Morgan Hill City Council
April 6, 2022

CITY OF MORGAN HILL Proposed Fixed Charges

WATER RATE STUDY
Water Cost of Service Analysis/Rate Design
TABLE 31 : HYDRAULIC CAPACITY FACTORS
5/8 inch 20 1.00 20 0.40
3/4 inch 30 1.00 30 0.60
1 inch 50 1.00 50 1.00

1.5 inch 100 2.00 100 2.00
2 inch 160 3.20 160 3.20
3 inch 320 6.40 350 7.00
4 inch 500 10.00 700 14.00
6 inch 1,000 20.00 1,600 32.00
8 inch 1,600 32.00 2,800 56.00
10 inch 4,200 84.00 4,400 88.00

1. Per AWWA M-1, Table B-1.

2. Residential meters 5/8" - 1 " are all set to an equivalency factor of 1.0, per direction from City Staff.

3. Per AWWA M-6, Table 5-3. Base meter of 1 inch for Fire Meters.

TABLE 32 : ALLOCATION OF WATER REVENUE REQUIREMENTS
Classification Components Totals
Commodity-Related Costs $ 8,879,127 52.6% $ 8,879,127 52.6% 52.6% Variable Capacity-Related Costs (Fixed) 6,978,331 41.3% 6,978,331 41.3% Customer-Related Costs 625,855 3.7% 625,855 3.7%
Fire Protection-Related Costs 158,592 0.94% 158,592 0.94% Subtotal Revenue Requirement $16,641,905 98.5% $16,641,905 98.5% Zonal-Related Costs $ 250,817 1.5% $ 250,817 1.5% 1.5%
Net Total Revenue Requirement $16,892,721 100% $16,892,721 100% 100.0% Meter Size
Fire Service Meters
Meter
Capacity
(gpm)1
Equivalency
to 1-inch2
Meter
Capacity
(gpm)3
Equivalency
to 1-inch
Standard Meters
Cost-of-Service Net Revenue
Requirements
Proposed Rate
Adjusted Net Revenue
Requirements

46.0%
Displacement Meters
Fire Service Type I & II

1. Zonal Related Costs are recovered via the zonal charge and are not included in this rate revenue calculation.

Fixed
Displacement Meters
Compound Class I Meters
Turbine Class II Meters
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CITY OF MORGAN HILL Proposed Fixed Charges

WATER RATE STUDY
Water Cost of Service Analysis/Rate Design
TABLE 33 : ALLOCATION OF FY 2021/22 ADJUSTED NET REVENUE REQUIREMENTS Commodity Capacity Customer Fire
Protection
Residential (Single & Multi-Family) $ 6,195,093 $ 4,769,112 $ 545,602 $ - $ 11,509,807 69.2% Non-Residential (Commercial) $ 2,684,034 $ 2,209,219 $ 69,294 $ - $ 4,962,547 29.8% Fire $ - $ - $ 10,959 $ 158,592 $ 169,550 1.0%
Grand Total $ 8,879,127 $ 6,978,331 $ 625,855 $ 158,592 $ 16,641,905 100% 53%
TABLE 34 : CALCULATION OF MONTHLY RESIDENTIAL FIXED METER SERVICE CHARGES 5/8-1 inch 1.5 inch 2 inch 3 inch 4 inch 6 inch 8 inch 10 inch Residential 12,981 41 60 - 8 4 - - 13,094
Hydraulic Capacity Factor 2

1.00 2.00 3.20 6.40 10.00 20.00 32.00 84.00
Total Equivalent Meters 12,981 82 192 - 80 80 - - 13,415 Monthly Fixed Service Charges
Customer Costs ($/Acct/mo.)3
$ 3.47 $ 3.47 $ 3.47 $ 3.47 $ 3.47 $ 3.47 $ 3.47 $ 3.47 Capacity Costs ($/Acct/mo.)4
$ 29.63 $ 59.25 $ 94.80 $ 189.60 $ 296.25 $ 592.51 $ 948.02 $ 2,488.54 Total Monthly Meter Charge $ 33.10 $ 62.72 $ 98.27 $ 193.08 $ 299.73 $ 595.98 $ 951.49 $ 2,492.01 Annual Fixed Costs Allocated to Monthly Meter Charges
Customer Costs $ 545,602
Capacity Costs $ 4,769,112
Total Fixed Meter Costs $ 5,314,714
Annual Revenue from Monthly Meter Charges
Customer Charges $ 540,893 $ 1,708 $ 2,500 $ - $ 333 $ 167 $ - $ - $ 545,602 Capacity Charges 4,614,822 29,151 68,257 - 28,440 28,440 - - $ 4,769,112 Total Revenue from Mo. Meter Charges $ 5,155,716 $ 30,860 $ 70,757 $ - $ 28,774 $ 28,607 $ - $ - $ 5,314,714 Number of Meters by Class and Size1 Total FY2022-23
47%
Customer Class
Cost Classification Components % of COS Net
Revenue Req'ts
Cost of Service
Net Revenue
Req'ts
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CITY OF MORGAN HILL Proposed Fixed Charges

WATER RATE STUDY
Water Cost of Service Analysis/Rate Design
TABLE 35 : CALCULATION OF MONTHLY NON-RESIDENTIAL FIXED METER SERVICE CHARGES 5/8-1 inch 1.5 inch 2 inch 3 inch 4 inch 6 inch 8 inch 10 inch Non - Residential 703 360 549 14 35 1 1 - 1,663
Hydraulic Capacity Factor 2

1.00 2.00 3.20 6.40 10.00 20.00 32.00 84.00
Total Equivalent Meters 703 720 1,757 90 350 20 32 - 3,671 Monthly Fixed Service Charges
Customer Costs ($/Acct/mo.)3
$ 3.47 $ 3.47 $ 3.47 $ 3.47 $ 3.47 $ 3.47 $ 3.47 $ 3.47 Capacity Costs ($/Acct/mo.)4
$ 50.14 $ 100.29 $ 160.46 $ 320.93 $ 501.45 $ 1,002.90 $ 1,604.63 $ 4,212.16 Total Monthly Meter Charge $ 53.62 $ 103.76 $ 163.94 $ 324.40 $ 504.92 $ 1,006.37 $ 1,608.11 $ 4,215.63 Annual Fixed Costs Allocated to Monthly Meter Charges
Customer Costs $ 69,294
Capacity Costs $ 2,209,219
Total Fixed Meter Costs $ 2,278,513
Annual Revenue from Monthly Meter Charges
Customer Charges $ 29,293 $ 15,001 $ 22,876 $ 583 $ 1,458 $ 42 $ 42 $ - $ 69,294 Capacity Charges 423,021 433,251 1,057,132 53,916 210,608 12,035 19,256 - $ 2,209,219 Total Revenue from Mo. Meter Charges $ 452,314 $ 448,252 $ 1,080,008 $ 54,499 $ 212,067 $ 12,076 $ 19,297 $ - $ 2,278,513

1. Number of meters by size and class is per the City of Morgan Hill's utility billing data as of May 2021 in the Billed Consumption Report by Month spreadsheets.

2. Source: AWWA Manual M1, "Principles of Water Rates, Fees, and Charges", Table B-1. Assumes displacement meters for 5/8 - 2 inch meters, Compound Class I for 3 - 8 inch meters, and Turbine Class II for 10 inch meters.

3. Customer costs are allocated to each customer by dividing the total customer costs by the total number of customers.

4. Capacity costs are allocated by meter size and the hydraulic capacity of the meter.

Number of Meters by Class and Size1 Total FY2022-23
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CITY OF MORGAN HILL Proposed Fixed Charges

WATER RATE STUDY
Water Cost of Service Analysis/Rate Design
TABLE 36 : CALCULATION OF MONTHLY FIXED METER SERVICE CHARGES COMMERCIAL FIRE METERS 5/8 inch 3/4 inch 1 inch 1.5 inch 2 inch 3 inch 4 inch 6 inch 8 inch 10 inch Fire Meters - - - - 1 - 64 126 67 5 263
Customer Costs ($/Acct/mo.)3
$ 3.47 $ 3.47 $ 3.47 $ 3.47 $ 3.47 $ 3.47 $ 3.47 $ 3.47 $ 3.47 $ 3.47 Fire Protection Costs ($/Acct/mo.)4
$ 0.58 $ 0.87 $ 1.45 $ 2.90 $ 4.64 $ 10.14 $ 20.28 $ 46.36 $ 81.12 $ 127.48 Total Monthly Meter Charge $ 4.05 $ 4.34 $ 4.92 $ 6.37 $ 8.11 $ 13.61 $ 23.75 $ 49.83 $ 84.59 $ 130.95 Annual Fixed Costs Allocated to Monthly Meter Charges
Customer Costs $ 10,959
Fire Protection Costs $ 158,592
Total Fixed Meter Costs $ 158,592
Annual Revenue from Monthly Meter Charges
Customer Charges $ - $ - $ - $ - $ 42 $ - $ 2,667 $ 5,250 $ 2,792 $ 208 $ 10,959 Fire Protection Costs - - - - 56 - 15,575 70,090 65,222 7,649 158,592 Total Revenue from Mo. Meter Charges $ - $ - $ - $ - $ 97 $ - $ 18,242 $ 75,340 $ 68,014 $ 7,857 $ 169,550

1. Number of meters by size and class is per the City of Morgan Hill's utility billing data as of May 2021 in the Billed Consumption Report by Month spreadsheets.

2. Source: AWWA Manual M6, "Water Meters - Selection, Installation, Testing and Maintenance", Table 5-3. Assumes Displacement Meters for 5/8 - 2 inch meters and Fire Service Type I & II for 3 - 10 inch meters.

3. Customer costs are allocated to each customer by dividing the total customer costs by the total number of customers.

4. Fire Protection costs are allocated by meter size and the hydraulic capacity of the meter.

Number of Meters by Class and Size1 Total FY2022-23
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CITY OF MORGAN HILL Proposed Fixed Charges

WATER RATE STUDY
Water Cost of Service Analysis/Rate Design
TABLE 37 : PROJECTED REVENUE FROM FIXED CHARGES BY CUSTOMER CLASS 5/8-1 inch 1.5 inch 2 inch 3 inch 4 inch 6 inch 8 inch 10 inch Residential (Single & Multi-Family) 12,981 41 60 - 8 4 - - 13,094 Non-Residential (Commercial) 703 360 549 14 35 1 1 - 1,663 Fire Meters - - 1 - 64 126 67 5 263
Total Meters/Accounts 13,684 401 610 14 107 131 68 5 15,020 Residential Fixed Charges by Meter Size $ 33.10 $ 62.72 $ 98.27 $ 193.08 $ 299.73 $ 595.98 $ 951.49 $ 2,492.01 Non-Residential Fixed Charges by Meter
Size $ 103.76 53.62 $ 163.94 $ 324.40 $ 504.92 $ 1,006.37 $ 1,608.11 $ 4,215.63 $ Fixed Charges - Fire Meters Only $ 4.92 $ 6.37 $ 8.11 $ 13.61 $ 23.75 $ 49.83 $ 84.59 $ 130.95 Revenue from Fixed Charges
Residential (Single & Multi-Family) $ 5,155,716 $ 30,860 $ 70,757 $ - $ 28,774 $ 28,607 $ - $ - $ 5,314,714 Non-Residential (Commercial) $ 452,314 $ 448,252 $ 1,080,008 $ 54,499 $ 212,067 $ 12,076 $ 19,297 $ - $ 2,278,513 Fire $ - $ - $ 97 $ - $ 18,242 $ 75,340 $ 68,014 $ 7,857 $ 169,550 Total Revenue - Fixed Charges $ 7,762,777
Total FY2022-23
Number of Meters by Class and Size1
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CITY OF MORGAN HILL Proposed Volume Charges

WATER RATE STUDY
Water Cost of Service Analysis/Rate Design
TABLE 38 : PROPOSED VOLUMETRIC RATES

Number of
Meters1
Water
Consumption
(hcf/yr.)2
Target Rev.

Req't from Vol.

