17 This ordinance is not a project as defined in Section 15378 of the State CEQA guidelines as it is an administrative activity of government that will not result in direct or indirect physical changes in the environment.
ORDINANCE NO. XXXX, NEW SERIES
AN ORDINANCE OF THE CITY OF MORGAN HILL
ADDING A NEW CHAPTER 9.18 (“SIDESHOWS”) TO
TITLE 9 (“PUBLIC PEACE, MORALS AND WELFARE) OF
THE MORGAN HILL MUNICIPAL CODE TO PROHIBIT
SPECTATORS AT ILLEGAL SPEED CONTESTS,
EXHIBITIONS OF SPEED OR RECKLESS DRIVING
EXHIBITIONS
THE CITY COUNCIL OF THE CITY OF MORGAN HILL DOES HEREBY ORDAIN AND ENACT AS FOLLOWS:
SECTION 1. Chapter 9.18 (“Sideshows) of Title 9 (“Public Peace, Morals and Welfare”) is hereby added to read as follows:
“9.18.010—Definitions
For purposes of this section, the following definitions shall apply:
A. “Illegal motor vehicle speed contest” and “exhibition of speed" shall have the same meaning as in California Vehicle Code Section 23109 subsections (a) and (c), as may be amended;
B. "Reckless Driving Exhibition" shall the same meaning as in California Vehicle Code Section 23103, as may be amended.
C. "Off-street Parking Facility" shall have the same meaning as California Vehicle Code Section 12500 subsection (c), as may be amended.
D. "Spectator" shall mean any person who is present at an illegal motor vehicle speed contest, exhibition of speed or reckless driving exhibition for the purpose of viewing, observing, watching, or witnessing the event as it progresses. A "spectator" includes any person at the location of the event without regard to whether the person arrived at the event by driving a vehicle, riding as a passenger in a vehicle, walking, or arriving by some other means;
E. A person is "present" at the illegal motor vehicle speed contest, exhibition of speed or reckless driving exhibition if that person is within 150 feet of the location of the event, or within 150 feet of the street or highway where preparations are being made for the event;
F. "Preparations" means any of the following acts done for the purpose of a motor vehicle speed contest or exhibition of speed:
1. One or more motor vehicles or persons has arrived at a predetermined location for the purpose of participating in or being a spectator at the event;
City of Morgan Hill
Ordinance No. XXXX, New Series
2 2. One (1) or more persons have gathered on, or adjacent to, a public street or highway;
3. One (1) or more persons have gathered in an off-street Parking Facility;
4. One (1) or more persons have impeded the free public use of a public street, highway, or off-street Parking Facility by acts, words or physical barriers;
5. One (1) or more motor vehicles have lined up on a public street, highway, or offstreet Parking Facility with motors running;
6. One (1) or more drivers are revving a motor vehicle's engine or causing the motor vehicle's tires to spin; or
7. A person is standing or sitting in a location to act as a race starter
9.18.020—Spectators Prohibited at Illegal Motor Vehicle Speed Contest, Exhibition of Speed and Reckless Driving Exhibitions
It shall be unlawful for any person to:
A. Be knowingly present as a Spectator at an illegal motor vehicle speed contest or exhibition of speed conducted on a public street or highway; or B. Be knowingly present as a Spectator at a reckless driving exhibition conducted on a public street or highway or in an off-street Parking Facility.
C. Be knowingly present as a Spectator where Preparations are being made for an illegal motor vehicle speed contest or exhibition of speed conducted on a public street or highway; or.
D. Be knowingly present as a Spectator where Preparations are being made for a reckless driving exhibition conducted on a public street or highway or in an off-street Parking Facility.
E. Nothing in this Section prohibits peace officers or their agents who are acting in the course of their official duties from being Spectators at an illegal motor vehicle speed contest, exhibition of speed or reckless driving exhibition or Spectators at the location of Preparations for either of these activities.
9.18.030—Encouraging Spectators to Gather at Illegal Motor Vehicle Speed Contest, Exhibition of Speed and Reckless Driving Exhibition Prohibited.
A. It shall be unlawful for any person to knowingly encourage, promote, instigate, assist, facilitate, aid, or abet:
1. The gathering of persons as Spectators at an illegal motor vehicle speed contest or exhibition of speed conducted on a public street or highway; or
City of Morgan Hill
Ordinance No. XXXX, New Series
3 2. The gathering of persons as Spectators at a reckless driving exhibition conducted on a public street or highway or in an off-street Parking Facility.
B. It shall be unlawful for any person to knowingly encourage, promote, instigate, assist, facilitate, aid, or abet:
1. The gathering of persons as Spectators where Preparations are being made for an illegal motor vehicle speed contest or exhibition of speed conducted on a public street or highway; or
2. The gathering of persons as Spectators where Preparations are being made for a reckless driving exhibition conducted on a public street or highway or in an offstreet Parking Facility.
9.18.040—Relevant Circumstances.
Notwithstanding any other provision of law, to prove a violation of this chapter, admissible evidence may include, but is not limited to, any of the following:
A. The nature of and circumstances surrounding the incident, and the nature of a subject individual’s participation in or spectating at an incident, including such factors as the time of day, description of the scene, number of people and/or vehicles present, location of the individual charged relative to the involved vehicles, and actions taken by the individual charged (including photography or videography, reporting to authorities, etc.); or
B. That the person charged has previously participated in, or been a spectator at, a speed contest or reckless driving exhibition; or
C. That the person charged has previously aided and abetted a speed contest or reckless driving exhibition; or
D. That the person charged was previously present at a location where preparations were being made for a speed contest or reckless driving exhibition; or E. Evidence of these prior acts may be admissible, to the fullest extent permissible by law, to show the opportunity, intent, plan, knowledge, identity, or the absence of a mistake or accident, or propensity of the defendant to be present as a spectator at a speed contest or a reckless driving exhibition if the prior act or acts occurred within three years of the presently charged offense. These prior acts may always be admissible to show knowledge on the part of the defendant that a speed contest or a reckless driving exhibition was taking place at the time of the presently charged offense. Prior acts are not limited to those that occurred within the City of Morgan Hill.
SECTION 2. Severability. If any part of this Ordinance is held to be invalid or inapplicable to any situation by a court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance or the applicability of this Ordinance to other situations.
City of Morgan Hill
Ordinance No. XXXX, New Series
4 SECTION 3. Effective Date; Publication. This ordinance shall take effect thirty (30) days after the date of its passage and adoption. The City Clerk is hereby directed to publish in full or summary this ordinance pursuant to §36933 of the Government Code in a newspaper of general circulation in the City of Morgan Hill.
The foregoing ordinance was introduced, and the title thereof read at a regular meeting of the City Council of the City of Morgan Hill held on the 20th day of April 2022, and was finally adopted at a regular meeting of said Council on the day of 2022, and said ordinance was duly passed and adopted in accordance with law.
PASSED AND ADOPTED by the City Council of Morgan Hill at the regular meeting held on the th day of ______, 2022 by the following vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSTAIN: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
APPROVED: ATTEST:
______________________________ ________________________________ RICH CONSTANTINE, Mayor MICHELLE BIGELOW, City Clerk
CERTIFICATE OF THE CITY CLERK
I, MICHELLE BIGELOW, CITY CLERK OF THE CITY OF MORGAN HILL, CALIFORNIA, do hereby certify that the foregoing is a true and correct copy of Ordinance No.
XXXX, New Series, adopted by the City Council of the City of Morgan Hill, California at their regular meeting held on the XX XX 2022.
WITNESS MY HAND AND THE SEAL OF THE CITY OF MORGAN HILL.
DATE: _______________________ _________________________________ MICHELLE BIGELOW, City Clerk
18 CITY COUNCIL STAFF REPORT
MEETING DATE: April 20, 2022
PREPARED BY:
Dat Nguyen, Finance Director
APPROVED BY: City Manager
RECEIVE MONTHLY BUDGET UPDATE; MARCH 2022 FINANCIAL
AND INVESTMENT REPORTS; AND CITY MANAGER AUTHORITY
REPORT
RECOMMENDATION(S)
Accept and file report.
Estimated Time: 10 minutes
COUNCIL PRIORITIES, GOALS & STRATEGIES
City Council Ongoing Priorities
Preserving and Cultivating Public Trust
2022-2023 Strategic Priorities
Fiscal Sustainability
Community Outreach, Engagement, and Messaging
REPORT NARRATIVE:
As part of the City Council’s expectation to maintain a high level of transparency and to be responsible stewards of public funds, staff is providing this monthly budget update, along with the March 2022 financial and investment reports.
March 2022 Financial Report
The Revenue and Expense Summary through March 2022 is included on the page 4 of the monthly financial report. Overall, General Fund revenues total $27.7 million or about 55% of the budget. Expenditures, including encumbrances, amounted to $35.6 million or 70% of the budget.
Budget Update
There has been no material change to the City’s revenue since the last budget update to the Council on March 16, 2022. Recreation Services revenues continue trending below budget. The indoor mask mandate which previously served as an important tool to prevent the spread of coronavirus, regardless of vaccination status, had a negative impact to the membership drive. In addition, facility rental revenue for the year is
18 expected to be minimal compared to prior years and staff does not expect any meaningful improvement until next fiscal year. However, staff expects that the overall net impact won’t be significant as several cost containment strategies have been implemented to offset the reduction in revenue.
City Manager’s Authority Report
Pursuant to the City Council Policy 18-05 – Report on delegation of authority to City Manager, Page 20 of the Attachment lists the contracts and or agreements between $25,000 to $60,000, or the limit of the California Uniform Public Construction Cost Accounting Act (CUPCCAA), entered into by the City Manager since the last report from January 13, 2022 through April 6, 2022.
COMMUNITY ENGAGEMENT:
Inform
Finance staff prepares these financial reports to inform City officials, the Council, the community, and various lenders and stakeholders about the financial health of the organization, which assists each one of the interested parties in making sound financial and investment decisions.
ALTERNATIVE ACTIONS:
No alternative action is recommended, as this is a monthly financial report on City transactions which have already occurred.
PRIOR CITY COUNCIL AND COMMISSION ACTIONS:
The City Council receives and files the financial and investment report for each month.
At the September 16, 2015 meeting, City Council recommended monthly financial and investment reports be agendized under the Consent Agenda, and quarterly financial and investment reports be presented to City Council as an “Other Business” item.
Beginning in FY 2020-21, budget reports are presented to the Council monthly.
FISCAL AND RESOURCE IMPACT:
The preparation of the report is a part of the Finance workplan.
CEQA (California Environmental Quality Act):
Not a Project
Organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment.
FINANCE DIVISION
CITY OF MORGAN HILL
March 31, 2022 - 75% of Year Complete
Prepared by:
Monthly Financial and Investment Reports
CITY OF MORGAN HILL, CALIFORNIA
FINANCIAL STATEMENT ANALYSIS - FISCAL YEAR 2021-22
FOR THE MONTH ENDED MARCH 2022 – 75% OF YEAR COMPLETE
General Fund – Revenues through March totaled $27.7 million, or about 55% of the budgeted revenues. With respect to the property tax revenue forecast, on August 20, 2021, the ControllerTreasurer’s Department of the County of Santa Clara notified the cities and agencies within the County that the State of California Controller’s Office agreed with the County’s methodology of calculating excess Educational Revenue Augmentation Fund (ERAF), therefore, set aside provision is no longer required. The City of Morgan Hill is expecting to receive an additional $650,000 in excess ERAF for FY2021-22. However, the County cautioned cities and agencies in planning and budgeting this source of revenue as future legislation could impact the calculation methodology. The increase in excess ERAF distribution is mainly due to the growth of property tax outpacing the growth of school funding requirement and this revenue stream is becoming a large revenue category for the City in recent years.
Morgan Hill begun to receive excess ERAF distribution in FY2013-14 in the amount of $13,000 and it has grown to about $1.9 million in FY2020-21.
As for sales tax, the latest projection from our sales tax revenue consultant estimated this year’s revenue, before sales tax rebates, to be about $12.0 million versus about $11.0 million budgeted.
Pandemic based economic recovery contributed significantly to this upside forecast as well as the addition of a car dealership. One of the industries hit hardest across the state during the pandemic was the restaurants group which has experienced a strong rebound.
The chart below shows historical General Fund revenues by major revenue category from FY17-18 through FY20-21 Actual, FY21-22 Budget, and YTD as of March 31, 2022.
General Fund expenditures and encumbrances as of March 31, 2022 totaled $35.6 million, of which approximately $1.4 million is attributable to outstanding encumbrances. $11.4 $12.8 $14.5 $16.0 $15.8
$7.9
$10.7 $10.7 $9.7 $11.0 $11.1
$7.7
$4.9 $5.1 $4.6 $4.4 $4.6
$2.6
$9.3 $9.9 $8.3 $5.7 $8.2
$5.7
$5.4 $4.9 $3.6
$9.7
$11.2
$3.8
0 10
20 30
40 50
60 FY17‐18 FY18‐19 FY19‐20 FY20‐21 Budget
FY21‐22
YTD
FY21‐22
Millions ($)
Historical GF Revenues
Property Tax Sales Tax Franchise and Hotel Taxes Service Charges Other
CITY OF MORGAN HILL, CALIFORNIA
FINANCIAL STATEMENT ANALYSIS - FISCAL YEAR 2021-22
FOR THE MONTH ENDED MARCH 2022 – 75% OF YEAR COMPLETE
Community Services – The Community Services Department’s recreation operations, as reflected in the schedule presented on page 7 of the Monthly Financial and Investments Reports, shows a negative impact to the General Fund of approximately $1.6 million as of March 31, 2022. The large budgeted operating loss for recreation operations reflects the restrictions and limited opening of recreation facilities since March 2020 due to the shelter-in-place order as a result of the coronavirus pandemic and the continued indoor mask mandate which is having a negative impact to the membership drive.
Due to longstanding governmental accounting and budgeting convention, the City’s recreation operations are not charged for indirect costs (known in Morgan Hill as “General Fund Administration”) from the central services departments of City Attorney, City Manager, and Administrative Services.
The City’s other governmental funds, such as Development Services, and the proprietary funds, such as Water and Wastewater, and the Information Services Fund, are assessed such charges through the City’s indirect cost allocation plan, prepared in compliance with the guidelines set forth in the Code of Federal Regulations Title 2, Chapter II, Part 200 (formerly OMB Circular No. A-87), which mandates certain calculation and cost allocation practices that must be followed in order to qualify for Federal grant funding, but which also represent best practice for non-grant funded City operations like utilities and information services.
Development Services Fund – Revenues through February totaled $3.6 million. Expenditures, including encumbrances, totaled $4.2 million. The fund is budgeted at a higher revenue at $5.3 million compared to recent years’ actuals primarily due to the higher fees anticipated from the completion of the updated fee study. Even with higher projected revenue, the fund is still anticipated to end the year with a net deficit of approximately $200,000 mainly because of the certain activities that are not meant to be full cost recovery such as public counter/general information services, strategic initiative and special projects, and subsidized services. These activities need to be supplemented by other funding sources.
Debt Service Funds – Expenditures through March totaled $0.5 million. The debt service for the first half of the year includes both interest and principal, while the second half of the year will include interest only. Debt service payments were all scheduled when the bonds were issued, and are budgeted ($2.5)
($2.0)
($1.5)
($1.0)
($0.5)
$0.0
$0.5
FY12‐13 FY13‐14 FY14‐15 FY15‐16 FY16‐17 FY17‐18 FY18‐19 FY19‐20 FY20‐21 FY21‐22 Budget
Millions (S)
Historical Net GF Impact
CITY OF MORGAN HILL, CALIFORNIA
FINANCIAL STATEMENT ANALYSIS - FISCAL YEAR 2021-22
FOR THE MONTH ENDED MARCH 2022 – 75% OF YEAR COMPLETE
for in the months delineated in the underlying bond documents. The General Fund’s portion of the annual debt service payments is approximately $200,000, less than one percent of the General Fund’s budgeted revenues.
Wastewater Operations – Revenues from Sewer Operations through March totaled $9.8 million.
Expenditures and outstanding encumbrances totaled $10.2 million or 72% of the budget. The table below shows historical Sewer Operations revenues and expenditures from FY17-18 through FY20-21 Actual, FY21-22 Budget, and YTD as of March 31, 2022.
(amount in millions) FY17‐18 FY18‐19 FY19‐20 FY20‐21
Budget
FY21‐22
YTD
FY21‐22
Revenues 10.3 11.4 11.9 13.3 14.1 9.8 Expenditures 10.8 11.4 12.3 13.3 14.1 10.2 Operating Margin (0.5) ‐ (0.4) ‐ ‐ (0.4) Operating Margin
without Encumbrances 0.4 (0.3) (0.1) ‐ ‐ (0.3) Water Operations – Water Operations includes Utility Billing, Water Conservation, and Water Operations. Revenues from Water Operations through March totaled $10.4 million. Water Operations expenditures, including outstanding encumbrances, totaled $11.5 million through March. The table below shows Water Operations revenues and expenditures from FY17-18 through FY20-21 Actual, FY21-22 Budget, and YTD as of March 31, 2022.
(amount in millions) FY17‐18 FY18‐19 FY19‐20 FY20‐21
Budget
FY21‐22
YTD
FY21‐22
Revenues 13.0 14.2 15.3 16.5 16.3 10.4 Expenditures 12.1 14.3 16.4 16.5 16.4 11.5 Operating Margin 0.9 (0.1) (1.1) ‐ (0.1) (1.1) Operating Margin
without Encumbrances 1.4 0.8 (0.1) ‐ (0.1) (0.4) Investments – Three securities were purchased. Total interest earnings received on investments were $150,000 during the month.
