City Hall Departments

1. City Hall Departments

2. The City of Dayton Mission Statement The City of Dayton’s mission is to promote a thriving community and to provide residents with a safe and pleasant place to live while preserving our rural character, creating connections to our natural resources, and providing customer service that is efficient, fiscally responsible, and responsive.

3. 2017-2018 Goals Preserve Rural Character and Open Space • Create ordinances that preserve the rural character (including berming, screening, landscaping, parking, signage, lighting etc.) • Short-Term; some updates have already been completed related to screening/buffering along roadways. • Explore options for land use category and ordinances to promote rural lots and preserved open space. • Short-Term; will be explored as part of the Comp Plan Update; Steering Committee is proposing the Rural Estate land use category

4. 2017-2018 Goals Create and Maintain Quality Residential Neighborhoods and Business Districts • Complete the 2040 Comprehensive Plan Update- Short-Term • Draft maps prepared; draft chapters by end of summer • Create and Implement a comprehensive Code Enforcement Program- Short-Term; start with review of existing CUP’s. • Review and update building exterior and site design standards for all zoning districts. Short-Term- residential designstandards are currently under review with the Planning Commission- DONE

5. 2017-2018 Goals Increase Economic Growth and Development • Explore funding mechanisms (internal and external) to support local business expansion.Mid-Term • Partner with business to seek county and state business assistance resources- this is initiated by a business and we provide assistance with a State grant. On-going as requested • Brockton Lane Interchange implementation -Short-Term (dependent on funding) • Additional funding provided; working with MNDOT on EA, traffic forecasts and alternative design • Adopt and Implement the Transportation Benefit Study. Short-Term with the study currently underway; study mostly completed

6. 2017-2018 Goals Improve City’s Fiscal Strength • Annually evaluate and update the Budget, Development Revenue Forecast and Long-Term Plan- Required Annually • Annually update the CIP; pay as you go approach • Annually evaluate and update all rate studies and fee schedules- Required Annually • Annually update rates and development fees • Review banking relationships and opportunity for internal processing improvements. Short-Term • Explore options for city wide fees for storm water, recycling and street lighting-Need City Council input as part of 2018 budget cycle • Explore use of Franchise Fees- Need City Council input as part of 2018 budget cycle • Explore grants in all department areas for priority project- On-going based on project needs and grant schedules

7. 2017-2018 Goals Define and Promote the City’s Brand • Hire branding consultant – Short-Term - DONE; Logo and tagline approved • Design and implement City signage plan- Mid-Term • Working on sign designs; budget included in CIP • Improve image of key corridors and gateways- Mid-Term

8. 2017-2018 Goals Communicate Transparently and Effectively • Adopt a formalized City Communication Plan including a Social Media Plan and Policy- Mid-Term • Create creative ways to engage with residents – on going • Improving website, educational videos • All files and documents digitally recorded- Long-Term as a multi- year effort due to extent of total project completion and budgetary needs; will start this year with seasonal help preparing files • Expand GIS capabilities- Mid-Term (Planning and PW) • Create and Manage Social Media (ie. City Facebook Page)- Long-Term • Improve and Promote Website Capabilities and Information- On-going • Expand Communicator- include advertising- Long-Term; have made improvements to info in Communicator

9. 2017-2018 Goals Maintain Safety of the Community • Improve Fire Code Enforcement- Mid-Term • Continue to Improve ISO Rating- Mid-Term • Promote Residential Lock Boxes- Short-Term

10. 2017-2018 Goals Maintain and Enhance Infrastructure • Annual implementation of pavement management plan- On-Going; Review annually with budget/CIP • Annual review of infrastructure maintenance needs and CIP implementation On-Going • Prepare plan to address northwest Dayton water needs- On-Going; Review annually with budget

11. 2017-2018 Goals Prepare Plan for Public Facilities to Meet City’s Growth • Review and update as necessary the 2009 Facility Needs study -Mid-Term • Create Comprehensive Park and Trail Plans • Update the Park, Trails and Open Space Plan as part of 2040 Comprehensive Plan Update. Identify funding and implementation of trail priorities including developer installation. DRAFT Plan Completed for Comp Plan • Identify priority trail corridors including off-road and on-street and connections or trail segments that can be constructed annually- DRAFT Plan completed for Comp Plan • Prioritize new park development based on growth patterns and needs- DONE- In CIP • Explore partnerships to acquire land for community park needs- Short-Term • Implementation of Stephens Farm Master Plan and CIP items- Long-Term for project completion but seek annual implementation • Applying for grant for technical assistance on implementation • Creating hunting access point to river at Stephens Farm- Short-Term