Charges
% of Total Rate
Revenue
Uniform
Commodity
Rates ($/hcf)
Proposed Rate
Structure
Residential 13,094 2,146,005 $ 6,195,093 36.7%
Non-Residential 1,663 929,760 $ 2,684,034 15.9%
Subtotal 14,757 3,075,765 $ 8,879,127 53%
Fire 263 565 $ - 0.00% $2.89 Uniform
Grand Total 15,020 3,076,330 $ 8,879,127 53%

1. Number of meters and consumption by size and class is per the City of Morgan Hill's utility billing data as of May 2021 in the Billed Consumption Report by Month spreadsheets.
$2.89 Uniform
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CITY OF MORGAN HILL Current & Proposed Rates

WATER RATE STUDY
Water Cost of Service Analysis/Rate Design
TABLE 39 : CURRENT VS. PROPOSED WATER RATES
FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27
Fixed Service Charges
Single- and Multi-Family Residential:
5/8 inch $31.14 $33.10 $36.08 $39.32 $42.08 $45.02
3/4 inch $31.14 $33.10 $36.08 $39.32 $42.08 $45.02
1 inch $31.14 $33.10 $36.08 $39.32 $42.08 $45.02

1.5 inch $58.72 $62.72 $68.37 $74.52 $79.74 $85.32
2 inch $91.81 $98.27 $107.12 $116.76 $124.93 $133.68
4 inch $279.36 $299.73 $326.70 $356.11 $381.03 $407.71
6 inch $555.17 $595.98 $649.62 $708.09 $757.65 $810.69
Non-Residential:
5/8 inch $47.23 $53.62 $58.44 $63.70 $68.16 $72.93
3/4 inch $47.23 $53.62 $58.44 $63.70 $68.16 $72.93
1 inch $47.23 $53.62 $58.44 $63.70 $68.16 $72.93

1.5 inch $90.90 $103.76 $113.10 $123.28 $131.91 $141.14 2 inch $143.31 $163.94 $178.69 $194.77 $208.41 $222.99
3 inch $283.06 $324.40 $353.59 $385.42 $412.40 $441.27
4 inch $440.28 $504.92 $550.36 $599.90 $641.89 $686.82
6 inch $877.00 $1,006.37 $1,096.94 $1,195.67 $1,279.36 $1,368.92 8 inch $1,401.07 $1,608.11 $1,752.84 $1,910.59 $2,044.33 $2,187.43 Fire Service:
5/8 inch $4.02 $4.05 $4.42 $4.81 $5.15 $5.51
3/4 inch $4.25 $4.34 $4.73 $5.16 $5.52 $5.91
1 inch $4.71 $4.92 $5.36 $5.85 $6.26 $6.69

1.5 inch $5.86 $6.37 $6.94 $7.57 $8.10 $8.66
2 inch $7.24 $8.11 $8.84 $9.63 $10.31 $11.03
3 inch $11.61 $13.61 $14.84 $16.17 $17.31 $18.52
4 inch $19.66 $23.75 $25.89 $28.22 $30.20 $32.31
6 inch $40.37 $49.83 $54.31 $59.20 $63.34 $67.78
8 inch $67.98 $84.59 $92.21 $100.51 $107.54 $115.07
10 inch $104.79 $130.95 $142.74 $155.58 $166.47 $178.13 Volumetric Charges
Uniform Rate, All Customers $2.57 $2.89 $3.15 $3.43 $3.67 $3.93

1. The FY 2022/23 rate increase will be effective July 1, 2022; subsequent rate increases will be effective on July 1st each year.

Water Rate Schedule Current
Monthly Rates
Proposed Monthly Water Rates
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CITY OF MORGAN HILL

WATER RATE STUDY
Water Revenue Stabilization Rates
TABLE 40 : ALLOCATION OF WATER COST REQUIREMENTS
Classification Components
Commodity-Related Costs $ 8,879,127 52.6%
Capacity-Related Costs (Fixed) $ 6,978,331 41.3%
Customer-Related Costs $ 625,855 3.7%
Fire Protection-Related Costs $ 158,592 0.9%
Subtotal Revenue Requirement $ 16,641,905 98.5%
Zonal-Related Costs $ 250,817 1.5%
Net Total Revenue Requirement $ 16,892,721 100%
TABLE 41 : AVERAGE MONTHLY CONSUMPTION AT VARIOUS LEVELS OF CONSERVATION 10% 15% 20% 25% 30%
Single Family - Inside 1,773,378 1,596,040 1,507,371 1,418,702 1,330,034 1,241,365 Single Family - Outside 52,931 47,638 44,991 42,345 39,698 37,052 Multi-Family 319,696 287,726 271,742 255,757 239,772 223,787 Commercial 929,760 836,784 790,296 743,808 697,320 650,832 Total 3,075,765 2,768,189 2,614,400 2,460,612 2,306,824 2,153,036

1. Consumption data source: Morgan Hill_2018-2021 Consumption Billing Data.xlsx TABLE 42 : ALLOCATION OF NET REVENUE REQUIREMENTS
Commodity Capacity Customer Fire
Protection
Residential (Single & Multi-Family) $ 6,195,093 $ 4,769,112 $ 545,602 $ - $ 11,509,807 69.2% Non-Residential (Commercial) $ 2,684,034 $ 2,209,219 $ 69,294 $ - $ 4,962,547 29.8% Fire $ - $ - $ 10,959 $ 158,592 $ 169,550 1.0%
Grand Total $ 8,879,127 $ 6,978,331 $ 625,855 $ 158,592 $ 16,641,905 100% Adjusted Net Revenue
Requirements (2021/22)
Annual Consumption at Various Levels of Reduction
Customer Class
Water
Consumption1
(hcf/yr.)
Cost Classification Components
Customer Class
Total Cost of
Service Net
Revenue
Req'ts
% of COS
Net
Revenue
Req'ts
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Stabilization Rates, 37 of 46
3/9/2022

CITY OF MORGAN HILL

WATER RATE STUDY
Water Revenue Stabilization Rates
TABLE 43 : PROPOSED RATE STABILIZATION VOLUMETRIC CHARGES FOR FY 2022/23 Customer Class
Total Target
Rev. Req't
from Vol.

Charges
10% 15% 20% 25% 30%
Residential (Single & Multi-Family) $ 6,195,093
Non-Residential (Commercial) $ 2,684,034
Fire $ -
Grand Total $ 8,879,127
TABLE 44 : PROPOSED RATE STABILIZATION VOLUMETRIC CHARGES THROUGH FY 2025/26 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27
Proposed Rates (Unadjusted) $2.89 $3.15 $3.43 $3.67 $3.93 10% Revenue Stabilization Rate* $3.21 $3.50 $3.82 $4.09 $4.38 15% Revenue Stabilization Rate* $3.40 $3.71 $4.04 $4.32 $4.62 20% Revenue Stabilization Rate* $3.61 $3.93 $4.28 $4.58 $4.90 25% Revenue Stabilization Rate* $3.85 $4.20 $4.58 $4.90 $5.24 30% Revenue Stabilization Rate* $4.12 $4.49 $4.89 $5.23 $5.60 * Revenue Stabilization Rates would be implemented if current revenue from water sales are below the percentages indicated. $3.21 $3.40 $3.61 $3.85 $4.12
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Stabilization Rates, 38 of 46
3/9/2022

CITY OF MORGAN HILL

WATER AND WASTEWATER RATE STUDY
Zonal Elevation Surcharges
TABLE 45 : WATER ZONAL SURCHARGES SUMMARY OF CUSTOMER STATS AND POWER COSTS Surcharge
Costs
Elevation Zones Number of
Customers
Annual Flow
(gal.)
Annual Flow
(hcf)
Annual Power
Costs
Zone 1 Booster Stations 2,023 427,400,000 571,390 $ 202,520 Zone 2 Booster Stations 757 118,500,000 158,422 $ 57,000 Zone 3 Booster Stations 106 17,000,000 22,727 $ 8,000
Total 2,886 562,900,000 752,540 $ 267,520
TABLE 46 : WATER ZONAL SURCHARGES SUMMARY - VOLUMETRIC ONLY Water Enterprise Zonal Surcharges
Surcharge
Costs
Total
Revenue
Elevation Zones Annual Power
Costs
Annual Flow
(hcf)
Costs to
Recover in
Volumetric
Surcharge
Volumetric
Surcharges
($/hcf)
Volumetric
Revenue
from
Surcharges
All Zones $ 267,520 752,540 $ 267,520 $0.36 $ 267,520
Total $ 267,520 752,540 $ 267,520 -- $ 267,520

VOLUMETRIC SURCHARGES
(for 100% of Power Costs)
Water Enterprise
Customer Statistics
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CITY OF MORGAN HILL

WATER AND WASTEWATER RATE STUDY
5-Year Schedule of Zonal Elevation Surcharges
TABLE 47 : WATER ZONAL SURCHARGES SUMMARY OF COSTS
Cost Category CPI Factor 2021/22 2022/23 2023/24 2024/25 2025/26 Power 5.00% $ 267,520 $ 280,896 $ 294,941 $ 309,688 $ 325,172 Total $ 267,520 $ 280,896 $ 294,941 $ 309,688 $ 325,172 Overall Cost Increase -- 5.0% 5.0% 5.0% 5.0%
Inflation Factors Used in Rate Analysis & Applied to Zone Costs Energy/Power 1 5.00%
Labor 1 5.00%
Capital 2 2.87%

1. Inflation factor provided by City Staff.

2. For reference purposes, the annual Construction Cost Inflation percentage is the 10 year average change in the Construction Cost Index for 2011-2021.

Source: Engineering News Record website (http://enr.construction.com).

TABLE 48 : WATER ZONAL SURCHARGES SUMMARY OF VOLUMETRIC SURCHARGES Water Enterprise Zonal Elevation Surcharges: Volumetric Surcharges FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26
Volumetric Surcharges ($/hcf) $0.11 $0.36 $0.37 $0.39 $0.41 $0.43

1. The Annual % increase is due to inflation of energy costs.

Elevation Zones Current
Water Enterprise
Calculation of Zonal Elevation Cost Increases over 5-year Period Prepared by NBS
Web: www.nbsgov.com Toll-Free: 800.676.7516 5-Year Schedule of Surcharges, Page 40 of 46

Prepared by NBS
www.nbsgov.com | Toll-Free: 800.676.7516 SFR Bill Comp FY22.23, Page 41 of 46 $31.14$38.85$46.56 $51.70 $61.98 $67.12$74.83$82.54$90.25 $33.10$41.76$50.42 $56.19 $67.74 $73.51$82.17$90.83$99.49 $0
$20
$40
$60
$80
$100
$120
0 3 6 8 12 14 17 20 23 Monthly Bill
Monthly Water Consumption (HCF)
Single-Family Residential Bill Comparison
Fiscal Year 2022/23 (5/8-1" meter)
SFR Bill - Current Rates
SFR Bill - Proposed Rates
Average
MONTHLY Bill
(14 hcf/mo.)
Average WINTER
MONTHLY Bill
(8 hcf/mo.)
Average SUMMER
MONTHLY Bill
(20 hcf/mo.)

Prepared by NBS
www.nbsgov.com | Toll-Free: 800.676.7516 MFR Bill Comp FY22.23, Page 42 of 46 $31.14$36.28$41.42$46.56 $49.13$56.84 $69.69$77.40$85.11 $33.10$38.87$44.65$50.42 $53.31 $61.97 $76.40 $85.06 $93.72 $0
$10
$20
$30
$40
$50
$60
$70
$80
$90
$100
0 2 4 6 7 10 15 18 21 Monthly Bill
Monthly Water Consumption (HCF)
Multi-Family Residential, Two Dwelling Unit Bill Comparison Fiscal Year 2022/23 (5/8-1" meter)
MFR Bill - Current Rates
MFR Bill - Proposed Rates
Average
MONTHLY Bill
(6 hcf/mo.)
Average SUMMER
MONTHLY Bill
(7 hcf/mo.)

Prepared by NBS
www.nbsgov.com | Toll-Free: 800.676.7516 Commercial Bill Comp FY22.23, Page 43 of 46 $194.71$233.26$284.66$330.92 $361.76$400.31 $426.01$464.56$503.11 $221.67$264.97$322.71$374.67 $409.31$452.62 $481.48$524.79$568.09 $0
$100
$200
$300
$400
$500
$600
20 35 55 73 85 100 110 125 140 Monthly Bill
Monthly Water Consumption (HCF)
Commercial Customer Monthly Bill Comparison
Fiscal Year 2022/23 (2" meter)
Commercial Bill - Current Rates
Commercial Bill - Projected Rates
Average WINTER
MONTHLY Bill
(35 hcf/mo.)
Average
MONTHLY Bill
(73 hcf/mo.)
Average SUMMER
MONTHLY Bill
(110 hcf/mo.)

Prepared by NBS
www.nbsgov.com | Toll-Free: 800.676.7516 SFR Bill Comp 5 Yr., Page 44 of 46 $67.12
$73.51
$80.13
$87.34
$93.45
$100.00
$0
$20
$40
$60
$80
$100
$120
Current FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 Monthly Bill Single-Family Residential Bill Comparison
(1" meter with 14 hcf)

Prepared by NBS
www.nbsgov.com | Toll-Free: 800.676.7516 MFR Bill Comp 5 Yr., Page 45 of 46 $46.56
$50.42
$54.96
$59.90
$64.10
$68.58
$0
$10
$20
$30
$40
$50
$60
$70
$80
Current FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 Monthly Bill Multi-Family Residential, Per Unit Bill Comparison
(1" meter and 6 hcf)

Prepared by NBS
www.nbsgov.com | Toll-Free: 800.676.7516 Commercial Bill Comp 5 Yr., Page 46 of 46 $330.92
$374.67
$408.39
$445.15
$476.31
$509.65
$0
$100
$200
$300
$400
$500
$600
Current FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 Monthly Bill Commercial Customer Monthly Bill Comparison
(2" meter with 73 hcf)

RESOLUTION NO. ______

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MORGAN

HILL DECLARING ITS INTENTION TO ADJUST WATER RATES
AND SETTING THE TIME AND PLACE FOR A PROPOSITION 218

PUBLIC HEARING AND AUTHORIZING THE CITY MANAGER OR
DESIGNEE TO PROVIDE NOTICE IN COMPLIANCE WITH STATEMANDATED TIMING REQUIREMENTS WHEREAS, the City of Morgan Hill has identified ongoing operational and capital needs associated with the City’s water utility system; and
WHEREAS, in order to fund the identified water system’s operational and capital costs, it will be necessary to adjust the City’s current water rates; and WHEREAS, on November 5, 1996, California voters approved Proposition 218, requiring specific procedures be followed with regard to “property-related” fee increases, including the need to provide written notice at least 45 days in advance of a public hearing; and WHEREAS, on July 24, 2006, the California Supreme Court confirmed that charges for water, wastewater (sewer), and solid waste services are subject to Proposition 218 procedures (Bighorn-Desert View Water Agency v. Verjil (2006) 39 Cal. 4th 205); and WHEREAS, on April 20, 2015, the California Court of Appeal ruled that water rate surcharges and by analogy wastewater surcharges may be charged as long as they are based upon the actual cost of service to the ratepayers receiving the surcharge. (Capistrano Taxpayers Association, Inc. v. City of San Juan Capistrano (2015) 235 Cal.App.4th 1493; and WHEREAS, the City Council believes it is in the public interest to and desires to proceed through the requisite processes pursuant to the provisions of Proposition 218 in order to consider adjustments to the City of Morgan Hill's fees, rates and charges related to its water system.

