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WK - February 29, 2024
N:DOVE F^ 1685 CROSSTOWN BOULEVARD N.W.. ANDOVER, MINNESOTA 55304 . (763) 755-5100 FAX (763) 755-8923 • WWW.ANDOVERMN.GOV City Council Workshop Thursday, February 29, 2024 City Hall — Conference Rooms A & B 1. Call to Order — 6:00 p.m. 2. Discuss/Receive Presentation from the Andover Firefighters Relief Association Board 3. Community Center Update (Pre -Audit December 2023) -Administration 4. Discuss/Review City Strategic Plan Implementation/Budget -Administration 5. Other Topics 6. Adjournment C I T Y ,NDO 1685 CROSSTOWN BOULEVARD N.W. • ANDOVER, MINNESOTA 55304 • (763) 755-5100 FAX (763) 755-8923 • WWW.ANDOVERMN.GOV TO: Mayor and Council Members FROM: Jim Dickinson, City Administrator SUBJECT: Discuss/Receive Presentation from the Andover Firefighters Relief Association Board DATE: February 29, 2024 ACTION REQUESTED The Andover Firefighters Relief Association Board has requested to meet with the City Council. The Andover Firefighters Relief Association Board would like the opportunity to ask questions, gain clarity and share their thoughts and concerns regarding the attached memo (dated December 12, 2023, pgs.22-23) that City Administration provided in response to the Andover Firefighters Relief Association Board's request for a 2023 City Contribution of $39,000 to the Firefighters' Relief Association. Attached is the single sheet handout (pg.2) the Andover Firefighters Relief Association Board will use to guide their discussion on the points they would like to address with the Council. Also attached is a letter from the most senior firefighter (pg. 3), articles related to Recruitment and Retention Issues in the Fire Service (pgs.4-20), and Defined Benefit vs. Defined Contribution from the Office of the State Auditor (pg.21). At the conclusion of the discussion, staff will seek direction on next steps. REVIEW City Administration as part of the annual budget development process reviews the Andover Firefighters Relief Association Pension Fund, the available funding to the Andover Firefighters Relief Association Pension Fund and provides a recommendation on if a city contribution should be made, a contribution was not recommended for 2023 and is outlined in the attached memo (dated December 12, 2023, pgs. 22-23) to the Andover Firefighters Relief Association Board. Also attached for reference is the memo (dated January 23, 2021, pg. 24) that was provided related the Andover Firefighters Relief Association Board request for 2021 funds. submitted, 61 OBJECTIVE: Every year we send a letter to Mr. Dickinson and Mr. Brezinka via the Fire Chief requesting a City contribution to the AFDRA Fund. This time, the 2023 request was denied. We hope to discuss changing that decision and to determine a future formal process. BACKGROUND: AFDRA is a defined contribution fund that provides a lump sum payout to members after they retire and meet the qualifications. The money is in a single fund that is drawn from based on members months of service. The purpose of the fire state aid, or 2% money, according to the State of MN website, is to help subsidize pension costs for local governments. Fire state aid is provided by insurance premiums paid by property owners in the city of Andover. It is not taken from property taxes. HISTORY of the CITY CONTRIBUTION: We have been receiving a city contribution to the AFDRA since it began in 1980. When the Relief association was formed, most fire departments in Minnesota were defined benefit. This meant that firefighters knew exactly what benefit they would receive upon retirement, and the city was liable to make sure it was fully funded. The mayor at the time was an accountant and knew a defined contribution plan would limit liability on the city. It was agreed that the relief would be a defined contribution plan with the understanding that the city would also make contributions with the goal of eventually matching state aid. RETENTION: This is no longer the olden days of volunteer paid on call. This is now a part-time job that is mentally and physically demanding. Health of firefighters is impacted more severely now than in the past due to new and increased exposures to chemicals, traumatic events, and new threats that shorten the lives of many of those in the service. We are hearing the city can't afford to contribute to the relief fund. It is well documented on a state and national level that recruitment and retention is at an all-time low. What happens when the paid on- call system no longer works, because people don't feel valued and they leave? If the cost of providing a city contribution toward our retirement is too expensive for the city, how can it afford the alternative? FINANCIAL: The goal of the City contribution should be to assist in retaining active members and providing a financial incentive to show appreciation to those members by helping the fund grow. MEMBERS' EXPERIENCE: The week that we heard the news that we would no longer be getting a 2023 contribution from the city was an eventful one. We had some difficult calls, a potential life save, participated in tree lighting and put on our annual toys for joy drive. We received an email thanking us for our participation in those events only to receive Mr. Dickinson's letter days later telling us we would no longer be receiving a city contribution leaving us to feel that those words of thanks were empty. CITY COMMITMENT TO RETENTION: o Request the contribution is added back to the Dept budget o Request a clarification/determination of future process o Request the amount increases in the future (3) Your decision to not contribute $1,000 per firefighter to the fire department relief association is very disappointing. It leaves me very confused and honestly under appreciated. I understand this is a voluntary contribution the council decides on each year. You support the fire department in many ways, including great equipment, which we are grateful for and enables us to serve the residents of Andover. This contribution is your way of saying thank you and we appreciate all that you do for us and the city of Andover. This contribution goes directly to each firefighter. $1,000 is substantial to an individual, while $39,000 to the city is quite negligible. The pension is used as a recruitment and retention tool. The amount of time a new recruit dedicates for training in their first year and a half is actually overwhelming. This training continues throughout their career. Add in calls and duty crew shifts each firefighter responds to the hourly commitment has become a demanding part time job that barely pays more than an entry level job in the workforce. Take in the fact that these calls come at all hours of the day, every day including holidays, birthday parties, school concerts and plays, and kids' sports. The toll is sometimes overwhelming on young families. Do you wonder why the dollar amount this year is only $39,000? The fire department is allotted 60 firefighters, it should be $60,000. The previously mentioned reasons are why the department is so short staffed. Too many residents don't have the time or desire to help their community like your current members of the fire department. That is why you should be saying thank you, we really appreciate your sacrifices by contributing $1,000 to each member's relief account. So, I would like to ask one question. What changed your appreciation for the firefighters? We not only sacrifice our time on calls and training, we give to the community in many ways. The Toy and Food Drive, bell ringing for Salvation Army, public ed, 3 scholarships for graduating Andover High Scool Seniors, and many other ways. There are many health risks, physical and mental, that firefighters are exposed to that the general public does not have. I personally have been diagnosed with prostate cancer 10 to 15 years earlier than average. What changed? I really hope you reconsider your decision now that you are starting to understand the great sacrifices your firefighters are willing to give to help our community. Tom Johnson Firefighter 32+ years C .............._-� flllkN011SF. '" CAREERS & EDUCATION PA County Battles Volunteer FF Shortage by Burning Tax Bills York County is offering the incentive to volunteers with non-profit EMS companies as well. By Jan Murphy Source pennlive.com (TNS) York County commissioners on Wednesday took the boldest step yet in Pennsylvania to address the ongoing shortage of volunteers staffing fire departments and non-profit emergency medical service providers by expanding its property tax rebate program to cover their full county real estate tax bills. The commissioners unanimously approved a resolution to