By Jason Crane
At the Aurora city government City Council meeting Tuesday, through the Zoom video conference platform, the City Council honored several individuals for their work and awards received.
Aurora Police Chief Kristen Ziman was one of three 2021 Outstanding Alumni Award winners from American Association of Community Colleges (AACC). She is an alumna of Waubonsee Community College.
Each year, AACC recognizes community college alumni who have excelled in their chosen fields.
The AACC represents more than 1,200 institutions and nearly 12 million alumni.
In addition, Ziman won the iHeart Media’s Women Who Win 2021.
Trevor Dick, director of Development Strategy and Facilitation for the city government of Aurora was awarded the American Planning Association 2021 Lynn Jorgenson Leadership Award.
The organization honors a professional development officer for exemplary work in advancing the professional development interest in their respective chapter.
The APA stated he “created a new paradigm for professional development officers with his tireless approach to conference planning and communication. He’s in it for the people, he’s in it for the sense of community, he’s in it for the fun.”
Aurora’s Health Care Hero of the Week Award recipient was Lawrence Abah, CEO of Holistic Health and Behavioral Services, Inc. in Aurora. May is Mental Health Awareness month.
Aurora received the bronze award from The League of American Bicyclists for being a bicycle friendly community. Aurora is one of the 37 new and renewing communities joining a total of 487 towns and cities across the Nation working to create safer streets and better bicycling for everyone. May is National Bike month.
• There weren’t any speakers signed up at the meeting seeking their three minutes.
Mayor Richard Irvin acknowledged May 25, 2020 as the day George Floyd was murdered. “Since then, we’ve watched a global shift in consciousness and an unprecedented movement focused on equity, justice, and systematic change.
“While the year has been long and daunting in so many respects, it has also brought a renewed sense of hope in many ways.”
Mayor Irvin led a discussion about lateral hiring incentives for police officers.
“Aurora stood up at a critical time and began to take on the task of reflecting on our own practices, recognizing areas of improvement and reforming what is necessary for sincere and systematic change.
“One of the most important responsibilities we have as a city is to maintain the quality of our Police Department and ensure that Aurora continues to be able to recruit and retain the best candidates.
“As a city, we also recognize this but the importance of it has been amplified over the past year.
“One of the problems we have identified and need to face now is the shrinking labor pool for police candidates. This is due to several factors and we are all aware of those factors and these are factors that doesn’t just affect Aurora, it affects cities throughout our country.
“We also need to be aware that because of this potential shrinking labor pool, we are going to continue to find ourselves in competition for the best candidates with other cities and villages, including our neighboring communities.
“In order to compete and address the community’s desires to diversify the Police Department, many municipalities have adopted lateral hiring programs which are normally imported into their collective bargaining agreements with the police union.”
Irvin added, “Our City Council, all of you, recognized the importance of lateral hires to maintain our ranks and wisely voted for lateral hires just a few weeks ago.
“Coming before the Finance Committee on Thursday is the concept of adjusting our wage structure.
“Because of our size, the city of Aurora, our wage structure, and opportunities for advancement, we have always considered ourselves comparable for hiring to cities like Joliet, or Elgin, or Rockford, or even our sister city to the east, Naperville.
“We now find ourselves competing with neighboring communities smaller than us. Smaller than the ones we compared ourselves to. Ones such as Saint Charles or Batavia, as well as smaller North Shore towns.
“Based on our internal analyses, Aurora’s wage structure may be falling behind the salaries being offered by some of the other much, much smaller communities which could create a long-term hiring shortage and impede our ability to attract and retain the qualified officers that we have become used to having in our Police Department.”
Mayor Irvin later added, “This is also the opportunity to seek out and recruit minority police officers by way of transfer from other departments, as well.”
The City Council unanimously approved the following agenda items:
• Approved was a resolution authorizing a grant of $1.5 million to the Aurora Civic Center Authority (ACCA) doing business as Paramount Theatre to be disbursed at the same time as a $1.25 million program-related investment and a $750,000 grant provided by the Dunham Foundation designated to provide funds for startup costs for the Theatre as a result of the COVID-19 pandemic.
City government of Aurora documents show the COVID-19 pandemic has shuttered the operations of Paramount/ACCA for more than one year, resulting in an estimated revenue loss of over $13 million.
The Paramount Theatre/ACCA has been working diligently throughout the COVID-19 pandemic to receive funding through the Federal Government under programs similar to Coronavirus Aid, Relief, and Economic Security Act (CARES).