NOW, THEREFORE THE CITY COUNCIL OF THE CITY OF MORGAN HILL DOES RESOLVE AS FOLLOWS:

1. A Proposition 218 Public Hearing is hereby set and will be held before the City Council on June 1, 2022 in order for the City Council to consider adjustments to the City’s water service fees, rates and/or charges; and

2. The City Manager, or designee, is hereby authorized and directed to cause a notice of Public Hearing that provides details related to adjustments to the specific water service fees, rates and/or charges being proposed to be mailed no later than April 15, 2022, in a manner that complies with applicable laws, including without limitation, the State-mandated minimum 45-day required notice under Proposition 218.

PASSED, APPROVED AND ADOPTED by the City Council of the City of Morgan Hill at its regular meeting held on this 6th day of April 2022 by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

DATE:

Rich Constantine, MAYOR
 CERTIFICATION 
I, Irma Torrez, City Clerk of the City of Morgan Hill, California, do hereby certify that the foregoing is a true and correct copy of Resolution No. _______, adopted by the City Council at a regular meeting held on April 6, 2022.

WITNESS MY HAND AND THE SEAL OF THE CITY OF MORGAN HILL.

DATE:

Michelle Bigelow, CITY CLERK

Proposition 218 Notification
Notice of Public Hearing
On Water Rate Adjustments
17555 PEAK AVENUE
MORGAN HILL, CA 95037-4128
WWW.MORGANHILL.CA.GOV
Hearing Date and Time: June 1, 2022, at 7:00 pm or as soon thereafter as possible Hearing Location: City Council Chambers • 17555 Peak Avenue • Morgan Hill, CA 95037-4128 If held virtually: Join the meeting at https://bit.ly/MHCityCouncilMeeting or by calling 669-900-9128, then enter the webinar id: 873 3200 8380 The City of Morgan Hill is proposing a five-year water rate program adjustment for all customers. The proposal will be considered by the City Council at a Public Hearing on June 1, 2022. If approved, the water rate adjustments will commence with service period containing July 1, 2022 and adjusted annually thereafter. You are receiving this notification in compliance with California Constitution Article XIII D Section 6 (Proposition 218) requirements that all impacted property owners are mailed notice of proposed rate changes at least 45 days prior to a public hearing. In addition, Section 53755 of the Government Code authorizes those notices be mailed to customers who are billed for the service.

Proposition 218 also establishes a protest process for the public to follow if they wish to oppose the proposed rates.

BASIS OF PROPOSED RATES
The City is required by State law and City policy to collect revenues sufficient to cover the costs of operating the water system. These revenues allow the City to ensure the City’s water supply needs are continually met and that water quality meets or exceeds all public health and environmental standards. Costs that must be recovered through rate revenue include groundwater production, electricity, equipment, supplies and services, debt service, and salaries and benefits. Additionally, revenues generated from water rates would be used to finance the repair and renovation of aging water infrastructure and maintain reserve funds. The rates proposed herein were developed through a Water Rate Study designed to meet all legal requirements and fairly and equitably recover the required revenue from all customer classes. The Rate Study is available for review at https://www.morgan-hill.ca.gov/DocumentCenter/View/40685/2022- Rate-Study-PDF.

WHAT DO WATER RATES FUND?
The City provides water utility services to residential and commercial customers. All revenue generated from customer water bills is used to pay for the ongoing operation, maintenance, repair and replacement of the City’s existing water system. The cost of system expansions, to serve new development, is recovered through connection or impact fees imposed on the developer requesting City services. By State law, the City may not collect more revenue than is necessary to recover the costs of providing services.

PROPOSED WATER RATES
The City currently charges residential and non-residential customers a monthly fixed water charge based on meter size.

In addition to a fixed monthly charge, all customers pay a uniform commodity rate for all water consumed (commodity or volumetric rates are charged per unit of water, or hundred cubic feet (hcf), or 748 gallons. The proposed water rate charges for the next five years are presented in detail on Table 1: Current and Proposed Water Rates for FY2022/23 through 2026/27.

Table 1. Current and Proposed Water Rates for FY 2022/23 through 2026/27 Current Proposed Monthly Water Rates
Water Rate Schedule Monthly Rates FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 Fixed Service Charges
Single- and Multi-Family Residential:
$31.14 $33.10 $36.08 $38.60 $41.30 $42.54
$31.14 $33.10 $36.08 $38.60 $41.30 $42.54
$31.14 $33.10 $36.08 $38.60 $41.30 $42.54
$58.72 $62.72 $68.37 $73.15 $78.28 $80.62
$91.81 $98.27 $107.12 $114.62 $122.64 $126.32
$279.36 $299.73 $326.70 $349.57 $374.04 $385.26
$555.17 $595.98 $649.62 $695.09 $743.75 $766.06
$47.23 $53.62 $58.44 $62.53 $66.91 $68.92
$47.23 $53.62 $58.44 $62.53 $66.91 $68.92
$47.23 $53.62 $58.44 $62.53 $66.91 $68.92
$90.90 $103.76 $113.10 $121.02 $129.49 $133.37
$143.31 $163.94 $178.69 $191.20 $204.58 $210.72
$283.06 $324.40 $353.59 $378.35 $404.83 $416.98
$440.28 $504.92 $550.36 $588.89 $630.11 $649.01
$877.00 $1,006.37 $1,096.94 $1,173.73 $1,255.89 $1,293.56 $1,401.07 $1,608.11 $1,752.84 $1,875.53 $2,006.82 $2,067.03 $4.02 $4.05 $4.42 $4.73 $5.06 $5.21
$4.25 $4.34 $4.73 $5.06 $5.42 $5.58
$4.71 $4.92 $5.36 $5.74 $6.14 $6.33
$5.86 $6.37 $6.94 $7.43 $7.95 $8.19
$7.24 $8.11 $8.84 $9.46 $10.12 $10.42
$11.61 $13.61 $14.84 $15.88 $16.99 $17.50
$19.66 $23.75 $25.89 $27.70 $29.64 $30.53
$40.37 $49.83 $54.31 $58.11 $62.18 $64.05
$67.98 $84.59 $92.21 $98.66 $105.57 $108.74
5/8 inch
3/4 inch
1 inch

1.5 inch
2 inch
4 inch
6 inch
Non-Residential:
5/8 inch
3/4 inch
1 inch

1.5 inch
2 inch
3 inch
4 inch
6 inch
8 inch
Fire Service:
5/8 inch
3/4 inch
1 inch

1.5 inch
2 inch
3 inch
4 inch
6 inch
8 inch
10 inch $104.79 $130.95 $142.74 $152.73 $163.42 $168.32 Volumetric Charges
Uniform Rate, All Customers $2.57 $2.89 $3.15 $3.37 $3.60 $3.71

ZONAL WATER RATES
While most of the City’s water customers are located within normal elevation zones (those not requiring significant additional infrastructure to get water to the higher elevations), some customers are in higher elevation zones that costs more to pump water to them. These elevation surcharges are part of the current rate structure and the Water Rate Study evaluated the current cost of service for these customers. Table 2 shows the five-year schedule of water zonal elevation surcharges.

Table 2. Five-Year Schedule of Water Zonal Elevation Surcharges Water Enterprise Zonal Elevation Surcharges: Volumetric Surcharges Elevation Zones Current FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 Volumetric Surcharges($/hcf) $0.11 $0.36 $0.37 $0.39 $0.41 $0.43 A map that allows customers to determine if they fall within a zonal area are available for review at http://www.morgan-hill.ca.gov/2292/Proposed-Water-Rate-Adjustment.

REVENUE STABILIZATION RATES
If revenue from volumetric rates fall below the levels currently expected, the City is still obligated to meet its annual net revenue requirements. The intent of revenue stabilization rates is to offset the revenue losses that may be due to a variety of reasons and thereby decoupling this process from specific drought rates, drought stages, and/or Statemandated conservation. Revenue stabilization rates are the expected volumetric rate revenue divided by the reduced levels of water sales. The proposed volumetric charges per water unit (hcf) with Revenue Stabilization Rates for the next five years are presented in detail on Table 3: Proposed Volumetric Charges per Water Unit (hcf) with Revenue Stabilization Rates for FY 2022/23 through FY 2026/27.

Table 3. Proposed Volumetric Charges per Water Unit (hcf) with Revenue Stabilization Rates FY 2022/23 through FY 2026/27
FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27
10% Revenue Stabilization Rate* $3.21 $3.50 $3.82 $4.09 $4.38 15% Revenue Stabilization Rate* $3.40 $3.71 $4.04 $4.32 $4.62 20% Revenue Stabilization Rate* $3.61 $3.93 $4.28 $4.58 $4.90 25% Revenue Stabilization Rate* $3.85 $4.20 $4.58 $4.90 $5.24 30% Revenue Stabilization Rate* $4.12 $4.49 $4.89 $5.23 $5.60 * Revenue Stabilization Rates would be implemented if current revenue from water sales are below the percentages indicated.

IMPACT TO WATER CHARGE ON THE BILL
If approved, water rate increases would commence with water consumption period containing July 1, 2022 and adjust annually for the water consumption period containing July 1 thereafter.

HOW TO PROTEST THE PROPOSED RATE ADJUSTMENTS
As the owner or customer of record of a parcel subject to the imposition of the proposed rate adjustments, you may submit a written protest against the proposed rate changes. If the City receives written protests against proposed water rates by a majority of the affected property owners or tenants or utility customers on record prior to the end of the hearing, the Council will not approve the change. Only one written protest will be counted per identified parcel.

You have the right to withdraw a written protest that you previously submitted prior to the conclusion of the public hearing. The City Council will count all written protests received (not postmarked) prior to the conclusion of the public hearing. The City Council will not count written protests submitted after the conclusion of the public hearing. Only one protest per parcel will be counted.

A written protest must include (1) your name; (2) identification of the parcel by address or assessor’s parcel number; (3) whether you are the owner of the parcel or the person receiving the service for which the fee is charged; and (4) your statement of the specific rate changes for which you protest the increase in the fee; and (5) your original signature. Written protests will not be accepted by e-mail or by fax. Verbal protests will not be counted. Written protests may be submitted by mail or in person to:

City of Morgan Hill
Attn: Water Rate Protest
17575 Peak Avenue
Morgan Hill, CA 95037-4128
For more information, visit https://www.morgan-hill.ca.gov/2292/Proposed-Water-Rate-Adjustment This material is available in alternative formats upon request to accommodate persons with disabilities or non-English speakers. To order information in an alternative format, or to arrange for a sign language or oral interpreter at the June 1, 2022 hearing, please call or email the Clerk’s office by 5 pm on Thursday, May 26, 2022.

City Clerk: (408) 779-7259, [email protected]

18 CITY COUNCIL STAFF REPORT
MEETING DATE: April 6, 2022
PREPARED BY:

Michelle Bigelow, Deputy City Clerk
APPROVED BY: City Manager

ADOPT THE COMMUNICATIONS, OUTREACH, AND ENGAGEMENT

PLAN AND APPROVE THE RECOMMENDED STAFFING CHANGES

RECOMMENDATION(S)

1. Adopt the Communications, Outreach, and Engagement Plan; and

2. Approve the classifications for City Clerk/Public Information Officer (PIO); Communications and Engagement Coordinator; and updated Multimedia Coordinator.

Estimated Time: 30 Minutes

COUNCIL PRIORITIES, GOALS & STRATEGIES
City Council Ongoing Priorities
Supporting our Youth, Seniors, and Entire Community
Fostering a Positive Organizational Culture
Preserving and Cultivating Public Trust
Enhancing Diversity and Inclusiveness
2022-2023 Strategic Priorities
Fiscal Sustainability
Community Outreach, Engagement, and Messaging
REPORT NARRATIVE:

The City Council's Sustainable Morgan Hill identifies priorities and objectives. At the January 2018 City Council Goal Setting Workshop, the City Council identified Community Engagement and Messaging as a Strategic Priority. In 2021, the strategic priority was amended to Community Outreach, Engagement, and Messaging and it remains a strategic priority in the 2022-2023 Sustainable Morgan Hill Plan. To improve the City’s overall communications, outreach, and engagement, we have developed the City’s first Communications, Outreach, and Engagement Plan (Plan). The Plan defines the messages, priorities, strategies, and tools the City will use when communicating and engaging with the community. Through the Plan, the City will tell the Morgan Hill story and work to build and sustain trust in our community and ensure that we provide effective community engagement.

18 The Plan has two primary goals; effective community engagement and building and sustaining trust with the community. Through the effective application of communication strategies, this Plan will help ensure that all City Council members, commissioners, and teammates have the tools to provide accurate, timely, and relevant information to the community. The Plan aligns communications resources with the goals of the Plan to set clear communications expectations for the community, ensuring that the City can continue providing excellent services that reflect the strength of the City’s outreach initiatives while supporting the implementation of the City Council’s strategic priorities.

Further, the Plan includes strategies and tactics that leverage our current communications efforts and the momentum that our efforts have generated. We want to ensure that the Morgan Hill community can engage with the City and understand the work the City is doing to meet community needs. In alignment with Strategic Morgan Hill, the Plan helps City teammates tell the Morgan Hill story effectively and serves to improve and strengthen communication and engagement with our community.

Some high-level aspects of the Plan include:
 Creating opportunities for meaningful stakeholder participation and collaboration  Continuing to provide open and timely communications
 Leading strategic communications efforts
 Ensuring our City team is well-informed
 Developing and reinforcing our brand identity
 Measurements of our progress and success, including key performance indicators
The Plan is just one element in our comprehensive plan for effective communications.