provide up to a i00% rebate on county taxes for individuals who maintain active volunteer service as well as those who are unable to do so because of an injury in the line of duty. York County is the only county that the state fire commissioner's office has on record offering this level of incentive for municipal volunteers of fire companies and nonprofit emergency medical services agencies. This step builds on the York's existing rebate program instituted in 2022 that covered up to 50% of county taxes, which one fire chief claims was the most aggressive at the time. Cumberland County that year put in place a credit of up to $250 on county real estate tax bills. Dauphin County last year introduced its own $250 tax credit to promote volunteerism in the first responder community. "The action we took today will move the needle on strengthening our local fire J services across the county," said President Commissioner Julie Wheeler. "York County is safer with a robust base of volunteers and this program is designed to do just that." A message left with a county official to gauge the cost of this program was not immediately returned. For context, York County's tax rate is 6.9 mills, a volunteer who has a home assessed at $ioo,000 would be eligible for up to $690 in tax relief. A law enacted in 202o allowed counties and school districts to offer up to l00% of their tax liability, up from 2o% allowed under a 2o16 law, as an incentive to recruit and retain first responders. Regardless of the cost, Chad Deardorff, president of the York County Fire Chiefs Association, spoke to the even greater cost that citizens would bear if they had to staff a paid full-time fire department. "The cost savings the average citizen receives is significant for municipalities who have volunteer firefighters and is often inadvertently taken for granted," he said. The number of volunteers statewide has been shrinking over the last several decades for a variety of reasons from an uptick in the number of calls in growing municipalities to the training required, to more individuals having to work one or two jobs to support their families and not having time to volunteer. This, in turn, impacts public safety by making response times longer. To be eligible for a l00% rebate, volunteers must accumulate loo points over the course of a year with various number of points assigned for emergency responses, training sessions and meetings attended, work details completed and fire prevention activity participation. Volunteers who accumulate 50 points would be eligible for a 50% tax rebate. Brad Dauberman, fire chief of Shrewsbury Volunteer Fire Company, said the ( commissioners' decision to increase the rebate could help fire departments and EMS providers turn the corner on their volunteer shortage and "get residents to take notice." "Our goal is to get those residents in our door as well as increase participation among current volunteers," Dauberman said. "I truly believe that York County has the best system in the commonwealth to help us do just that." Recently seated Commissioner Scott Burford said enhancing public safety was a cornerstone of his motivation to become a commissioner. "I am committed to taking bold action in my first month in office and this tax relief program is a healthy start to that commitment," he said. Commissioner Doug Hoke added, "These individuals give of their time and risk their lives for the safety of their friends and neighbors. I'm proud to support them by voting in favor of this tax relief plan." Jan Murphy maybe reached atjmurphy@pennlive.com. Follow heron X at @JanMurphy. ©2024 Advance Local Media LLC. Visit pennlive.com. Distributed by Tribune Content Agency, LLC. Source URL: https://www.firehouse.com/careers-education/news/53082903/pa-county-battles- vol u nteer-ff-shortage-by-bu ning-tax-bil Is KAREtt SUNRISE Firefighters needed: Volunteer departments at a national low More than 96% of Minnesotan fire departments rely on volunteers to keep their communities safe. Author: Lydia Morrell Published: 6:32 AM CST February 6.2024 Updated: 8:11 AM CST February 6. 2024 FARMINGTON, Minn. — Communities across the country are struggling to staff their fire departments. According to the National Fire Protection Association (NFPA), the number of volunteer firefighters in the U.S. hit a low-water mark in 2020, the lowest it's been in nearly three decades. to L -t As for what that means for Minnesota, more than 96% of fire departments in the state are volunteer or mostly volunteer -staffed. This means not even 4% of departments have employees that call firefighting their full-time jobs. This problem is not new: KARE 11 did a story on Oakdale's struggle to find volunteer firefighters back in 2019. At that time the chief shared a number of factors leading to the shortage including a large time commitment, increasing danger that includes rising cancer rates among firefighters and a spike in post-traumatic stress disorder. Farmington Fire Chief Justin Elvestad said that fire stations around the state have struggled to recruit for these roles. In Farmington's case, they're aiming to hire about 10 paid on-call firefighters. "It's a very important job. Its people you know, it's your friends, it's your family," Elvestad said. "So it's really rewarding to be able to do that, especially in the community that you live in.' He added that people with flexible jobs or work -from -home positions are perfect for the role Related Articles Charges: Woman tried to have twin sister take blame for deadly buggy crash National Report: St Paul saw biggest decline in car thefts in 2023 New tax credit called 'game changer' for families WATCH MORE ON KARE 11+ Download the free KARE 1l+ app for Roku, Fire TV, Apple TV and other smart TV platforms to watch more from KARE 11 anytime! The KARE 11+ app includes live streams of all of KARE 11's newscasts. You'll also find on -demand replays of newscasts; the latest from KARE 11 Investigates, Breaking the News and the Land of 10,000 Stories; exclusive programs like Verify and HeartThreads; and Minnesota sports talk from our partners at Locked On Minnesota. • Add KARE 11+ on Roku here or by searching for KARE 11 in the Roku Channel Store. • Add KARE 11+ on Fire TV here or by searching for KARE 11 in the Amazon App Store. • Learn more about the KARE 11+ app for Apple TV in the Apple App Store. • Learn more about KARE 11+ here. Watch more local news: Watch the latest local news from the Twin Cities and across Minnesota in our YouTube playlist 0 f o FIRE DEPARTMENTS v NEWS v MEDIA v FAQ v CONTACT us ou JOIN OUR MAILING LIST MEMBERS v What is the Personal Toll on Firefighter Families? What Every Firefighter's Spouse Should Know Article from Fire Engineering Magazine, December 2009, BY ANNE GAGLIANO Reprinted with permission by Fire Engineering Editor In Chief, Chief Bobby Halton The divorce rate for firefighters is three times that of the general population, which is the highest rate in the nation, second only to that of the military. A functioning, long- term marriage in this profession is uncommon; a happy, thriving, intimate one is rare. My husband Mike and I are fortunate to have the latter. Over the years I've tried to fill the gaps that surface as he works to fulfill his calling as a firefighter. Some things I've learned by accident and some I've learned the hard way. Some aspects of the job are hard to understand, but for 24 years I have tried. Below is what I have learned and what every firefighter's spouse should know. Exposure to Danger and Trauma The exposure to danger and the exposure to trauma are two major factors that make this job different from most others. Firefighters can face danger at every call. Exposure to danger (psychosocial stressors) triggers the body's stress response—the body undergoes physical changes to ensure survival. This is commonly known as the "fight -or -flight" response, in which the body is fueled by the secretion of the hormones adrenaline (also called epinephrine) and noradrenalin (also called norepinephrine). A third hormone, the adrenocorticotropic hormone (ACTH), is simultaneously released into the brain. Adrenaline and noradrenalin fuel the heart, lungs, and muscles for extra strength; ACTH fuels the brain, allowing it to monitor the release of the fight -or -flight hormones. ACTH does this by shifting the brain's activity away from the cerebral cortex (which processes information from the five senses) to the brain's limbic region where the emergency response occurs. This shift causes the cerebral cortex to lose almost two-thirds of its functioning power to the limbic region. Afterward, firefighters often describe this Cancer 0 Unique to the firefighter is his work