% OF ACTUAL PLUS % OF
FUND NAME ACTUAL BUDGET ENCUMBRANCES BUDGET
General $ 27,741,235 55% $ 35,582,449 70%
Development Services 3,565,850 67% 4,199,903 76%
RDA Successor Agency 6,246,678 88% 491,354 7%
Housing Successor Agency 219,937 102% 869,662 87%
Sewer Operations 9,822,149 70% 10,219,470 72%
Sewer Other 5,778,805 48% 10,009,721 22%
Water Operations 10,443,571 64% 11,490,048 70%
Water Other 4,293,221 61% 1,535,930 16%
Other Special Revenues * 3,227,707 58% 3,072,972 54%
Capital Projects & Streets 22,841,439 99% 36,392,229 54% Debt Service 517,612 75% 550,635 79%
Internal Service 7,332,558 56% 7,745,925 69%
TOTAL FOR ALL FUNDS 102,030,763 $ 66% $ 122,160,297 52% * Includes all Special Revenue Funds except Community Development, Street Funds, and RDA and Housing Successor Agencies.
REVENUES EXPENSES
0% 20% 40% 60% 80% 100% 120%
General
Development Services
RDA Successor Agency
Housing Successor Agency
Sewer Operations
Sewer Other
Water Operations
Water Other
Other Special Revenues *
Capital Projects & Streets
Debt Service
Internal Service
Morgan Hill YTD Revenue & Expense Summary
March 31, 2022 - 75% of Year Complete
Revenues to Budget Expenses to Budget
75%
% OF PRIOR YEAR % CHANGE FROM
REVENUE CATEGORY BUDGET ACTUAL BUDGET TO DATE PRIOR YEAR Property Tax 15,771,000 $ 7,873,376 $ 50% 7,781,241 $ 1% Sales Tax 11,098,601 7,713,891 70% 6,224,598 24%
Franchise Tax 2,375,000 1,056,341 45% 987,626 7%
Hotel Tax 2,235,300 1,589,372 71% 921,187 73%
Licenses 198,825 206,209 104% 139,947 47%
Other Agencies 653,658 373,093 57% 320,698 16%
Service Charges 8,164,851 5,722,317 70% 3,833,099 49%
Interest/Other 7,230,495 1,305,571 18% 1,055,152 24%
Transfers In 3,093,579 1,901,065 62% 1,872,661 2%
TOTAL REVENUES 50,821,309 $ 27,741,235 $ 55% 23,136,208 $ 20% 0% 20% 40% 60% 80% 100% 120%
Property Tax
Sales Tax
Franchise Tax
Hotel Tax
Licenses
Other Agencies
Service Charges
Interest/Other
Transfers In
Total Revenues
Percent of Actual to Budget
Morgan Hill YTD General Fund Revenues
March 31, 2022 - 75% of Year Complete
75%
ACTUAL PLUS PRIOR YTD PLUS % CHANGE FROM
EXPENDITURE CATEGORY BUDGET ENCUMBRANCES % OF BUDGET ENCUMBRANCES PRIOR YEAR Administration $ 5,793,826 $ 3,618,828 62% 3, $ 452,654 5% Community Services 13,947,066 9,467,317 68% 8, 201,101 15% Police 19,133,242 13,608,937 71% 12, 478,566 9%
Fire 7,788,401 5,620,125 72% 5, 355,206 5%
Transfers Out 4,294,211 3,267,243 76% 428,373 663%
TOTAL EXPENDITURES $ 50,956,746 $ 35,582,449 70% 29, $ 915,901 19% 0% 10% 20% 30% 40% 50% 60% 70% 80%
Administration
Community
Services
Police
Fire
Transfers Out
Total Expenditures
Percent of Actual to Budget
Morgan Hill YTD General Fund Expenditures
March 31, 2022 - 75% of Year Complete
75%
City of Morgan Hill
Recreation Report - Fiscal Year 2021-22
For the Month and Nine Months Ended March 31, 2022
75% of Year Complete
% of
Budget March 2022 YTD Budget
Revenues
Membership Services & Rec Programs 4,713,801 $ 463,719 $ 3,168,487 $ Facility Rentals 506,683 97,122 485,898
Community Services 79,000 1,001 106,012
Transfers in 75,000 6,250 56,250
Total Revenues 5,374,484 $ 568,091 $ 3,816,648 $ 71%
Less: Expenditures
Membership & Program Services $ 633,733 6,240,277 $ 3,946,391 $ Facility Rentals 716,081 45,433 398,962
Community Services 641,554 48,458 371,514
Total Expenditures 7,597,913 $ 727,623 $ 4,716,867 $ 62% Net Impact without encumbrances (2,223,429) $ (159,531) $ (900,219) $ Encumbrances - - 745,657
Net Impact with encumbrances (2,223,429) $ (159,531) $ (1,645,876) $
The chart below shows cash balances by fund type reconciled to City's financial system:
City of Morgan Hill
Monthly Investment Report - March 31, 2022
The following are the snapshots of City's investment portfolio as of March 31, 2022. The first chart shows the portfolio composition by investment type:
$181,536,067
General Fund,
$20,681,477
Community
Development,
$1,152,433
RDA Successor
Agency (except
Housing), $6,263,749
Housing Successor
Agency/ CDBG,
$4,642,008
Water - Operations,
$3,005,052
Water Other,
$18,503,539
Sewer - Operations,
$3,225,345
Sewer Other,
$54,187,808
Other Special
Revenue, $8,531,334
Streets and Capital
Projects (except RDA),
$37,758,756
Debt Service ,
$304,268
Internal Service,
$20,507,008
Agency Funds
(assessment
dists./refundable
deposits), $2,773,290
Cash Balances by Fund Type
LAIF - $61.9M
34%
Treasury Note - $6.4M
4%
Money Market-
$.1M
0%
Federal Agency
Issues- $98M
54%
Certificate of
Deposits- $0.5M
0%
Bond Reserves/Trust-
$12.7M
7%
Cash & Other
Deposits - $1.9M
1%
Investment Portfolio Composition - $181.5 Million
LAIF - $61.9M
Treasury Note - $6.4M
Money Market- $.1M
Federal Agency Issues-
$98M
Certificate of Deposits-
$0.5M
Bond Reserves/Trust-
$12.7M
Cash & Other Deposits -
$1.9M
The following chart illustrates a yield comparison by month among the City's portfolio, LAIF and 2-Year US Treasury:
The chart below illustrates monthly average days to maturity of the City's portfolio along with the weighted average yield for the past two years:
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
Mar-20
Apr-20
May-20
Jun-20
Jul-20
Aug-20
Sep-20
Oct-20
Nov-20
Dec-20
Jan-21
Feb-21
Mar-21
Apr-21
May-21
Jun-21
Jul-21
Aug-21
Sep-21
Oct-21
Nov-21
Dec-21
Jan-22
Feb-22
Mar-22
Yield Portfolio vs. Benchmarks
LAIF City 2 Yr US-Treasury
0.00%
0.20%
0.40%
0.60%
0.80%
1.00%
1.20%
1.40%
1.60%
1.80%
0 100
200
300
400
500
600
700
800
900
Mar-20
Apr-20
May-20
Jun-20
Jul-20
Aug-20
Sep-20
Oct-20
Nov-20
Dec-20
Jan-21
Feb-21
Mar-21
Apr-21
May-21
Jun-21
Jul-21
Aug-21
Sep-21
Oct-21
Nov-21
Dec-21
Jan-22
Feb-22
Mar-22
Days Yield
Portfolio Yield and Maturity Trends
Avg Days to Maturity Yield
City of Morgan Hill
Investment Portfolio Detail
As of March 31, 2022
Investment Settlement Book % of Market YTM Next Call Date of Type Date Value Portfolio Value at Cost Date Maturity
L A I F $ 61,947,048 34.12% $ 61,788,409 0.37%
City Managed
Treasury Note 4/30/2018 4,448,558 2.45% 4,489,470 2.73% 3/31/2023 3/31/2023 Treasury Note 10/8/2021 1,988,838 1.10% 1,861,640 0.88% 9/30/2026 9/30/2026 Treasury Note 1/4/2022 1,999,242 1.10% 1,948,120 0.77% 12/31/2023 12/31/2023 Treasury Note 1/19/2022 1,990,717 1.10% 1,948,120 1.02% 12/31/2023 12/31/2023 Treasury Note 2/11/2022 1,979,440 1.09% 1,949,060 1.44% 1/31/2024 1/31/2024 Treasury Note 3/28/2022 1,996,334 1.10% 1,994,680 2.34% 4/30/2024 FFCB Bond 4/8/2020 2,000,000 1.10% 1,940,400 0.88% 4/8/2024 FFCB Bond 5/27/2020 2,000,000 1.10% 1,886,500 0.73% 5/27/2025 FHLMC Bond 6/3/2020 2,000,000 1.10% 1,903,940 0.60% 12/3/2024 FHLMC Bond 10/20/2020 2,000,000 1.10% 1,862,420 0.60% 10/20/2025 FHLMC Bond 10/27/2020 2,000,000 1.10% 1,873,680 0.63% 10/27/2025 FHLMC Bond 11/2/2020 2,000,000 1.10% 1,940,280 0.32% 11/2/2023 FFCB Bond 11/3/2020 2,000,000 1.10% 1,862,300 0.54% 11/3/2025 FNMA Bond 11/18/2020 2,000,000 1.10% 1,873,740 0.65% 11/18/2025 FHLMC Bond 11/24/2020 2,000,000 1.10% 1,866,680 0.64% 11/24/2025 FFCB Bond 11/24/2020 1,000,000 0.55% 931,000 0.60% 11/24/2025 FHLMC Bond 11/25/2020 3,000,000 1.65% 2,818,020 0.63% 11/25/2025 FHLMC Bond 11/30/2020 2,000,000 1.10% 1,862,480 0.65% 11/26/2025 FFCB Bond 12/22/2020 2,000,000 1.10% 1,863,320 0.47% 12/22/2025 FHLB Bond 1/22/2021 2,000,000 1.10% 1,853,060 0.63% 1/22/2026 FNMA Bond 1/28/2021 2,000,000 1.10% 1,866,880 0.55% 1/28/2026 FHLB Bond 1/28/2021 2,000,000 1.10% 1,873,660 0.65% 1/28/2026 FHLB Bond 2/24/2021 2,000,000 1.10% 1,852,480 0.75% 2/24/2026 FHLB Bond 2/25/2021 2,000,000 1.10% 1,871,640 0.66% 2/25/2026 FHLB Bond 2/26/2021 2,000,000 1.10% 1,856,840 0.65% 2/26/2026 FHLB Bond 3/10/2021 2,000,000 1.10% 1,880,060 0.85% 3/10/2026 FHLB Bond 3/16/2021 2,000,000 1.10% 1,872,660 0.70% 3/16/2026 FHLB Bond 3/16/2021 2,000,000 1.10% 1,876,000 0.80% 3/16/2026 FHLB Bond 6/9/2021 2,000,000 1.10% 1,894,040 1.08% 6/9/2026 FHLB Bond 6/30/2021 2,000,000 1.10% 1,884,720 1.00% 6/30/2026 FHLB Bond 7/15/2021 3,000,000 1.65% 2,838,300 1.13% 7/15/2026 FHLB Bond 7/15/2021 2,000,000 1.10% 1,904,160 0.85% 7/15/2025 FHLB Bond 8/26/2021 2,000,000 1.10% 1,873,640 0.80% 8/26/2026 FHLB Bond 8/26/2021 3,000,000 1.65% 2,828,970 1.00% 8/26/2026 FHLB Bond 8/26/2021 2,000,000 1.10% 1,873,020 0.90% 8/26/2026 FHLB Bond 9/13/2021 2,091,960 1.15% 1,948,840 0.82% 9/11/2026 FFCB Bond 9/28/2021 1,984,710 1.09% 1,855,140 0.98% 9/10/2026 FHLB Bond 9/29/2021 3,000,000 1.65% 2,801,460 1.13% 9/29/2026 FHLB Bond 9/30/2021 2,000,000 1.10% 1,869,500 0.88% 9/30/2026 FHLB Bond 9/30/2021 3,000,000 1.65% 2,821,830 1.05% 9/30/2026 FHLB Bond 9/30/2021 3,000,000 1.65% 2,818,530 1.02% 9/30/2026 FHLB Bond 10/19/2021 2,000,000 1.10% 1,870,800 1.00% 10/19/2026 FHLB Bond 11/18/2021 2,000,000 1.10% 1,902,920 1.30% 11/18/2026 FHLB Bond 12/29/2021 2,000,000 1.10% 1,953,000 0.75% 12/29/2023 FHLB Bond 1/19/2022 2,000,000 1.10% 1,921,420 1.74% 1/19/2027 FHLB Bond 1/25/2022 2,000,000 1.10% 1,947,440 1.51% 7/25/2025 FHLB Bond 3/10/2022 2,000,000 1.10% 1,976,180 3.48% 3/10/2027 FHLB Bond 3/30/2022 3,000,000 1.65% 2,996,910 1.62% 3/30/2023 CD - Goldman Sachs Bank USA 5/13/2020 250,000 0.14% 250,015 0.50% 5/13/2022 CD - American Nat'l Bank 5/20/2020 250,000 0.14% 249,983 0.40% 4/30/2024
4/8/2022
5/27/2022
6/3/2022
4/20/2022
4/27/2022
5/2/2022
5/3/2022
5/18/2022
5/24/2022
5/24/2022
5/25/2022
5/26/2022
6/22/2022
7/22/2022
7/28/2022
7/28/2022
8/24/2022
8/25/2022
8/26/2022
9/10/2022
9/16/2022
9/16/2022
6/9/2022
6/30/2022
7/15/2022
7/15/2022
8/26/2022
8/26/2022
8/26/2022
9/11/2022
9/10/2022
9/29/2022
9/30/2022
9/30/2022
9/30/2022
4/19/2022
5/18/2022
6/29/2022
1/19/2024
1/25/2023
6/10/2022
9/30/2022
5/13/2022
5/20/2022 5/20/2022
Sub Total/Average $ 104,979,799 57.83% $ 99,759,948 1.03% Money Market $ 85,113 0.05% $ 85,113 0.16%
Total City Managed/Average $ 167,011,960 92.00% $ 161,633,469 0.79% Bond Reserve Accounts - Held By Trustees $ 7,473,690 4.12% $ 7,473,690 Cash/Deposits $ 1,863,013 1.03% $ 1,863,013
PARS and CALPERS CERBT Trust $ 5,187,404 2.86% $ 6,182,776 GRAND TOTAL/AVERAGE $ 181,536,067 100% $ 177,152,949
CITY OF MORGAN HILL CASH AND INVESTMENT REPORT
FOR THE MONTH OF MARCH 31, 2022
FOR THE FISCAL YEAR OF 2021-22
Invested Book Value % of Market
in Fund Yield End of Month Total Value
Investments
State Treasurer LAIF - City All Funds Pooled 0.37% $ 45,441,165 25.03% $ 45,324,795 2015 Wastewater Rev Bonds - CIP Wastewater Fund 0.37% 16,505,883 9.09% 16,463,614 Federal Issues All Funds Pooled 0.94% 98,042,404 54.01% 94,770,480 US Treasury Notes All Funds Pooled 1.73% 6,437,395 3.55% 4,489,470 Certificate of Deposits All Funds Pooled 0.45% 500,000 0.28% 499,998 Dreyfus Treas Cash Management Acct All Funds Pooled 0.16% 85,113 0.05% 85,113 SUBTOTAL $ 167,011,960 92.00% $ 161,633,469
Bond Reserve Accounts - held by trustees
Zions Bank - Civic Center/Library Facility
Blackrock Liq Fund Debt Service 0.01% 3 0.00% 3
Zions Bank - MH Police Facility Lease Revenue Bonds
Blackrock Liq Fund Debt Service 0.01% 4 0.00% 4
BNY - RDA Bonds
Dreyfus Cash Mgmt 521 Successor Fund 0.01% 6,262,932 3.45% 6,262,932 Zions Bank - MH Ranch 2015
Blackrock Liq Funds Fed Fund -DI -2015 Agency Fund 0.01% 614,302 0.34% 614,302 Zions Bank - Madrone Bus Park Taxable/ Tax Exempt 2015
Blackrock Liquidity Temp Fund-2015 Agency Fund 0.01% 596,450 0.33% 596,450 SUBTOTAL 7,473,690 4.12% 7,473,690
Other Cash/Deposits
General Checking All Funds 1,825,901 1.01% 1,825,901
Workers' Comp Administrators Workers' Comp 30,000 0.02% 30,000 Petty Cash & Emergency Cash General Fund 7,112 0.00% 7,112 CALPERS CERBT - OPEB Trust 3,487,404 1.92% 4,194,950
PARS - PENSION Trust 1,700,000 0.94% 1,987,827 **
SUBTOTAL 7,050,417 3.88% 8,045,789
Total Cash and Investments $ 181,536,067 100.00% $ 177,152,949 ** As of 02/28/2022
CASH ACTIVITY SUMMARY
FY 2021-22
07/1/21 Change in 3/31/2022
Fund Type Balance Cash Balance Balance
General Fund $ 19,007,873 $ 1,673,604 $ 20,681,477
Community Development 1,077,499 74,934 1,152,433
RDA Successor Agency (except Housing) 508,427 5,755,321 6,263,749 Housing Successor Agency/ CDBG 4,307,419 334,589 4,642,008 Water - Operations 2,573,349 431,704 3,005,052
Water Other 15,405,786 3,097,753 18,503,539
Sewer - Operations 1,593,140 1,632,205 3,225,345
Sewer Other 57,221,072 (3,033,264) 54,187,808
Other Special Revenue 7,425,644 1,105,689 8,531,334
Streets and Capital Projects (except RDA) 37,931,830 (173,075) 37,758,756 Debt Service 337,123 (32,855) 304,268
Internal Service 19,378,242 1,128,766 20,507,008
Agency Funds (assessment dists./refundable deposits) 3,356,940 (583,651) 2,773,290 Total $ 170,124,346 $ 11,411,721 $ 181,536,067
Note: See Investment Porfolio Detail for maturities of "Investments." Market values are obtained from the City's investment brokers' monthly reports.