The second element is the staff and resources necessary to implement the Plan. We have seen in recent years (and Covid has highlighted) that effective communications, outreach, and engagement are more important than ever. Since the retirement of our Communications and Engagement Director in February 2021, our City Clerk has been serving as the Interim Public Information Officer and the team has been exploring the most efficient and cost-effective ways for the Communications and Engagement Division to move forward. To maximize City staff resources and dollars, staff recommends combining the City Clerk and Public Information Officer positions and eliminating the Communications and Engagement Director Position. This change creates cost savings and allows for additional staff resources to be brought in to support the communications effort. For this Plan to be successful, it is critical that the recommended staffing adjustments are made, ensuring there is staffing support at the appropriate levels for the new, combined workload.

These staff changes are as follows:
 Combine the City Clerk and Public Information Officer positions, allowing for broader oversight of the two divisions that work closely to both hear and learn

18 from, as well as provide information to the community.  With the cost savings from the Communications and Engagement Director position, create a Communications Coordinator position to provide staff resources for the Communications and Engagement division.  Through the budget process, staff will bring forward a recommendation to reclassify both the Council Services Assistant and the Municipal Service Assistant positions in the Council Services and Records Management (CSRM) Division to a newly created Deputy City Clerk classification. This change will allow for better cross-training and added capacity to the CSRM division and will allow for the City Clerk/PIO to focus more strategically on Communications and Engagement and City Clerk-related duties.
 Also through the budget process, we will recommend funding for communications consulting to address needs as they arise.

In addition to the changes listed above, staff recommends the Council approve the updated classification for the full-time Multimedia Coordinator position that was approved by the City Council at the August 18, 2021 City Council Meeting.

With the adoption and implementation of the Communications, Outreach, and Engagement Plan and the recommended staff changes, the team will be able to ensure that communications are in line with the City’s values, mission, and goals; that we can proactively manage issues rather than react; understand what we know and don’t know; and efficiently manage City resources.

COMMUNITY ENGAGEMENT:

Engage.

The Communications, Engagement, and Outreach Plan was shared with the community 10 days in advance of this Council meeting, allowing the community additional time to review the plan. As we implement this Plan, we will work with the community to ensure that we are actively listening to and engaging with the community and incorporating the information we receive into the work we do.

ALTERNATIVE ACTIONS:

The Council may ask staff to add or change strategies or tactics within the plan.

PRIOR CITY COUNCIL AND COMMISSION ACTIONS:

Not applicable.

FISCAL AND RESOURCE IMPACT:

The resources needed to implement the Communications, Outreach, and Engagement Plan and associated staffing changes will be included in the fiscal years 2022-23 and 2023-24 budget.

18 CEQA (California Environmental Quality Act):

Not a Project. The Communications, Engagement, and Outreach Plan is not a project, as defined in Section 15378 of the State CEQA guidelines.

City of Morgan Hill
Communications, Outreach, and
Engagement Plan
April 2022

COMMUNICATIONS, OUTREACH, AND ENGAGEMENT PLAN | 1
Table of Contents
Executive Summary.......................................................................................................................................2 Goals .............................................................................................................................................................3 Principles.......................................................................................................................................................3 Audiences and Stakeholders.........................................................................................................................4 Issue Identification........................................................................................................................................6 Crisis Management and Communications....................................................................................................7 Strategies and Tactics ...................................................................................................................................9 Measurements of Progress and Success.....................................................................................................18 Key Performance Indicators........................................................................................................................18 Conclusion...................................................................................................................................................21 Appendices..................................................................................................................................................22 Appendix A: Roles of City Council and City Leadership ..........................................................................23 Appendix B: Social Media Guidelines for Elected Officials.....................................................................25 Appendix C: Digital Asset Overview........................................................................................................27

COMMUNICATIONS, OUTREACH, AND ENGAGEMENT PLAN | 2
Executive Summary
Purpose
The Communications, Outreach, and Engagement Plan defines the messages, priorities, strategies, and tools the City of Morgan Hill will use when communicating with the community.

In alignment with the City Council’s Sustainable Morgan Hill Vision and Priorities document, this Plan helps the City Council, Commissioners, and City teammates tell the Morgan Hill story effectively and serves to improve and strengthen communication and engagement with our community.

Goals
The two primary goals of this Plan are effective community engagement and building and sustaining trust with the community. Through effective application of communication strategies, this Plan will ensure that all City Council Members, Commissioners, and teammates have the tools to provide accurate, timely, and relevant information to the community. This Plan also aligns communications resources with the goals to set clear communications expectations for the community ensuring that the City can continue providing excellent services that reflect the strength of the City’s outreach initiatives while supporting the implementation of the City Council’s strategic and on-going priorities.

Implementation
It is critical that for each project or activity, the City use the appropriate tools for communications, outreach, and engagement ensuring efficient and effective use of City resources by matching the tools used to the target audience and project goal. “Democracy is interactive... It's a constant job of information, education, explanation, listening, and interactive communication.” Dick Gephardt
American attorney, lobbyist, and politician

COMMUNICATIONS, OUTREACH, AND ENGAGEMENT PLAN | 3
Goals
In supporting the strategic priorities of the City, the communications team will work together with the community and departments throughout the City to achieve two primary goals for the coming years:

Effective Community Engagement Building and Sustaining Trust with the Community
Develop measurable methods for connecting with
our identified constituents.

Increase public awareness of City services and
roles and encourage informed participation in
local government.

Principles
Fundamental beliefs about outreach and engagement
To successfully execute the
strategies and tasks outlined in
this Plan, the Communications
Team will ensure that our
communication activities
match the needs of the City in
both message and execution.

We will work with
stakeholders within the
community to develop a better
understanding of the City’s
role and the services we
provide.

We will ensure that the
effectiveness of our
communications will not be
measured by output or
distribution alone, but by the
productive responses we elicit.

Coordination, consistency, and
repetition will ensure our
messages build value in the
City’s brand.

We will, in an environment of
limited resources, focus our
efforts on strategic partners
who can help the City achieve
its goals.

We will involve, educate, and
seek feedback from the
community on City projects
and initiatives. We will close
the feedback loop by sharing
what was learned and how it
will be used with the
community.

We will operate in the
knowledge that every member
of the community can affect
our reputation and that
effective communication is
everyone’s responsibility,
including the City Council,
Commissioners, and
teammates.

The services delivered by every
City department play a critical
role in the lives of those in our
community. The
Communications Team helps
to both create and sustain
productive connections
between City services and
Morgan Hill community
members, businesses, and
visitors to tell the City’s story,
and listen to and share our
community’s stories.

Informing vs. Persuading: It is
critical for City staff to provide
complete and unbiased
information to residents on
issues that are coming to the
City Council before the Council
has had the opportunity to
deliberate and establish the
City’s official position or vote
on a specific decision. Our
commitment is to inform the
community in a manner that is
factual, relevant, and
transparent.

COMMUNICATIONS, OUTREACH, AND ENGAGEMENT PLAN | 4
Audiences and Stakeholders
Understanding our audiences and stakeholders is critical to ensuring that we are reaching our audience segments effectively. It is also critical that we use targeted messages and toolsthat reach those audiences.

The different audiences and stakeholders have different needs, priorities, and concerns and require different considerations and methods be used for communications, outreach, and engagement. It is critical that the community knows where to go and how to access factual information on projects and services.

The City has a variety of groups that make up our target audiences:
• Business community
• Citizens at large
• City commissions
• City Council
• City teammates
• Community organizations
• Critics of city government
• Developers
• Environmental groups
• Faith-based organizations
• Families
• Future employees
• Future/potential business owners
• Future/potential residents
• Media; print, radio and television, internet
• Other governmental agencies; local, county, state, federal • Partner agencies
• Property owners; residential and business
• Renters
• School District
• Seniors
• Users of city services
• Visitors
• Youth

COMMUNICATIONS, OUTREACH, AND ENGAGEMENT PLAN | 5
Understanding Our Audiences
Just as City projects and initiatives should align with the Council’s priorities, all communication efforts should also reflect and support City goals. This includes communication initiatives for teammates and external communications. This coordination ensures consistency, strengthens strategic message delivery, and enhances mutual understanding.

Another way of grouping our audiences is through their level of engagement: fully engaged, aware/passive, aware/disinterested, or unaware/disinterested.

We recognize that the City's most engaged audience is primarily made up of three distinct sub-groups:
• Community members who participate in the governing process either as volunteers or through participation in specific programs
• Ambassadors and those that monitor government actions to ensure that they are appropriate and ethical
• Community members looking to learn about upcoming community events and resources We understand it is also possible for disinterested or passive audience members to shift suddenly to interested or engaged when a City policy or program directly affectsthem. Staff needs to keep this in mind when planning initiatives, programs, or projects. This change can occur within any audience group at any time, therefore anticipating and assuming this shift is key to ensuring that we are communicating thoroughly on all projects/initiatives, not just ones that may controversial.

Fully Engaged
Aware/Passive
Aware/Disinterested
Unaware/Disinterested

COMMUNICATIONS, OUTREACH, AND ENGAGEMENT PLAN | 6
Issue Identification
An important aspect of communications, outreach, and engagement is anticipating, identifying, and addressing issues of importance to the community. This is important because anticipating challenges before they become problems allows the necessary steps to be taken to educate, garner support, prepare audiences, identify potential questions, and ensure preparedness. The City has established several formal avenues for identifying emerging issues. The key mechanisms are:
• Community feedback
• Staff review of City Council agendas and City Council meetings • Media tracking and analysis
• Bi-weekly Leadership Team meetings
City Council Members are strongly encouraged to contact the City Manager whenever they have a concern that a particular issue may need to be addressed.

There are several areas that will continue to be important for the City to communicate. These include:

Public Safety: The Police and Fire Teams are planning for the future and determining how to best provide adequate resources to protect Morgan Hill. Issues such as number and location of fire facilities, police and fire equipment, and police and fire staffing will continue to generate discussion as we develop plans and strategies to address needs.

Financial Management: An important element of this topic is the legal and contractual restrictions the City has regarding use of funds and making sure residents understand the different sources of funding.

The City will continue to be financial stewards of its resources and assets to ensure long-term fiscal sustainability.

Development Services: A department which is made up of planning, building, code compliance, housing, and economic development will continue to focus on protecting the City’s job-generating lands, supporting our unhoused community, implementing our Regional Housing Needs Allocation Strategy, and working with the State on High-Speed Rail to mitigate the impacts to Morgan Hill.

Public Services: Maintenance and enhancement of City infrastructure, including streets, sidewalks, parks, public buildings, street trees, flood control channels and traffic signals continues to be a priority.

Additionally, implementation of the City’s Climate Action Plan, water conservation ordinance, and traffic management and improvement are areas of focus.

COMMUNICATIONS, OUTREACH, AND ENGAGEMENT PLAN | 7
Crisis Management and Communications
Issues, for the purposes of this discussion, are topics of concern to one or more audiences that relate directly to City policies or programs. Many issues arise over the course of a year, a minority of which may rise to the level of crisis.

There is a critical distinction between emergencies – such as floods, earthquakes, and fires – and crises.

Where we recognize any threat to public safety as an emergency, a crisis is a threat to the organization’s financial health or reputation.

The City cannot predict every issue that will arise unexpectedly, nor would it be feasible to attempt to prepare for every possible contingency. Instead, in the event that a situation arises, City staff will provide informative communications with sufficient background and relevant information allowing for flexibility in evolving situations. When an issue comes up, the first step should be to determine what actions – if any – are appropriate in response.

There can be unintended consequences if the City were to attempt to proactively respond to every evolving issue; we could waste resources, diffuse our strategic messages, and potentially generate negative stories that might otherwise not have happened.

The key then, is preparation – through clear procedures and general strategies. As issues arise and are identified by the team, the first step is to determine if:
• The issue should be monitored, but no response should be made • The issue requires a response; or
• The issue rises to the level of crisis
Issues not requiring a public response are generally routine topics generated by local media or public comment. In most cases the story may pass without much community discussion, or the individuals affected can be directly contacted to address their concerns or answer their questions. Routine exchanges have a limited impact or a very short lifespan.

Issues requiring a response are those that impact a large number of people and have a relatively long lifespan, meaning that the issue will continue to impact people over several days or longer. The standard approach should be to research and quickly develop a list of talking points that describe the issue, outline City policy regarding the issue, and describe the City’s response plan.

Appropriate staff and elected officials, if appropriate, will be briefed on the situation. Then the City should publicly respond with an explanation and the plan to address the issue.

For crises, the approach is similar, but more robust. In general, the City will respond within 24 hours – if not sooner – to the emergence of the crisis, as described below. To promote the greatest levels of transparency and credibility, the City’s response will be a factual overview of the events and the City’s plan to resolve the problem.

COMMUNICATIONS, OUTREACH, AND ENGAGEMENT PLAN | 8
There are three phases in our approach to crisis management.

When a crisis arises, the first phase is preparation. During that time City staff will conduct research to determine:
• What has happened?
• What are the questions people might have?
• Who is our audience?
• What is our message?
As soon as possible, we will move to the response phase. The key here is that our messages should say what we are doing or will be doing, then we disseminate information to the elected officials and community:
• What has happened.
• What we are doing about it.
• Estimated timeline.

During the recovery phase we will assess the following:
• Did we reach our intended audience?
• Was our message accurate?
• Was our message credible?
• Have we solved the problem?
• What can we learn from this?
Each crisis has a “teachable moment” as anxiety starts to subside when we can deliver important information about City policies or programs. The City can leverage a crisis as an opportunity to reach higher levels of awareness and engagement if we are prepared and respond appropriately.