environment. The dangers at a fire scene are obvious: fire, smoke, building collapse, explosions, and so forth. Firefighters can see and study these dangers and, thus, prepare for them. However, there is a big unseen danger— cancer. Today's fires involve plastics, which are in everything—carpeting, furniture, TVs, appliances, combs, bottles, and even pipes and other building materials. When plastics burn, they typically produce much more smoke and heat than comparable wood products. Plastic smoke is also more deadly and may include carbon monoxide, formaldehyde, nitrogen oxides, ammonia, phenol, benzene, hydrogen chloride, hydrochloric acid, methane, and even hydrogen cyanide. If breathed in large enough doses, these gases can lead to immediate death and even in the smallest of doses can lead to cancer. Firefighter Mark Noble, who died of brain cancer, compiled the statistics below. They compare the likelihood of firefighters developing the following experience as tunnel vision. They describe a sense of slow-motion, muffled sounds, and gaps in memory and detail errors. Because of the transfer of brain function, deeper cognitive thought is temporarily impaired, causing the firefighter to go into "autopilot:' Training is life-saving for this very reason; actions must be automatic, for creative, original, on -the - spot decision-making abilities are not functioning at full capacity. ACTH raises blood pressure to increase blood flow to the systems needed for action. At the same time, it suppresses the digestive and immune systems. Research shows that firefighters take a strikingly high proportion rate of antacid medications. This is because ACTH slows or suppresses the digestive process, resulting in acids not being sufficiently removed from the gastrointestinal system, which can result in sour stomach, diarrhea, spastic colon, and gastroesophageal (or acid) reflux. Immunosuppression, if prolonged or continuous, can result in an increased cancers to that of the general &population: Brain cancer: 3.5 times more likely in firefighters with 10 to 19 years of experience. Leukemia/lymphoma: three times more likely. Non -Hodgkin's lymphoma: two times more likely. Multiple myeloma: 2.25 times more likely; after 30 years, 10 times Bladder Cancer: three times more likely. Kidney Cancer: four times more likely. Prostate Cancer: two times more likely. Testicular cancer: 2.5 times more likely. Colorectal cancer (large intestine): two times more likely. Liver Cancer: two times more likely. Skin Cancer: two times more likely. vulnerability to illness. This is Breathing smoke is the primary culprit particularly problematic since most for these cancer rates, but skin firefighters respond to numerous EMS absorption can also play a role. calls where they are routinely exposed to a wide variety of contagious illnesses. Dr. Grace LeMasters, et al reported a direct correlation between the chemical 91NO Firefighters can also experience skeletal exposures firefighters experience on the and muscle pain after a fire, even though job and their increased risk of cancer. no injury exists. This is another side effect of ACTH and the release of adrenaline and noradrenalin; they increase skeletal muscle tension, a critical necessity for the fight -or -flight response. In addition, the increased muscular activity exerted in action produces the waste products lactic acid and ammonia, which adds to the experience of soreness and fatigue the day after. It is important to be aware of the fight -or -flight response and the effects of the hormones it releases. Eliminating these hormones as soon as possible can avoid chronic conditions. It is especially important for spouses to be aware of the effect that occurs after the adrenaline wears off; this leaves firefighters completely exhausted. At work, they are alive, alert, energetic, and involved. When they come home, the aftereffects may set in, and they may be tired, detached, isolated, and apathetic. The greater the demand at work, the greater the possible backlash at home, debilitating them for family involvement, which, if misunderstood, may be destructive to intimate relationships. Although this is certainly not the case in The study further indicated the need for enhanced protective equipment, in addition to the gear already provided, that would help prevent inhalation and skin exposure to known carcinogens. This study is the largest comprehensive effort related to firefighter cancer done to date. In other words, what firefighters either breathe in or are exposed to through their turnout gear very likely increases their chance of contracting cancer compared with other work environments. The hazards of the toxic, smoke-filled environment, combined with the immunosuppressant effects of ACTH, make firefighters a prime target for cancer. all instances, spouses need to know the factors that may be causing changes in behavior. Emotional Reactions Firefighters are routinely exposed to trauma and death. A study found that they generally reported medical emergencies and vehicle accidents as the most upsetting types of calls to which they respond. When they witness trauma, it is perfectly normal for them to experience a stress or emotional reaction. Some typical reactions to trauma are listed. Physiological and emotional Heightened anxiety or fear about the death of others, anxiety about the future. Irritability, restlessness, overexcitability. Feelings of sadness, moodiness, more crying than usual. Feelings of numbness or detachment. "Survivor guilt" or feelings of self -blame. 5 Cognitive Difficulty concentrating. Feeling confused, disoriented, distracted, unable to think as quickly or as easily as usual. Difficulty making decisions that normally would be easy. Worrying about death or thinking about people who have died. Physical Headaches. Nausea or upset stomach. Exaggerated startle response (easily startled). Fatigue; a lot of energy goes into grief work, and it can be overwhelming and physically draining. Mood swings; small reminders or emotional events that seem insignificant can trigger sudden changes in mood or intense reactions. Behavioral Hyperactivity or less activity than usual. Withdrawal, social isolation. Avoidance of activities or places that bring memories of the event. Loss of appetite. Inability to fall asleep or remain asleep, disrupted sleep, deep sadness on awakening. On occasion, these symptoms can descend into a slightly more severe state called acute stress disorder (ASD). In ASD, a person may experience dissociation or a perception of a detachment of the mind from emotions or even from the body. ASD sufferers may perceive the world as dreamlike or unreal and may also have a poor memory of the specific events, which in severe form is known as dissociative amnesia. ASD symptoms include generalized anxiety; hyperarousal; avoidance of situations and stimuli that are reminders of the trauma; and persistent, intrusive memories through flashbacks and dreams or visual images. If the symptoms of ASD persist for more than a month and begin to impair the sufferer's basic functions, the diagnosis can then be changed to post traumatic stress disorder (PTSD), a more serious, debilitating, and chronic disorder. Firefighters do develop PTSD at a rate of between seven and 37 percent. PTSD can occur when a person has experienced a traumatic event where both of the following havel� occurred: The person experienced, witnessed, or was confronted with an event in which there was the threat of actual death or serious injury. The event may also have involved a threat to the person's physical well-being or the physical well-being of another person. The person responded to the event with strong feelings of fear, helplessness, or horror. One of the reasons most firefighters never deteriorate into PTSD is that their training helps ward off feelings of helplessness and experience decreases the raw horror of death, since it has been seen before. Firefighters tend to develop close relationships at work that allows for some blowing off of steam after a tough job. Debriefing at work helps them to get it off their chest and share the events with seasoned, more experienced members. Repressing trauma is a bad idea, since it can fester and erupt over time. Lieutenant Dave Grossman writes, "Unchecked, extreme stress is an emotional and physical carnivore. It chews hungrily on so many of our (officers) with its razor-sharp fangs and does so quietly, silently in every corner of their lives. It affects their job performance, their relationships, and ultimately their health:' Therefore, stress must not be allowed to go unchecked. No matter how tough firefighters may be, they need help battling this foe. Sleep