I certify the information on the investment reports on pages has been reconciled to the general ledger and bank statements and that there are sufficient funds to meet the expenditure requirements of the City for the next six months. The portfolio is in compliance with the City of Morgan Hill investment policy and all State laws and regulations.
Prepared by: ____________________________________ Approved by:
Gina Nazareno, Senior Accountant
Reviewed by: ____________________________________
Dat Nguyen, Finance Director Caitlin Jachimowicz, Treasurer
City of Morgan Hill
Year to Date Revenues - Fiscal Year 2021-22
For The Nine Months Ended March 31, 2022
75% of Year Complete
CURRENT INCR (DECR)
ADOPTED AMENDED YTD % PRIOR FROM PRIOR %
BUDGET BUDGET ACTUAL OF BUDGET YTD YTD CHANGE
010 GENERAL FUND
TAXES
Property Tax - Secured/Unsecured $ 13,485,000 13,485,000 $ 6,937,151 51% $ 6,382,380 $ 554,771 9% Property Tax - RPTTF Residual Distribution 2,144,000 2,144,000 808,731 38% 1,123,570 (314,839) -28% Property Tax - Supplemental Roll 142,000 142,000 127,494 90% 275,291 (147,798) -54% Sales Tax 10,699,601 10,699,601 7,434,322 69% 6,031,292 1,403,029 23% Public Safety Sales Tax 399,000 399,000 279,570 70% 193,305 86,264 45% Transient Occupancy Taxes 2,235,300 2,235,300 1,589,372 71% 921,187 668,185 73% Franchise (Refuse ,Cable ,PG&E) 2,375,000 2,375,000 1,056,341 44% 987,626 68,715 7% Property Transfer Tax 541,000 541,000 475,204 88% 399,886 75,318 19% TOTAL TAXES 32,020,901 32,020,901 18,708,184 58% 16,314,538 2,393,647 15%
LICENSES/PERMITS
Business License 159,135 159,135 167,024 105% 136,766 30,259 22% Other Permits 39,690 39,690 39,185 99% 3,181 36,004 1132% TOTAL LICENSES/PERMITS 198,825 198,825 206,209 104% 139,947 66,262 47%
FINES AND PENALTIES
Parking Enforcement 8,240 8,240 2,860 35% 2,336 524 22% Bails & Fines 75,854 75,854 27,467 36% 26,229 1,238 5%
Administrative Citations 10,331 10,331 n/a 13,803 - (13,803) -100% TOTAL FINES AND PENALTIES 94,425 94,425 30,328 32% 42,368 (12,041) -28%
OTHER AGENCIES
Motor Vehicle in-Lieu 26,026 26,026 n/a - 6,286 (6,286) -100% Other Revenue - Other Agencies 437,794 653,658 373,093 57% 320,698 52,396 16% TOTAL OTHER AGENCIES 463,820 679,684 373,093 55% 326,984 46,110 14%
CHARGES CURRENT SERVICES
Police False Alarm Charge 31,340 31,340 20,123 64% 38,649 (18,526) -48% Business License Application Review 38,007 38,007 31,613 83% 33,694 (2,081) -6% Membership Services & Rec Programs 4,238,989 4,713,801 3,168,487 67% 2,005,557 1,162,930 58% Facility Rentals 945,931 506,683 485,898 96% 97,449 388,449 399% Community Services 126,449 79,000 106,012 134% 14,290 91,722 642% General Administration Overhead 1,825,440 1,825,440 1,374,228 75% 1,335,654 38,574 3% Other Charges Current Services 970,580 970,580 55% 307,806 535,955 228,150 74% TOTAL CURRENT SERVICES 8,176,736 8,164,851 5,722,317 70% 3,833,099 1,889,218 49%
OTHER REVENUE
Use of money/property 823,436 823,436 580,258 70% 269,342 310,916 115% Other Revenues 5,961,472 5,745,608 4% 337,269 219,781 (117,488) -35% TOTAL OTHER REVENUE 6,784,908 6,569,044 800,039 12% 606,611 193,428 32%
TRANSFERS IN
One Time Transfer 180,000 180,000 134,991 75% 153,738 (18,747) -12% Public Safety Facilities Fund 25,000 25,000 18,747 75% 18,750 0% (3) Supplemental Law Enforcement Fund 100,000 100,000 100,000 100% 100,000 n/a - Countywide Solid Waste 324,763 649,526 243,573 38% 243,573 - n/a Streets 699,735 699,735 324,267 46% 524,772 (200,505) -38% Park Maintenance 650,000 650,000 487,503 75% 487,503 n/a - Sewer Operations 357,159 357,159 267,867 75% 265,824 2,043 1% Water Operations 357,159 357,159 267,867 75% 265,824 2,043 1% Park Development 75,000 75,000 56,250 75% 56,250 n/a -
TOTAL TRANSFERS IN 2,768,816 3,093,579 1,901,065 61% 1,872,661 28,404 2% TOTAL GENERAL FUND 50,508,431 50,821,309 27,741,235 55% 23,136,208 4,605,028 20%
SPECIAL REVENUE FUNDS
202 STREET MAINTENANCE
Gas Tax 2105 - 2107.5 699,735 699,735 439,072 63% 475,439 (36,368) -8% Interest / Other Revenue/Other Charges - - 503 n/a 794 (291) -37% 202 STREET MAINTENANCE 699,735 699,735 439,574 63% 476,234 (36,659) -8% FUND
REVENUE
SOURCE
City of Morgan Hill
Year to Date Revenues - Fiscal Year 2021-22
For The Nine Months Ended March 31, 2022
75% of Year Complete
CURRENT INCR (DECR)
ADOPTED AMENDED YTD % PRIOR FROM PRIOR %
BUDGET BUDGET ACTUAL OF BUDGET YTD YTD CHANGE
FUND
REVENUE
SOURCE
SPECIAL REVENUE FUNDS
205 SUPPLEMENTAL LAW ENFORCEMENT FUND
Interest Income 858 858 838 98% 853 -2% (15)
Police Grant/SLEF/JAG 100,000 100,000 111% 98,393 111,285 12,892 13% 205 SUPPLEMENTAL LAW ENFORCEMENT FUND 100,858 100,858 112,123 111% 99,246 12,876 13% 206 DEVELOPMENT SERVICES
Building Fees 3,195,787 3,195,787 2,271,913 71% 2,145,789 126,124 6% Planning Fees 766,776 766,776 632,946 83% 791,431 (158,485) -20% Engineering Fees 999,810 999,810 508,430 51% 585,728 (77,298) -13% Other Revenue/Current Charges 330,747 330,747 46% 116,997 152,560 35,563 30% 206 DEVELOPMENT SERVICES 5,293,120 5,293,120 3,565,850 67% 3,639,945 (74,096) -2% 207 LONG RANGE PLANNING 869,266 869,266 556,322 64% 557,706 (1,384) 0% 215 and 216 HCD BLOCK GRANT
Interest Income/Other Revenue 3,173 3,173 251 8% 38,571 (38,321) -99% 215 and 216 HCD BLOCK GRANT 3,173 3,173 251 8% 38,571 (38,321) -99% 225 ASSET SEIZURE 1,931 1,931 526 27% 732 (206) -28%
229 LIGHTING AND LANDSCAPE 2,573 2,573 105,088 4084% 104,314 774 1% 230 COMMUNITY FACILITIES DISTRICT 1,240 1,240 11,937 963% 20,394 (8,457) -41% 232 ENVIRONMENTAL PROGRAMS 481,008 481,008 383,158 80% 445,710 (62,552) -14% 234 MOBILE HOME PARK RENT STAB. 757 757 8,071 1066% 3,742 4,328 116% 235 SENIOR HOUSING 3,869 3,869 900 23% 1,198 (298) -25% 236 HOUSING MITIGATION 2,446,028 2,596,028 934,892 36% 1,919,011 (984,119) -51% 237 BEGIN - - 54,539 n/a 902 53,636 5945%
238 CAL HOMES - - 312 n/a 81,037 (80,726) -100%
240 EMPLOYEE ASSISTANCE 29,089 29,089 8,425 29% 11,506 (3,081) -27% 246 COUNTYWIDE SOLID WASTE 1,481,421 1,048,667 71% 1,048,667 n/a 247 ENVIRONMENT REMEDIATION 2,448 2,448 1,398 57% 1,210 189 16% 250 COMH-SUCCESSOR AGENCY-MHRDA 7,100,496 7,100,496 6,246,678 88% 888,931 5,357,747 603% 255 HOUSING SUCCESSOR AGENCY 215,318 215,318 219,937 102% 301,227 (81,290) -27% 260 PUBLIC ART - - 1,100 n/a - 1,100 n/a
TOTAL SPECIAL REVENUE FUNDS 17,250,910 18,882,331 13,699,747 73% 8,591,616 5,108,131 59%
CAPITAL PROJECTS FUNDS
301 PARK DEVELOPMENT 1,748,480 7,131,498 5,973,344 84% 2,382,850 3,590,494 151% 302 PARK MAINTENANCE 360,613 360,613 524,662 145% 97,839 426,823 436% 303 LOCAL DRAINAGE 1,675,036 1,675,036 271,314 16% 1,934,652 (1,663,338) -86% 304 LOCAL DRAINAGE/NON AB1600 80,692 80,692 89,080 110% 23,609 65,471 277% 306 AGRICULTURE & OPEN SPACE PRESERVATION 180,385 180,385 141,812 79% 238,523 (96,711) -41% 308 STREET CIP 4,050,523 4,050,523 3,497,611 86% 1,614,198 1,883,413 117% 309 TRAFFIC IMPACT 1,468,388 1,468,388 7,151,085 487% 1,978,609 5,172,476 261% 315 PUBLIC SAFETY FACILITIES IMPACT 864,417 864,417 164,095 19% 378,754 (214,658) -57% 346 PUBLIC FACILITIES NON-AB1600 611,488 1,122,018 1,859,622 166% 885,359 974,263 110% 347 PUBLIC FACILITIES IMPACT 265,536 265,536 39,955 15% 234,808 (194,853) -83% 348 LIBRARY 1,077,617 1,077,617 189,355 18% 484,373 (295,018) -61% 350 UNDERGROUNDING 86,073 86,073 405,712 471% 106,684 299,028 280% 355 SCHOOL PEDESTRIAN/TRAFFIC SAFETY 591,967 591,967 961,644 162% 299,901 661,743 221% 360 COMMUNITY/REC IMPACT FUND 1,730,018 1,730,018 224,785 13% 720,642 (495,857) -69% 375 QUIMBY FEE 1,623,552 1,623,552 907,787 56% 907,787 - n/a TOTAL CAPITAL PROJECTS FUNDS 16,414,785 22,308,333 22,401,864 100% 11,380,802 11,021,063 97%
DEBT SERVICE FUNDS
420 CIVIC CENTER DEBT 307,385 307,385 229,356 75% 232,841 (3,485) -1% 441 POLICE FACILITY BOND 385,639 385,639 288,256 75% 388,175 (99,918) -26% TOTAL DEBT SERVICE FUNDS 693,024 693,024 517,612 75% 621,015 (103,403) -17%
City of Morgan Hill
Year to Date Revenues - Fiscal Year 2021-22
For The Nine Months Ended March 31, 2022
75% of Year Complete
CURRENT INCR (DECR)
ADOPTED AMENDED YTD % PRIOR FROM PRIOR %
BUDGET BUDGET ACTUAL OF BUDGET YTD YTD CHANGE
FUND
REVENUE
SOURCE
ENTERPRISE FUNDS
640 SEWER OPERATION
Sewer Service Fees 13,812,501 13,812,501 9,556,291 69% 8,627,025 929,266 11% Interest Income/Transfers 37,425 37,425 9,890 26% 16,832 (6,942) -41% Other Revenue/Current Charges 268,241 268,241 255,967 95% 827,428 (571,461) -69% 640 SEWER OPERATION 14,118,167 14,118,167 9,822,149 70% 9,471,285 350,864 4% 641 SEWER EXPANSION
Interest Income 220,194 220,194 90,414 41% 116,890 (26,475) -23% Development Impact Fee 6,845,919 6,845,919 2,023,331 30% 2,336,990 (313,659) -13% 641 SEWER EXPANSION 7,066,113 7,066,113 2,113,746 30% 2,453,880 (340,134) -14% 642 SEWER RATE STABILIZATION 195,311 195,311 123,052 63% 13,752 109,301 795% 643 SEWER-CAPITAL PROJECT 4,707,648 4,707,648 3,542,007 75% 3,341,865 200,142 6% TOTAL SEWER FUNDS 26,087,239 26,087,239 15,600,954 60% 15,280,781 320,173 2% 650 WATER OPERATION
Water Sales 15,179,148 15,179,148 9,379,584 62% 9,951,584 (572,000) -6% Meter Install & Service 25,215 25,215 73,016 290% 101,964 (28,948) -28% Transfers-In / Interest Income 546,952 546,952 378,086 69% 347,796 30,290 9% Other Revenue/Current Charges 585,381 585,381 612,885 105% 813,603 (200,718) -25% 650 WATER OPERATION 16,336,696 16,336,696 10,443,571 64% 11,214,948 (771,377) -7% 651 WATER EXPANSION
Interest Income/Other Revenue/Transfer 64,003 64,003 12,928 20% 16,795 (3,867) -23% Development Impact Fee 1,782,143 1,782,143 361,604 20% 1,086,913 (725,309) -67% 651 WATER EXPANSION 1 1,846,146 ,846,146 374,532 20% 1,103,708 (729,176) -66% 652 Water Rate Stabilization 141,222 141,222 106,074 75% 49,126 56,948 116% 653 Water Capital Project 5,047,350 5,047,350 3,812,615 76% 3,662,251 150,364 4% TOTAL WATER FUNDS 23,371,414 23,371,414 14,736,792 63% 16,030,033 (1,293,240) -8% TOTAL ENTERPRISE FUNDS 49,458,653 49,458,653 30,337,747 61% 31,310,814 (973,067) -3%
INTERNAL SERVICE FUNDS
730 INFORMATION SYSTEMS 1,952,577 2,247,577 1,688,487 75% 1,413,046 275,441 19% 740 BUILDING MAINTENANCE 3,409,334 3,409,334 848,063 25% 2,381,343 (1,533,280) -64% 741 BUILDING REPLACEMENT 745,508 755,508 539,392 71% 510,321 29,071 6% 745 CIP ADMINISTRATION 1,798,889 1,798,889 1,106,267 61% 801,451 304,816 38% 760 UNEMPLOYMENT INSURANCE 2,513 2,513 1,251 50% 75,526 (74,275) -98% 770 WORKERS COMPENSATION 913,504 913,504 571,413 63% 535,630 35,783 7% 790 EQUIPMENT REPLACEMENT 1,086,223 1,086,223 830,184 76% 1,055,356 (225,173) -21% 791EMPLOYEE BENEFITS 1,043,858 1,043,858 456,742 44% 448,890 7,852 2% 795 GENERAL LIABILITY INSURANCE 1,504,188 1,737,188 1,290,759 74% 647,612 643,146 99% TOTAL INTERNAL SERVICE FUNDS 12,456,594 12,994,594 7,332,558 56% 7,869,176 (536,618) -7% TOTAL FOR ALL FUNDS 146,782,397 $ 155,158,244 $ 102,030,763 $ 66% 82,909,631 $ 19,121,133 $ 23%
City of Morgan Hill
Year to Date Expenses - Fiscal Year 2021-22
For the Month and Nine Months Ended March 31, 2022
75% of Year Complete
CURRENT
FUND MONTH PERCENT OF
NO. FUND/ACTIVITY ACTUAL AMENDED YTD OUTSTANDING TOTAL TOTAL TO PRIOR
EXPENSES BUDGET EXPENSES ENCUMBRANCE ALLOCATED BUDGET YTD 010 GENERAL FUND
I. ADMINISTRATION
CITY COUNCIL 7,364 $ 348,850 $ 256,938 $ 72,664 $ 329,602 $ 94% 209,963 $ CITY ATTORNEY 70,656 802,889 524,500 108,942 633,442 79% 487,146 CITY MANAGER 50,429 638,262 471,391 7,000 478,391 75% 376,791 HUMAN RESOURCES 61,003 830,904 527,475 - 527,475 63% 471,404
COUNCIL SVCS & RECORDS MGMT
Council Svcs & Records Mgmt 46,955 672,320 443,634 1,600 445,234 66% 415,292 Elections 2,797 28,180 19,403 19,403 - 69% 208,985
COUNCIL SVCS & RECORDS MGMT 49,752 700,500 463,037 1,600 464,637 66% 624,277 FINANCE 117,872 2,472,421 1,150,944 34,336 1,185,280 48% 1,044,764 TOTAL ADMINISTRATION 357,076 5,793,826 3,394,286 224,542 3,618,828 62% 3,214,345 II. COMMUNITY SERVICES
Membership Services & Rec. Programs 633,733 6,240,277 3,946,391 681,443 4,627,834 74% 3,234,380 Recreation Facility Rentals 45,433 716,081 398,962 12,473 411,434 57% 659,677 Community Services 48,458 641,554 371,514 51,741 423,255 66% 329,627 Park Maintenance 73,799 1,179,250 762,669 56,478 819,147 69% 754,108 Environmental Services 18,651 349,129 156,540 156,540 - 45% 144,748 Countywide Solid Waste Program 20,117 303,550 155,866 155,866 - 51% Street Maintenance 181,701 2,662,248 1,594,574 96,863 1,691,437 64% 1,569,363 Downtown Maintenance 13,092 318,869 188,863 23,789 212,652 67% 162,890 Cable Television 2,742 34,272 34,652 34,652 - 101% 16,175 COMMUNITY SERVICES 1,037,726 12,445,230 7,610,031 922,786 8,532,816 69% 6,870,968 CODE COMPLIANCE 14,766 174,873 131,219 131,219 - 75% 117,235 INFRASTRUCTURE PLANNING & CONGESTION MGMT 356,583 23,235 249,908 - 249,908 70% 252,235 ECONOMIC DEVELOPMENT PROGRAMS 51,281 970,380 512,342 41,032 553,374 57% 416,954 TOTAL COMMUNITY SERVICES 1,127,009 13,947,066 8,503,500 963,817 9,467,317 68% 7,657,392 III. PUBLIC SAFETY
POLICE