COMMUNICATIONS, OUTREACH, AND ENGAGEMENT PLAN | 9
Strategies and Tactics
A variety of strategies and tactics will be used to attain our goals. Throughout this Plan there are a variety of available tactics to implement. The Communications Team will review and implement those that best address the City’s strategic and on-going priorities.

Priority #1: Create Opportunities for Meaningful Stakeholder Participation and Collaboration Encourage engagement through audience-appropriate, two-way communication, and ensure opportunities for constructive feedback.

STRATEGIES:

Use interactive communication approaches to maintain ongoing dialogue between constituents and City government. Provide opportunities for two-way communication whenever possible. It’s important to solicit feedback on how the City is doing and how it can best serve the community and its constituencies. Put tools in place that make it easier for residents to engage with their local government, gain a better understanding of City services.

Expand outreach to audiences in targeted areas and groups. The residents of Morgan Hill are diverse and come from many cultural and socio-economic backgrounds. Use a variety of communication methods and leverage partnerships to reach a broader audience. Utilize the platforms each audience prefers to more effectively distribute information.

TACTICS:

1. Community Polls and
Micro-interactions
Separate from a large, formal survey, the City will offer smaller and more manageable opportunities for public input throughout the year. It is a best practice only to ask questions about topics the City can truly influence, change, or resolve. When asking for feedback, it is important to be conscious of how the input will be used. If the City asks for feedback on projects or programs, it is assumed by the participant that their feedback will be used in decision making. Equally important to asking the right questions, is following up with the community on the results of the survey or poll, what information was learned, and what we will do with that information. This is an important step towards, building credibility and respecting and honoring the communities time and efforts.

2. External Advisory
Groups, Either
Formal or Informal
Continue and refine use of, as needed, issue-specific community advisory groups that can ensure the City is collaboratively reaching Morgan Hill’s diverse audiences. This could include creating an advisory group or intentionally engaging with external stakeholders when an opportunity arises that calls for their unique perspective and input.

COMMUNICATIONS, OUTREACH, AND ENGAGEMENT PLAN | 10

3. Customer Surveys The City provides service to the community through permit issuance, water service, maintenance of infrastructure, recreation services, emergency response, and many other public services. We collect information on the services provided through annual surveys and provide-feedback-as-you-go with the City’s customers.

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Priority #2: Provide Open and Timely Communication
Share accurate, non-biased information promptly through a variety of communication channels.

STRATEGIES:

Provide information that is convenient, timely, and easily accessible for the target audience. The City should be prompt in publishing information in a variety of channels appropriate for key audiences so that the public is informed as quickly as possible. Timely and effective distribution of relevant information will reinforce the City’s commitment to transparency and demonstrates that public feedback is highly valued.

Promote accurate, comprehensive local and regional media coverage. Building relationships between the City and local media is helpful to the community. By working with the media to establish greater trust, the City will have more influence over the accuracy of information that is communicated to the public and increase the likelihood of stories about Morgan Hill receiving appropriate media coverage.

TACTICS:

1. Editorial
Calendars
Develop an annual editorial calendar and review and update monthly to strategically plan out social media, newsletter, news media, and website content. This will help ensure communication campaigns are coordinated to reduce conflicts, bottlenecks and allow the City to be strategic about communicating important projects, overarching stories, and timely topics.

Tailor messages and provide relevant content to support the varied content needs of the City’s various divisions and their services and programs. This may include monthly themes or annual areas of focus like Emergency Preparedness Month or the City’s Anniversary.

2. Columns,
Editorials, and
Paid Content
Opportunities
To have a greater presence and ensure consistent messages, boosted social media posts, feature articles, guest columns, and/or editorial opportunities should be developed in coordination with the Communications Team. The City will work with local newspapers to provide regularly scheduled columns in which a City representative writes about pertinent City-related topics.

3. Identify and
Engage with Hardto-Reach
Audiences
Engage with community partners, City teammates, and other leaders in in Morgan Hill to identify hard-to-reach communities. Determine their barriers, which may include; mobility, language, and/or financial. Identify opportunities to surmount these obstacles and integrate these findings into strategic engagement planning.

4. Develop a Plan for
Multi-Lingual
Translation and
The City is missing a segment of the community by communicating principally in English. Developing a plan for multi-lingual translation services will ensure the City doesn’t overlook important audience segments and is able to successfully reach non-English speaking residents more effectively. As

COMMUNICATIONS, OUTREACH, AND ENGAGEMENT PLAN | 12
Interpretation
Services
Morgan Hill’s demographics change over time, the City will monitor language needs and adjust accordingly.

5. Standardize
Communication
Processes and
Procedures
To ensure that a project or initiative is properly communicated, a solid communication process should be established. Through this process, standard communication steps can be outlined and then followed for each new messaging campaign. This may include sharing information on the City website, scheduling social media posts, hybrid virtual/in-person meetings or in-person meetings, distributing information to the media and City staff, and creating custom graphics for the campaign. The process will be adjusted based on the project goals and constraints, but a general approach will provide a framework for how communication tools can be used. We will continue to communicate the status of projects and provide opportunities for the community to participate in decision making.

6. Increase Use of
Visuals
Text-heavy communications should be minimized in favor of visuals that make a more personal connection. Videos and infographics are popular amongst audiences as an effective way to share important information and to engage. The City’s YouTube channel should be an avenue of future exploration with additional video opportunities. These may include timely program/project interviews with key City teammates/spokespeople, or community members.

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Priority #3: Lead Strategic Communication Efforts
Work directly with Council, staff, and partners to ensure communication and outreach efforts, objectives, and outcomes align with the strategic goals of the City and promote community understanding.

STRATEGIES:

Create a better understanding of City Council’s goals and priorities. By clearly and consistently outlining the goals and vision for the City of Morgan Hill, residents will have a better understanding of why and how public policy decisions are made, and actions are implemented by the local government, and will trust that their suggestions and feedback are considered in policies, procedures, and programs.

Work directly with department directors and division leaders to ensure messaging and communication efforts support the City Council priorities. Just as City projects and initiatives should align with Council’s priorities and tie into the City’s long-range planning initiatives, all communication efforts should also reflect and support City goals. This could include internal communication initiatives for employees, external communication to community members, and communication shared with partner organizations. This coordination ensures consistency, strengthens strategic message delivery, and enhances mutual understanding.

TACTICS:

1. Communicate "Who Does
What?”
Foster a greater understanding of the region versus City roles through an information campaign. Distribution can be made via City teammates, community partners, Council Members and
Commissioners, and media. Deliverables could include infographic showing operations and services by division, factsheet included in utility bills, stories from City teammates in different divisions, video series i.e., “Park Maintenance, We Do That.”

2. Celebrate Municipal
Government
Humanize the City and build trust by aligning services with the teammates that deliver them. Create a visual campaign that showcases City teammates and their positive impact on the community, from police officers to utility workers. Too often teammates have limited opportunities to engage with external audiences on the critical and essential services they provide.

3. Celebrate and
Communicate Employee
Accomplishments
As teams and individuals accomplish significant milestones, we will provide opportunities for the workforce and the community to understand and appreciate and celebrate these achievements.

Engage in more frequent strategic storytelling that emphasizes our accomplishments; positive news stories that highlight not only City teammates, but residents and partners as well.

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4. Provide On-Site
Engagement
Explore a “City Hall on wheels” to connect with the community by being in the community. Create an in-person presence, such as a tabletop or roll-up display to be set up and staffed at various key locations on a rotating basis. Many community partners and organizations host community events. Where time and resources allow, teammates should attend these events. This type of personal engagement and interest is critical to partnership building.

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Priority #4: Ensure a Well-Informed City Workforce
Keep City employees informed and involved in public dialogue so they can aid in telling the Morgan Hill story.

STRATEGIES:

Provide employees with regular opportunities to learn about the issues, challenges, and decisions affecting both the City’s operations and the work environment. Communicate with employees as necessary ensuring employees receive consistent and timely information.

Empower employees to be good representatives of the City. Consider creating an employee group such as an Employee Engagement Committee to serve as liaisons among the employees. Every interaction a team member has with the public is an opportunity to tell the Morgan Hill story, whether it is through email, a phone call, or face-to-face interactions.

TACTICS:

1. Share Timely
Information
with Employees
Develop and distribute regular employee newsletters, email blasts, and messages from the City Manager and other executive team members.

2. Provide Employee
Customer Service
and Engagement
Training
Every Council and community meeting is an opportunity for City employees to be on the record representing the City, and thus an opportunity for news media and community networks to quote them. Training for employees will strengthen their professional skills while improving their effectiveness as representatives.

3. Hold Regular
Meetings with City
Teammates
To strengthen familiarity within the organization, the City Leadership Team must meet with employees, all-team meetings, awards events, and shift changes. At the same time, these are opportunities for employees to ask questions and get answers. All team meetings are an opportunity to talk about communications, get updates from all divisions, take questions from teammates, and to talk openly about challenges and opportunities.

4. Quarterly Meetings
with Departments
The Communications team will meet quarterly with each department to discuss the major issues and opportunities coming up in the next quarter and beyond, identify communication priorities and resources, and develop key messages and communication strategies.

5. Leadership Team
Meetings
In addition to reviewing and discussing upcoming City Council items, discuss upcoming projects and associated communications plan and overall communications gaps, needs, and priorities.

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Priority #5: Reinforce Brand Identity
Develop consistent messaging that builds and solidifies Morgan Hill’s brand and tells the City’s story with a unified voice.

STRATEGIES:

Develop and implement the City’s brand. Our brand is more than our logo and style guide, it is how we are experienced by our community and the story we tell. Review and if needed, updated the City Style Guide. Provide training to teammates on how to use the City’s Style Guide.

Work with employees, Commissioners, and Council Members to use the City brand correctly to tell the City’s story with a unified voice. Employees can be empowered to help reinforce the City’s brand by incorporating personal stories in media interactions and online engagements.

Implement effective strategies for increasing brand awareness through marketing and advertising.

With the City’s diverse demographics, the most communication impact will come from using both traditional and innovative digital communication tools. Reinforce the notion that the City brand is not the logo and tagline in-and-of themselves; it’s our story, told in many ways over time.

TACTICS:

1. Develop Our Brand Through stakeholder and City teammate engagement, develop the City’s brand. Develop a plan for implementation of the City’s brand. In addition to brand, create the City’s voice/tone. Develop writing style guidelines and establish personality through a voice and tone that engages and entices audiences. Refine core messages about the City to support staff and Council efforts to tell the Morgan Hill story. When possible, tie City messages back to the City’s Sustainable Morgan Hill document.

2. Brand Education for
Employees
Train employees to use the City’s brand and style guide. At least annually and as needed, offer training and education on the City’s brand, brand pillars, and importance of brand consistency.

3. Community
Organizations to
Market the City for
Broader Awareness
Find common interests and collaborative ways to market the City of Morgan Hill and highlight all the great amenities and attractions the community has to offer. Example partners could include Morgan Hill Chamber of Commerce, Visit Morgan Hill, Downtown Association, and nonprofit and public agencies. Partnering with these types of groups can add communication channels for the City to reach a broader audience. Reach out to industry or trade groups that reflect the Morgan Hill market to align storytelling efforts.

4. City Messaging Continue using the Weekly 411 email, Economic Development eNewsletter, Monthly Event Calendar email, YouTube, Town Halls, and

COMMUNICATIONS, OUTREACH, AND ENGAGEMENT PLAN | 17
social media to share information with the community and share our brand.

5. Media Training Working with the media is an integral part of being an elected official. Train Council Members and City teammates on communication and media strategies to speak in a unified voice. Media needs local officials as informed sources. Interviews with local officials are an important source of information just as attending public meetings and reviewing agency documents.

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Measurements of Progress and Success
Track metrics using the key performance indicators to evaluate communication efforts and effectiveness to guide future communications programs and projects.

There are a variety of standard metrics, also known as key performance indicators, which will be used to track the success of the City’s communication techniques. The City will evaluate these metrics on a regular basis and compare them to earlier statistics to understand what techniques are working well and which need improvements, refinement, or further implementation.

Less standard metrics that are quite a bit more challenging to monitor include changes in behavior, attitude, and awareness. These metrics are attached to considerable effort but may give a better picture of outreach effectiveness. The Community Engagement Team will continue to look for proven methods for monitoring these metrics.

Key Performance Indicators
As this Plan is implemented, the Communications Team will evaluate the various key performance indicators (KPI) listed below to determine which KPIs are most effective at tracking our progress and identifying areas to improve.

MEDIA COVERAGE
News Releases The number of digital releases published by the media.

News Sentiment The sentiment of mentions, articles, interviews, or letters to the editor published by the media.

Reach The reach of advertisements both paid and unpaid and news stories in media outlets. Examples include ads and news stories in print and online and the number of people who saw it based on the number of publications printed or the number of people who visited the webpage where the content is located.

E-BLASTS / E-NEWSLETTERS
Subscribers The number of people who have signed up to receive the communication.

Open Rate The average percentage of recipients who open the email or notification.

Click-Through Rate The average percentage of recipients who click on an active link within the email or publication.

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WEBSITE
Unique Visits The number of distinct individuals visiting the site.

Page Views The number of times a page on the site has been viewed.

Top Pages The pages that are visited most frequently – the top 5-10 should be tracked regularly.

Bounce Rates The percentage of people that navigate away from the site after only viewing one page. A lower bounce rate, generally under 70%, means that people are exploring the page and finding the information they need.

Search Terms The more frequently a term is searched, the more likely it is that visitors are not finding what they need and suggest it may need to be displayed more prominently.

SOCIAL MEDIA
Followers The number of people who subscribe to, and follow, the City’s pages.