Presently ACCA is working on funding of $6.9 million from the Shuttered Venue Operators Grant (SVOG) program. These funds will not be received in a timely manner in order for the Paramount to re-open and begin operations in the Summer.
COVID-19 continues to impact the Aurora downtown and this impact is felt the most at the Paramount Theatre. At the height of the Theatre’s popularity/success on both an attendance and financial basis the venue was shut down in March 2020 and more than 90% of staff members were either laid off or furloughed.
As COVID-19 vaccinations began to become a reality, the City and Paramount began the analysis to determine when and how the Theatre could reopen. In early discussions in December 2020 this re-opening operation could have involved financing from the City in excess of $12 million. City and Paramount staff members have continued to work on alternatives that could reduce this City commitment in lieu of federal funding programs.
The annual operating budget for the Theatre is approximately $20 million. In order to re-open and start up their operations they will incur operating costs for shows for which they have already collected funds/ticket revenue and therefore need cash flow support to pay for operating expenses. The $3.5 million combined funding from the City and the Dunham Foundation will provide start-up revenue, however even this amount will not be sufficient to provide funds for all operations before operating revenues become sufficient in late 2022 and 2023 to bring the Theatre back to a more stable operating capacity.
The grant is planned to be combined with a potential $7 million to $10 million SVOG grant to further close this gap. The budget submitted by the Paramount for the first phase of the SVOG is estimated at $6.9 million.
City government of Aurora documents show the transaction will be necessary if the City hopes to receive rental and other income from the Stolp Island Social restaurant, in which its re-opening is tied to the Paramount re-opening and other sources as outlined in the Section 108 loan agreement done in 2017. For these other revenue sources to return, the Theatre must reopen.
The Paramount Theatre/ACCA has approached the City government with a plan for re-opening according to Center for Disease Control and Prevention and State guidelines as early as July 2021 for RiverEdge Park (REP) and August 2021 for indoor performances.
In order to make this plan a reality, startup funding will be required and such funding will be needed prior to the realistic receipt of other funding from the Federal government.
The City government has worked diligently to be on sound financial ground through management of operating expenses as noted in the most recent 2020 budget amendment presented at the Committee of the Whole May 4, 2020. Based on this current financial status, the City has cash/fund balance available in the General Operating Fund to support this grant.
It is the City’s intent, if at all possible, not to provide funds for this grant, through the following sources:
1) Utilization of American Rescue Plan Act (ARPA) funding (currently approved by the Federal Government at $35.2 million for the city government of Aurora) under an economic development classification. Final rules for this funding are expected by June 30, but economic development has been a core category in preliminary discussions.
2) Utilization of SVOG program funds from the second application made by the Paramount. As noted above the first application of $6.9 million will be needed for expenses over the next year, but if the second application of up to $3.1 million is eligible the city government will seek to use such funds as a possible source.
3) Other Federal funding not yet identified.
Although the above items may sound tenuous at this point, it is important to remember that CARES funds were distributed in advance of final funding guidance and the City did receive nearly $11 million from the Counties and State based on final categories being determined. Furthermore, based on the complexity of the City’s total budget it is possible that funding for other major capital and operating expenses that is covered by the City’s revenue sources, could be covered through ARPA, freeing these funds to be used for critical and time sensitive economic development activities.
As noted in the most recent treasurer’s report for March 31, 2021, the City’s General Fund Balance is $27 million, which is $12.8 million higher than it was in March 2020. The 2020 Budget amendment as presented May 4, 2021 to the Committee of the Whole included $3.5 million in transfers out of the General Fund, which will reduce this Fund Balance to $23.5 million, which is still above the balances shown at this time of year for 2020, 2019, and 2018.
As has been the case in recent development incentive agreements, the Paramount will be required to provide expense data to the city government and the Dunham Foundation on a monthly basis detailing payroll and operating expenses incurred by this joint $3.5 million funding.
• Approved was a resolution authorizing the reimbursement of funds to Aurora Civic Center Authority for RiverEdge Park not to exceed $100,000 for facility enhancements.
The purpose is to obtain City Council authorization for reimbursement to the Aurora Civic Center Authority for RiverEdge Park for facility improvements for safety, appearance, efficiencies, and overall experience at the park both for visitors, staff members, and performers.