PD Administration 135,331 1,421,383 1,250,374 31,250 1,281,624 90% 1,143,140 Field Operations 756,907 9,314,988 6,761,784 125,285 6,887,068 74% 5,962,777 Support Services 194,306 2,596,110 1,893,646 - 1,893,646 73% 1,661,664 Emergency Services/Haz Mat 18,631 202,072 145,880 - 145,880 72% 131,158 Special Operations 298,392 3,700,816 2,060,185 6,334 2,066,519 56% 2,210,385 Dispatch Services 145,444 1,897,873 1,334,199 1,334,199 - 70% 1,206,675 POLICE 1,549,011 19,133,242 13,446,068 162,869 13,608,937 71% 12,315,801 FIRE 567,601 7,788,401 5,579,514 40,611 5,620,125 72% 5,346,934 TOTAL PUBLIC SAFETY 2,116,612 26,921,643 19,025,582 203,480 19,229,062 71% 17,662,734 IV. TRANSFERS
Other 110,559 4,294,211 3,267,243 - 3,267,243 76% 428,373 TOTAL TRANSFERS 110,559 4,294,211 3,267,243 3,267,243 - 76% 428,373 TOTAL GENERAL FUND 3,711,255 50,956,746 34,190,610 1,391,839 35,582,449 70% 28,962,844
City of Morgan Hill
Year to Date Expenses - Fiscal Year 2021-22
For the Month and Nine Months Ended March 31, 2022
75% of Year Complete
CURRENT
FUND MONTH PERCENT OF
NO. FUND/ACTIVITY ACTUAL AMENDED YTD OUTSTANDING TOTAL TOTAL TO PRIOR
EXPENSES BUDGET EXPENSES ENCUMBRANCE ALLOCATED BUDGET YTD
SPECIAL REVENUE FUNDS
202 STREET MAINTENANCE 361 704,068 327,516 - 327,516 47% 527,940 205 PUBLIC SAFETY/SUPP.LAW 604 107,245 105,436 - 105,436 98% 105,301 206 DEVELOPMENT SERVICES FUND
Planning 188,709 1,956,314 1,478,154 28,641 1,506,795 77% 1,130,538 Building 185,922 2,233,914 1,575,772 1,642 1,577,414 71% 1,447,831 Engineering 123,728 1,366,129 1,108,088 7,605 1,115,694 82% 946,044 206 DEVELOPMENT SERVICES FUND 498,359 5,556,356 4,162,014 37,889 4,199,903 76% 3,524,413 207 LONG RANGE PLANNING 133,116 861,202 512,750 61,183 573,932 67% 659,208 215/216 CDBG 458 5,499 4,122 - 4,122 75% 4,023
225 ASSET SEIZURE - 54,232 14,232 14,232 - 26% -
229 LIGHTING AND LANDSCAPE 5,647 168,130 110,865 10,824 121,689 72% 117,310 230 COMMUNITY FACILITIES DISTRICT 1,827 42,093 17,962 17,962 - 43% 17,942 232 ENVIRONMENT PROGRAMS 34,896 508,715 301,456 1,971 303,427 60% 292,074 234 MOBILE HOME PARK 37 449 333 - 74% 333 333
236 HOUSING MITIGATION 78,927 1,495,875 529,179 91,965 621,144 42% 489,961 237 BEGIN - 50,000 - 50,000 - n/a -
240 EMPLOYEE ASSISTANCE 86 28,531 9,785 - 9,785 34% 10,658 246 COUNTYWIDE SOLID WASTE PROGRAM 325,800 1,481,421 693,771 552,771 1,246,543 84% - 250 COMH-SUCCESSOR AGENCY-MHRDA 577 6,939,408 491,354 491,354 - 7% 5,015,227 255 HOUSING SUCCESSOR AGENCY 83,239 1,003,785 802,995 66,667 869,662 87% 769,969 260 PUBLIC ART 375 23,500 4,368 - 4,368 19% -
TOTAL SPECIAL REVENUE FUNDS 1,164,308 18,980,509 8,138,138 823,269 8,961,408 47% 11,535,880
CAPITAL PROJECT FUNDS
301 PARK DEVELOPMENT 939,052 9,738,856 5,817,939 1,758,523 7,576,462 78% 3,961,985 302 PARK MAINTENANCE 54,167 745,776 502,499 502,499 - 67% 494,943 303 LOCAL DRAINAGE 22,840 6,997,265 64,967 42,558 107,525 2% 285,020 304 LOCAL DRAIN. NON-AB1600 240 833,046 3,815 48,135 51,950 6% 186,605 306 AGRICULTURE & OPEN SPACE PRESERVATIO 5,480,009 2,249 5,476,996 - 5,476,996 100% 20,052 308 STREET CIP 5,052 6,587,142 2,901,775 347,064 3,248,839 49% 2,801,864 309 TRAFFIC IMPACT 184,201 30,480,782 7,417,176 7,948,974 15,366,149 50% 1,439,737 315 PUBLIC SAFETY FACILITIES IMPACT 45,648 565,180 261,418 812,700 1,074,118 190% 194,475 346 PUBLIC FAC.NON AB1600 648 1,351,905 122,826 49,229 172,055 13% 170,030 347 PUBLIC FACILITIES IMPACT 2,277 27,331 20,493 - 20,493 75% 38,886 348 LIBRARY IMPACT 18,059 216,704 164,159 - 164,159 76% 650,046 350 UNDERGROUNDING 95 139,398 855 - 855 1% 828
355 SCHOOL PEDESTRIAN & TRAFFIC SAFETY 1,809 1,160,466 1,152,763 113,053 1,265,816 109% 1,067,961 360 COMM/REC CENTER IMPACT 4,714 1,454,834 228,991 807,678 1,036,669 71% 1,521,927 375 QUIMBY FEE - 600,000 130 - 130 0% -
TOTAL CAPITAL PROJECTS FUNDS 1,281,052 66,378,693 24,136,800 11,927,913 36,064,713 54% 12,834,359
DEBT SERVICE FUNDS
420 CIVIC CENTER DEBT 1,656 304,947 236,370 - 236,370 78% 233,899 441 POLICE FACILITY BOND DEBT 1,318 389,497 314,265 - 314,265 81% 305,841 TOTAL DEBT SERVICE FUNDS 2,974 694,444 550,635 - 550,635 79% 539,740
City of Morgan Hill
Year to Date Expenses - Fiscal Year 2021-22
For the Month and Nine Months Ended March 31, 2022
75% of Year Complete
CURRENT
FUND MONTH PERCENT OF
NO. FUND/ACTIVITY ACTUAL AMENDED YTD OUTSTANDING TOTAL TOTAL TO PRIOR
EXPENSES BUDGET EXPENSES ENCUMBRANCE ALLOCATED BUDGET YTD
ENTERPRISE FUNDS
SEWER
640 SEWER OPERATIONS 1,523,998 14,126,884 10,099,647 119,823 10,219,470 72% 9,798,725 641 SEWER CAPITAL EXPANSION 282,576 22,987,165 1,891,016 1,162,497 3,053,513 13% 639,103 642 SEWER RATE STABILIZATION 95 1,138 855 - 855 75% 837 643 SEWER-CAPITAL PROJECTS 558,341 22,004,075 6,141,429 813,924 6,955,353 32% 2,544,233 TOTAL SEWER FUND(S) 2,365,009 59,119,262 18,132,946 2,096,244 20,229,190 34% 12,982,897 WATER
Water Operations 1,129,433 15,292,037 9,981,107 676,926 10,658,033 70% 10,064,839 Utility Billing 66,047 985,735 675,257 26,801 702,058 71% 617,114 Water Conservation 15,119 157,768 87,060 42,896 129,956 82% 52,653 650 WATER OPERATIONS 1,210,600 16,435,540 10,743,424 746,624 11,490,048 70% 10,734,606 651 WATER CAPITAL EXPANSION 64,023 2,281,063 605,241 55,003 660,244 29% 450,201 652 WATER RATE STABILIZATION 31 371 279 - 75% 279 270
653 WATER-CAPITAL PROJECTS 20,686 7,534,033 566,644 308,763 875,407 12% 466,647 TOTAL WATER FUND(S) 1,295,340 26,251,006 11,915,588 1,110,390 13,025,978 50% 11,651,724 TOTAL ENTERPRISE FUNDS 3,660,349 85,370,268 30,048,534 3,206,634 33,255,168 39% 24,634,621
INTERNAL SERVICE FUNDS
730 INFORMATION SYSTEMS 171,503 2,732,628 1,296,135 170,940 1,467,075 54% 1,316,701 740 BUILDING MAINTENANCE 90,500 1,287,566 830,937 88,111 919,048 71% 1,840,298 741 BUILDING REPLACEMENT 8,322 610,000 201,982 48,854 250,836 41% 50,543 745 CIP ADMINISTRATION 140,927 1,735,361 1,265,642 5,748 1,271,390 73% 1,177,757 760 UNEMPLOYMENT - 20,000 7,757 - 7,757 39% 17,495
770 WORKERS COMPENSATION 4,662 876,877 748,899 748,899 - 85% 546,156 790 EQUIPMENT REPLACEMENT 46,712 1,546,014 570,635 372,570 943,205 61% 991,309 791 EMPLOYEE BENEFITS FUND 23,014 625,000 575,339 575,339 - 92% 520,930 795 GEN. LIABILITY INSURANCE 61,749 1,724,061 1,562,375 1,562,375 - 91% 1,240,334 TOTAL INTERNAL SERVICE FUNDS 547,390 11,157,508 7,059,702 686,223 7,745,925 69% 7,701,524 REPORT TOTAL $ 10,367,328 $ 233,538,168 $ 104,124,419 $ 18,035,879 $ 122,160,297 52% 86,208,968 $
City of Morgan Hill
Fund Activity Summary - Fiscal Year 2021-22 For The Nine Months Ended March 31, 2022 75% of Year Complete Year to-Date
Fund Fund Balance YTD % of YTD % of Deficit or
No. Fund 06-30-21 Actual Budget Actual Budget Carryover Reserved1 Unreserved 010 GENERAL FUND 24,896,179 $ 27, $ 55% 34, 741,235 $ 190,610 67% (6, $ 449,375) $ 1,391,839 $ 17,054,965 TOTAL GENERAL FUND $ 24,896,179 $ 27,741,235 55% $ 34,190,610 67% $ (6,449,375) $ 1,391,839 $ 17,054,965 202 STREET MAINTENANCE 6,241 $ 439,574 63% $ 327,516 71% $ 112,058 $ - $ 118,299 205 PUBLIC SAFETY/SUPPL. LAW 195,819 112,123 111% 105,436 81% 6,687 - 202,506 206 DEVELOPMENT SERVICES (484,553) 3,565,850 67% 4,162,014 75% (596,164) 37,889 (1,118,606) 207 LONG RANGE PLANNING 1,250,193 556,322 64% 512,750 60% 43,572 61,183 1,232,583 215 / 216 CDBG 34,893 251 8% 4,122 75% (3,871) - 31,022 225 ASSET SEIZURE 143,259 27% 14,232 526 n/a (13,707) - 129,552 229 LIGHTING AND LANDSCAPE 172,706 105,088 4084% 110,865 66% (5,777) 10,824 156,105230 COMMUNITY FACILITIES DISTRICT 137,840 11,937 963% 17,962 43% (6,025) - 131,815232 ENVIRONMENTAL PROGRAMS 213,442 383,158 80% 301,456 59% 81,703 1,971 293,173 234 MOBILE HOME PK RENT STAB. 58,766 8,071 1066% 333 74% 7,738 - 66,504 235 SENIOR HOUSING 234,588 23% 900 n/a - 900 - 235,488
236 HOUSING MITIGATION 5,407,291 934,892 36% 529,179 35% 405,713 91,965 5,721,039 237 BEGIN 320,727 54,539 n/a 50,000 n/a 4,539 - 325,266 238 CAL HOMES 276 312 n/a n/a - 312 588
240 EMPLOYEE ASSISTANCE 62,190 8,425 29% 9,785 34% (1,360) - 60,830 246 COUNTYWIDE SOLID WASTE 1,048,667 57% 693,771 47% 354,896 552,771 (197,875) 247 ENVIRONMENT REMEDIATION 135,927 1,398 57% n/a - 1,398 - 137,325 250 COMH-SUCCESSOR AGENCY-MHRDA (493,066) 6,246,678 88% 491,354 7% 5,755,323 6,262,932 (1,000,674) 255 HOUSING SUCCESSOR AGENCY 4,287,939 219,937 102% 802,995 80% (583,058) 66,667 3,638,214 260 PUBLIC ART 70,772 1,100 n/a 4,368 (3,268) - 67,504
TOTAL SPECIAL REVENUE FUNDS $ 11,755,250 $ 13,699,747 73% $ 8,138,138 43% $ 5,561,608 $ 7,086,201 $ 10,230,657 301 PARK DEV. IMPACT FUND $ 270,918 $ 5,973,344 84% 5, $ 817,939 60% $ 155,405 $ 1,758,523 $ (1,332,200) 302 PARK MAINTENANCE 2,815,081 524,662 145% 502,499 67% 22,163 - 2,837,244 303 LOCAL DRAINAGE 10,947,520 271,314 16% 64,967 1% 206,348 42,558 11,111,310 304 LOCAL DRAINAGE/NON-AB1600 1,268,597 89,080 110% 3,815 0% 85,265 48,135 1,305,727 306 AGRICULTURE AND OPEN SPACE PRESERVA 6,011,689 79% 5, 141,812 476,996 100% (5,335,184) - 676,505 308 STREET CIP 3,538,596 3,497,611 86% 2,901,775 44% 595,837 347,064 3,787,369309 TRAFFIC IMPACT FUND 2,217,293 7,151,085 487% 7,417,176 24% (266,090) 7,948,974 (5,997,771) 315 PUBLIC SAFETY FACILITIES IMPACT 3,650,943 164,095 19% 261,418 46% (97,323) 812,700 2,740,920 346 PUBLIC FACILITIES NON-AB1600 1,100,016 1,859,622 166% 122,826 9% 1,736,796 49,229 2,787,583 347 PUBLIC FACILITIES IMPACT FUND 1,034,272 39,955 15% 20,493 75% 19,462 - 1,053,734348 LIBRARY IMPACT FUND 1,487,275 189,355 18% 164,159 76% 25,197 - 1,512,472 350 UNDERGROUNDING 1,073,838 405,712 471% 855 1% 404,857 - 1,478,695 355 SCHOOL PEDESTRIAN/TRAFFIC SFTY 181,922 961,644 162% 1,152,763 99% (191,119) 113,053 (122,250) 360 COMM/REC CTR IMPACT FUND 1,353,501 224,785 13% 228,991 16% (4,206) 807,678 541,617 375 QUIMBY FEE - 907,787 56% 130 0% 907,657 - 907,657
TOTAL CAPITAL PROJECT FUNDS $ 36,951,461 $ 22,401,864 100% $ 24,136,800 36% $ (1,734,935) $ 11,927,913 $ 23,288,612 420 CIVIC CENTER DEBT $ 165,528 $ 229,356 75% $ 236,370 78% $ (7,014) $ 3 $ 158,511 441 POLICE FACILITY BOND DEBT 171,762 288,256 75% 314,265 81% (26,008) 4 145,750 TOTAL DEBT SERVICE FUNDS $ 337,290 $ 517,612 75% $ 550,635 79% $ (33,022) $ 6 $ 304,261 Revenues Expenses Ending Fund Balance
City of Morgan Hill
Fund Activity Summary - Fiscal Year 2021-22 For The Nine Months Ended March 31, 2022 75% of Year Complete Year to-Date
Fund Fund Balance YTD % of YTD % of Deficit or
No. Fund 06-30-21 Actual Budget Actual Budget Carryover Reserved1 Unreserved Revenues Expenses Ending Fund Balance
640 SEWER OPERATIONS $ 3,602,581 $ 9,822,149 70% 10, $ 099,647 71% ( $ 277,497) 119,823 3,205,261 641 SEWER IMPACT FUND* 22,121,700 2,113,746 30% 1,891,016 8% 222,730 1,162,497 21,181,933 642 SEWER RATE STABILIZATION 2,692,314 123,052 63% 75% 855 122,197 - 2,814,511 643 SEWER-CAPITAL PROJECTS 29,354,687 3,542,007 75% 6,141,429 28% (2,599,422) 813,924 25,941,341 650 WATER OPERATIONS 3,580,575 10,443,571 64% 10,743,424 65% (299,853) 746,624 2,534,098 651 WATER IMPACT FUND* 2,979,950 374,532 20% 605,241 27% (230,708) 55,003 2,694,239 652 WATER RATE STABILIZATION 3,162,416 106,074 75% 75% 279 105,795 - 3,268,211 653 WATER -CAPITAL PROJECT 8,134,534 3,812,615 76% 566,644 8% 3,245,971 308,763 11,071,742 TOTAL ENTERPRISE FUNDS $ 75,628,757 $ 30,337,747 61% $ 30,048,534 35% $ 289,213 $ 3,206,634 $ 72,711,336 730 INFORMATION SERVICES $ 849,651 $ 1,688,487 75% 1, $ 296,135 47% $ 392,352 $ 170,940 $ 1,071,063 740 BUILDING MAINTENANCE 6,945 848,063 25% 830,937 65% 17,126 88,111 (64,040) 741 BUILDING REPLACEMENT 3,561,339 539,392 71% 201,982 33% 337,410 48,854 3,849,895 745 CIP ENGINEERING 55,476 1,106,267 61% 1,265,642 73% (159,376) 5,748 (109,648) 760 UNEMPLOYMENT 328,958 1,251 50% 7,757 39% (6,506) - 322,452 770 WORKERS COMPENSATION 2,115,661 571,413 63% 748,899 85% (177,486) 30,000 1,908,175 790 EQUIPMENT REPLACEMENT 5,996,455 830,184 76% 570,635 37% 259,549 372,570 5,883,434 791 EMPLOYEE BENEFITS FUNDS (28,785) 456,742 44% 575,339 92% (118,597) 5,187,404 (5,334,786) 795 GEN. LIABILITY INSURANCE 1,236,516 1,290,759 74% 1,562,375 91% (271,617) - 964,899 TOTAL INTERNAL SERVICE FUNDS $ 14,122,216 $ 7,332,558 56% $ 7,059,702 63% $ 272,856 $ 5,903,627 $ 8,491,445
SUMMARY BY FUND TYPE
GENERAL FUND GROUP 24,896,179 $ $ 27,741,235 55% 34, $ 190,610 67% (6, $ 449,375) $ 1,391,839 $ 17,054,965 SPECIAL REVENUE GROUP 11,755,250 13,699,747 73% 8,138,138 43% 5,561,608 7,086,201 10,230,657 DEBT SERVICE GROUP 337,290 517,612 75% 550,635 79% (33,022) 6 304,261 CAPITAL PROJECTS GROUP 36,951,461 22,401,864 100% 24,136,800 36% (1,734,935) 11,927,913 23,288,612 ENTERPRISE GROUP 75,628,757 30,337,747 61% 30,048,534 35% 289,213 3,206,634 72,711,336 INTERNAL SERVICE GROUP 14,122,216 7,332,558 56% 7,059,702 63% 272,856 5,903,627 8,491,445 TOTAL ALL GROUPS $ 163,691,153 $ 102,030,763 66% $ 104,124,419 45% (2, $ 093,656) $ 29,516,220 $ 132,081,277 For Enterprise Funds: Unrestricted fund balance = Fund balance net of fixed assets and long-term liabilities. *Unreserved fund balance includes bond proceeds reserved for projects listed in bond documents. 1 Amount restricted for encumbrances, fixed asset replacement, long-term receivables, and bond reserves.2 Amount restricted for debt service payments and AB1600 capital expansion projects as detailed in the City's five year CIP Plan and bond agreements.