Engagement The number of people who take action by interacting with the City’s pages including likes, comments, tags, or shares.

Reach The number of people who saw the City’s posts.

Quantity and Quality of
Posts
Number of posts and metrics on content, including photos, videos, events, and polls.

PRINTED MATERIALS AND PAID ADVERTISEMENTS

OTHER METRICS
• Quantity of survey responses
• Council feedback
• Reduction in unsolicited inquiries to departments (demonstrating that the proactive messaging is working at effectively delivering the message)
• Video views
• Poll results that demonstrate community understanding and engagement • Consistency in brand use across departments
• Number of materials translated to Spanish or another language • Positive employee response to storyteller program
Distribution Rates The number of places a printed piece can be found – both physical and online – and the actual number of pieces distributed.

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• Positive community or industry response to advisory groups (quantity and frequency of participation)
• Quantity of community complaints
• Event and forum attendance
To help the City determine the effectiveness of communications, engagement, and outreach efforts, teammates will regularly evaluate:
• Are we communicating as much as we can?
• Are we communicating the correct information - the most important and relevant information, the information the community wants, and the information necessary to form educated and informed opinions and feedback, allowing us to carry out our mission? • Are we using the most effective tools to communicate? • What can we communicate more proactively and consistently in form, visual presentation, and substance?
• What can we do to improve communications, engagement, and outreach overall?

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Conclusion
The City of Morgan Hill’s Communications, Outreach, and Engagement Plan is in place to provide means by which we can increase awareness of our programs and policies, encourage meaningful and productive two-way communication with the community, and generate heightened engagement of our community members. This Plan is meant to grow and change along with our community and the tools and technology available to us.

The City will achieve our goals by consistently providing current, accurate, and concise information to the community about City of Morgan Hill initiatives, city services, and local issues and events. We will foster an engaging environment with our community by soliciting and proactively implementing feedback we receive from constituents.

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Appendices
A. Roles of City Council and City Leadership
B. Social Media Guidelines for Elected Officials
C. Digital Asset Overview

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Appendix A: Roles of City Council and City Leadership

ROLES AND RESPONSIBILITIES MATRIX
Role Responsibility Accountability
City Council
Members
• Know and understand the City’s Communications
Plan, and City Council and Administrative Social
Media Policies and Guidelines.
• Respond to dis- or mis-information and share
factual information about City projects, events,
emergencies, etc.
o To the community
o To each other
o To City Manager and City Attorney
o To the spirit of the Communications,
Outreach, and Engagement Process
City Manager • Ensure Dept. Directors develop communications strategies and plans for their areas of
responsibility in consultation with the PIO.
• Ensure Dept. Directors include the
Communications team in City business that
requires Outreach and Engagement throughout
the process.
o To the City Council
o To the community
o To the City Attorney
o To the spirit of the Communications,
Outreach, and Engagement Process
City Attorney • Ensure communications plans and strategies comply with all City policies, and county, state,
and federal laws.
• Ensure compliance with all outreach and
engagement requirements of California
Environmental Quality Act (CEQA) including those
pertaining to CEQA case law.
o To the City Council
o To the City Manager
o To the spirit of the Communications,
Outreach, and Engagement Process
Executive team
Separate from
Dept. Directors
• Develop the department communications
strategies and plans along with department
specific workflows by trigger in consultation with
the PIO ensuring commitment to continuous
improvement
• Ensure department teammates act in accordance
with the approved plans and strategies, in
consultation with the communications team
o To the City Manager
o To the Communications team
o To the spirit of the Communications,
Outreach, and Engagement Process
o The Community
Teammates
Responsible for
Project
Communications
• Develop project-specific outreach and
communications plan based on the department
workflows by trigger
• Review and share communications outcomes to
evaluate and adjust plans and strategies as
needed.
o To Dept. Directors
o To the Communications Team
o The Community
PIO • Serves as the primary leader and manager of the
City's community engagement efforts, as well as
internal communications among City leadership.
o To the City Manager
o To the community

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• Works with all Dept. Directors on communications
and outreach projects and initiatives.
• Develops, disseminates, and makes available clear,
accurate, timely, and comprehensive information
(across multiple channels) about the City's
programs, services, policies, events, and major
initiatives.
• Cultivates relationships throughout the
community to facilitate effective two-way
communication between the City and
residents/businesses of Morgan Hill.
o To the spirit of the Communications,
Outreach, and Engagement Process

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Appendix B: Social Media Guidelines for Elected Officials Social Media Guidelines for Elected Officials
Elected officials have a role at their agency that is inherently different from staff. Social media is a vital tool for developing direct communications with your stakeholders and creating informal opportunities to reach out beyond official web pages and publications. The extent to which an agency or individual uses social media varies. Before engaging you should assess your risk tolerance and make sure certain laws – such as the California Public Records Act and Brown Act – are followed.

Tips concerning the California Public Records Act and Brown Act • DO not serial post – If a quorum of any public body merely comments on the same social media post, they could be in violation of open meeting laws.
• Be wary of deleting your own posts and those made by followers on your account – The First Amendment protects freedom of speech from government interference, and public agencies must be cautious about censoring an individual’s right to free speech; if an elected official blocks a social media user, it could be argued that they are blocking future speech made by that person.

Clarifying Definitions
• Social media can include websites and applications that enable users to create and share content or to participate in social networking.
• A social platform is a web-based technology that enables the development, deployment, and management of social media solutions and services.
• A third-party system is any system maintained by another entity. This could include Twitter, Facebook, NextDoor, Instagram, WordPress, Google, phone carriers, and more.

Know When Social Media is a Public Record
It is essential to know when social media is a public record as determined by your agency’s legal counsel.

Retention of documents, including social media, is based on the content and not the platform.

Make a clear distinction between official accounts, campaign accounts, and personal accounts. One-way elected officials can clearly distinguish private social media accounts is by adding disclaimers on election and personal accounts. City accounts may not be used for campaign-related purposes.

To keep a personal account from becoming subject to public records, consider some basic precautions. • Post a disclaimer on your accounts that identifies the account purpose and that the opinions you express are your own
• Limit the account content to the use identified in the disclaimer • Understand and use privacy settings to manage the account • Have a plan in place to respond to or forward City-related comments to the agency, including how the record is retained

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Crisis/Emergency Situations
As a crisis begins to emerge, it is critical that elected officials are aware of and follow best practices during an incident and understand the importance of only posting verified communication on all platforms, whether official or personal.

Tips for Using Social Media Effectively and Responsibly during a Crisis • Public vs. private is blurred – Personal posts by elected officials will be interpreted by many as official agency posts; it is essential to only post crisis-related information that has been verified by emergency response team or other appropriate sources. • Link to official accounts – Elected officials can ensure that those affected receive verified information by linking to/sharing/reposting official agency social media accounts. • Coordinate all crisis-related posts with the City Manager and PIO – “Rogue” and unconfirmed posting is one of the most frequent causes of misinformation and inaccurate rumors during a crisis.

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Appendix C: Digital Asset Overview
Website
MorganHill.ca.gov
The City of Morgan Hill completed a website refresh in 2020. According to the website analytics, typical behavior for users of our site is to land on the homepage then select one of these pages and drill down (Top ten pages visited as of January 2022 - listed in order of popularity):

1. Vaccine & Testing Page

2. Centennial Recreation Center

3. COVID-19 Landing Page

4. Utilities

5. Police Department

6. Recreation Membership

7. Aquatics

8. Recreation Guide

9. Employment

10. Recreation Center Rates
Social Media
Followers/Subscribers (as of January 2022)
• City of Morgan Hill Engage Facebook
5,961 followers
• Aquatics Center Facebook
7,711 followers
• NextDoor
17,730 members
• Morgan Hill Police Department Facebook
18,302 Followers
• Senior Center Facebook
517 followers
• Twitter
1,585 followers
• Recreation Facebook
3,567 Followers
• CCC Facebook
3,363 followers
• YouTube
165 Subscribers
• Environmental Programs Facebook
609 followers
• Instagram
1,932 followers
Website Notify Me
Notifications that are currently sent out include: City Council and Commission Agendas, Commission Recruitments, the Scoop, Upcoming events, Development Project Updates. This is not an exhaustive list.

Subscribers (as of January 2022)
• City Council Agendas
524
• The Scoop
93 • Commission Agendas (all 3 commissions)
975
• Upcoming Events
314
• Commission Recruitments
88 • Development Project Updates (various
projects)
1,115

COMMUNICATIONS, OUTREACH, AND ENGAGEMENT PLAN | 28
E-Communications
Emails that are currently sent out include: the Weekly 411, Monthly Event Calendar, Economic Development Newsletter, COVID Updates, City Project Updates, Special Project Updates, Development Project Updates, and Surveys. This is not an exhaustive list.

Subscribers (as of January 2022)
• General Interest
12,332
• Monthly Event Calendar
4,971
• Environmental Programs Updates
1,703
• Recreation Program and Event Updates
4,361
• Major City Maintenance Projects
709
• Información en Español
160

CITY OF MORGAN HILL

MANAGEMENT, PROFESSIONAL, AND CONFIDENTIAL EMPLOYEE GROUP

SALARY SCHEDULE
Job Classification Bottom of
Range
Top of Range
Monthly
Group 1-A: Executive Management
Assistant City Manager for Administrative Services * $15,495 $20,361 Assistant City Manager for Development Services $15,495 $20,361 Chief of Police $15,495 $20,361
Public Services Director $15,495 $20,361
Community Services Director * $14,760 $19,436
Development Services Director $14,760 $19,436
Economic Development Director $14,760 $19,436
Engineering and Utilities Director * $14,760 $19,436
Finance Director $14,760 $19,436
Housing Director $14,760 $19,436
Communications and Engagement Director* $12,736 $16,736 Human Resources Director $12,736 $16,736
Information Technology Director $12,736 $16,736
Group 1-B: Middle Management
Police Captain $12,989 $17,066
Building Official $12,736 $16,736
City Clerk/Public Information Officer $12,736 $16,736
Deputy Director for Engineering $12,736 $16,736
Deputy Director for Utilities Services $12,736 $16,736
Housing Manager* $12,736 $16,736
Planning Manager * $12,736 $16,736
Program Administrator $12,736 $16,736
Assistant City Attorney $11,934 $15,655
Assistant to the City Manager * $11,934 $15,655
City Clerk $11,934 $15,655
Economic Development Manager* $11,259 $14,769
Environmental Services Administrator $11,259 $14,769
Principal Planner $11,259 $14,769
Senior Civil Engineer $11,259 $14,769
Senior Project Manager $11,259 $14,769
Budget Manager $10,411 $13,693
Building Manager * $10,411 $13,693
Communications and Engagement Manager * $10,411 $13,693 Community Services Manager * $10,411 $13,693
Environmental Services Manager $10,411 $13,693
Information Services Manager * $10,411 $13,693
Maintenance Manager $10,411 $13,693
Police Support Services Manager $10,411 $13,693
Recreation Manager $10,411 $13,693
Supervising Civil Engineer $10,411 $13,693
Utility Systems Manager $10,411 $13,693
Accounting Manager * $9,691 $12,739
Financial and Policy Analyst * $9,691 $12,739
Police Administrative Manager $9,691 $12,739
Public Services Administrative Manager $9,691 $12,739
Senior Planner $9,691 $12,739
Community Services Supervisor $8,780 $11,203
Council Services and Records Manager * $8,780 $11,203
Deputy City Attorney * $8,780 $11,203
Economic Development Coordinator $8,780 $11,203
Emergency Services Coordinator $8,780 $11,203
GIS / Land Use Data Administrator $8,780 $11,203
Maintenance Services Coordinator $8,780 $11,203
Older Adult Services Supervisor $8,780 $11,203
Programmer Analyst $8,780 $11,203
Senior Human Resources Analyst $8,780 $11,203
Risk Management Analyst (.50 FTE) $4,185 $5,491
Group 1-C: Confidential Exempt
Administrative Analyst $8,369 $10,982
Legal Specialist $7,530 $9,907
Group 1-D: Confidential Non-Exempt
Accounting Technician $6,676 $8,761
Human Resources Technician $6,676 $8,761
Human Resources Assistant * $5,228 $6,839
***Monthly figures are rounded to the nearest $1.00
Effective: December 26, 2021 * Currently Unfunded Positions