12. 2017-2018 Goals Improve and Sustain High Employee Morale • Update Personal Polices- Short-Term; looking for assistance from AEM • Develop permanent part-time pay and benefit schedule- Short-Term • Identify personnel needs in every department with succession plans- Short Term and annually with budget; looking for assistance from AEM • Develop a staff recognition program- Mid-Term • Create City Employee Wellness program- Mid-Term

13. Department Overview Dayton City Hall hours open for the public are Monday-Thursday 7:30a.m.- 5:00p.m. and Fridays 8:00a.m.-noon. City Hall currently staffs 5 full time employees along with 2 part time Administrative Assistants. This small staff takes care of all day to day activities of finance, planning/zoning/development, building permits, elections, city clerk and provides all Council and Commission communications.

14. Accomplishments Finance Department: • Completed Utility Rate Study and Increase; implementation of availability fee • Managing consistent increases in utility billing accounts (every new SF results in new metering, billing: 187 + 174 availability charge = 361 new accounts • 2016: 735 accounts • 2017: 922 + 174 availability charge = 1,096 accounts • Monthly increases in calls on utility bills • Managing consistent increases in AP • Bi-weekly payroll • Assist in preparation of annual audit • Improved landscaping and development review escrow billing • Transition to new Finance Software Employee transition: • Hired new Accounting Technician/Deputy City Clerk –Winter 2017

15. Accomplishments City Clerk Department: • Served as lead on selection of new finance software • Lead on implementation/transition lead for new Finance software • All duties of City Clerk; council communication; packets • Managing new facility draws and bond payments; manage budgets on city projects • Manage 2018 elections • Tracking Special assessments • Assist in update to the Rental ordinance; manage ordinance implementation • City Hall aesthetic improvements • Organize City Hall files and vault • Improve City Council communication and Website improvements • Manage Activity Center rentals and cleaning contract Employee transition: • Amy is now certified City Clerk

16. Accomplishments Planning Department: • Manage 2040 comp plan update- Steering Committee meetings; preparation of final plan chapters, still on going • Numerous major ordinance updates (city goal) • Developer/builder forums (city goal) • Development review- 2017 and into first half of 2018 – five large residential projects • 25 planning applications in 2018 to date • Staff liaison to Planning Commission- responsible for all packets • Staff liaison to Park Commission • Reviews all building permits for compliance with zoning code • Zoning code enforcement • Daily phone calls, counter questions • Hiring of Full-Time Associate Planner (2018)

17. Accomplishments Administration: • Continued improved budget process-maintained flat tax rate • Updated and prepared Long-Term Plan (10-year) • Staff liaison to EDA • Brockton Interchange efforts- work with lobbyists, numerous trips to capital; secure $13.5 mil in state bonds, serve on TAC, weekly meetings with MNDOT • Help manage Branding effort- major goal of Council • Manage Access Networks- expansion of internet services • Manage staffing issues/needs and forecasting • Work Load/Issues list • High employee morale, improved staff communications; all-staff events/meetings

18. Accomplishments Communication: • City Council meetings are live-streamed and recorded and video is uploaded after each meeting • Dayton communicator- 3 times per year • Open House held annually • Improved Website- continually adding materials • Educational video series • Numerous development related concept plan open houses • Business Outreach meetings Front Counter and Building Permits: • 2017 total permits; 609 and SF: 189 • 2018 YTD: 281 permits and 89 SF • Handle all City Hall phone calls, front counter assistance, homesteads; research; issuance of all permits and property research, monthly reporting

19. Departments within City Hall City Administrator/Director of Development- 1 staff Planning: 1 staff City Clerk- 1 staff Finance: 2 staff: Finance Clerk; Accounting Tech/Deputy City Clerk Front Desk/Administrative Assistants- 2 staff (part time) Activity Center-unfilled at this time City Hall is operating with the fewest number of employees in the past six years; and managing a much larger work load, which is increasing annually. Not requesting staff increase in 2019; will be requesting funds to update personal policies; prepare staff needs projections and update compensation study (market check and set grades for future positions).