City government of Aurora documents show beginning in 2012, the City of Aurora approved an agreement with the Aurora Civic Center Authority regarding the management of RiverEdge Park and John C. Dunham Pavilion. The agreement and partnership continues to be extended.
The 2021 Budget Capital Improvement Plan (CIP) #A062 allocates funds to be used to continue to improve and expand RiverEdge Park. City government of Aurora staff members have been working closely with ACCA representatives to fine tune the capital projects that should be prioritized and completed as part of this year’s CIP for the park.
Together, ACCA and city government of Aurora staff members have determined the list of projects in the next paragraph as being the most important and needed facility enhancements to be completed before the 2021 season begins in July.
The following is a summary of the proposed facility enhancements:
Backstage privacy scrim: Adding black scrim material to the backstage fence line. There has been a number of artist security representatives that have voiced how dangerous it is to have the entire back stage area open to the public and how uncomfortable they were as security professionals having their artist exposed from all directions. Adding this will prevent people from the street, river or along the bike path from seeing backstage and giving the artists more privacy and safety.
Sky deck: REP has had the same furniture on the Sky Deck since it opened. The chairs and high boy tables are showing the wear and tear from usage and outdoor exposure. The high-top tables are warping from the sun.
Stage repairs: The stage at REP Needs some work – some boards have warped and been weather rotted. The entire stage needs to be painted.
Point of sales system (POS): One of the main sources of revenue for concert venues is food & beverage, and that holds true for RiverEdge Park. And the most important tool in that sales process is the point of sale system. There are 43 terminals at the park. RiverEdge has had the same system since it opened its gates in 2013. Unlike permanent POS systems at indoor establishments, for every REP concert, all of the terminals and printers are hauled out and delivered to various locations throughout the park, set up, used in extreme heat, cold, rain and exposure to sun, then dismantled and hauled back into storage.
The process is repeated for every concert, which most seasons is 15-20 concerts/events per summer. That cycle takes its toll on each unit. The park has been able to extend the life of these units for this long, but in the last year of shows/2019, staff members have endured endless problems with POS’s every show, doing what they could to trouble shoot and keep them on line if possible. If the system doesn’t work, the park can’t make sales and it inhibits the venue’s ability to earn revenue. To put that in perspective, in 2019, the part saw $400,000 in total bar sales through the POS — over $100,000 was in credit card sales. Also, between 2015-19, credit card sales increased 13% and in 2021, as part of COVID precautions, the park is moving to all credit card purchases. RiverEdge Park is in need of a new, properly working POS system to ensure its success and ensure a positive patron experience.
Backstage storage shed: REP has a very limited amount of covered, indoor storage for equipment that cannot be left out in the elements. More storage is desperately needed for better infrastructure and protecting park assets.
Pull behind trailer: To assist with moving equipment from backstage to throughout the park during set up and tear down, a trailer is badly needed. This equipment includes such things as pop up tents, barricades, table, seats, electrical boxes and more. Securing a trailer will increase the productivity of staff members during set up and tear down, since currently, summer crew staff members carry all of the equipment by hand and distribute it throughout the park. Investing in a trailer will also reduce labor costs during park set up/tear down. To haul the trailer, ACCA would use their existing forklift.
Cost savings and supplies: In the event that during the purchasing process there are cost savings incurred on the equipment on the attached REP Items Needed List, those funds will be used to purchase other needed equipment for the Park including: replacing the carpet in green room; a garage door for current storage shed; pallettainers for equipment storage; back stage artist trailer; railing adjustment to make dock railing removable for load in/out; additional metal detectors and wands.
Funds for the reimbursement will come from the reallocation of funds from the City’s Capital Improvement Plan CIP #A062 (TIF #6) into account 236-1830-465.73-99.
• Approved was a resolution approving an agreement between the City of Aurora and Public Action to Deliver Shelter, Inc., doing business as Hesed House, for eligible COVID-19 related-expenses through the Federal Emergency Management Agency.
City government of Aurora documents show the purpose is to assist Hesed House in the request of reimbursable funds from the Federal Emergency Management Agency Public Assistance Funding under the declared disaster FEMA-4489-DR-IL and to administer grant funds on behalf of Hesed House for their approved reimbursable costs. This resolution is contingent on the acceptance of Hesed House’s justification letter by the Illinois Emergency Management Agency and the Federal Emergency Management Agency and will also authorize any subsequent agreement necessary to ensure the appropriate disbursement of reimbursable funding to Hesed House for related eligible expenses.