Disruption Sleep disruption is another form of trauma for the firefighter. On a 24-hour shift, a firefighter may get to "sleep" at some point during the night. But at any time during the night, that person may be awakened suddenly and abruptly by a bunkroom light coming on and some form of a bell indicating there is an alarm. This can be shocking to say the least. Bobby Halton, editor in chief of Fire Engineering, writes that a study of firefighters noted that their heart rates typically rise to 80 percent of maximum when the alarm is received. The firefighters must then quickly don bunker gear, race to the apparatus, and receive instructions, all in a matter of moments and all while being aroused from sleep. As a result, many firefighters develop `f hypervigilance or sensitivity to lights being turned on. `b Sleep disruption at work can lead to sleep disorders at home. The inability to sleep easily and deeply may result in sleep deprivation, which may physically predispose oneself to becoming a stress casualty. One of the most debilitating problems facing firefighters is a steady dose of sleep deprivation that impacts all areas of their life. How To Help Exercise. It is vital that firefighters exercise regularly. Exercising on shift is simply not enough—buy a gym membership or equipment for the house. Exercise has been scientifically proven to be the only effective way to help the body eliminate excess adrenaline that is nearly always present in the hyperaroused firefighter. It literally helps them calm down. It has been proven to be extremely beneficial after traumatic events if combined with sufficient rest. If adrenaline is simply left in the system, all of its negative impacts will result (e.g., immunosuppression, gastrointestinal suppression, irritability, soreness, and so forth). Regular exercise also keeps firefighters fit and better protected from injury. Mild cardiovascular exercise and stretching help burn off lactic acid and ammonia accumulated from exertion, which can help prevent muscle soreness. Water. Water is another vital component in dealing with a high -stress job. It aids in digestion, helping to prevent gastrointestinal problems that are so common to firefighters. Dehydration is a constant hazard at the fire scene, so it is paramount that firefighters are well hydrated at all times. Foot massage. Relaxation is key for off-duty firefighters. The ACTH response is easily triggered in seasoned veterans, causing them to have difficulty resting. It leaves muscles tight and sore. As a result, many firefighters fall victim to the abuse of alcohol, pain pills, and muscle relaxers in their desperate efforts to find relief. A simple five-minute foot massage can be beneficial. Foot massage is a scientifically 0 proven way to significantly reduce stress and relieve muscle tension. A study of heart patients after surgery found that those who received regular foot massages showed significant decreases in blood pressure and faster healing rates than those not receiving foot massages. They also slept more deeply. A similar study on critical care patients noted significant decreases in heart rate, blood pressure, and respiration rates. Experts aren't exactly sure why these results occurred, but it is believed to be linked to the number of nerve endings in the foot, which is roughly between 3,000 and 7,000. Rubbing them stimulates different nerves and nerve zones that run throughout the entire body, including the brain. Foot massages have even been shown to relieve headaches and promote sleep. Toxin awareness. It has been clearly demonstrated that firefighters are exposed to cancer-causing toxins and are falling victim to cancer at higher rates than the general population. Toxins kill normal, healthy cells before their time, which requires your body to replace these cells. The more toxins, the more cells are killed, and the faster your body has to increase production. We all know that sloppy work can result when it's done too quickly, and this is exactly how cancer cells originate—from an error occurring in an overworked system. Once the error is in place, the body replicates the error, and cancer eventually results. This is the reason toxins are so deadly and why you must either avoid them or quickly remove them through proper nutrition. Since it is best not to breathe toxins in the first place, firefighters must better manage their air consumption rates at a fire scene. Using air management techniques, firefighters can better monitor their air supplies to avoid breathing deadly smoke. The topic is now getting serious attention across the country. Cancer testing. A few cancers can be tested for, and early detection can save lives. For the general population, these tests are not recommended until age 50; but for firefighters, testing should begin at age 40. Firefighters will resist these invasive and unpleasant procedures, but it is the spouse's job to force them to go! Make the appointments yourself! Check for melanoma (skin cancer) once a year; monitor moles, and look for any changes. Prostate cancer testing requires a rectal exam and a prostate specific antigen (PSA) blood test. For an excellent, in-depth look at how to fight or prevent this disease, see "Prostate Cancer: Fighting the'Fire' Within;' by Jon Gillis. A colonoscopy can detect and often prevent colon cancer. Remember, the average cancer risk for a firefighter is three times that of the general population, so make your spouse get regular physicals and testing. Communication. The number one cause of divorce in the country today, for any marriage, is poor communication. For the firefighter's marriage, it is especially pertinent. A loving, supportive and communicative marriage is the best source of stress relief for the firefighter; the better the support system, the lower the rates of ASD and PTSD. Unmarried men are more likely to develop ASD and PTSD than married men. Those without a support structure take longer to recover from trauma and suffer more severe repercussions. (7) Your role is vital to your spouse's mental and emotional well-being, since trauma exposure is recurring. Be willing to talk, listen, be patient, and know what you're dealing with. During time off. Even if no run occurs in the night, firefighters don't really sleep on shift. They are in a constant state of waiting, preparedness, or tangible anticipation, waiting for the bell to go off in the night. When it does, the jarring shock of bright lights and loud noises disrupts their natural circadian rhythm (the body's internal clock that regulates sleep and wakefulness in a 24-hour period). It has been proven that continual circadian rhythm disruption can lead to an absolute mental and physical breakdown, just as can perpetual lack of sleep in a combat soldier. The two - to four-day break has been established to be the minimal time needed to break the circadian rhythm disruption and return it to normal; four days is optimal. The break also returns the firefighters' cognitive abilities to 100 percent (after only two nights, circadian rhythm disruption can reduce cognitive abilities to 65 percent). Without the break, firefighters would have difficulty performing their job tasks for more than one or two years. Additionally, ongoing research is finding that continual circadian rhythm disruption has also been linked to cancer. What this means is that your loved one physically needs the multiple -day breaks. You can build up sleep deprivation, but just as our bodies can catch up on dehydration and malnutrition, so, too, can our bodies \J' catch up on sleep. Getting caught up on sleep is one of the best ways to heal and recover from psychological stress. (2) Do not load days off with extra chores. Instead, let this break include plenty of time to catch up on sleep and to exercise; this is vital to the firefighter's well-being and improves job performance. Encouragement. A common result of exposure to trauma is depression or a sense of hopelessness. Witnessing pain, death, and violence can make life seem a little bleak. Take the time to remind them of all that is good in their lives. And tell them how proud you are of their work. They need to hear it once in awhile. Death is a Reality Many people ask me if it's hard to live with the constant threat of death. Is it depressing? Do I resent it? The reality of the profession is that it can kill you at any time. Firefighters have the highest on-the-job mortality rate in the country. I've had my share of panic attacks; if I'm talking to my husband on the phone and the alarm bell goes off in the background, my heart races, even after all these years. It's not easy, and it's not pleasant. But I've chosen to make it a positive; life is short, therefore it is to be cherished. Some see the stress of this job as a negative, as a wedge that can drive couples apart, but we choose to see it as a very powerful reason to stay close. Each day, each moment is precious to us, for these moments may be numbered. I appreciate my husband for the hero that he is; he saves lives for a living. In my opinion, there is no more noble calling. About Explore FAQ Members EXECUTIVE BOARD SUPPOPTED CHARITIES -IO,':OR GUARD COUNTY OFFICE LINKS CORFCC CCCFPD FIRE INVESTIGATION UNIT CCCFPD FIRE PREVENTION BUREAU CCCFPD PUBLIC EDUCATION UNIT FIRE STATION BIOS FIRE STATION MAP FIRE STATION LOCATIONS Copyright @ 2024 United Professional Firefighters of Contra Costa County -'PE - ._ LOGIN J -tI ��incS _ :TcSINE`.