CITY OF MORGAN HILL

MANAGEMENT, PROFESSIONAL, AND CONFIDENTIAL EMPLOYEE GROUP

SALARY SCHEDULE
CPI below 2% Increase is 2%
Job Classification Bottom of
Range
Top of Range
Monthly
Group 1-A: Executive Management
Assistant City Manager for Administrative Services * $15,805 $20,768 Assistant City Manager for Development Services $15,805 $20,768 Chief of Police $15,805 $20,768
Public Services Director $15,805 $20,768
Community Services Director * $15,055 $19,825
Development Services Director $15,055 $19,825
Economic Development Director $15,055 $19,825
Engineering and Utilities Director * $15,055 $19,825
Finance Director $15,055 $19,825
Housing Director $15,055 $19,825
Communications and Engagement Director* $12,991 $17,071 Human Resources Director $12,991 $17,071
Information Technology Director $12,991 $17,071
Group 1-B: Middle Management
Police Captain $13,249 $17,408
Building Official $12,991 $17,071
City Clerk/Public Information Officer $12,991 $17,071
Deputy Director for Engineering $12,991 $17,071
Deputy Director for Utilities Services $12,991 $17,071
Housing Manager* $12,991 $17,071
Planning Manager * $12,991 $17,071
Program Administrator $12,991 $17,071
Assistant City Attorney $12,173 $15,968
Assistant to the City Manager * $12,173 $15,968
City Clerk $12,173 $15,968
Economic Development Manager* $11,485 $15,065
Environmental Services Administrator $11,485 $15,065
Principal Planner $11,485 $15,065
Senior Civil Engineer $11,485 $15,065
Senior Project Manager $11,485 $15,065
Budget Manager $10,620 $13,967
Building Manager * $10,620 $13,967
Communications and Engagement Manager * $10,620 $13,967 Community Services Manager * $10,620 $13,967
Environmental Services Manager $10,620 $13,967
Information Services Manager * $10,620 $13,967
Maintenance Manager $10,620 $13,967
Police Support Services Manager $10,620 $13,967
Recreation Manager $10,620 $13,967
Supervising Civil Engineer $10,620 $13,967
Utility Systems Manager $10,620 $13,967
Accounting Manager * $9,885 $12,993
Financial and Policy Analyst * $9,885 $12,993
Police Administrative Manager $9,885 $12,993
Public Services Administrative Manager $9,885 $12,993
Senior Planner $9,885 $12,993
Community Services Supervisor $8,956 $11,427
Council Services and Records Manager * $8,956 $11,427
Deputy City Attorney * $8,956 $11,427
Economic Development Coordinator $8,956 $11,427
Emergency Services Coordinator $8,956 $11,427
GIS / Land Use Data Administrator $8,956 $11,427
Maintenance Services Coordinator $8,956 $11,427
Older Adult Services Supervisor $8,956 $11,427
Programmer Analyst $8,956 $11,427
Senior Human Resources Analyst $8,956 $11,427
Risk Management Analyst (.50 FTE) $4,269 $5,601
Group 1-C: Confidential Exempt
Administrative Analyst $8,536 $11,201
Legal Specialist $7,680 $10,105
Group 1-D: Confidential Non-Exempt
Accounting Technician $6,810 $8,936
Human Resources Technician $6,810 $8,936
Human Resources Assistant * $5,333 $6,976
***Monthly figures are rounded to the nearest $1.00
Effective: December 25, 2022 * Currently Unfunded Positions

CITY OF MORGAN HILL

MANAGEMENT, PROFESSIONAL, AND CONFIDENTIAL EMPLOYEE GROUP

SALARY SCHEDULE
CPI more than 2% Increase is 2.5%
Job Classification Bottom of
Range
Top of Range
Monthly
Group 1-A: Executive Management
Assistant City Manager for Administrative Services * $15,882 $20,870 Assistant City Manager for Development Services $15,882 $20,870 Chief of Police $15,882 $20,870
Public Services Director $15,882 $20,870
Community Services Director * $15,129 $19,922
Development Services Director $15,129 $19,922
Economic Development Director $15,129 $19,922
Engineering and Utilities Director * $15,129 $19,922
Finance Director $15,129 $19,922
Housing Director $15,129 $19,922
Communications and Engagement Director* $13,055 $17,155 Human Resources Director $13,055 $17,155
Information Technology Director $13,055 $17,155
Group 1-B: Middle Management
Police Captain $13,313 $17,493
Building Official $13,055 $17,155
City Clerk/Public Information Officer $13,055 $17,155
Deputy Director for Engineering $13,055 $17,155
Deputy Director for Utilities Services $13,055 $17,155
Housing Manager* $13,055 $17,155
Planning Manager * $13,055 $17,155
Program Administrator $13,055 $17,155
Assistant City Attorney $12,232 $16,046
Assistant to the City Manager * $12,232 $16,046
City Clerk $12,233 $16,046
Economic Development Manager* $11,541 $15,138
Environmental Services Administrator $11,541 $15,138
Principal Planner $11,541 $15,138
Senior Civil Engineer $11,541 $15,138
Senior Project Manager $11,541 $15,138
Budget Manager $10,672 $14,036
Building Manager * $10,672 $14,036
Communications and Engagement Manager * $10,672 $14,036 Community Services Manager * $10,672 $14,036
Environmental Services Manager $10,672 $14,036
Information Services Manager * $10,672 $14,036
Maintenance Manager $10,672 $14,036
Police Support Services Manager $10,672 $14,036
Recreation Manager $10,672 $14,036
Supervising Civil Engineer $10,672 $14,036
Utility Systems Manager $10,672 $14,036
Accounting Manager * $9,934 $13,057
Financial and Policy Analyst * $9,934 $13,057
Police Administrative Manager $9,934 $13,057
Public Services Administrative Manager $9,934 $13,057
Senior Planner $9,934 $13,057
Community Services Supervisor $8,999 $11,483
Council Services and Records Manager * $8,999 $11,483
Deputy City Attorney * $8,999 $11,483
Economic Development Coordinator $8,999 $11,483
Emergency Services Coordinator $8,999 $11,483
GIS / Land Use Data Administrator $8,999 $11,483
Maintenance Services Coordinator $8,999 $11,483
Older Adult Services Supervisor $8,999 $11,483
Programmer Analyst $8,999 $11,483
Senior Human Resources Analyst $8,999 $11,483
Risk Management Analyst (.50 FTE) $4,290 $5,629
Group 1-C: Confidential Exempt
Administrative Analyst $8,578 $11,256
Legal Specialist $7,718 $10,155
Group 1-D: Confidential Non-Exempt
Accounting Technician $6,843 $8,980
Human Resources Technician $6,843 $8,980
Human Resources Assistant * $5,359 $7,010
***Monthly figures are rounded to the nearest $1.00
Effective: December 25, 2022 * Currently Unfunded Positions

Exhibit A
Effective 12/26/2021 (4% increase) Monthly figures are rounded to the nearest $1.00Position A Monthly A Hourly B Monthly B Hourly C Monthly C Hourly D Monthly D Hourly E Monthly E Hourly F Monthly F HourlyAccountant I 7,623 $ 43.98 $ 8,004 $ 46.18 $ 8,404 $ 48.49 $ 8,824 $ 50.91 $ 9,266 $ 53.46 $ 9,730 $ 56.13 $ Accounting Asst. I 5,040 29.08 5,292 30.53 5,557 32.06 5,835 33.66 6,127 35.35 6,433 37.11 Accounting Asst. II 5,275 30.43 5,539 31.96 5,816 33.55 6,106 35.23 6,411 36.99 6,731 38.83 Assistant Planner 7,623 43.98 8,004 46.18 8,404 48.49 8,824 50.91 9,266 53.46 9,730 56.13 Assistant Engineer 8,469 48.86 8,893 51.31 9,338 53.87 9,804 56.56 10,294 59.39 10,810 62.36Associate Planner 8,206 47.34 8,617 49.71 9,047 52.19 9,499 54.80 9,974 57.54 10,473 60.42 Associate Engineer 9,838 56.76 10,330 59.60 10,846 62.57 11,389 65.71 11,958 68.99 12,556 72.44 Business Assistant 5,842 33.70 6,135 35.39 6,441 37.16 6,763 39.02 7,102 40.97 7,457 43.02 Building Inspector II 8,510 49.10 8,934 51.54 9,381 54.12 9,850 56.83 10,343 59.67 10,860 62.65Building Inspector Supervisor 10,011 57.75 10,511 60.64 11,037 63.67 11,589 66.86 12,168 70.20 12,776 73.71 Code Compliance Officer 7,708 44.47 8,093 46.69 8,498 49.03 8,923 51.48 9,370 54.05 9,838 56.76 Communication and Engagement Coordinator 45.10 7,817 8,208 47.35 8,619 49.73 9,050 52.21 9,503 54.82 9,978 57.56 Community Services Coordinator 6,415 37.01 6,736 38.86 7,073 40.81 7,427 42.85 7,798 44.99 8,189 47.24 Council Services Assistant 5,804 33.48 6,093 35.15 6,399 36.92 6,719 38.76 7,055 40.70 7,407 42.73 Custodian 3,884 22.41 4,078 23.53 4,282 24.71 4,497 25.94 4,722 27.24 4,958 28.61 Development Services Technician 6,732 38.84 7,069 40.78 7,422 42.82 7,793 44.96 8,183 47.21 8,593 49.57 Electrician 8,019 46.26 8,420 48.58 8,842 51.01 9,283 53.56 9,748 56.24 10,236 59.05 Engineering Technician I 5,952 34.34 6,249 36.05 6,561 37.85 6,890 39.75 7,234 41.73 7,595 43.82 Engineering Technician II 6,581 37.97 6,910 39.87 7,256 41.86 7,618 43.95 7,999 46.15 8,400 48.46 Environmental Programs Coordinator 7,623 43.98 8,004 46.18 8,404 48.49 8,824 50.91 9,266 53.46 9,730 56.13 Exec. Asst. to the Chief of Police 5,952 34.34 6,249 36.05 6,561 37.85 6,890 39.75 7,234 41.73 7,595 43.82 Facilities Maintenance Specialist 6,415 37.01 6,736 38.86 7,073 40.81 7,427 42.85 7,798 44.99 8,189 47.24 Housing Program Coordinator 8,206 47.34 8,617 49.71 9,047 52.19 9,499 54.80 9,974 57.54 10,473 60.42 Information Services Technician 7,623 43.98 8,004 46.18 8,404 48.49 8,824 50.91 9,266 53.46 9,730 56.13 Junior Engineer 7,623 43.98 8,004 46.18 8,404 48.49 8,824 50.91 9,266 53.46 9,730 56.13 Maintenance Worker I 5,275 30.43 5,539 31.96 5,816 33.55 6,106 35.23 6,411 36.99 6,731 38.83 Maintenance Worker II 5,820 33.58 6,112 35.26 6,417 37.02 6,738 38.87 7,075 40.82 7,429 42.86 Maintenance Supervisor 8,454 48.77 8,876 51.21 9,320 53.77 9,786 56.46 10,275 59.28 10,789 62.24 Management Analyst 7,817 45.10 8,208 47.35 8,619 49.73 9,050 52.21 9,503 54.82 9,978 57.56 Multimedia Coordinator 5,842 33.70 6,135 35.39 6,441 37.16 6,763 39.02 7,102 40.97 7,457 43.02 Municipal Services Assistant 5,559 32.07 5,836 33.67 6,128 35.35 6,434 37.12 6,755 38.97 7,093 40.92 Office Assistant I 4,009 23.13 4,210 24.29 4,420 25.50 4,642 26.78 4,873 28.12 5,117 29.52 Office Assistant II 5,040 29.08 5,292 30.53 5,557 32.06 5,835 33.66 6,127 35.35 6,433 37.11 Plan Check Engineer 57.75 10,011 10,511 60.64 11,037 63.67 11,589 66.86 12,168 70.20 12,776 73.71 Plans Examiner 8,510 49.10 8,934 51.54 9,381 54.12 9,850 56.83 10,343 59.67 10,860 62.65Police Analyst 8,620 49.73 9,052 52.22 9,504 54.83 9,979 57.57 10,478 60.45 11,002 63.47Public Works Inspection Supervisor 10,011 57.75 10,511 60.64 11,037 63.67 11,589 66.86 12,168 70.20 12,776 73.71 Public Works Inspector 8,019 46.26 8,419 48.57 8,840 51.00 9,282 53.55 9,746 56.23 10,233 59.04 Recreation Services Coordinator 6,415 37.01 6,736 38.86 7,073 40.81 7,427 42.85 7,798 44.99 8,189 47.24 Senior Accountant 8,385 48.38 8,804 50.79 9,244 53.33 9,707 56.00 10,192 58.80 10,702 61.74Senior Maintenance Worker 6,415 37.01 6,736 38.86 7,073 40.81 7,427 42.85 7,798 44.99 8,189 47.24 Senior Utility Worker 6,415 37.01 6,736 38.86 7,073 40.81 7,427 42.85 7,798 44.99 8,189 47.24 Senior Public Works Inspector 8,620 49.73 9,052 52.22 9,504 54.83 9,979 57.57 10,478 60.45 11,002 63.47Support Services Supervisor 7,605 43.87 7,984 46.06 8,384 48.37 8,803 50.78 9,243 53.33 9,706 55.99 Unhoused Specialist 6,415 37.01 6,736 38.86 7,073 40.81 7,427 42.85 7,798 44.99 8,189 47.24 Utility Worker I 5,275 30.43 5,539 31.96 5,816 33.55 6,106 35.23 6,411 36.99 6,731 38.83 Utility Worker II 5,820 33.58 6,112 35.26 6,417 37.02 6,738 38.87 7,075 40.82 7,429 42.86 Utility Supervisor 8,593 49.57 9,022 52.05 9,473 54.65 9,947 57.38 10,443 60.25 10,966 63.26 Water Quality Specialist 7,086 40.88 7,440 42.93 7,812 45.07 8,202 47.32 8,612 49.69 9,042 52.17 CITY OF MORGAN HILL AFSCME LOCAL 101 MONTHLY SALARY FOR REGULAR EMPLOYEES BY CLASSIFICATION