As a result of the COVID-19 pandemic it was determined necessary to safely house their guests during the COVID-19/coronavirus health emergency off-site at a hotel. The off-site housing allowed for more space for guests while the property was under construction making way for a new shelter space, ensured social distancing measures were in place while still providing care and services to their population, and provided more room for caring for COVID+ guests on-site at the Hesed House property.
As a direct result of maintaining an essential community service under the public health emergency, Hesed House incurred additional costs directly related to the non-congregate sheltering of their targeted population. Hesed House is seeking FEMA Public Assistance funding as outlined in the Public Assistance Program and Policy Guide, Category B – Emergency Protective Measure. Non-congregate sheltering for Hesed House was and is the best available option for meeting the urgent public health needs of COVID-19 and to protect health and safety of their guests and operations.
Subject to City Council approval, the City has agreed to accept FEMA grant funding and administer and disburse the funds to Hesed House in accordance with the provisions of this resolution and grant agreement. The distribution of funds to Hesed House will not incur any cost to the City.
The city government of Aurora is acting as a passthrough and distributor of the exact dollar amount awarded from the Federal Emergency Management Agency.
• Approved was a resolution amending membership agreement for the THRIVE Collaborative Center and conferring authority upon a City department or division head, or the chief management officer, to enter into agreements for nominal consideration only on behalf of the THRIVE Collaborative Center.
City government of Aurora documents show this resolution updates the membership agreements for the Thrive Collaborative Center. The updated agreement adds the ability to use the facility during weekends and offers virtual membership benefits. This resolution also confers authority upon a department or division head, or the City’s chief management officer, to enter into agreements for nominal consideration only on behalf of the Thrive Collaborative Center without seeking Council approval for each separate agreement.
The purpose of this resolution is to update membership agreements for the Thrive Collaborative Center. The updated agreement adds the ability for members to use the facility during weekends and offers virtual membership benefits. The agreement also updates the authorized signers by position instead of by name to account for staff member turnover. Additionally, the resolution confers authority upon appropriate City personnel to enter into agreements for nominal consideration only, for the Thrive Collaborative Center.
At the end of 2019, Adrienne Holloway, City government of Aurora chief innovation officer brought the original resolution for approval of the membership agreement for the Thrive Collaborative Center. To assist with day to day operations of Thrive and the Financial Empowerment Center, a part-time manager for the FEC and Thrive was hired in early 2020. The position was upgraded to full-time in August of 2020. By going full-time, Bea Rodriguez-Franzen has assumed some of the responsibilities previously performed by the chief innovation officer. One of the responsibilities of the program manager is to recruit members. During these discussions, it was discovered that expanded offerings would help with the recruitment of members.
The revised membership agreement will have the same membership levels with the addition of a virtual membership level and the expansion of the use of the facility to seven days per week from 8 a.m. to 8 p.m.:
Level 1 – office membership. Seven office memberships are available with offices varying in size from single person to five person offices. Presently, there are 6 organizations with 13 members in this level.
Level 2 – dedicated desk membership. Nine dedicated desk memberships are available. Presently, there are 4 organizations with 4 members in this level.
Level 3 – virtual memberships. Virtual memberships is a new membership type. Benefits include 1 on 1 executive coaching, access to education programming, access to member only events and round table sessions. This membership type is unlimited.
The Thrive daily pass offers shared space accommodations, discounted rates to Thrive events and access to the Thrive building during City of Aurora general operating hours.
Membership requests have been vetted by the Innovation staff members to ensure that organizations and entrepreneurs selected for membership comply with, at minimum, the following criteria:
Offers client appointment driven services.
Serves persons no younger than 16 years of age.
Agrees to comply with the Thrive Collaborative Plan.
Agrees to meet regularly with Innovation Department staff members to discuss progress in capacity building.
Agrees to a limited tenancy at Thrive (approximately 2 years) to allow for Thrive spaces to be available for use by other nonprofits that can benefit from its services.
Additionally, it is sometimes necessary for the City to enter into partnership agreements with other governmental entities or non-profit entities for referrals or co-locating space. Allowing a department or division head, or the chief management officer, to enter into agreements for nominal consideration without seeking separate Council approval each time will increase the efficiency and timeliness of the activities carried out by Thrive.