-; REGISTER iv1DA CH:4kiTY it@'.':T4VH"AT GHT=RS UPDATE ACCOUNT ."L, C NJ E M 0 R I A I - LIA!'E DUTY DEAT:,S PENSION [?:A Contact OUR PHOTOS THE TOL_ Oil FIREF1G'--i ER US INSIDE A. FIRE lC M i L I E S FIRE CPS 101 "'V 'AT DOES :T TAKE? 112 Blue Ridge Drive, Martinez, CA 94553 (925) 932-1230 WabSite built and maintained by NEP Fire Services CONTACT TERMS OF SERVICE PRIVACY POLICY Relief Association Plan Types Questions occasionally arise regarding the type of pension plan that a relief association administers. A relief association's plan type is characterized by how the plan is funded. Relief associations can either be defined benefit retirement plans or defined -contribution retirement plans. A defined -benefit retirement plan provides a retirement benefit that is predetermined based on a formula. The unknown variable for a defined -benefit retirement plan is the amount of funding needed to support the predetermined benefits. Benefits are primarily funded through a combination of fire state aid, municipal contributions, and investment earnings. when revenue from one of these funding sources decreases, pressure may be put on the other funding sources to make up the difference. Relief associations electing to administer defined -benefit retirement plans are further characterized by how benefits are paid. Defined - benefit retirement plans may either pay benefits as a one-time lump -sum payment or as a monthly payment made from the time of retirement until the members death. A defined -contribution retirement plan provides a retirement benefit with a predetermined amount of funding. The unknown variable for a defined -contribution retirement plan is what a members benefit amount will be at retirement. The benefit amount is equal to the member's individual account balance at the time of retirement. Members of defined -contribution plans receive equal shares of state and municipal contributions and prorated shares of investment earnings. Account balances vary from year to year based on the relief association's investment performance, revenues, and expenses. Members of a defined -contribution plan receive a one-time lump -sum payment when they retire. Published last in the aptember 2020 Pension Newsletter &SA Oo0O13 I lm� can we help? Tel (651) 296 - 2551 Fax (651) 296 - 4755 TDO (800) 627 - 3529 525 Park Street, Suite 500 St Paul, Minnesota 55103 Quick Links Avoiding Pitfalls Weekly Updates Statements of Position Calendar, Deadlines Contact OSA Staff Stagy Connected %wnI to star rip Io dite75ebsrribe to the Stale Audi Iut, weedy Updalu Subscribe 82024 offne of the Minnesota State Auclnur I Accessibility I Privacy Policy 9 1685 CROSSTOWN BOULEVARD N.W.. ANDOVER, MINNESOTA 55304 • (763) 755.5100 FAX (763) 755.8923 • WWW.ANDOVERMN.GOV TO: Andover Firefighters' Relief Association Board FROM: Jim Dickinson, City Administrator SUBJECT: Response to 2023 Andover Firefighters Relief Association Request for City Contribution DATE: December 12, 2023 SUMMARY: This memo is intended to respond to the Firefighters' Relief Association's request for a 2023 City Contributions of $39,000 to the Firefighters' Relief Association. City Administration as part of the annual budget development process has reviewed the Relief Association Pension Fund, the available funding to the Relief Association Fund and determined a city contribution was not recommended for 2023. City Administration did discuss as part of the 2024 budget preparation the Relief request for funds with the City Council, it was determined that considering significant State Fire Aid funding (over a 12% increase) dedicated specifically for the Relief Association and the health of the Relief fund, the requested City Contribution dollars should be retained to be used toward City operations that face limited and declining funding opportunities. The current budget process presented the City challenges City-wide relative to inflationary items coupled with limited funding opportunities to provide quality services while being respectfully of resident property tax increases, tough decisions balancing needs had to be made. And while the City has no 2023 contribution to the Relief Association, that does not mean the City could not potentially fund a contribution if the Relief Association experiences negative fund performance in future years. CITY ADMINISTRATION REVIEW: The City of Andover did provide a City Contribution to the Relief Association in 2022. The Relief Association in 2022 requested $41,000 in funds and a city contribution of $41,000 was made after City Administration was assured that there were no adverse 2023 City budget impacts. A 2021 Relief request was made but was not funded as the City was contending with significant COVID pandemic challenges. The Relief Association did request and 0 0 received a $55,000 City contribution in 2020. The Firefighters Relief Association did not request a contribution from the city in 2019. Total contributions (State Fire Aid and City Contribution) to the Fire Relief Association over the past 3 years (2021, 2022 & 2023) average approximately $237,500 per year (even without a 2023 City contribution). Total contributions (State Fire Aid and City Contribution) to the Fire Relief Association over the 3 years (2018, 2019 & 2020) average approximately $221,000 per year (even without a 2019 City contribution). The prior 3 years (2015, 2016, & 2017) was comparable at approximately $220,000 per year. The city continues to experience increased market value which then triggers increasing annual State Fire Aid from $165,332 in 2015 to $249,917 in 2023; going back to 2010, the State Fire Aid was $104,210. The City Contribution is intended to assist in development and maintaining a healthy fund. Based on the City Administration's review the Andover Firefighters' Relief Association fund is currently healthy. ctfully submitted, JiNDickinson City Administrator City of Andover 763-767-5110 AC I T Y 0 F ND606VVE9^ 1685 CROSSTOWN BOULEVARD N.W. • ANDOVER, MINNESOTA 55304 • (763) 755-5100 FAX (763) 755-8923 • WWW.ANDOVERMN.GOV TO: FROM: SUBJECT: DATE: Andover Firefighters' Relief Association Board Jim Dickinson, City Administrator Andover Firefighters Relief Association City Contributions January 23, 2021 This memo is intended to clear up some confusion regarding questions I have received recently regarding City Contributions to the Firefighters' Relief Association. The City of Andover budgeted a $55,000 contribution to the Firefighters Relief Association in 2020. The Relief Association requested the $55,000 funds and the City contribution of $55,000 was made after City Administration was assured that there were no adverse 2020 City budget impacts. The Firefighters Relief Association did not request or receive a contribution from the City in 2019 and that is reflected in the Relief Associations 2019 Financial Statements. As part of the 2021 budget process many factors were evaluated City-wide to prepare the 2021 City budget and determine the 2021 City property tax levy. There were many services vying for precious funds. The proposed 2021 City budget and property tax levy needed to be determined by early September and City Administrations direction to department heads was to produce operating budgets without expenditure increases. Total contributions (State Fire Aid and City Contribution) to the Fire Relief Association over the last 3 years (2018, 2019 & 2020) averages approximately $221,000 per year (even without a 2019 City contribution). The prior 3 years (2015, 2016, & 2017) was comparable at approximately $220,000 per year. The City has experienced increased market value, increasing the annual State Fire Aid from $165,332 in 2015 to $194,699 in 2020; going back to 2010, the State Fire Aid was $104,210. It is City Administration's understanding that the Andover Firefighters' Relief Association fund is currently very healthy. In response to COVID restrictions throughout most of 2020, Firefighter call response