City Manager's Signature Authority
Contracts and Agreements Between $25,000 to $60,000 Entered Since 1/13/2022 to 4/6/2022 Vendor Name Desription of Service Begin Date End Date Department Amount TL Engineering On-call Traffic Engineering Services 2/24/2022 6/30/2023 E&U $60,000 United Security Specialist
Inclement Weather Shelter Security
Services 2/24/2022 6/30/2022 CSD $25,000
CSG Consultants, Inc
Plan review services for the Building
Division 3/21/2022 3/1/2023 DS $60,000
TL Engineering
Dunne Ave Overpass pavement
rehabilitation project with Caltrans 3/24/2022 12/31/2023 E&U $30,000 Kennedy/Jenks Consultants
Inc. East Dunne Ave Tank Project 2/10/2022 1/31/2023 E&U $55,000 Bay Alarm Company Corp Yard Security System 2/17/2022 3/31/2027 E&U $38,400 Associated Right of Way
Services Sewer Trunk Project 3/30/2022 4/1/2023 E&U $25,000
19 CITY COUNCIL STAFF REPORT
MEETING DATE: April 20, 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.
19 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
19 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.
19 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
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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.
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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
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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
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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.
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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.
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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.
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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.
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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
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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
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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
COMMUNICATIONS, OUTREACH, AND ENGAGEMENT PLAN | 26
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.
COMMUNICATIONS, OUTREACH, AND ENGAGEMENT PLAN | 27
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
From: D. Muirhead
To: PIO
Subject: [EXTERNAL] Re: Morgan Hill"s Communications, Outreach, and Engagement Plan Date: Wednesday, March 30, 2022 12:40:54 PM
Hello PIO,
First, let me thank you for producing this plan. And for 9 days (if not the agreed 10) to review it.
Second, while this may be the first "plan", you had the Council "Adopt the Spectrum of Public Participation as the guiding document for a City of Morgan Hill Public Participation/Engagement Plan." on June 18, 2014, Too often in my opinion the section COMMUNITY ENGAGEMENT in Staff Reports says the activity is your normal work and so no effort was made to involve the public. This is not "Engagement" nor "Public Participation".
Then on January 25, 2017 Maureen Tobin presented
"Communications Assessment Report and Recommendations".
I have never seen a follow-on to implementation or effectiveness of those recommendations.
Having submitted many thousands of words on this subject to City over the last decade, it is hard to figure out what to say for this effort. Whatever I say is qualified by "in my opinion". And you never told me what you consider "just Doug issues".
Two years ago I did some reading about education and persuasion after some Engage members rejected my approach to a topic as not meaningful to them.
Council Member McKay said at a Goals Workshop:
We don't have to persuade, just give residents good information.
Eugenia Cheng, The Art of Logic in an Illogical World
[pg 139] not all truth is relevant or helpful;
things that are true are not necessarily illuminating.
[pg 131] logic is a good way to verify truth, but this is not the same as convincing others of truth (verify vs convey)
[pg 3] there are two ways to make something simpler - we can forget parts of it or we can become cleverer so that things that used to seem incomprehensible become clear to us.
[pg ix] excessive simplifications push us into fabricated black and white situation when everything is really shades of grey and even multi-colors.
[pg 104] category theory - highlighting relationships between things is more illuminating than just thinking of things in isolation.
Doug McKenzie-Mohr, Fostering Sustainable Behavior
[pg 95] without capturing attention, persuasion is impossible make information vivid, concrete, and personalized
[pg 101] engender feelings of common purpose and efficacy to deal with a threat or you may cause people to avoid the issue.
As Swanee Edwards says, Ever Onward.
pg 2 Purpose "when communicating with the community"
---
I prefer "engaging with"
pg 4 For "variety of groups that make up our target audiences" ---
If you include "Critics of city government" then you should also include "Cheerleaders of city government".
pg 5 level of engagement: fully engaged, aware/passive, aware/disinterested, or unaware/disinterested.
---
I suggest "fully engaged" are divided into "cheerleaders" and "improvers" (my term) or "critics" (probably your term). pg 6 City has several formal avenues for identifying emerging issues.
The key mechanisms are: Community feedback
---
I still recommend that Council, City Manager, and Leadership Team pass on what they hear as "Pulse of the Community".
pg 6 areas that are important for the City to communicate. ---
What about traffic congestion and transportation alternatives to cars and recycled water?
pg 7 Crisis Management and Communications
Issues are topics of concern to one or more audiences
There is a critical distinction between emergencies and crises. a crisis is a threat to the organization's financial health or reputation. ---
You disappoint me. You put your organization's reputation ahead of our residents ability to obtain needed services.
pg 7 For Issues requiring a response Appropriate staff and elected officials, if appropriate, will be briefed then the City will publicly respond ---
Be it wildfire or covid, I have seen messages from City Manager that I feel should come from our elected representatives.
pg 9 Strategies and Tactics
Priority #1: Create Opportunities for Meaningful Stakeholder Participation and Collaboration
Encourage engagement through audience-appropriate, two-way communication, and ensure opportunities for constructive feedback. ---
Look at the desire for Meaningful Participation compared to the recent responses on budget inputs and teaching tools being top down and considered by staff as secondary to core services.
pg 9 typo
---
"towards, building" -> "towards building"
pg 13 "Who Does What: understanding of the region versus City roles show operations and services by division, factsheet, employee stories pg 13 Celebrate and Communicate Employee Accomplishments
pg 14 Provide On-Site Engagement
---
All things I have asked for in the past. Loved the Open House on Utilities held at CCC October 2011 and Budget Open House May 2012.
Maureen argued at Mayor Coffee that cost-per-nose too high for open house depth vs social media [shallow] breadth. And Budget Open House deemed to have inadequate attendance but you did not promote it. pg 15 Priority #4: Ensure a Well-Informed City Workforce ---
I had an encounter with a City contractor who did not want to explain what he was doing in the detention basic (tree company dumping shredded trees visible from road) and then got defensive demanding what right I had to have walked through an open gate to talk to him!
pg 16 STRATEGIES: Develop and implement the City's brand. ---
If this is what you want us to believe you are,
how does it compare with what members of diverse
communities see you as?
pg 18 Measurements of Progress and Success
The City will evaluate KPI metrics on a regular basis and compare them to earlier statistics
pg 18 continue to look for proven methods for monitoring other metrics. ---
You never share these with us. For example Maureen's "refresh" of the web site was done without measures of success from the previous rework and no measures of success for 2020. I use web ReportAConcern; does anyone else? Who calls main number? Who knows an employee and calls that person directly?
pg 23 ROLES AND RESPONSIBILITIES MATRIX
---
So will we see plans from Department Heads to turn your vision into reality? Will all employees have one or more items in their performance evaluations that are tied to implementing this plan? ------------------------------------------------------------------------ So some questions of a broader nature.
1) I have always wanted more context in Staff Reports. How will you prioritize depth vs breadth?
2) I was personally offended by a City communication (probably covid but possibly wildfire) when it started with Abigail Adams quote "Great difficulties may be surmounted by patience and perseverance." I believe that what was really needed was preparation and practice. 3) I was personally offended by a City communication (probably MH411 from Maureen) where she said residents did not appreciate the work Larry and Chris did to get SJ to get Monterey repave high priority (it is very nice with bikeable shoulders). My comment to Maureen was how can we appreciate something that you don't let us know about! 4) I really like the MH411. I have visited your Saturday Info Booth and hope that it is only this April one that conflicts with Gilroy Mayor Coffee. You know that I want the retail in-person opportunity
and suggested a coffee table in front of a grocery store more than once. And if you have not talked to Rebecca about the breadth of her outreach to hard-to-engage persons, you should.
I am rooting for you. Regards, DougM
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From: Christina Turner
To: Michelle Bigelow; Kim Mancera
Subject: April 6, 2022 City Council Meeting Questions
Supplement for Item 18 - ADOPT THE COMMUNICATIONS, OUTREACH, AND ENGAGEMENT PLAN AND
APPROVE THE RECOMMENDED STAFFING CHANGES
Date: Wednesday, April 6, 2022
Question: Not knowing all the details of each position of the City Clerk and PIO, I am assuming both positions are full time and require full time hours, how do you plan on managing the combined position so that person doesn’t get burned out or even worse gets into a situation where that person is overwhelmed?
Response: Over the last year, the current City Clerk has served in the dual role of City Clerk/PIO demonstrating the success of the position by staying on top of the workload and moving the needle in regard to our Communications and Engagement Efforts. To assist with the workload, the current City Clerk staff have taken on additional responsibilities, we have worked with consultants, and we have had part-time staffing assistance. The recommended staffing changes which include the addition of the Communications and Engagement Coordinator position and through the budget process, the reclassification of the two City Clerk staff positions, along with the previously approved change making the A/V Coordinator position a permanent full-time position, allow us to both distribute the current workload appropriately and add capacity to take on the work in the COE Plan. Lastly, through the budget process, staff will recommend dollars for consulting services to supplement our team and assist as needed.
Question: These changes are many and although I agree wholeheartedly with the changes, how will you manage these changes and provide first class services to the community? Response: As we have for the last year, the team will manage this change and provide first class service to the community by implementing a team workplan with clear expectations of duties and responsibilities, evaluating and adjusting as needed and communicating with each other early and often.
Communications, Outreach, and
Engagement Plan
• Ensure Effective Community Engagement
• Build and Sustain Trust with the
Community
Communications, Outreach,
and Engagement Plan Goals
1
• 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
Strategies
2
• Begin implementation of the
Communications, Outreach, and
Engagement Plan including:
o Develop department/division communications
plans
o Train teammates on how to use the Plan
• Staffing updates
Next Steps
3
• Combine the City Clerk and Public
Information Officer positions
• Approve a new full-time Communications
and Engagement Coordinator position
• Through the budget process, reclassify two
City Clerk teammates to newly created
Deputy City Clerk positions
Staffing
4
Questions ?
5
20 CITY COUNCIL STAFF REPORT
MEETING DATE: April 20, 2022
PREPARED BY:
Anthony Eulo, Program Administrator
APPROVED BY: City Manager
INTRODUCE ORDINANCE UPDATING WATER WASTE ORDINANCE,
ADOPT WATER SHORTAGE RESOLUTION, AND ACCEPT REPORT
ON WATER OFFSET PROGRAM
RECOMMENDATION(S)
1. Waive the first and second reading of the ordinance;
2. Introduce the ordinance updating the City's water waste provisions to reflect the actions and stages identified in the City's Urban Water Management Plan (UWMP);
3. Adopt resolution declaring a Level 4 Water Supply Shortage; and
4. Accept report on the development of a "water offset" program for new development.
Estimated Time: 30 Minutes
COUNCIL PRIORITIES, GOALS & STRATEGIES
City Council Ongoing Priorities
Enhancing Public Safety
Protecting the Environment and Preserving Open Space and Agricultural Land REPORT NARRATIVE:
POLICY CONSIDERATIONS:
Should the City establish some form of "water offset" program that would require owners and developers of new residential and nonresidential developments to "find" the water needed for their development by implementing or funding conservation programs that would reduce existing water consumption?
WATER WASTE ORDINANCE:
The City has long had a water waste ordinance that it relies upon to guide City activities during droughts and other water shortages. This ordinance specifically mimics the "Water Shortage Contingency Plan" required to be prepared with the Urban Water Management Plan (UWMP) that is submitted to the State every five years. When the 2020 UWMP was prepared, the City fine tuned the Water Shortage Contingency Plan to
20 better reflect the tools and opportunities that the City has to respond to water shortages.
The previous three large stages of water shortage were expanded to six smaller stages that offer more flexibility and responsiveness. The proposed ordinance merely codifies the six stage response plan that the Council approved last October when considering the UWMP and staff recommends adoption of the ordinance to ensure that the Municipal Code reflects the UWMP submitted to the State.
With the addition of the smaller more-nuanced stages, the actions associated with what used to be a Level 2 water shortage now constitute a Level 4 water shortage. Since California remains in a drought and the City was already in a declared Level 2 water shortage, staff recommends that the Council adopt the resolution updating the water shortage declaration from a Level 2 shortage to a Level 4 shortage. Importantly, the increased number does not cause or represent additional use restrictions - it is merely updating the number to reflect the new numbering system. Irrigation will remain limited to twice per week as it has been since last summer. This schedule complies with the latest request from Valley Water.
WATER OFFSET PROGRAM:
As climate change introduces more water uncertainty to California, it is advisable to consider new approaches to meeting each community's water needs. In Morgan Hill, the City is dependent on imported Sacramento - San Joaquin River Delta water to be purchased and piped to South County for groundwater recharge by Valleywater. As the likelihood of interruptions in these imported water supplies increases, so do the chances of declining groundwater levels and water shortages in South County. Any shortages potentially facing the community, could be more severe as the community grows.
While some have suggested that the City issue moratoriums on building during drought periods, moratoriums have two fatal flaws that make them untenable. First, the State would likely strike down any moratorium that impacted residential development (due to the housing crisis) so a moratorium would only restrict the nonresidential development that typically offers positive economic benefits to the community. Second, a moratorium does nothing to address the long-term water needs generated by development; it just stalls building.
An alternative to a moratorium is a water offset program that would require developers of new projects to "find" the water for the project by implementing or funding conservation programs that reduce water consumption. For example, a developer needing 100 units of water a day to support a new project would need to fund the conservation of 100 units of water a day by existing customers or, alternately, contribute to a project that would recycle 100 units of water a day. Several other communities, primarily coastal communities, have implemented similar programs after recognizing that their water supplies were limited.
To begin this work, staff proposes that the City hire a conservation consultant to prepare a policy options report for the City Council to consider later this year. The report would highlight the lessons learned in other communities, the options available for proceeding, and the fiscal impacts of such a program.
20 COMMUNITY ENGAGEMENT:
Inform and Consult
Community engagement relating to the City's water waste rules was completed with the community engagement for the UWMP. Per the staff report presented to the Council for UWMP adoption: "The UWMPA requires that the adopted UWMP demonstrate the water agency solicited public participation. Per the stated law, the City held a public hearing so community members could provide comments, learn about existing and future water supplies of the City, and raise any concerns towards the plan. A notice of the public hearing was published in the local newspaper on August 13 and 20, 2021, notifying interested parties that the draft 2020 UWMP was available at various City facilities and on the City’s web page (www.morganhill.ca.gov) for review two successive weeks before the anticipated adoption scheduled for October 6. In addition to the public hearing held for this item, the City hosted a workshop/town hall meeting for the public on September 9, in anticipation of the 2020 UWMP being adopted by the Council on October 6.