The Thrive Collaborative Center was added as a new program in the 2020 Budget and has a budget of $73,820 for 2021. Most of these funds are for building operations and maintenance. Last year, $2,625 was collected from memberships. So far, $7,900 has been invoiced for the first four months of 2021. Unfortunately, the pandemic has slowed down the recruitment of memberships. The goal was to increase this ten-fold from the previous year.
Although Thrive has not been open very long, it is already having a positive impact on the community. Thrive is providing space for the Financial Empowerment Center. Presently, 3 Financial Coaches/Counselors are located at Thrive and have served over 400 clients in 2021.
Thrive has provided dozens of workshops in 2020 and this year. Topics include law, accounting, fundraising, marketing health etc. Thrive continues to provide networking opportunities and round table sessions. Last year there were 24 such events and there have been 6 so far in 2021. While the quantity and participants from these activities can be measured, outcomes from these programs are more difficult to measure. Staff members are working on a nonprofit survey to develop a base line on the current state of nonprofits that serve Aurora residents with the intent of following up with future surveys to assess if there has been an impact.
The vision for Thrive will continue to make a positive impact and strengthen nonprofit partners by providing resources to help them become more collaborative, efficient, effective, impactful, etc. Government can’t meet the needs of the community alone. Nonprofit partners have been providing a wide range of basic needs for more than 100 years. The difference is that Thrive will provide assistance to our nonprofit partners in an unprecedented and comprehensive manner.
• Approved was a resolution authorizing the execution of an engineering agreement with Transmap Corporation in the not to exceed amount of $133,682.50 to update the City’s Pavement Management System.
The purpose is to provide the inspection and analysis required to update the City’s Pavement Management System (PMS), which will be utilized to develop a maintenance program for the next five years.
The City established the existing PMS in 2010 with the intent of determining the required annual roadway rehabilitation budget and also the most cost-effective way to utilize those funds to maintain the City’s 530 miles of roadway in a condition that is acceptable to the motoring public.
A critical component of the PMS is accurate field data of the existing roadway conditions, also known as the Pavement Condition Index, or PCI. Due to many factors, roadways all deteriorate at different rates, therefore data is generally considered outdated after about five years. For that reason, the roadways were surveyed again in 2014 and a scheduled reinspection in 2020 was postponed due to budget concerns from the COVID 19 Pandemic. As those budget concerns have eased in 2021, it is recommended to conduct a new condition evaluation in order to update the PMS and use the new data for developing roadway programs for the next five years.
Due to the specialized equipment required to obtain and analyze the data, it is more cost effective to utilize an outside vendor for these tasks.
The City published a request for proposals (RFP) for the pavement evaluation services March 3, 2020. City government of Aurora staff members reviewed the proposals and determined that Transmap Corporation (Transmap) was the most qualified firm. Fourteen firms submitted proposals.
This partially followed the request for qualifications process and is not subject to the local preference policy. The proposals were first reviewed solely based on their qualifications. Firms were also asked to submit a separate price based on their proposed pavement evaluation methodology and software. Thirty percent (30%) of the score was “value” which incorporated the firm’s submitted price.
Transmap’s vehicles are equipped with a Pavemetrics Laser Crack Measurement System (LCMS). This system uses laser line projectors, high-speed cameras, an inertial navigation system, and advanced optics to acquire high-resolution 3D profiles of the road. This collection of data will objectively rate pavement condition and determine the PCI for each segment of roadway that the City maintains. The PCI measures pavement condition and provides a number from 0 (worst) to 100 (best). ASTM (American Standard Test Method) has adopted the PCI as standard practice for roadway ratings (D6433).
The results of the pavement evaluation will be analyzed using the MicroPAVER software. MicroPAVER was developed by the Army Corps of Engineers and is an industry-wide recognized non-proprietary software to analyze pavement information. MicroPAVER provides pavement management capabilities to develop and organize pavement inventory, assess the current condition of pavements, develop models to predict future conditions, report on past and future pavement performance, develop scenarios for maintenance & rehabilitation based on budget or condition requirements and plan projects.
The Engineering Services Agreement from Transmap Corporation provides the detailed scope of services and proposed price. Tasks 1, 2 and 3 of the agreement will be all that Transmap Corporation will be asked to perform at this time, for an amount not to exceed $133,682.50. Tasks 4, 5, 6 and 7 are only included for reference/pricing, if the City at some point in the future wishes to extract certain data from the Transmap’s site visit (such as signage, trees and other assets in the right-of-way).