flexibility was granted by the Fire Chief and City Administration and call response percentages were not enforced. COVID restrictions limited the number of training opportunities for the Fire Department throughout 2020. Planning to increase the Fire Department training budget the following year 2021 was a City priority. City Administration recommended to the City Council as part of the 2021 budget that budget dollars focus on firefighter training in 2021. A Relief Association pension contribution was not recommended for 2021. The training dollars are to be designed to help the entire the department and assist other City departments to continue to provide quality public safety services to Andover residents. And while the City has no 2021 contribution to the Relief Association budgeted, that does not mean the City could not potentially budget for a contribution if the Relief Association experiences negative fund performance in future years. CITY 0 F L43a NDOVEA 1685 CROSSTOWN BOULEVARD N.W. • ANDOVER, MINNESOTA 55304 • (763) 755-5100 FAX (763) 755-8923 • WWW.ANDOVERMN.GOV TO: Mayor and Councilmembers FROM: Jim Dickinson, City Administrator SUBJECT: Community Center Update Pre -Audit December 2023 DATE: February 29, 2024 INTRODUCTION: Attached for Council review is the Andover Community Center (ACC) Budget Summary Report for Budget Year 2022 and Budget Year 2023. The reports reflect activity through December 2023 (Pre -Audit) with comparative data to December 2022. December 2023 (Pre -Audit) Financials Coming off 2020 imposed COVID restrictions shutting down the entire facility mid-March of 2020, the facility was allowed to reopen in a restricted capacity early January 2021. The ACC operated at near full capacity for close to twelve months in 2021 and did operate at full capacity throughout 2022. 2023 Revenues were in line percentage wise when compared to 2022. 2023 ice rental was comparable in ice availability to 2022 versus in 2021 when the Sports Complex ice was not converted to turf and ice rentals filled that space. 2023 ice rental numbers also reflect a rate increase. 2023 Fieldhouse Rentals reflect continued usage and a rate increase. The 2023 Miscellaneous Revenue budget is higher than 2022 primarily due to the YMCA reimbursement for shared capital outlay expenses. The 2023 expenses are in line compared with 2022, the percentage of total expenditure budget differs primarily due to planned Capital Outlay in 2023. The 2023 Capital Outlay line item is for a high volume/output water heater replacement and dehumidification system replacement limited dollars were spent in 2023 as the completion of this project will move to Spring 2024 Also provided is an ACC historical perspective of actual costs dating back to 2016. This is the report previously provided to the former ACC Advisory Commission. This report also provides history on debt service payments and the property tax levy assigned to debt and operations. PROGRAMS/ACTIVITIES UPDATE (Current) - ACC continues with the busiest time of the year, every weekend through March ACC hosts events. Andover Athletic Basketball hosts league games every Saturday, with all 4 courts running with 40 games a day. MN Premier is halfway through 9 of 10 Sundays in a row, hosting volleyball tournaments. Hockey Tournament season is here. ACC is hosting 3 High School Section Playoff games and District 10 youth hockey is holding 80 hours' worth of playoffs at ACC throughout February. PROGRAMS - Winter Learn to Skate Lessons began on Jan 7`h, 120 + kids in the program. The Winter Soccer Program started on Jan 13th, 110 kids in the program. ACC will offer a spring soccer session starting mid-March in the Sports Complex on the turf. Registration is open for this program. We have a great group of coaches and support staff that make these programs possible. Tot -Time continues twice a week on court 4 of the Fieldhouse. Pickleball Lessons and Skills & Drills continue to sell out each session. SCHEDULING - Scheduling for summer 2024 is mostly complete and winter 2024-25 has started to get ahead and help ACC keep all our prime -time hours sold at 100% and find new users and programs to keep building ACC non-prime/summer usage. ACC has added two summer hockey tournaments to this summer's schedule and has confirmed the MN Timberwolves Academy will be back in August for a full week camp. TURF - Ice will go out the week of March 4 1 with turf rentals starting mid-March. Andover Youth Baseball, Softball, Andover HS, Andover Athletic Track program and the new Andover Soccer Club are the primary users. MISC- North Suburban Home Show is coming soon, Sat March 91h MN Hockey — Titan All-Star Weekend is March 161h - 17th. CONCESSIONS: The Crooked Lake Creamery partnership has been very successful. ACTION REQUESTED Informational. The Council is requested to receive the staff report and attached reports. Attachments CITY OF ANDOVER Community Center Budget Summary Totals Budget Year 2023 PRE -AUDIT 2022 1 F 2023 REVENUES Budget Dee YTD %Bud Audit Budget Dec YTD %Bud Charges for services Ice Rental $ 729,000 $ 794,232 109% $ 794,232 $ 794,000 $ 865,993 109% Turf Rental 50,000 18,553 n/a 18,553 25,000 19,971 80% Track 2,500 5,871 n/a 5,871 3,000 7,761 n/a Fieldhouse Rental 240,000 287,696 120% 287,696 255,000 332,580 130% Proshop 13,000 11,978 92% 11,978 13,000 16,926 130% Vending 151000 20,978 140% 20,978 16,000 17,782 111% Advertising 63,000 99,436 158% 99,436 75,000 115,053 153% Total Charges for services 1,112,500 1,238,744 111% 1,238,744 1,181,000 1,376,066 117% Miscellaneous 182,000 239,090 131% 239,090 389,268 407,419 105% Total revenues 1,294,500 1,477,834 114% 1,477,834 1,570,268 1,783,485 114% 2022 2023 EXPENDITURES Budget Dee YTD %Bud Audit Budget Dec YTD %Bud Current: Salaries & benefits 770,110 809,007 105% 809,007 875,369 861,874 98% Departmental 97,100 96,433 99% 96,433 91,850 105,378 115% Operating 603,233 597,663 99% 597,663 679,647 612,579 90% Professional services 248,525 179,690 72% 179,690 248,725 201,418 81% Capital outlay 42,000 37,358 89% 37,358 374,601 176,598 47% Current 1,760,968 1,720,151 98% 1,720,151 2,270,192 1,957,847 86% Revenue over (under) expense (466,468) (242,317) 52% (242,317) (699,924) (174,362) 25% Other financing sources (uses) General Property Tax Levy Investment income Rental / Lease Pymt Transfers out Total financing sources (uses) 155,000 154,614 - (21,173) 638,000 624,508 (300,000) (300,000) 493,000 457,949 100% 154,614 155,000 154,097 99% n/a (21,173) 3,000 52,955 1765% 98% 624,508 638,000 635,884 100% 100% (300,000) (300,000) (300,000) 100% 93% 457,949 496,000 542,936 109% !et increase (decrease) in fund balance $ 26,532 $ 215,632 813% S 215,632 $ (203,924) $ 368,574 -1819 CITY OF ANDOVER MINNESOTA Andover Community Center / YMCA Historical Comparison 2016 2017 2018 2019 2020 2021 2022 2023 2023 Actual Actual Actual Actual Actual Actual Actual Budget Dec-UNAUDITI Revenues: Charges for services Ica Rental E 405,990 E 392,828 S 435.716 S 442,995 S 361.796 E 823,856 S 794-132 S 794,000 S 865,993 Turf Rental - - - - - 3,782 18,553 25,000 19,971 Track - - - - 301 3,950 5,871 3,000 7,761 Fieldhouse Rental 199,286 215,089 218.667 220,225 133,126 220,527 287,696 255,000 332.580 Proshop 9,412 9,247 8.606 9,680 4.394 9,606 11,978 13,000 16,926 Vending 8,588 9,182 7,470 8,427 6.148 7.763 20,978 16,000 17,782 Advertising 26,450 38.819 34.000 40,850 81000 84,700 99.436 75,000 115,053 Charges for services 649,726 665.165 704,459 722,177 513,765 1,154,184 1,238,744 1,181,000 1,376,066 Miscellaneous 136,552 136.149 142.768 131.386 110,781 134,072 239,090 389,268 407,419 Total revenues 786.278 801.314 847.227 853.563 624,546 1.288,256 1,477,834 1,570368 1.783,485 Expenditures: Current: Salaries & benefits 451,332 481.926 501,108 533,044 503.842 692,742 809,007 875,369 861,874 Departmental 77,945 65,612 76.448 66.570 74.809 82,655 %A33 91,850 105,378 Operating 364,935 364.242 352,067 330,084 345.588 515.308 597,663 679,647 612,579 Professional services 106,381 125,034 104.076 77,818 129,261 85,130 179,690 248,7_5 201,418 Capital outlay 47,859 4.900 11.442 39.888 100.000 - 37,358 374,601 176.598 Current 1.048.452 1041.714 1,045,141 1.047.404 1.153,500 1,375.835 1,720.151 2,270.192 1,957,847 Revenue over (under) expenditures (262.174) (240.400) (197.914) (193,841) (528,954) (87,579) (242.317) (699,924) (174,362) Other financing sources (uses) General Property Tax Levy - - - - - 154,534 154.614 155,000 154,097 Invesnnent income 2.190 2,779 5,780 16,107 6.793 2,817 (21,173) 3,000 52,955 Rental /I,case Pymt 640.303 641.691 637,150 636,803 635.629 635.026 624.508 638,000 635,884 Transfers out (300,000) (300.000) (300.000) (300,000) (300.000) (300.000) (300.000) (300,000) (300,000) Total