new) and maintains compatibility with the tri-city ambulance system.
    • Electric Utility: A resolution was approved for a contract with the Morse Group to reconfigure the main substation. The project aims to replace aging equipment (some dating back to 1979) to improve resiliency. The cost is approximately $863,000, funded through capital reserves.

    Reports and Closing

    • Administrator’s Report: The City Administrator announced an upcoming public meeting regarding the Integrated Resource Plan (IRP) for the city’s energy future. It was also noted that the budget and tax levy discussions were moved to the December 15th meeting.
    • General Discussion: An Alderperson proposed a future Committee of the Whole meeting dedicated to a comprehensive and holistic review of River Street issues and opportunities, including vacancies and historic preservation. This was supported by the Council.
    • Mayor’s Report: The Mayor commended the Public Works, Police, and Fire departments for their excellent handling of a recent heavy snowstorm.

    Author: Jim Fahrenbach

    Batavia Council Votes on Full Demolition of Historic Downtown Chimney
  • Batavia Council Votes on Full Demolition of Historic Downtown Chimney

    Batavia Council Votes on Full Demolition of Historic Downtown Chimney

    An action packed three and a half hour holiday week session! Downtown chimmney demolition discussion, gambling at Gammon Coach House, and more!

    Chimney Demolition at 25-31 North River Street

    This item dominated a significant portion of the meeting, focusing on the structural integrity and future of a historic industrial chimney.

    Link to Engineering Report: https://bataviail.community.highbond.com/document/427416b8-f87b-4e0e-b137-693ec2b9d38d

    • The Request: Property owner requested a Certificate of Appropriateness to demolish the chimney in its entirety down to the roofline.
    • Structural Condition:
      • An inspection by a certified professional engineer specializing in industrial chimneys determined the structure is unsound.
      • The uppermost 25 feet are in severe decay with structural deficiencies, posing an imminent threat.
      • Drone photography revealed the interior condition is significantly worse than the exterior, with daylight visible through the brickwork.
      • The engineer recommended the entire chimney be demolished down to the roofline because it is structurally unsound above that point.
    • Historic Preservation Commission (HPC) Recommendation: The HPC recommended a partial demolition, suggesting the chimney be taken down to a height of 22 feet 7 inches (approximately 11 feet above the roofline) to preserve a portion of the skyline profile.
    • Property Owner’s Position:
      • Financial Hardship: Owner cited significant financial strain, including $150,000 in unpaid rent from a tenant, high vacancy rates, and other mandatory repairs (retaining walls, roof replacement).
      • Cost Prohibitive: Demolition costs are estimated at $120,000. Restoration estimates for the exterior alone were $220,000, with total restoration potentially reaching $1.5 million due to interior decay.
      • Liability: The owner expressed concern regarding liability if a partial, unsound structure (the 11-foot stub recommended by HPC) was left standing.
      • Mobilization Costs: Her husband noted that mobilization costs (cranes/lifts) are significant (approx. $75k), making phased demolition or partial retention financially inefficient.
    • Council Discussion:
      • Safety vs. Preservation: While the council recognized the chimney as an iconic part of the skyline, the engineering report confirming the imminent danger of the top 25 feet drove the urgency.
      • Potential for Fundraising: Several aldermen suggested pausing the decision to allow the community a chance to fundraise for preservation. However, staff confirmed no state or federal grants are currently available for this type of structure and there is an immediate issue.
      • Memorialization: Discussion occurred regarding saving bricks to create a memorial or plaque on the streetscape or riverside to honor the history of the site (formerly a creamery).
    • Outcome: The Committee voted to send the item to City Council with a positive recommendation for full demolition to the roofline, overturning the HPC’s recommendation for partial preservation.

    Video Gaming at Gammon Coach House

    The committee discussed a conditional use permit for video gaming at 3 South Batavia Avenue.

    • Application: The applicant requested 5 gaming terminals.
    • Controversy: The primary concerns were the site’s proximity to two churches (Congregational and Bethany Lutheran) and “line of sight” visibility issues for staff monitoring the machines.
    • State Ruling: The State Gaming Board approved the location, determining that a firewall constructed in the 90s created sufficient separation to meet distance requirements from the Congregational Church, and Bethany Lutheran was deemed far enough away .
    • Council Debate:
      • Support: Proponents argued that Gammon is a legacy business at a competitive disadvantage without gaming, as 8 other establishments within a mile have it.
      • Opposition: Opponents raised concerns about the saturation of gaming downtown (34 existing units) and the proximity to religious institutions and schools.
    • Outcome: The measure passed with a vote of 7-5.

    Annexation of Wagner Road Properties

    • Context: The city is involuntarily annexing islands of unincorporated properties on Wagner Road.
    • Resident Concerns: Residents Brian Gifford and Tim McLean appeared to request assurances that they could maintain their current lifestyles, specifically regarding septic systems, burn pits, and ceramic firing pits.
    • Resolution: The Council agreed to provide a formal letter stating the city will not force connection to city water/sewer until existing systems fail and will generally not interfere with existing structures, consistent with previous agreements. A formal annexation agreement was not pursued to avoid restarting the legal notification process.
    • Outcome: The annexation ordinance was approved.

    Tax Levies & Financials

    • 2025 Tax Levy: The Estimated Assessed Value (EAV) increased by 11.17%. The tax levy amount is $13.59 million, a 13.1% increase in the levy amount. For a $400,000 home, this results in an estimated annual increase of $125 .
    • Home Rule Sales Tax: The committee approved a 0.5% increase in the Home Rule Sales Tax. This does not apply to groceries or autos. The revenue is earmarked for a future police station and to reduce long-term bonding interest.
    • Park District Utility Reimbursement: A discussion regarding a $10,000 utility reimbursement to the Park District was tabled. Council members questioned the need for the reimbursement now that TIF 1 is expiring, which will return approximately $71,000 in property tax revenue to the Park District.

    Infrastructure & Utilities

    • Substation Contract: A contract with The Morse Group for $863,375 was approved for the reconfiguration of the main substation. This bid was over budget but deemed necessary for grid reliability; funds will be pulled from capital reserves.
    • Wastewater Treatment Plant Sidewalk: An easement was approved to install a sidewalk across the frontage of the treatment plant to improve pedestrian safety and connectivity to the river path.

    Other Business

    • Consent Agenda: Approved items included minutes, a social worker contract, and a Microsoft Copilot subscription (which was noted as being under budget) .
    • Deferred Items: The purchase of a cardiac monitor and an IGA regarding county funding were briefly discussed or moved.

    Author: Jim Fahrenbach

    Safety Risks Prompt Demolition Vote for Batavia’s Historic Chimney