This price includes software installation and training for staff members to run the program in the future. Additionally, the 11 miles of alleys in the City will be evaluated per task 3.
The 2021 City Budget provides $133,682.50 for this item in account no. 212-4460-431.73-91 with a total budget of $2,100,000.00 for roadway resurfacing(municipal motor fuel tax).
Coordination with IT will be required for installation and future updates of the MicroPAVER software program and also GIS support for creating exhibits and layers for the GIS database. As part of this contract, Transmap will purchase the MicroPAVER software for the City. After the first year, a $550/year maintenance fee would be required to receive software updates (at no additional cost) and technical support. The motoring public will not be affected during the ongoing field work and there will be no lane closures or other significant delays during that process.
• Approved was a resolution authorizing the Chief of Police to sign an updated memorandum of understanding between the Homeland Security Investigations (HSI) and the Aurora Police Department (APD) for a task force officers.
City government of Aurora documents show an updated Memorandum of Understanding between the Homeland Security Investigations the and APD will allow for a continuing partnership in the investigations of crimes that involve narcotic related offenses through a cooperative task force.
The Aurora Police Department has had a long-standing cooperative relationship with the Homeland Security Investigations (since approximately 2007) in which Aurora Police Officers have been assigned to the task force to investigate and take enforcement action on narcotic related offenses.
The HSI task force has been highly successful with investigations in Aurora, and within the region. They are specifically tasked with disrupting and dismantling large scale drug trafficking and money laundering organizations operating in our area of responsibility. Being with a federal partner, they are able to utilize multiple resources that are not available to local law enforcement in the apprehension of targets of investigation that bring large amounts of narcotics into our city and the smuggling of drug proceeds out.
This agreement has been updated by the newly appointed Chicago special agent in charge at the Homeland Security Investigations.
A new Memorandum of Understanding with the Homeland Security Investigations will allow Aurora Police Officers to work with other law enforcement officials to conduct investigations in large scale narcotic investigation in the area. This is an area of law enforcement where a task force philosophy is critical, as these cases often cross jurisdictional boundaries where it would be difficult for a local agency to investigate the offense thoroughly. This task force operates with a team mentality with a focus on the seizure of dangerous drugs, and the identification and prosecution of offenders.
• Approved was a resolution authorizing the chief of Police to sign an updated memorandum of understanding between the Kane County Major Crimes Task Force and the Aurora Police Department (APD) for task force officers.
City government of Aurora documents show an updated Memorandum of Understanding between the Kane County Major Crimes Task Force and APD will allow for a continuing partnership in the investigations of major crimes, as well as an independent task force that can investigate officer involved shootings as outlined in the Illinois Police Community Relations Act (50 ILCS 727).
The Aurora Police Department has had a long-standing cooperative relationship with the Kane County Major Crimes Task Force which Aurora Police officers and supervisors have been assigned to investigate and take enforcement action on major crimes or in the investigation of other jurisdictions officer involved shootings.
The Kane County Major Crimes Task Force has been utilized several times over the past years by the Aurora Police Department to act as an independent, outside law enforcement agency to investigate Aurora Police officer involved shootings. The task force also has a group of officers that are specially trained in the investigation of serious and/ or fatal crashes. These officers have assisted Aurora traffic reconstructionist on major crash scenes.
This agreement has been updated by the newly appointed board of the Kane County Chiefs of Police, which oversee the operations of the Kane County Major Crimes Task Force.
A new Memorandum of Understanding with the Kane County Major Crimes Task Force will allow Aurora Police Officers to work with other law enforcement officials to conduct investigations of major crimes, crashes, or officer involved shootings in the area. This is an area of law enforcement where a task force philosophy is beneficial, as it pools specially trained officers to complete comprehensive investigations.
• Approved was an ordinance annexing the property at 542 South Elmwood Drive to the city of Aurora.
The petitioner, William Lahvic, is requesting the annexation of approximately .20 acres to be incorporated per the R-1, One Family Dwelling District so that the structure can connect to City water.
• Approved was a resolution authorizing well maintenance services for Well Number 28 for the Water Production Division in an amount not to exceed $235,000.00 to Layne Christensen Company in Aurora.
To obtain City Council authorization for Layne Christensen Company (Layne), 721 W. Illinois Avenue, Aurora, to perform all necessary services as described in Layne’s proposal letter to return Well No. 28 to full operational and functional status.