financing scones(uses) 342,493 344.470 342.930 352.910 342.422 492377 457,949 496,000 542.936 Net increase (decrease) in fund balance 80,319 104.070 145,016 159,069 (186,532) 404,798 215.632 (203,924) 368,574 Prior Period Adjustment - - - - - 125200 - - - Fund balance(deficit)- January 1 56.140 136,459 240,529 385,545 544.614 358,082 888,080 1,103.712 1,103,712 Fund balance(deficit)- December 31 S 136,459 $ 240,529 E 385,545 $ 544,614 $ 358.082 S 888,080 $ 1,103,712 $ 899.788 S 1.472,286 Fund Balance Detail: FB- Replac Res for Common Space S 154,449 S 179,283 S 173.560 $ 200.606 S 190.067 S 216,790 S 216,790 S 81.790 $ 65,192 FB- Unassigned (17,990) 61,246 211,985 344.008 168,015 671,290 886.922 817,998 1,407,094 S 136.459 5 240.529 S 385,545 $ 544.614 S 358.082 S 888.080 $ 1.103,712 S 899,788 5 1.472,286 Debt Service Payments 2012C GO Abatement Bonds (P + 1) S 1.216,506 S 1,213,731 S 1,211,481 S 1.208.931 $ 1,215,981 $ 1,212,631 $ 1.213,931 S 1,209,281 $ 1,209,281 2019A GO Abatement Bonds (P + 1) —§--1 590.150 819.725 1.109,775 1,106.900 1.106,900 $ 1,216,506 $ 1213.731 211-481 $ I.208.931 S 1,806.131 $ 2,032,356 $ 2,323,706 $ 2,316.181 $ 2,316,181 Property Tax Levy 2012C GO Abatement Bonds S 977,332 S 974.418 S 972.055 S 969,378 $ 976.780 S 973.263 $ 974,628 $ 969,745 S 969,745 2019A GO Abatement Bonds - - - - 1.001.090 976.966 1,014.065 1,028.782 1,028,782 Community Center OPCM60M 155,000 155,000 155.000 155.000 5 977,332 $ 974.418 5 972.055 S 969,378 S 1.977.870 S 2,105229 S 2.143.693 $ 2,153,527 S 2,153,527 Cq COMMUNITY CENTER Jan/Feb 2024 Jan 6—AHS Girls vs Anoka Jan 6—AHS Boys vs Osseo Jan 6— MN Premier Volleyball Tournament Jan 7 — Winter Learn to Skate lessons begin — 6 weeks Jan 13 — ACC Indoor Soccer Winter program begins — 7 weeks Jan 13— AHS Boys vs Totino -Grace Jan 13—AAA In-house Basketball Jan 14—MN Premier Volleyball Tournament Jan 15 - No School Jan 21 —AAA In-house Basketball Jan 22—MN Premier Volleyball Tournament Jan 23—AHS Boys vs. Blaine Jan 27 —AHS Boys vs. Coon Rapids Ilan 28—AAA In-house Basketball Jan 29—MN Premier Volleyball Tournament Feb 1 —AHS Boys vs. Elk River Feb 3 —AHS Girls vs. Stillwater Feb 3—AAA In-house Basketball Feb 4— MN Premier Volleyball Tournament Feb 8—AHS Girls—Section playoffs Feb 10—AHS Girls—Section playoffs Feb 10—AHS Boys vs. Centennial FEB 10 —AAA In-house Basketball Feb 10,11,12,13,14,15,16,17,18,24 — District 10 youth hockey playoffs Feb 11 —MN Premier Volleyball Tournament Feb 16—AHS Boys vs. Maple Grove Feb 17—AAA In-house Basketball Feb 20 —AHS Boys — Section playoffs Feb 24—AAA In-house Basketball Feb 25 — MN Premier Volleyball Tournament Track check in is required, Monday — Friday, 6:30am-4:30pm. Jan —2252 Feb —2002 March — 2519 April — 1595 May — 713 June — 682 July — 741 Aug — 674 Sept — 571 Oct — 772 Nov — 1192 Dec — 1601 Total check-in's 2023 = 15,314 Total check-in's 2022 = 14,092 March 23 — Spring Indoor Soccer (on the turf) - 4 weeks March 24 — Spring Learn to Skate -5 weeks 0 1685 CROSSTOWN BOULEVARD N.W.. ANDOVER, MINNESOTA 55304 • (763) 755-5100 FAX (763) 755-8923 • WWW.ANDOVERMN.GOV TO: Mayor and Council Members FROM: Jim Dickinson, City Administrator SUBJECT: Discuss/Review City Strategic Plan Implementation/Budget DATE: February 29, 2024 ACTION REQUESTED The City Council is requested to review this staff report and attached referenced reports. The Council is asked to receive a brief presentation from staff and to then participate in an interactive review of the materials. At the conclusion of the discussion, staff will seek direction on next steps. INTRODUCTION As the 2024 Budget Development process concluded in November 2023, the Council shared concerns regarding future funding of City priorities, such as public safety related issues and roads. The Council wanted to start discussion early in 2024 regarding public safety and transportation with the goal of being able to prepare a 2025 budget to manage the potential funding needed as both are vital services the City provides. That process started at the January 2024 Workshop as the Council wanted to review the City financial proforma and strategic plan in detail before getting too far into the 2025 Budget Development process. Much the same as the January workshop review, City Administration/Finance will be at the workshop to guide the Council through the staff report, attached documents and answer questions of the Council. During the 2023 Budget Development process, the Council did contemplate a strategic planning process in 2023. Also, a strategic planning process was consistent with the following 2024 budget development guidelines: -Continued commitment to strategic planning targeted toward meeting immediate and long-term operational, staffing, infrastructure and facility needs. -A management philosophy that actively supports the funding and implementation of Council policies and goals, and a commitment to being responsive to changing community conditions, concerns, and demands, and to do so in a cost-effective manner. On May 25, 2023, and June 8, 2023, the Andover City Council and Staff Leadership Team convened work sessions with Facilitator Phil Kern for the purpose ofupdating its long-term vision, organizational values, external values, and short-term goals. The outcome of those sessions is summarized in the attached "City of Andover Strategic Plan. " During the 2024 Budget Development process, the Council also used the following 2024 budget development guidelines: -A comprehensive review of the condition of capital equipment to ensure that the most cost-effective replacement schedule is followed. Equipment will be replaced based on a cost benefit analysis rather than a year -based replacement schedule. -The use of long-term financial models that identify anticipated trends in community growth and financial resources that will help designate appropriate capital resources for fixture City needs. The financial models will be used in the budget planning process to ensure that key short-term fiscal targets are in line with long-term fiscal projections. Throughout 2024 Budget Development process various city committees met, performed analysis, and made recommendations on equipment needs and other capital projects to the City Council as part of the 2024-2028 Capital Improvement Plan (CIP) development process. The 2024-2028 CIP was adopted after a public hearing at the September 19, 2023, City Council meeting. Detailed analysis has already started related to City streets, the attached City of Andover Road Ratings as of 2023 will be reviewed with the Council. More work is necessary, but reviewing the starting point will help with future discussions and review. Also, throughout the 2024 Budget Development process the City did utilize various financial models to determine the long-term impacts of present-day expenditures and financing decisions. Fiscal assumptions are based upon a set of financial data including growth factors, tax capacity valuations, fund balance reserve, and debt ratios. Attached are the resulting 2024 City of Andover General Fund Budget summaries and the City of Andover Long Range Debt Levy and General Fund Impact financial model. City of Andover Strategic Plan Vision - Values - Goals Community Slogan "Andover: A Safe, Vibrant Community" Vision Statement Andover is a safe, healthy community that strives for excellence in quality of life for its citizens and businesses through recreational opportunity, quiet neighborhoods, civic involvement, strategic partnerships, fiscal responsibility, and environmental stewardship. Lonq-Term Organizational Values • Excellence and quality in the delivery of services. The City of Andover exists to provide quality services to the public in a professional and cost- effective manner. • Fiscal Responsibility The City of Andover believes that fiscal responsibility and prudent stewardship of public funds is essential if citizens and businesses are to have confidence in government. • Ethics and Integrity The City of Andover believes that ethics and integrity are the foundation blocks of public trust and confidence and that all relationships are built on these values. • Treating our citizens and businesses as our customer The City of Andover believes that its citizens and businesses are its customers and, as such, should be treated with courtesy, respect, and integrity. • Open and honest communication The City of Andover believes that open and honest communication with each other and the public we serve is the key to having an effective organization and informed citizens. • Prioritizing people The City of Andover believes that talented and well -supported officials and employees operating in a strong organizational