In addition, tonight's public hearing was properly noticed in the Morgan Hill Times for the April 6th meeting and then was continued to April 20th.
The development of the water offset program will involve additional community engagement in the future before the program and any implementing actions are brought back to the City Council. The details of the program are not yet developed enough to do community engagement prior to tonight's meeting. City staff have received many public comments reflecting a concern about growth and water consumption that have demonstrated the need to consider this program.
ALTERNATIVE ACTIONS:
The Council could amend the recommended ordinance prior to adoption tonight or decline to adopt the ordinance at this time while providing staff with amendments to incorporate into the ordinance.
PRIOR CITY COUNCIL AND COMMISSION ACTIONS:
The Urban Water Management Plan was adopted by the Council on October 6, 2021.
The City's water waste ordinance was last amended by the Council in 2017. The current Level 2 water shortage was declared in June, 2021.
FISCAL AND RESOURCE IMPACT:
There are no direct fiscal impacts associated with adopting the new ordinance as it does not change the fiscal impacts (namely reduced water sales revenues and increased conservation program costs) associated with droughts and other water shortages that already exist under the current ordinance.
The water offset program will have short term costs and, if implemented, will necessitate a recalculation of the City's water impact fee and potentially require other amendments to the City's water conservation program budget. In the short term, consultant costs of approximately $50,000 will be required to engage in the study. Funding for this contract will be incorporated into the Water Operations budget (650.5710) and no budget adjustment is required. The long-term impacts cannot be determined until the program
20 is more fully developed.
Administering the City's water waste and drought response programs are activities included in the work program of the Public Services Department. Coordinating the evaluation of a water offset program and the associated need for community engagement is not a planned activity, but will not result in salary cost increases.
CEQA (California Environmental Quality Act):
Categorical Exemption
This Ordinance and actions taken hereafter pursuant to this Ordinance are exempt from the California Environmental Quality Act as actions intended to preserve and protect natural resources (CEQA Guidelines section 15307).
ORDINANCE NO. XXX, NEW SERIES
AN ORDINANCE OF THE CITY OF MORGAN HILL
AMENDING SECTIONS, 13.04.330 (WASTING OF WATER
AND DROUGHT EMERGENCIES) AND 13.04.390
(ENFORCEMENT) AND 13.04.400 (VIOLATIONPENALTY) OF CHAPTER 13.04 (WATER SYSTEM) OF TITLE 13 (PUBLIC SERVICES), AMENDING
REGULATIONS PROHIBITING NONESSENTIAL USE OF
POTABLE WATER
THE CITY COUNCIL OF THE CITY OF MORGAN HILL DOES HEREBY ORDAIN AS FOLLOWS:
Section 1. Findings.
a. A reliable minimum supply of potable water is essential to the public health, safety and welfare of the people and economy of City of Morgan Hill. b. The City of Morgan Hill is located in a semi-arid region and is dependent upon local groundwater, and imported water supplies. A growing population, climate change, environmental concerns, and other factors in other parts of the State and western United States, make the region highly susceptible to water supply reliability issues. c. There is a need for water conservation program and regulations because there is a limited supply of water available to serve the residents and businesses of Morgan Hill and demand for water has, at times, exceeded groundwater replenishment, threatening a water shortage.
d. Careful water management that includes active water conservation measures not only in times of drought, but at all times, is essential to ensure a reliable minimum supply of water to meet current and future water supply needs.
e. Article X, Section 2 of the California Constitution declares that the general welfare requires that water resources be put to beneficial use, waste or unreasonable use or unreasonable method of use of water be prevented, and conservation of water be fully exercised with a view to the reasonable and beneficial use thereof. f. Article XI, Section 7 of the California Constitution declares that a city or county may make and enforce within its limits all local, police, sanitary and other ordinances and regulations not in conflict with general laws.
g. California Water Code Section 375 authorizes water suppliers to adopt and enforce a comprehensive water conservation program to reduce water consumption and conserve supplies.
h. The City of Morgan Hill’s water conservation and supply shortage program has functioned adequately since its adoption in 2009. Changes to the program are necessary in order to expand and establish the permanent water conservation practices needed to
City of Morgan Hill
Ordinance No. XXXX, New Series
2 best manage the City of Morgan Hill’s potable water supply in the short and long-term and to avoid or minimize the effects of drought, climate change, and the unreliability of imported water infrastructure that serves the City of Morgan Hill.
Section 2. Declaration of Purpose and Intent.
a. The purpose of this Ordinance is to amend the City of Morgan Hill’s water conservation and supply shortage program. The program’s purposes are to reduce water consumption within the City of Morgan Hill through conservation, enable effective water supply planning, assure reasonable and beneficial use of water, prevent waste of water, and maximize the efficient use of water within the City of Morgan Hill to avoid and minimize the effect and hardship of water shortage to the greatest extent possible.
b. This Ordinance amends permanent water conservation standards intended to alter behavior related to water use efficiency at all times and further establishes six levels of water supply shortage response actions to be implemented during times of declared water shortage or declared water shortage emergency, with increasing restrictions on water use in response to worsening drought or emergency conditions and decreasing supplies.
Section 3. CEQA Exemption
The city finds that this Ordinance and actions taken hereafter pursuant to this Ordinance are exempt from the California Environmental Quality Act per the California Environmental Quality Act Guidelines Section 15307 (protection and preservation of natural resources). The City Clerk is hereby authorized and directed to file a Notice of Exemption as soon as possible following adoption of this Ordinance.
Section 4. Section 13.04.330 (Wasting of Water) of Chapter 13.04 (Water System) of Title 13 (Public Services) is hereby amended in its entirety to read as follows:
“13.04.330 Wasting of water and drought emergencies
A. Applicability
1. The provisions of this chapter apply to any person in the use of any potable water in the city.
2. The provisions of this chapter do not apply to uses of water necessary to protect public health and safety or for essential government services, such as police, fire and other similar emergency services.
3. The provisions of this chapter do not apply to the use of recycled water, with the exception of subsection B (1) of this section.
4. The provisions of this chapter do not apply to the use of water by commercial nurseries and commercial growers to sustain plants, trees, shrubs, crops or other vegetation intended for commercial sale, to the use of water in a community garden providing garden plots to the public, or to home fruit and vegetable gardens less than 200 square feet.
5. This chapter is intended solely to further the conservation of water. It is not intended to implement nor supersede any provision of federal, State, or local statutes,
City of Morgan Hill
Ordinance No. XXXX, New Series
3 ordinances, or regulations relating to protection of water quality or control of drainage or runoff.
B. Prohibition Against Waste: The following water conservation requirements are effective at all times and are permanent. Violations of this section will be considered waste and an unreasonable use of water.
1. Limits on Watering Hours: Watering or irrigating of lawn, landscape or other vegetated area with potable water is prohibited between the hours of 9:00 a.m. and 7:00 p.m. Pacific Standard/Daylight Savings Time on any day, except by use of a hand-held bucket or similar container, a hand-held hose equipped with a positive self-closing water shut-off nozzle or device, or for very short periods of time for the express purpose of adjusting or repairing an irrigation system. Watering or irrigating within 48 hours after ¼ inch or more of precipitation is received is prohibited.
2. Limit on Watering Duration: Watering or irrigating of lawn, landscape or other vegetated area with potable water using a landscape irrigation system or a watering device that is not continuously attended is limited to no more than fifteen (15) minutes watering per day per station/valve/zone. This subsection does not apply to landscape irrigation stations/valves/zones that exclusively use drip type irrigation systems, soaker hoses, bubblers, or high efficiency sprinkler nozzles that have a precipitation rate of less than two (2) gallons per hour; to systems controlled by weather-based irrigation controllers; and systems having stream rotor sprinklers with a 70% or greater efficiency standard.
3. Limit on Watering Days: During the months of March through October, watering or irrigating of lawn, landscape or other vegetated area with potable water is limited to three days per week on a schedule established and posted by the city. During the months of November through February, watering or irrigating of lawn, landscape or other vegetated area with potable water is limited to no more than one day per week on a schedule established and posted by the city. This provision does not apply to the following uses of water:
a. To landscape irrigation zones that exclusively use very low flow drip type irrigation systems when no emitter produces more than two (2) gallons of water per hour; b. To watering or irrigating by use of a hand-held bucket or similar container, a hand-held hose equipped with a positive self-closing water shut-off nozzle or device, or for very short periods of time for the express purpose of adjusting or repairing an irrigation system;
c. To landscape irrigation zones that are controlled by an activated weather-based irrigation controller;
d. To watering or irrigating a newly installed or significantly rehabilitated landscape for the first sixty days after the first plant is placed in the ground. For the purposes of this section, a significantly rehabilitated landscape is a landscape in which 25% or more of a property’s landscape is replaced.
4. No Excessive Water Flow or Runoff: Watering or irrigating of any lawn, landscape or other vegetated area in a manner that causes or allows excessive water flow or runoff onto an adjoining sidewalk, driveway, street, alley, gutter or ditch is prohibited.
5. No Washing Down Hard or Paved Surfaces: Washing down hard or paved surfaces, including but not limited to sidewalks, walkways, driveways, parking areas, tennis courts, patios or alleys, is prohibited except when necessary to alleviate safety or
City of Morgan Hill
Ordinance No. XXXX, New Series
4 sanitary hazards, and then only by use of a hand-held bucket or similar container, a handheld hose equipped with a positive self-closing water shut-off device, a low-volume, high-pressure cleaning machine equipped to recycle any water used, or a low-volume high-pressure water broom. Washing down structures, fences, and hard surfaces expressly for the purposes of preparing a surface for the application of a surface coating is not prohibited provided it does not occur more than one time in any twelve (12) month period.
6. Obligation to Fix Leaks, Breaks or Malfunctions: Excessive use, loss or escape of water through breaks, leaks or other malfunctions in the water user’s plumbing or distribution system for any period of time after such escape of water should have reasonably been discovered and corrected and in no event more than ten (10) days of receiving written notice from the city, is prohibited.
7. Recirculating Water Required for Water Fountains and Decorative Water Features: Operating a water fountain or other decorative water feature that does not use recirculated water is prohibited.
8. Limits on Washing Vehicles: Using water to wash or clean a vehicle, including but not limited to any automobile, truck, van, bus, motorcycle, boat or trailer, whether motorized or not is prohibited, except by use of a hand-held bucket or similar container or a hand-held hose equipped with a positive self-closing water shut-off nozzle or device.
This subsection does not apply to any commercial car washing facility that incorporates a recycled or recirculating water system in its operation.
9. Drinking Water Served Upon Request Only: Eating or drinking establishments, including but not limited to a restaurant, hotel, cafe, cafeteria, bar, or other public place where food or drinks are sold, served, or offered for sale, are prohibited from providing drinking water to any person unless expressly requested.
10. Commercial Lodging Establishments Must Provide Guests Option to Decline Daily Linen Services: Hotels, motels and other commercial lodging establishments must provide customers the option of not having towels and linen laundered daily.
Commercial lodging establishments must prominently display notice of this option in each bathroom using clear and easily understood language.
11. No Installation of Single Pass Cooling Systems: Installation of single pass cooling systems is prohibited in buildings requesting new water service.
12. No Installation of Nonrecirculating in Commercial Car Wash and Laundry Systems: Installation of nonrecirculating water systems is prohibited in new commercial conveyor car wash and new commercial laundry systems.
13. Restaurants Required to Use Water Conserving Dish Wash Spray Valves: Food preparation establishments, such as restaurants or cafes, are prohibited from using nonwater conserving dish wash spray valves.
14. Commercial Car Wash Systems: All commercial conveyor car wash systems must have installed operational recirculating water systems or must have a waiver of this requirement from the city.
15. Construction Activities: Use of potable water for construction site dust control, compaction, and other site activities suitable for nonpotable water is prohibited if recycled water is available within five miles of the construction site.
16. Plumbing System Testing: Use of potable water for plumbing system testing is prohibited unless required by law or alternative testing procedures are determined to be unsuitable by City inspection staff.
City of Morgan Hill
Ordinance No. XXXX, New Series
5 17. Pool Covers: Constructing a pool without the inclusion of a pool cover is prohibited. All contracts for the construction of a new pool entered into after September 2, 2015 shall include the provision of a pool cover.
C. Level 1 Water Supply Shortage (1% - 10% reduction): A Level 1 Water Supply Shortage (“Alert” stage) exists when the city council determines, in its sole discretion, that due to drought, other water supply conditions, or as mandated by the State of California, a water supply shortage or threatened shortage exists and a 1% - 10% consumer demand reduction is necessary to make more efficient use of water and appropriately respond to existing water conditions. Upon the declaration by the city of a Level 1 Water Supply Shortage condition, the City will implement an active communication campaign asking the community to conserve water in compliance with the City’s permanent water use restrictions.
D. Level 2 Water Supply Shortage (11% - 20% reduction): A Level 2 Water Supply Shortage (“Severe” stage) exists when the city council determines, in its sole discretion, that due to drought, other water supply conditions, or as mandated by the State of California, a water supply shortage or threatened shortage exists and a 11% - 20% consumer demand reduction is necessary to make more efficient use of water and appropriately respond to existing water conditions. Upon the declaration by the city of a Level 2 Water Supply Shortage condition, the City will:
1. Evaluate the water use of individual water utility customers and distribute targeted communications to those water utility customers that are high users or appear to be violating the City’s water use rules; and
2. Continue implementing all Level 1 response activities.
E. Level 3 Water Supply Shortage (21% - 30% reduction): A Level 3 Water Supply Shortage (“Critical 1” stage) exists when the city council determines, in its sole discretion, that due to drought, other water supply conditions, or as mandated by the State of California, a water supply shortage or threatened shortage exists and a 21% - 30% consumer demand reduction is necessary to make more efficient use of water and appropriately respond to existing water conditions. Upon the declaration by the city of a Level 3 Water Supply Shortage condition, the City will:
1. Actively enforce the City’s current restrictions regarding the limits on watering days contained in Section 13.04.330 B (3);
2. Suspend exemptions 13.04.330 B (3)(c) and 13.04.330 B (3)(d) to Section
13.04.330 B (3);
3. Prohibit the use of potable water to wash or clean a vehicle, including but not limited to, any automobile, truck, van, bus, boat or trailer, whether motorized or not, except at a commercial car washing facility that utilizes a recirculating water system to capture or reuse water. This provision does not apply to bicycles and motorcycles. The use of potable water to clean the windshield, windows, or mirrors of a vehicle by use of a hand-held bucket or similar container is not prohibited;
City of Morgan Hill
Ordinance No. XXXX, New Series
6 4. Impose an alternative rate schedule designed for water supply shortage events if such a rate schedule has been adopted by the City Council; and
5. Continue implementing all other Level 2 response activities.
F. Level 4 Water Supply Shortage (31% - 40% reduction): A Level 4 Water Supply Shortage (“Critical 2” stage) exists when the city council determines, in its sole discretion, that due to drought, other water supply conditions, or as mandated by the State of California, a water supply shortage or threatened shortage exists and a 31% - 40% consumer demand reduction is necessary to make more efficient use of water and appropriately respond to existing water conditions. Upon the declaration by the city of a Level 4 Water Supply Shortage condition, the City will:
1. Actively enforce the following limited irrigation schedule: During the months of March through October, watering or irrigating of lawn, landscape or other vegetated area with potable water is limited to two days per week on a schedule established and posted by the city. During the months of November through February, watering or irrigating of lawn, landscape or other vegetated area with potable water is limited to no more than one day per week on a schedule established and posted by the city. This provision does not apply to landscape irrigation zones that exclusively use very low flow drip type irrigation systems when no emitter produces more than two (2) gallons of water per hour. This provision also does not apply to watering or irrigating by use of a hand-held bucket or similar container, a hand-held hose equipped with a positive self-closing water shut-off nozzle or device, or for very short periods of time for the express purpose of adjusting or repairing an irrigation system; and
2. Continue implementing all other Level 3 response activities.
G. Level 5 Water Supply Shortage (41% - 50% reduction): A Level 5 Water Supply Shortage (“Emergency 1” stage) exists when the city council determines, in its sole discretion, that due to drought, other water supply conditions, or as mandated by the State of California, a water supply shortage or threatened shortage exists and a 41% - 50% consumer demand reduction is necessary to make more efficient use of water and appropriately respond to existing water conditions. Upon the declaration by the city of a Level 5 Water Supply Shortage condition, the City will:
1. Actively enforce the following limited irrigation schedule:
a. The watering or irrigating of lawns and turf is prohibited except for turf utilized for active recreation at a school, park, or public facility.
Turf used for active recreation at a school, park, or public facility may be irrigated in accordance with all other irrigation restrictions up to two times per week from March – October and one time per week from November – February;
b. Trees, shrubs, and dedicated landscapes that do not contain turf may be watered one time per week in accordance with all other irrigation restrictions; and
City of Morgan Hill
Ordinance No. XXXX, New Series
7 2. Consider limits on the issuance of building permits, new potable water services, temporary meters and/or statements of immediate ability to serve or provide potable water service (such as, will-serve letters, certificates, or letters of availability). The City may consider exemptions to the limitation that include, but are not limited to the following circumstances:
a. A valid, unexpired building permit has been issued for the project; b. The project is necessary to protect the public health, safety, and welfare; or
c. The applicant provides substantial evidence of an enforceable commitment that water demands for the project will be offset prior to the provision of a new water meter(s) to the satisfaction of the city.