City government of Aurora documents show Well No. 28, at 1960 E. Indian Trail, is a deep well with the pump and motor setting at 1,016 feet below the surface and is normally capable of supplying approximately 2,000,000 gallons of water per day. The well’s pumping equipment experienced a failure on April 15, 2021. Preliminary testing from the surface by both Water Production Division (WPD) staff members and Layne indicated an apparent mechanical problem with the Flowserve-Byron Jackson 2400-volt, 400 horsepower, submersible well pump motor.
In order to determine the exact cause of the motor failure the well pump/motor assembly must be removed from the well for inspection and further testing. Under a not-to-exceed purchase order of $25,000.00, Layne has completed the removal of the pumping equipment and reports a thrust bearing has likely malfunctioned within the motor making it inoperable.
Normally under this circumstance the estimated turnaround time for shipping the motor to and from the Flowserve-Byron Jackson (Flowserve) repair facility in Pennsylvania and completion of repairs to the motor is twelve weeks. The WPD would not expect to have Well No. 28 available until late summer or later. However, Layne maintains a limited stock of these motors in Aurora and has an equivalent 400 horsepower motor available for immediate purchase. The damaged motor will be repaired by Flowserve and returned to Layne as part of the “factory exchange” program. Acquiring a motor directly from Layne is highly preferred as the WPD would likely have Well No. 28 in service sometime in June heading into the high-water demand summer season.
The total estimated cost of all proposed and recently completed work by Layne to restore Well No. 28 to operational status is $229,083.00.
The City entered into a professional services agreement (PSA) with Layne in 2020 under Resolution No. R20-083, which provides a 5% discount on all labor and field services and a 10% discount on specialized services performed by Layne.
Layne will perform all work on a time and material basis and will only be compensated for the actual work performed per the terms and conditions of the PSA. In addition, Layne is the sole regional factory authorized source for repair services of Flowserve-Byron Jackson pumps and motors utilized by the Water Production Division.
Budgetary authority has been granted and funding is now available via a budget transfer in Account No. 510-4058-511-38-31 in the 2021 budget.
Without approval, the unavailability of approximately 2,000,000 gallons/day of raw source groundwater if the repairs are not completed.
• Approved was an ordinance establishing a special sign district for the Fox Valley Mall south of New York Street, west of Route 59, north of McCoy Drive, and east of Commons Drive.
The petitioner, Centennial Real Estate Company, filed a petition with the city of Aurora requesting approval of a special sign district for the Fox Valley Mall.
City government of Aurora documents show Centennial Real Estate Company (“Centennial”), purchased the Fox Valley Mall in 2015. In 2018, a partnership controlled by Centennial purchased the Sears and Carson’s site after falling into bankruptcy. Since then, Centennial has been making substantial investments essential to the Mall’s revitalization including the remodeling of the mall center. As part of these efforts, they recently demolished the Sears building to make way for a future retail and the residential development which was recently approved.
Centennial is requesting approval of a special sign district. The provisions allow for a cohesive sign package for the Fox Valley Mall and provides for the ability to modernize the existing signage. It also allows additional signage for new development and increases pedestrian and vehicle wayfinding / directional signage.
City government of Aurora staff members have reviewed the special sign district petition submitted by the petitioner and have sent comments back to them on those submittals. The petitioner has made all the requested changes to these documents and they now meet all the applicable codes and ordinances except as modified by the sign district therein.
Public Input: Due public notice was given for the public hearing on this matter. As of the date of this memo, staff members have not received public inquiries regarding this petition.
Policies and guidelines:
The staff members’s evaluation and recommendation are based on the following Physical Development Policies:
10.0 To provide for the orderly, balanced and efficient growth and redevelopment of the City through the positive integration of land use patterns, functions, and circulation systems. To protect and enhance those assets and values that establishes the desirable quality and general livability of the City. To promote the City’s position as a regional center.
14.1(4) To encourage quality site design throughout the City.
14.1(5) To provide for the visual enhancement of the City through attractive landscaping, quality signage and diverse building design and arrangement.
93.1(1) To encourage the use of aesthetically pleasing urban design, architectural styles, and landscape architecture.
93.1(2) To work toward improved signage and street furniture.
The Planning and Zoning Commission recommended approval of the ordinance establishing a special sign district for the Fox Valley Mall, south of New York Street, west of Route 59, north of McCoy Drive, and east of Commons Drive.