culture provides stability, creativity, and excellence in delivery of service. • Maintaining organizational flexibility and adaptability The City of Andover believes that organizational flexibility and adaptability are key to meeting the changing and evolving needs of the community. Lona -Term External Values • Establish and maintain a common community identity. • Provide city services that are accessible and lead to a healthy community. • Be a desirable place to live. • Enhance communication with the public and support processes that involve citizen engagement. • Develop and update the City's capital improvement program. • Broaden and preserve the City's tax base. • Balance and prioritize provision of city services with available resources. • Respect the environment. Top Priority Short -Term Goals • Develop and implement succession plans, identifying and establishing appropriate depth within each department and mentoring employees to gain organizational capacity. • Implement actions related to staff retention and attraction in order to keep the City market competitive (compensation, benefits, etc.). • Evaluate staffing and level of service for Fire, EMS, and Sheriff's Office to provide effective fire and rescue response. • Review and update street capital improvement plan, including funding and implementation. • Prioritize the timely replacement of equipment and commitment to necessary maintenance of equipment and municipal facilities. • Explore, identify gaps, and strengthen critical infrastructure. • Develop and implement additional youth activity programming at the Andover Community Center. • Continue to enter into collaborative agreements and partnerships when mutually beneficial. Secondary, Opportunity Short -Term Goals • Develop community activities to help strengthen a common community identity. • Accomplish the development of a Master Campus Plan. • Support activities to encourage business growth. • Encourage local resident entrepreneurship. • Evaluate the process of extending water within the MUSA. CITY OF ANDOVER Road Ratings -Pavement Management System Rating Miles Excellent 8-10 75.40 38% Very Good 7-7.9 21.94 11% Good 6-6.9 20.22 10% Fair4-5.9 47.55 24% Poor 2-3.9 34.52 17% Very Poor 1-1.9 0.23 0% Substandard 0-.9 - 0% 199.87 CITY OF ANDOVER Road Rating- 2023 VV 10%V� 11% �Fxce3a-30 38%8% Certificates of Indebtedness 2016A G.O. Equipment Certificates 2020A G.O. Equipment Certificates 2021A G.O. Equipment Certificates 2024 Equipment Certificate - 2026 Equipment Certificate - 2028 Equipment Certificate - 2030 Equipment Certificate - 2032 Equipment Certificate - 2034 Equipment Certificate - Subtotal Capital Improvement Bonds 2018A G.O. Cap Improv Plan Bonds Transfer from Water & Sewer EF 2031 G.O. CIP Bonds Subtotal Referendum Bonds Open Space Referendum Bonds Street Bonds 2021 A G.O. Street Recon Transfer from PIR Fund Special Assessments Subtotal Community Center Abatement Bonds 20120 G.O. Abatement Bonds -Transfer from Operations 2019A GO Tax Abatement Bonds •Transfm from Park Dedication (SI m) Subtotal DEBT SERVICE LEVY CITY OF ANDOVER Long Range Debt Levy & General Fund Impacts 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 (401,003) (200,000) (150,000) (150,000) (100,000) (100,000) (50,000) (50,000) 2028 143,373 Moved to Road & Bridge Levy 2032 2033 2034 2035 Tax Capacity Value (200,000) (200,000) (200,000) (200,000) (200,000) (200,000) (200,000) 57165,192 350,000 406,224 374,850 376,740 66,386,053 68,377,634 70,428,963 600,000 603,863 651,658 649,138 701,553 703,548 749,086 748,844 1,619,338 1,667,918 170,000 170,000 174,773 174,825 176,715 1,183,646 1,762,369 1,768,170 1,889,277 1,893,110 1,966,672 1,971,592 2,090,975 2,089,263 1,363,634 1,366,784 2,414,212 2,416,574 2,438,214 450,000 450,000 450,000 450,000 - - - - - - - - 1,278,900 - - - - (300,000) 200,000 200,000 200,000 200,000 - - - - - - (300,000) - - - - 1,176136 1,179,570 1,177108 525,000 525,000 525,000 525,000 - - - - 1,177,838 1,176,998 1,175,370 1,178105 1,174,845 (175,146) (202,604) (163,143) (150,000) (150,000) 225,000 225,000 225,000 225,000 - - - 1,977,870 1,950,229 1,988,693 1,998,528 2,002,433 1,987,925 2,147,997 600,000 600,000 600,000 600,000 2,156,738 1,176,998 1,175,370 1,178,205 11174,845 3,089,045 3,133,875 3,751,062 3,766,698 3,891,710 3,881,035 4,114,669 4,111,425 4,234,637 250,000 250,000 493,373 576,224 544,850 551,513 624,825 626,715 650,000 650,000 725,000 725,000 750,000 750,000 825,000 825,000 850,000 850,000 10,080 67,688 734 24,475 (2,376) 14,975,613 1.45% 19.69% 0.42% 3.32% -0.27% 478,903 501,644 662,819 658,094 658,094 662,557 660,419 663,344 662,189 660,719 658,934 662,084 659,512 661,874 658,514 659,498 (45,300) (45,300) (45,300) (45,300) (45,300) (45,300) (45,300) (45,300) (45,300) (45,300) (45,300) (45,300) (45,300) (45,300) (45,300) (45,300) 8,301,133 8,380179 8,587,334 8,928,959 9,412,080 10,043,894 10,831,882 11,783,817 Fund Balance %of Expenditures 77.88% 74.96% 75.95% 975,000 975,000 975,000 975,000 433,603 456,344 617,519 612,794 612,794 617,257 615,119 618,044 616,889 615,419 613,634 616,784 1,589,212 1,591,574 1,588,214 1,589,198 184,199 151,078 - - Dependent upon operational revenues exceeding operational expenditures Actual 1,001,003 1,003,863 1,001,658 999,138 1,001,553 1,003,548 999,086 998,844 (401,003) (200,000) (150,000) (150,000) (100,000) (100,000) (50,000) (50,000) 2028 2029 Moved to Road & Bridge Levy 2032 2033 2034 2035 Tax Capacity Value (200,000) (200,000) (200,000) (200,000) (200,000) (200,000) (200,000) 57165,192 58,983,148 60,752,642 62,575122 64,452,478 66,386,053 68,377,634 70,428,963 600,000 603,863 651,658 649,138 701,553 703,548 749,086 748,844 1,619,338 1,667,918 1,717,956 1,769,494 - - 1,111,175 1,183,646 1,762,369 1,768,170 1,889,277 1,893,110 1,966,672 1,971,592 2,090,975 2,089,263 1,363,634 1,366,784 2,414,212 2,416,574 2,438,214 2,439,198 1,276,780 1,273163 1,274,628 1,269,745 1,273,650 1,269,824 1,268,689 1,265,513 1,265,404 1,273,309 1,274,070 1,278,900 - - - - (300,000) (300,000) (300,000) (300,000) (300,000) (300,000) (300,000) (300,000) (300,000) (300,000) (300,000) (300,000) - - - - 1,176136 1,179,570 1,177108 1,178,783 1,178,783 1,177108 1,179,308 1,174,320 1,178158 1,177,628 1,175,738 1,177,838 1,176,998 1,175,370 1,178105 1,174,845 (175,146) (202,604) (163,143) (150,000) (150,000) (159,107) 3.00% 3.00% General Fund - 1,977,870 1,950,229 1,988,693 1,998,528 2,002,433 1,987,925 2,147,997 2,139,833 2,143,662 2,150,937 1,149,808 2,156,738 1,176,998 1,175,370 1,178,205 11174,845 3,089,045 3,133,875 3,751,062 3,766,698 3,891,710 3,881,035 4,114,669 4,111,425 4,234,637 4,240,200 3,513,442 3,523,522 3,591,210 3,591,944 3,616,419 3,614,043 3.00% 44,830 617,187 15,636 125,012 (10,675) 233,634 (3144) 123,212 5,563 (726,758) 10,080 67,688 734 24,475 (2,376) 14,975,613 1.45% 19.69% 0.42% 3.32% -0.27% 6.02% -0.08% 3.00% 0.13% -17.14% 0.29% 1.92% 0.02% 0.68% -0.07% - Dependent upon operational revenues exceeding operational expenditures Actual Actual Actual Estimate 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 Tax Capacity Value 36,099,539 37,366,775 40110,548 50167,978 52,405,763 53,977,936 55,597,274 57165,192 58,983,148 60,752,642 62,575122 64,452,478 66,386,053 68,377,634 70,428,963 72,541,832 1167,236 2,843,773 10,057,430 2,137,785 1,572,173 1,619,338 1,667,918 1,717,956 1,769,494 1,822,579 1,877157 1,933,574 1,991,582 2,051,329 2,112,869 3.51% 7.61% 25.01% 4.25% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% Gross Tax Levy 14,479,586 14,913,945 16,107154 17,073,084 18,097174 18,640,192 19,199,398 19,775,380 20,368,641 20,979,701 21,609,092 22157,364 22,925,085 23,612,838 24,321123 25,050,860 434,359 1,193,309 965,830 1,024,190 542,918 559,206 575,982 593,261 611,059 629,391 648,273 667,721 687,753 708,385 729,637 3.00% 8.00% 6.00% 6.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% General Fund Revenues 12,686,944 12,813,448 13,457,704 13,836,917 14,506,539 14,941,735 15,389,987 15,851,687 16,327,237 16,817,055 17,321,566 17,841113 18,376,450 18,927,743 19,495,575 20,080,443 1.00% 5.03% 2.82% 4.84% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% Expenditures 12,395,879 12,841,424 13,119,831 14,193,060 14,975,613 15,312,564 15,657,097 16,009,382 16,369,593 16,737,909 17,114,512 17,499,588 17,893,329 18195,929 18,707,587 19,128,508 3.59% 2.17% 8.18% 5.51% 2.25% 2.25% 2.25% 2.25% 2.25% 2.25% 2.25% 2.25% 2.25% 2.25% 2.25% Fund Balance 9,654,518 9,626,466 9,964,339 9,608,196 9,139,122 8,768193 8,501,183 8,343,488 8,301,133 8,380179 8,587,334 8,928,959 9,412,080 10,043,894 10,831,882 11,783,817 Fund Balance %of Expenditures 77.88% 74.96% 75.95% 67.70% 61.03% 57.26% 54.30% 52.12% 50.71% 50.07% 50.18% 51.02% 52.60% 54.90% 57.90% 61.60%