This provision does not preclude the resetting or turn-on of meters to provide continuation of water service or the restoration of service that has been interrupted for a period of one year or less; and
3. Continue implementing all other Level 4 response activities.
H. Level 6 Water Supply Shortage (greater than 50% reduction): A Level 6 Water Supply Shortage (“Emergency 2” stage) exists when the city council determines, in its sole discretion, that due to drought, other water supply conditions, or as mandated by the State of California, a water supply shortage or threatened shortage exists and a greater than 50% consumer demand reduction is necessary to make more efficient use of water and appropriately respond to existing water conditions. Upon the declaration by the city of a Level 6 Water Supply Shortage condition, the City will:
1. Prohibit all irrigation; and
2. Continue implementing all other Level 5 response activities.
I. Procedures for Determination/Notification of Water Supply Shortage The existence of Water Supply Shortage conditions may be declared by resolution of the city council adopted at a regular or special public meeting held in accordance with state law. The mandatory conservation requirements relating to each level of Water Supply Shortage conditions will take effect on the tenth day after the date the shortage level is declared. Within five (5) days following the declaration of the shortage level, the city must publish a copy of the resolution in a newspaper used for publication of official notices.
J. Hardship Waiver. If, due to unique circumstances, a specific requirement of this chapter would result in undue hardship to a person using water or to property upon which water is used, that is disproportionate to the impacts to water users generally or to similar property or classes of water users, then the person may apply for a waiver to the requirement as provided in this Section.
1. Application: Application for a waiver must be on a form prescribed by the City Manager and accompanied by a nonrefundable processing fee in an amount set by city council resolution.
2. Supporting Documentation: The application must be accompanied by photographs, maps, drawings, and other information, including a written statement of the applicant.
City of Morgan Hill
Ordinance No. XXXX, New Series
8 3. Required Findings for Waiver: The waiver may be granted or conditionally granted only upon a written finding of the existence of facts demonstrating an undue hardship to a person using water or to property upon which water is used, that is disproportionate to the impacts to water users generally or to similar property or classes of water use due to specific and unique circumstances of the user or the user’s property. An application for a waiver will be denied unless the City Manager finds, based on the information provided in the application, supporting documents, or such additional information as may be requested, and on water use information for the property as shown by the records of the city or its agent, all of the following:
a. That the waiver does not constitute a grant of special privilege inconsistent with the limitations upon other residents and businesses; b. That because of special circumstances applicable to the property or its use, the strict application of this chapter would have a disproportionate impact on the property or use that exceeds the impacts to residents and businesses generally; c. That the authorizing of such waiver will not be of substantial detriment to adjacent properties, and will not materially affect the ability of the city to effectuate the purpose of this chapter and will not be detrimental to the public interest; and
d. That the condition or situation of the subject property or the intended use of the property for which the waiver is sought is not common, recurrent or general in nature.
4. Approval Authority: The City Manager must act upon any completed application no later than ten (10) days after submittal and may approve, conditionally approve, or deny the waiver. The applicant requesting the waiver must be promptly notified in writing of any action taken. Unless specified otherwise at the time a waiver is approved, the waiver will apply to the subject property during the period of the mandatory water supply shortage condition. The decision of the City Manager shall be final.”
Section 5. Section 13.04.390 (Enforcement) of Chapter 13.04 (Water System) of Title 13 (Public Services) is hereby amended in its entirety to read as follows:
“13.04.390 - Enforcement.
It shall be the duty of the employees of the police, fire, community development, community services, and engineering and utilities departments to give vigilant aid to the city manager in the enforcement of the provisions of this chapter, and to this end they shall report all violations thereof which shall come to their knowledge, to the office of the city manager and it shall be the duty of the chief of the fire department to report immediately to the city manager in case of fire in premises, having metered service for fire protection purposes that fire has occurred there.” Section 6. Section 13.04.400 (Violation-Penalty) of Chapter 13.04 (Water System) of Title 13 (Public Services) is hereby amended in its entirety to read as follows:
“13.04.400 - Violation—Penalty.
City of Morgan Hill
Ordinance No. XXXX, New Series
9 A. Penalty. Any person violating or causing or permitting to be violated, any of the provisions of this chapter, is deemed guilty of a misdemeanor. Upon conviction thereof, such person shall be punished by a fine not exceeding one thousand dollars, or by imprisonment in the county jail for not more than 30 days. Every such person shall be deemed to be guilty of a separate offense for every day during any portion of which any violation of any provision of this chapter is committed, continued or permitted by such person, and shall be punishable therefor as provided in this section.
B. Notwithstanding any other provision of this code, whenever a violation of any section contained in this chapter is punishable as a misdemeanor, the city attorney may specify that the offense is an infraction, and proceed with prosecution as an infraction, unless the defendant objects to the offense being made an infraction, in which event the court may elect to have the complaint amended to charge as a misdemeanor, and the case shall proceed on a misdemeanor charge.
C. Violation of Section 13.04.330. In addition to all other available remedies, including penalties available pursuant to subsection A or B of this section, any person violating or causing or permitting to be violated any provision of Section 13.04.330 shall be subject to the following penalties and fines pursuant to the authorities and procedures set forth in Chapter 1.19:
1. First Violation: The City of Morgan Hill will issue a written warning and deliver a copy of the ordinance codified in this section by mail.
2. Second Violation: A second violation within any consecutive twelve-month period is punishable by a fine not to exceed one hundred dollars. The fine for a second violation shall be three hundred dollars if the violation occurred during a City Council declared Water Supply Shortage condition.
3. Third Violation: A third violation within any consecutive twelve-month period is punishable by a fine not to exceed two hundred dollars. The fine for a third violation shall be six hundred dollars if the violation occurred during a City Council declared Water Supply Shortage condition.
4. Subsequent Violations: Any subsequent violations within any consecutive twelvemonth period are punishable by a fine not to exceed one thousand five hundred dollars and subject to installation of a water flow restrictor device of approximately one gallon per minute capacity for services up to one and one-half inch size and comparatively sized restrictors for larger services after written notice of intent to install a flow restrictor for a minimum of forty-eight hours.
a. In addition to any other fines or penalties, a person who violates provisions of Section
13.04.330 is responsible for payment of the City of Morgan Hill's charges for installing and/or removing any flow restricting device and for disconnecting and/or reconnecting service per the city's schedule of charges then in effect. The charge for installing and/or removing any flow restricting device must be paid to the city before the device is
City of Morgan Hill
Ordinance No. XXXX, New Series
10 removed. Nonpayment will be subject to the same remedies as nonpayment of basic water rates.
b. The first installation of a flow-restricting device shall remain in place for a minimum of three days and shall be removed by the city not more than ten days after installation.
The second installation of a flow-restricting device, for continued violation of this chapter, shall remain in place for a minimum period of ten days before being removed by the city no later than thirty days thereafter. Normal water service shall not be restored until all installation and removal costs of flow-restricting devices have been paid.
5. Separate Offenses: Each day that a person violated provisions of Section 13.04.330 shall constitute a separate violation or offense.
D. All remedies provided for herein shall be cumulative and not exclusive.” Section 7. Severability
If any section, subsection, sentence, clause or phrase in this Ordinance is for any reason held invalid, the validity of the remainder of the Ordinance will not be affected. The city council hereby declares it would have passed this Ordinance and each section, subsection, sentence, clause or phrase thereof, irrespective of the fact that one or more sections, subsections, sentences, clauses, or phrases or is declared invalid.
Section 8. Effective Date; Posting.
Pursuant to California Water Code Section 376, this Ordinance shall constitute a water conservation program and shall be effective upon adoption. Within ten (10) days of its adoption, this ordinance shall be published in full once in a newspaper of general circulation which is printed, published, and circulated in the City of Morgan Hill.
THE FOREGOING ORDINANCE WAS INTRODUCED AT A MEETING OF THE CITY COUNCIL HELD ON THE 20TH DAY OF APRIL 2022, AND WAS FINALLY ADOPTED AT A MEETING OF THE CITY COUNCIL HELD ON THE 4th DAY OF MAY 2022, AND SAID ORDINANCE WAS DULY PASSED AND ADOPTED IN ACCORDANCE WITH LAW BY THE FOLLOWING VOTE:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSTAIN: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
APPROVED:
________________________________
RICHARD CONSTANTINE, Mayor
City of Morgan Hill
Ordinance No. XXXX, New Series
11 ATTEST:
________________________________ DATE: _____________________ MICHELLE BIGELOW, City Clerk
APPROVED:
________________________________
RICHARD CONSTANTINE, Mayor
ATTEST:
________________________________ DATE: _____________________ MICHELLE BIGELOW, City Clerk
Effective xxx
CERTIFICATION
I, MICHELLE BIGELOW, CITY CLERK OF THE CITY OF MORGAN HILL, CALIFORNIA, do hereby certify that the foregoing is a true and correct copy of Ordinance No. xxxx, New Series, adopted by the City Council of the City of Morgan Hill, California at its regular meeting held on the 4th day of May 2022.
WITNESS MY HAND AND THE SEAL OF THE CITY OF MORGAN HILL.
DATE:
MICHELLE BIGELOW, City
Clerk
13.04.330 Wasting of water and drought emergencies.
A. Applicability.
1. The provisions of this chapter apply to any person in the use of any potable water in the city.
2. The provisions of this chapter do not apply to uses of water necessary to protect public health and safety or for essential government services, such as police, fire and other similar emergency services.
3. The provisions of this chapter do not apply to the use of recycled water, with the exception of subsection (B)( (1) of this section.
4. The provisions of this chapter do not apply to the use of water by commercial nurseries and commercial growers to sustain plants, trees, shrubs, crops or other vegetation intended for commercial sale, to the use of water in a community garden providing garden plots to the public, or to home fruit and vegetable gardens less than two hundred200 square feet.
5. This chapter is intended solely to further the conservation of water. It is not intended to implement nor supersede any provision of federal, State, or local statutes, ordinances, or regulations relating to protection of water quality or control of drainage or runoff.
B. Prohibition Against Waste.: The following water conservation requirements are effective at all times and are permanent. Violations of this section will be considered waste and an unreasonable use of water.
1. Limits on Watering Hours.: Watering or irrigating of lawn, landscape or other vegetated area with potable water is prohibited between the hours of nine9:00 a.m. and seven7:00 p.m. Pacific Standard/Daylight Savings Time on any day, except by use of a hand-held bucket or similar container, a hand-held hose equipped with a positive selfclosing water shut-off nozzle or device, or for very short periods of time for the express purpose of adjusting or repairing an irrigation system. Watering or irrigating within fortyeight48 hours after one quarter¼ inch or more of precipitation is received is prohibited.
2. Limit on Watering Duration.: Watering or irrigating of lawn, landscape or other vegetated area with potable water using a landscape irrigation system or a watering device that is not continuously attended is limited to no more than fifteen (15) minutes watering per day per station/valve/zone. This subsection does not apply to landscape irrigation stations/valves/zones that exclusively use drip type irrigation systems, soaker hoses, bubblers, or high efficiency sprinkler nozzles that have a precipitation rate of less than one inch per hour. However, at no time can any irrigation system be operated long enough to cause runofftwo (2) gallons per hour; to systems controlled by weather-based irrigation controllers; and systems having stream rotor sprinklers with a 70% or greater efficiency standard.
3. Limit on Watering Days.: During the months of AprilMarch through October, watering or irrigating of lawn, landscape or other vegetated area with potable water is limited to three days per week on a schedule established and posted by the city. During the months of November through MarchFebruary, watering or irrigating of lawn, landscape or other vegetated area with potable water is limited to no more than one day per week on
a schedule established and posted by the city. This provision does not apply to the following uses of water:
a. To landscape irrigation zones that exclusively use very low flow drip type irrigation systems when no emitter produces more than two (2) gallons of water per hour; b. To watering or irrigating by use of a hand-held bucket or similar container, a handheld hose equipped with a positive self-closing water shut-off nozzle or device, or for very short periods of time for the express purpose of adjusting or repairing an irrigation system; c. To landscape irrigation zones that are controlled by an activated weather-based irrigation controller;
d. To watering or irrigating a newly installed or significantly rehabilitated landscape for the first sixty days after the first plant is placed in the ground. For the purposes of this section, a significantly rehabilitated landscape is a landscape in which twenty-five percent25% or more of a property'sproperty’s landscape is replaced.
4. No Excessive Water Flow or Runoff.: Watering or irrigating of any lawn, landscape or other vegetated area in a manner that causes or allows excessive water flow or runoff onto an adjoining sidewalk, driveway, street, alley, gutter or ditch is prohibited.
5. No Washing Down Hard or Paved Surfaces.: Washing down hard or paved surfaces, including but not limited to sidewalks, walkways, driveways, parking areas, tennis courts, patios or alleys, is prohibited except when necessary to alleviate safety or sanitary hazards, and then only by use of a hand-held bucket or similar container, a handheld hose equipped with a positive self-closing water shut-off device, a low-volume, highpressure cleaning machine equipped to recycle any water used, or a low-volume highpressure water broom. Washing down structures, fences, and hard surfaces expressly for the purposes of preparing a surface for the application of a surface coating is not prohibited provided it does not occur more than one time in any twelve- (12) month period.
6. Obligation to Fix Leaks, Breaks or Malfunctions.: Excessive use, loss or escape of water through breaks, leaks or other malfunctions in the water user'suser’s plumbing or distribution system for any period of time after such escape of water should have reasonably been discovered and corrected and in no event more than ten (10) days of receiving written notice from the city, is prohibited.
7. Recirculating Water Required for Water Fountains and Decorative Water Features.:
Operating a water fountain or other decorative water feature that does not use recirculated water is prohibited.
8. Limits on Washing Vehicles.: Using water to wash or clean a vehicle, including but not limited to any automobile, truck, van, bus, motorcycle, boat or trailer, whether motorized or not is prohibited, except by use of a hand-held bucket or similar container or a hand-held hose equipped with a positive self-closing water shut-off nozzle or device.
This subsection does not apply to any commercial car washing facility that incorporates a recycled or recirculating water system in its operation.
9. Drinking Water Served Upon Request Only.: Eating or drinking establishments, including but not limited to a restaurant, hotel, cafe, cafeteria, bar, or other public place where food or drinks are sold, served, or offered for sale, are prohibited from providing drinking water to any person unless expressly requested.
10. Commercial Lodging Establishments Must Provide Guests Option to Decline Daily Linen Services.: Hotels, motels and other commercial lodging establishments must provide customers the option of not having towels and linen laundered daily. Commercial lodging
establishments must prominently display notice of this option in each bathroom using clear and easily understood language.
11. No Installation of Single Pass Cooling Systems.: Installation of single pass cooling systems is prohibited in buildings requesting new water service.
12. No Installation of Nonrecirculating in Commercial Car Wash and Laundry Systems.: Installation of nonrecirculating water systems is prohibited in new commercial conveyor car wash and new commercial laundry systems.
13. Restaurants Required to Use Water Conserving Dish Wash Spray Valves.: Food preparation establishments, such as restaurants or cafes, are prohibited from using nonwater conserving dish wash spray valves.
14. Commercial Car Wash Systems. Within one year of passage of this ordinance, all:
All commercial conveyor car wash systems must have installed operational recirculatingrecirculating water systems, or must have secured a waiver of this requirement from the city.
15. Construction Activities.: Use of potable water for construction site dust control, compaction, and other site activities suitable for nonpotable water is prohibited if recycled water is available within five miles of the construction site.
16. Plumbing System Testing.: Use of potable water for plumbing system testing is prohibited unless required by law or alternative testing procedures are determined to be unsuitable by cityCity inspection staff.
17. Pool Covers.: Constructing a pool without the inclusion of a pool cover is prohibited. All contracts for the construction of a new pool entered into after September 2, 2015 shall include the provision of a pool cover.
C. Level 1 Water Supply Shortage (eleven-percent to twenty-percent1% - 10% reduction).): A level 1 water supply shortageLevel 1 Water Supply Shortage (“Alert” stage) exists when the city council determines, in its sole discretion, that due to drought, other water supply conditions, or as mandated by the State of California, a water supply shortage or threatened shortage exists and a eleven-percent to twenty-percent1% - 10% consumer demand reduction is necessary to make more efficient use of water and appropriately respond to existing water conditions. Upon the declaration by the city of a levelLevel 1 water supply shortageWater Supply Shortage condition, the following mandatory water conservation requirements, in additionCity will implement an active communication campaign asking the community to the prohibited uses of water set forth in subsection B of this section, shall apply during such time thatconserve water in compliance with the level 1City’s permanent water supply shortage is in effect. use restrictions.
1. Limits on Watering Days. During the months of April through October, watering or irrigating of lawn, landscape or other vegetated area with potable water is limited to three days per week on a schedule established and posted by the city. During the months of November through March, watering or irrigating of lawn, landscape or other vegetated area with potable water is limited to no more than one day per week on a schedule established and posted by the city. This provision does not apply to the following uses of water:
a. To landscape irrigation zones that exclusively use very low flow drip type irrigation systems when no emitter produces more than two gallons of water per hour;
b. To watering or irrigating by use of a hand-held bucket or similar container, a hand-held hose equipped with a positive self-closing water shut-off nozzle or device, or for very short periods of time for the express purpose of adjusting or repairing an irrigation system.
2. Obligation to Fix Leaks, Breaks or Malfunctions. All leaks, breaks, or other malfunctions in the water user's plumbing or distribution system must be repaired within seventy-two hours of notification by the city unless other arrangements are made with the city.