Exhibit B CPI under 2% Increase is 2% Monthly figures are rounded to the nearest $1.00 Effective 12/25/2022 (2% increase)Position A Monthly A Hourly B Monthly B Hourly C Monthly C Hourly D Monthly D Hourly E Monthly E Hourly F Monthly F HourlyAccountant I 7,775 $ 44.86 $ 8,164 $ 47.10 $ 8,572 $ 49.46 $ 9,001 $ 51.93 $ 9,451 $ 54.53 $ 9,924 $ 57.26 $ Accounting Asst. I 5,141 29.66 5,398 31.14 5,668 32.70 5,952 34.34 6,249 36.05 6,562 37.86 Accounting Asst. II 5,381 31.04 5,650 32.59 5,932 34.22 6,228 35.93 6,539 37.73 6,866 39.61 Assistant Planner 7,775 44.86 8,164 47.10 8,572 49.46 9,001 51.93 9,451 54.53 9,924 57.26 Assistant Engineer 8,638 49.83 9,071 52.33 9,525 54.95 10,000 57.69 10,500 60.58 11,026 63.61 Associate Planner 8,370 48.29 8,789 50.71 9,228 53.24 9,689 55.90 10,174 58.69 10,683 61.63Associate Engineer 10,034 57.89 10,536 60.79 11,063 63.83 11,617 67.02 12,197 70.37 12,807 73.89 Business Assistant 5,959 34.38 6,257 36.10 6,570 37.90 6,899 39.80 7,244 41.79 7,606 43.88 Building Inspector II 8,680 50.08 9,113 52.58 9,568 55.20 10,047 57.96 10,549 60.86 11,077 63.91 Building Inspector Supervisor 10,211 58.91 10,721 61.85 11,257 64.95 11,820 68.19 12,412 71.60 13,032 75.18 Code Compliance Officer 7,862 45.36 8,255 47.63 8,668 50.01 9,102 52.51 9,557 55.14 10,034 57.89 Communication and Engagement Coordinator 46.00 7,973 8,372 48.30 8,791 50.72 9,231 53.26 9,693 55.92 10,177 58.71 Community Services Coordinator 6,543 37.75 6,871 39.64 7,215 41.62 7,575 43.70 7,954 45.89 8,352 48.19 Council Services Assistant 5,920 34.15 6,215 35.86 6,527 37.65 6,853 39.54 7,196 41.51 7,555 43.59 Custodian 3,962 22.86 4,160 24.00 4,368 25.20 4,587 26.46 4,816 27.79 5,058 29.18 Development Services Technician 6,867 39.62 7,210 41.60 7,571 43.68 7,949 45.86 8,347 48.15 8,765 50.56 Electrician 8,179 47.19 8,589 49.55 9,018 52.03 9,469 54.63 9,943 57.36 10,440 60.23 Engineering Technician I 6,071 35.03 6,374 36.77 6,693 38.61 7,027 40.54 7,378 42.57 7,747 44.70 Engineering Technician II 6,713 38.73 7,049 40.67 7,401 42.70 7,771 44.83 8,159 47.07 8,568 49.43 Environmental Programs Coordinator 7,775 44.86 8,164 47.10 8,572 49.46 9,001 51.93 9,451 54.53 9,924 57.26 Exec. Asst. to the Chief of Police 6,071 35.03 6,374 36.77 6,693 38.61 7,027 40.54 7,378 42.57 7,747 44.70 Facilities Maintenance Specialist 6,543 37.75 6,871 39.64 7,215 41.62 7,575 43.70 7,954 45.89 8,352 48.19 Housing Program Coordinator 8,370 48.29 8,789 50.71 9,228 53.24 9,689 55.90 10,174 58.69 10,683 61.63 Information Services Technician 7,775 44.86 8,164 47.10 8,572 49.46 9,001 51.93 9,451 54.53 9,924 57.26 Junior Engineer 7,775 44.86 8,164 47.10 8,572 49.46 9,001 51.93 9,451 54.53 9,924 57.26 Maintenance Worker I 5,381 31.04 5,650 32.59 5,932 34.22 6,228 35.93 6,539 37.73 6,866 39.61 Maintenance Worker II 5,937 34.25 6,234 35.96 6,545 37.76 6,873 39.65 7,217 41.64 7,578 43.72 Maintenance Supervisor 8,623 49.75 9,053 52.23 9,507 54.85 9,982 57.59 10,480 60.46 11,005 63.49Management Analyst 7,973 46.00 8,372 48.30 8,791 50.72 9,231 53.26 9,693 55.92 10,177 58.71 Multimedia Coordinator 5,959 34.38 6,257 36.10 6,570 37.90 6,899 39.80 7,244 41.79 7,606 43.88 Municipal Services Assistant 5,670 32.71 5,953 34.34 6,250 36.06 6,563 37.86 6,890 39.75 7,235 41.74 Office Assistant I 4,090 23.59 4,294 24.77 4,509 26.01 4,735 27.31 4,971 28.68 5,219 30.11 Office Assistant II 5,141 29.66 5,398 31.14 5,668 32.70 5,952 34.34 6,249 36.05 6,562 37.86 Plan Check Engineer 10,211 58.91 10,721 61.85 11,257 64.95 11,820 68.19 12,412 71.60 13,032 75.18 Plans Examiner 8,680 50.08 9,113 52.58 9,568 55.20 10,047 57.96 10,549 60.86 11,077 63.91 Police Analyst 8,792 50.73 9,233 53.26 9,694 55.93 10,178 58.72 10,687 61.66 11,222 64.74 Public Works Inspection Supervisor 10,211 58.91 10,721 61.85 11,257 64.95 11,820 68.19 12,412 71.60 13,032 75.18 Public Works Inspector 8,179 47.19 8,588 49.54 9,017 52.02 9,468 54.62 9,941 57.35 10,438 60.22 Recreation Services Coordinator 6,543 37.75 6,871 39.64 7,215 41.62 7,575 43.70 7,954 45.89 8,352 48.19 Senior Accountant 8,553 49.34 8,980 51.81 9,429 54.40 9,901 57.12 10,396 59.98 10,916 62.98 Senior Maintenance Worker 6,543 37.75 6,871 39.64 7,215 41.62 7,575 43.70 7,954 45.89 8,352 48.19 Senior Utility Worker 6,543 37.75 6,871 39.64 7,215 41.62 7,575 43.70 7,954 45.89 8,352 48.19 Senior Public Works Inspector 8,792 50.73 9,233 53.26 9,694 55.93 10,178 58.72 10,687 61.66 11,222 64.74 Support Services Supervisor 7,757 44.75 8,144 46.98 8,551 49.33 8,979 51.80 9,428 54.39 9,900 57.11 Unhoused Specialist 6,543 37.75 6,871 39.64 7,215 41.62 7,575 43.70 7,954 45.89 8,352 48.19 Utility Worker I 5,381 31.04 5,650 32.59 5,932 34.22 6,228 35.93 6,539 37.73 6,866 39.61 Utility Worker II 5,937 34.25 6,234 35.96 6,545 37.76 6,873 39.65 7,217 41.64 7,578 43.72 Utility Supervisor 8,765 50.56 9,202 53.09 9,662 55.74 10,146 58.53 10,652 61.46 11,185 64.53 Water Quality Specialist 7,228 41.70 7,589 43.78 7,968 45.97 8,366 48.27 8,784 50.68 9,223 53.21

Exhibit C CPI more than 2% Increase is 2.5% Monthly figures are rounded to the nearest $1.00 Effective 12/25/2022 (2.50% increase) Position A Monthly A Hourly B Monthly B Hourly C Monthly C Hourly D Monthly D Hourly E Monthly E Hourly F Monthly F HourlyAccountant I 7,814 $ 45.08 $ 8,204 $ 47.33 $ 8,614 $ 49.70 $ 9,045 $ 52.18 $ 9,498 $ 54.79 $ 9,973 $ 57.54 $ Accounting Asst. I 5,166 29.80 5,425 31.30 5,696 32.86 5,981 34.51 6,280 36.23 6,594 38.04 Accounting Asst. II 5,407 31.19 5,677 32.75 5,961 34.39 6,258 36.11 6,571 37.91 6,900 39.80 Assistant Planner 7,814 45.08 8,204 47.33 8,614 49.70 9,045 52.18 9,498 54.79 9,973 57.54 Assistant Engineer 8,680 50.08 9,116 52.59 9,572 55.22 10,049 57.98 10,552 60.88 11,080 63.92 Associate Planner 8,411 48.52 8,832 50.95 9,273 53.50 9,737 56.17 10,224 58.98 10,735 61.93Associate Engineer 10,084 58.17 10,588 61.08 11,117 64.14 11,674 67.35 12,257 70.71 12,870 74.25 Business Assistant 5,988 34.55 6,288 36.28 6,602 38.09 6,933 40.00 7,279 42.00 7,643 44.09 Building Inspector II 8,723 50.32 9,158 52.83 9,615 55.47 10,096 58.25 10,601 61.16 11,131 64.22 Building Inspector Supervisor 10,261 59.20 10,774 62.16 11,313 65.26 11,878 68.53 12,472 71.96 13,096 75.55 Code Compliance Officer 7,901 45.58 8,296 47.86 8,711 50.26 9,146 52.77 9,604 55.41 10,084 58.17 Communication and Engagement Coordinator 46.22 8,012 8,413 48.54 8,835 50.97 9,277 53.52 9,740 56.19 10,227 59.00 Community Services Coordinator 6,575 37.93 6,904 39.83 7,250 41.83 7,612 43.92 7,993 46.12 8,393 48.42 Council Services Assistant 5,949 34.32 6,246 36.03 6,559 37.84 6,887 39.73 7,231 41.72 7,592 43.80 Custodian 3,982 22.97 4,180 24.12 4,390 25.32 4,610 26.59 4,840 27.92 5,082 29.32 Development Services Technician 6,901 39.81 7,245 41.80 7,608 43.89 7,988 46.08 8,388 48.39 8,807 50.81 Electrician 8,219 47.42 8,631 49.79 9,063 52.28 9,516 54.90 9,992 57.64 10,492 60.53 Engineering Technician I 6,101 35.20 6,406 36.95 6,725 38.80 7,062 40.74 7,415 42.78 7,785 44.91 Engineering Technician II 6,745 38.92 7,083 40.86 7,437 42.91 7,809 45.05 8,199 47.30 8,610 49.67 Environmental Programs Coordinator 7,814 45.08 8,204 47.33 8,614 49.70 9,045 52.18 9,498 54.79 9,973 57.54 Exec. Asst. to the Chief of Police 6,101 35.20 6,406 36.95 6,725 38.80 7,062 40.74 7,415 42.78 7,785 44.91 Facilities Maintenance Specialist 6,575 37.93 6,904 39.83 7,250 41.83 7,612 43.92 7,993 46.12 8,393 48.42 Housing Program Coordinator 8,411 48.52 8,832 50.95 9,273 53.50 9,737 56.17 10,224 58.98 10,735 61.93 Information Services Technician 7,814 45.08 8,204 47.33 8,614 49.70 9,045 52.18 9,498 54.79 9,973 57.54 Junior Engineer 7,814 45.08 8,204 47.33 8,614 49.70 9,045 52.18 9,498 54.79 9,973 57.54 Maintenance Worker I 5,407 31.19 5,677 32.75 5,961 34.39 6,258 36.11 6,571 37.91 6,900 39.80 Maintenance Worker II 5,966 34.42 6,265 36.14 6,577 37.95 6,907 39.85 7,252 41.84 7,615 43.93 Maintenance Supervisor 8,665 49.99 9,098 52.49 9,553 55.11 10,031 57.87 10,532 60.76 11,059 63.80 Management Analyst 8,012 46.22 8,413 48.54 8,835 50.97 9,277 53.52 9,740 56.19 10,227 59.00 Multimedia Coordinator 5,988 34.55 6,288 36.28 6,602 38.09 6,933 40.00 7,279 42.00 7,643 44.09 Municipal Services Assistant 5,698 32.87 5,982 34.51 6,281 36.24 6,595 38.05 6,924 39.95 7,270 41.94 Office Assistant I 4,110 23.71 4,315 24.90 4,531 26.14 4,758 27.45 4,995 28.82 5,245 30.26 Office Assistant II 5,166 29.80 5,425 31.30 5,696 32.86 5,981 34.51 6,280 36.23 6,594 38.04 Plan Check Engineer 10,261 59.20 10,774 62.16 11,313 65.26 11,878 68.53 12,472 71.96 13,096 75.55 Plans Examiner 8,723 50.32 9,158 52.83 9,615 55.47 10,096 58.25 10,601 61.16 11,131 64.22 Police Analyst 8,836 50.97 9,278 53.53 9,741 56.20 10,228 59.01 10,740 61.96 11,277 65.06 Public Works Inspection Supervisor 10,261 59.20 10,774 62.16 11,313 65.26 11,878 68.53 12,472 71.96 13,096 75.55 Public Works Inspector 8,219 47.42 8,630 49.79 9,061 52.28 9,514 54.89 9,989 57.63 10,489 60.51 Recreation Services Coordinator 6,575 37.93 6,904 39.83 7,250 41.83 7,612 43.92 7,993 46.12 8,393 48.42 Senior Accountant 8,595 49.58 9,024 52.06 9,476 54.67 9,949 57.40 10,447 60.27 10,970 63.29Senior Maintenance Worker 6,575 37.93 6,904 39.83 7,250 41.83 7,612 43.92 7,993 46.12 8,393 48.42 Senior Utility Worker 6,575 37.93 6,904 39.83 7,250 41.83 7,612 43.92 7,993 46.12 8,393 48.42 Senior Public Works Inspector 8,836 50.97 9,278 53.53 9,741 56.20 10,228 59.01 10,740 61.96 11,277 65.06 Support Services Supervisor 7,795 44.97 8,184 47.21 8,593 49.58 9,023 52.05 9,474 54.66 9,948 57.39 Unhoused Specialist 6,575 37.93 6,904 39.83 7,250 41.83 7,612 43.92 7,993 46.12 8,393 48.42 Utility Worker I 5,407 31.19 5,677 32.75 5,961 34.39 6,258 36.11 6,571 37.91 6,900 39.80 Utility Worker II 5,966 34.42 6,265 36.14 6,577 37.95 6,907 39.85 7,252 41.84 7,615 43.93 Utility Supervisor 8,807 50.81 9,247 53.35 9,709 56.02 10,195 58.82 10,705 61.76 11,240 64.84 Water Quality Specialist 7,263 41.90 7,626 44.00 8,008 46.20 8,408 48.50 8,827 50.93 9,269 53.47