D. Level 2 Water Supply Shortage (twenty-one-percent to forty-percent11% - 20% reduction).): A level 2 Level 2 Water Supply Shortage (“Severe” stage) exists when the city council determines, in its sole discretion, that due to drought, other water supply conditions, or as mandated by the State of California, a water supply shortage or threatened shortage exists and a 11% - 20% consumer demand reduction is necessary to make more efficient use of water and appropriately respond to existing water conditions. Upon the declaration by the city of a Level 2 Water Supply Shortage condition, the City will:
1. Evaluate the water use of individual water utility customers and distribute targeted communications to those water utility customers that are high users or appear to be violating the City’s water use rules; and
2. Continue implementing all Level 1 response activities.
E. Level 3 Water Supply Shortage (21% - 30% reduction): A Level 3 Water Supply Shortage (“Critical 1” stage) exists when the city council determines, in its sole discretion, that due to drought, other water supply conditions, or as mandated by the State of California, a water supply shortage or threatened shortage exists and a 21% - 30% consumer demand reduction is necessary to make more efficient use of water and appropriately respond to existing water conditions. Upon the declaration by the city of a Level 3 Water Supply Shortage condition, the City will:
1. Actively enforce the City’s current restrictions regarding the limits on watering days contained in Section 13.04.330 B (3);
2. Suspend exemptions 13.04.330 B (3)(c) and 13.04.330 B (3)(d) to Section
13.04.330 B (3);
3. Prohibit the use of potable water to wash or clean a vehicle, including but not limited to, any automobile, truck, van, bus, boat or trailer, whether motorized or not, except at a commercial car washing facility that utilizes a recirculating water system to capture or reuse water. This provision does not apply to bicycles and motorcycles. The use of potable water to clean the windshield, windows, or mirrors of a vehicle by use of a hand-held bucket or similar container is not prohibited;
4. Impose an alternative rate schedule designed for water supply shortage events if such a rate schedule has been adopted by the City Council; and
5. Continue implementing all other Level 2 response activities.
F. Level 4 Water Supply Shortage (31% - 40% reduction): A Level 4 Water Supply Shortage (“Critical 2” stage) exists when the city council declaresdetermines, in its sole discretion, that due to drought, other water supply conditions, or as mandated by the State
of California, a water supply shortage or threatened shortage exists and a twenty-onepercent to forty-percent31% - 40% consumer demand reduction is necessary to make more efficient use of water and appropriately respond to existing water conditions. Upon the declaration by the city of a level 2 water supply shortageLevel 4 Water Supply Shortage condition, the following mandatory water conservation requirements, in addition to the prohibited uses of water set forth in subsections B and C of this section, shall apply during such time that the level 1 water supply shortage is in effect. City will:
1. Watering Days.
1. Actively enforce the following limited irrigation schedule: During the months of AprilMarch through October, watering or irrigating of lawn, landscape or other vegetated area with potable water is limited to two days per week (as necessary to achieve reductions as determined in the discretion of the city manager) on a schedule established and posted by the city. During the months of November through MarchFebruary, watering or irrigating of lawn, landscape or other vegetated area with potable water is limited to no more than one day per week on a schedule established and posted by the city. This provision does not apply to landscape irrigation zones that exclusively use very low flow drip type irrigation systems when no emitter produces more than two (2) gallons of water per hour. This provision also does not apply to watering or irrigating by use of a hand-held bucket or similar container, a hand-held hose equipped with a positive self-closing water shut-off nozzle or device, or for very short periods of time for the express purpose of adjusting or repairing an irrigation system.; and
2. Obligation to Fix Leaks, Breaks or Malfunctions. All leaks, breaks, or other malfunctions in the water user's plumbing or distribution system must be repaired within forty-eight hours of notification by the city unless other arrangements are made with the city.
3. Limits on Filling Ornamental Lakes or Ponds. Filling or refilling ornamental lakes or ponds with potable water is prohibited, except to the extent needed to sustain aquatic life, provided that such animals are of significant value and have been actively managed within the water feature prior to declaration of a supply shortage level under this section.
4. Limits on Washing Vehicles. Using potable water to wash or clean a vehicle, including but not limited to, any automobile, truck, van, bus, , boat or trailer, whether motorized or not, is prohibited except at a commercial car washing facility that utilizes a recirculating water system to capture or reuse water.
This provision does not apply to bicycles and motorcycles. The use of potable water to clean the windshield, windows, or mirrors of a vehicle by use of a hand-held bucket or similar container is not prohibited.
5. Recirculating Water Required for Water Slides and Water Play Features. Operating a water slide or other water play feature that does not use recirculated water is prohibited.
6. Pool covering. Pools constructed after September 2, 2015 shall be covered at all times except when being actively used for recreational purposes or serviced.
2. E. Level 3 Continue implementing all other Level 3 response activities.
G. Level 5 Water Supply Shortage—Emergency Condition (Greater than forty-percent (41% - 50% reduction).): A level 3 water supply shortage shall be referred to as a water shortage emergency. A level 3 conditionLevel 5 Water Supply Shortage (“Emergency 1” stage) exists when the city council declaresdetermines, in its sole discretion, that due to
drought, other water supply conditions, or as mandated by the State of California, a water supply shortage emergencyor threatened shortage exists and notifies its residents and businesses that a greater than forty percent reduction in41% - 50% consumer demand reduction is necessary to maintain sufficient water supplies for public health and safety, pursuant to Water Code Section 350 et seq.make more efficient use of water and appropriately respond to existing water conditions. Upon the declaration by the city of a level 3 water supply shortageLevel 5 Water Supply Shortage condition, the City will:
1. Actively enforce the following mandatory water conservation requirements, in addition to the prohibited uses of water set forth in subsections B, C and D of this section, shall apply during such time that the level 3 water supply shortage is in effect.limited irrigation schedule:
1. No Watering or Irrigating. Watering or The watering or irrigating of lawn, landscape or other vegetated area with potable waterlawns and turf is prohibited. This restriction does not apply to the following categories of use, unless the city has determined that recycled water is available and may be applied to the use:
a. Maintenance of vegetation, excluding lawns, that is watered using a hand-held bucket or similar container, hand-held hose equipped with a positive self-closing water shut-off nozzle or device; b. Maintenance of existing landscape necessary except for fire protection; c. Maintenance of existing landscapeturf utilized for soil erosion control; d. Maintenance of plant materials identified to be rare or essential to the well-being of protected species;
e. Maintenance of landscape within active recreation at a school, park, or public parks and playing fields, day care centers, golf course greens, and school grounds, provided that such irrigation does not exceed two days per week facility. Turf used for no more than fifteen minutes watering per day per station and is prohibited between the hours of nine a.m. and seven p.m. Pacific Standard/Daylight Savings Time, according to the schedule established in subsection D(1) or this section.
a. f. Actively active recreation at a school, park, or public facility may be irrigated environmental mitigation projects. in accordance with all other irrigation restrictions up to two times per week from March – October and one time per week from November – February;
2. Obligation to Fix Leaks, Breaks or Malfunctions. All leaks, breaks, or other malfunctions in the water user's plumbing or distribution system must be repaired within twenty-four hours of notification by the city unless other arrangements are made with the city.
b. 3. Limits on New Potable Water Service. Upon declaration of a level 3 water shortage emergency condition, the city may limitTrees, shrubs, and dedicated landscapes that do not contain turf may be watered one time per week in accordance with all other irrigation restrictions; and
2. Consider limits on the issuance of building permits, new potable water services, temporary meters and/or statements of immediate ability to serve or provide potable water service (such as, will-serve letters, certificates, or letters of availability). The cityCity may consider exemptions to the limitation that include, but are not limited to the following circumstances:
a. a. A valid, unexpired building permit has been issued for the project; or
b. b. The project is necessary to protect the public health, safety, and welfare; or
c. c. The applicant provides substantial evidence of an enforceable commitment that water demands for the project will be offset prior to the provision of a new water meter(s) to the satisfaction of the city. d. This provision does not preclude the resetting or turn-on of meters to provide continuation of water service or the restoration of service that has been interrupted for a period of one year or less. ; and
4. Limits on Building Permits. Upon declaration of a level 3 water supply shortage emergency condition, the city manager is authorized to implement a program in his or her discretion to limit or withhold the issuance of building permits which require new or expanded water service, except to protect the public health, safety and welfare, or in cases which meet the city's adopted conservation offset requirements.
5. Discontinue Service. The city, in its sole discretion, may discontinue service to consumers who willfully violate provisions of this section.
6. No New Annexations. Upon the declaration of a level 3 water supply shortage condition, the city may suspend consideration of annexations to its service area. This subsection does not apply to boundary corrections and annexations that will not result in any immediate increased use of water.
7. Suspension of Swimming Pool Permit Issuance. The issuance of all permits for the initial construction of all swimming pools shall be suspended. Valid unexpired swimming pool construction permits issued prior to the declaration of level 3 water supply shortage shall remain valid if pool construction has begun prior to the declaration of the level 3 water supply shortage.
8. Construction Activities. Use of potable water for construction site dust control, compaction, and other site activities suitable for nonpotable water is prohibited if recycled water is available within forty miles of the construction site.
3. FContinue implementing all other Level 4 response activities.
H. Level 6 Water Supply Shortage (greater than 50% reduction): A Level 6 Water Supply Shortage (“Emergency 2” stage) exists when the city council determines, in its sole discretion, that due to drought, other water supply conditions, or as mandated by the State of California, a water supply shortage or threatened shortage exists and a greater than 50% consumer demand reduction is necessary to make more efficient use of water and appropriately respond to existing water conditions. Upon the declaration by the city of a Level 6 Water Supply Shortage condition, the City will:
1. Prohibit all irrigation; and
2. Continue implementing all other Level 5 response activities.
I. Procedures for Determination/Notification of Water Supply Shortage.
The existence of level 1, level 2 or level 3 water supply shortageWater Supply Shortage conditions may be declared by resolution of the city council adopted at a regular or special public meeting held in accordance with state law. The mandatory conservation requirements applicablerelating to each level 1, level 2 or level 3of Water Supply Shortage conditions will take effect on the tenth day after the date the shortage level is declared.
Within five (5) days following the declaration of the shortage level, the city must publish a copy of the resolution in a newspaper used for publication of official notices.
G
J. Hardship Waiver. If, due to unique circumstances, a specific requirement of this chapter would result in undue hardship to a person using water or to property upon which water is used, that is disproportionate to the impacts to water users generally or to similar property or classes of water users, then the person may apply for a waiver to the requirement as provided in this section. Section.
1. Application.: Application for a waiver must be on a form prescribed by the city managerCity Manager and accompanied by a nonrefundable processing fee in an amount set by city council resolution.
2. Supporting Documentation.: The application must be accompanied by photographs, maps, drawings, and other information, including a written statement of the applicant.
3. Required Findings for Waiver.: The waiver may be granted or conditionally granted only upon a written finding of the existence of facts demonstrating an undue hardship to a person using water or to property upon which water is used, that is disproportionate to the impacts to water users generally or to similar property or classes of water use due to specific and unique circumstances of the user or the user'suser’s property. An application for a waiver will be denied unless the city managerCity Manager finds, based on the information provided in the application, supporting documents, or such additional information as may be requested, and on water use information for the property as shown by the records of the city or its agent, all of the following:
a. That the waiver does not constitute a grant of special privilege inconsistent with the limitations upon other residents and businesses; b. That because of special circumstances applicable to the property or its use, the strict application of this chapter would have a disproportionate impact on the property or use that exceeds the impacts to residents and businesses generally; c. That the authorizing of such waiver will not be of substantial detriment to adjacent properties, and will not materially affect the ability of the city to effectuate the purpose of this chapter and will not be detrimental to the public interest; and
d. That the condition or situation of the subject property or the intended use of the property for which the waiver is sought is not common, recurrent or general in nature.
4. Approval Authority.: The city managerCity Manager must act upon any completed application no later than ten (10) days after submittal and may approve, conditionally approve, or deny the waiver. The applicant requesting the waiver must be promptly notified in writing of any action taken. Unless specified otherwise at the time a waiver is approved, the waiver will apply to the subject property during the period of the mandatory water supply shortage condition. The decision of the city managerCity Manager shall be final..” “13.04.390 - Enforcement.
It shall be the duty of the employees of the police, fire, community development, community services, and engineering and utilities departments to give vigilant aid to the city manager in the enforcement of the provisions of this chapter, and to this end they shall report all violations thereof which shall come to their knowledge, to the office of the city manager and it shall be the duty of the chief of the fire department to report immediately to the city manager in case of fire in premises, having metered service for fire protection purposes that fire has occurred there. .” “13.04.400 - Violation—Penalty.
A. It is unlawful for any person to violate or cause or the violation of any of the provisions of this chapter.
B. A. Penalty. Any person violating or causing or permitting to be violated, any of the provisions of this chapter, is deemed guilty of a misdemeanor. Upon conviction thereof, such person shall be punished by a fine not exceeding one thousand dollars, or by imprisonment in the county jail for not more than 30 days. Every such person shall be deemed to be guilty of a separate offense for every day during any portion of which any violation of any provision of this chapter is committed, continued or permitted by such person, and shall be punishable therefor as provided in this section.
B. Notwithstanding any other provision of this code, whenever a violation of any section contained in this chapter is punishable as a misdemeanor, the city attorney may specify that the offense is an infraction, and proceed with prosecution as an infraction, unless the defendant objects to the offense being made an infraction, in which event the court may elect to have the complaint amended to charge as a misdemeanor, and the case shall proceed on a misdemeanor charge.
C. Violation of Section 13.04.330. In addition to all other available remedies, including penalties available pursuant to subsection A or B of this section, any person violating or causing or permitting to be violated any provision of Section 13.04.330 shall be subject to the following penalties and fines pursuant to the authorities and procedures set forth in Chapter 1.19:
1. First Violation: The City of Morgan Hill will issue a written warning and deliver a copy of the ordinance codified in this section by mail.
2. Second Violation: A second violation within any consecutive twelve-month period is punishable by a fine not to exceed one hundred dollars. The fine for a second violation shall be three hundred dollars if the violation occurred during a City Council declared Water Supply Shortage condition.
3. Third Violation: A third violation within any consecutive twelve-month period is punishable by a fine not to exceed two hundred dollars. The fine for a third violation shall be six hundred dollars if the violation occurred during a City Council declared Water Supply Shortage condition.
4. Subsequent Violations: Any subsequent violations within any consecutive twelve months period shall be-month period are punishable by a fine not to exceed one thousand five hundred dollars and subject to installation of a water flow restrictor device of approximately one gallon per minute capacity for services up to one and one-half- inch size and comparatively sized restrictors for larger services after written notice of intent to install a flow restrictor for a minimum of forty-eight hours.
C. a. In addition to any other fines or penalties, a person who violates provisions of Section 13.04.330 shall be Section 13.04.330 is responsible for payment of the City of Morgan Hill's charges for installing and/or removing any flow restricting device and for disconnecting and/or reconnecting service per the city's schedule of charges then in effect. The charge for installing and/or removing any flow restricting device must be paid to the city before the device is removed. Nonpayment will be subject to the same remedies as nonpayment of basic water rates.
D. b. The first installation of a flow-restricting device shall remain in place for a minimum of three days and shall be removed by the city not more than ten days after installation. The second installation of a flow-restricting device, for continued violation of this chapter, shall remain in place for a minimum period of ten days before being removed by the city no later than thirty days thereafter. Normal water service shall not be restored until all installation and removal costs of flow-restricting devices have been paid.
5. Separate Offenses: Each day that a person violated provisions of Section 13.04.330 shall constitute a separate violation or offense.
D. All remedies provided for herein shall be cumulative and not exclusive.
RESOLUTION NO. 22-XXX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF MORGAN HILL DECLARING A LEVEL 4 WATER
SHORTAGE CONDITION REQUIRING THE
IMPLEMENTATION OF LEVEL 4 CONSERVATION
MEASURES
WHEREAS, the reasons supporting the entrance of the City into that certain agreement described in, and that is the subject of, this Resolution are set forth in detail in that certain City Council Staff Report entitled “Adopt ordinance updating water waste ordinance, adopt water shortage resolution, and accept report on water offset program” submitted for City Council consideration at its meeting of April 20, 2022, submitted to the City Council by the City Manager (the “Staff Report”), the contents of which Staff Report are incorporated herein by this reference; and
WHEREAS, on June 9, 2021, the Valley Water Board of Directors called for a 33% reduction in water use compared to 2013; and
WHEREAS, the underground water aquifers that the City relies on for 100% of its water supply are recharged by the District using water supplies imported into the District; and WHEREAS, the District’s imported water supply allocations have been significantly reduced for 2022 by the State and Federal government water systems; and WHEREAS, historical evidence indicates that the State of California has experienced prolonged periods of drought in the past; and
WHEREAS, the long-term health, safety, and prosperity of the community depends upon having a reliable supply of potable water; and
WHEREAS, the City declared a Level 2 Water Shortage, in response to Valley Water’s request in June 2021. With the adoption of an updated water waste ordinance by the City Council, the previous Level 2 response measures now comprise a Level 4 Water Shortage so a resolution changing the City’s declared level from Level 2 to Level 4 is necessary in order to maintain the City’s drought response activities.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF MORGAN HILL DOES HEREBY FIND, DETERMINE, RESOLVE AND ORDER AS FOLLOWS:
Section 1. Recitals. The City Council does hereby find, determine and resolve that all of the foregoing recitals are true and correct.
Section 2. Approval and Authorization. The City Council does further resolve, order and/or direct as follows:
a. That the City Council of the City of Morgan Hill declares a Level 4 Water Shortage
City of Morgan Hill
Resolution No. 22-xxx
2 b. That the following limitations are now instituted in accordance with the City’s Municipal Code’s determined response to a Level 4 Water Shortage:
1. Watering Days. During the months of March through October, watering or irrigating of lawn, landscape or other vegetated area with potable water is limited to two days per week on a schedule established and posted by the city. During the months of November through February, watering or irrigating of lawn, landscape or other vegetated area with potable water is limited to no more than one day per week on a schedule established and posted by the city. This provision does not apply to landscape irrigation zones that exclusively use very low flow drip type irrigation systems when no emitter produces more than two (2) gallons of water per hour. This provision also does not apply to watering or irrigating by use of a handheld bucket or similar container, a hand-held hose equipped with a positive selfclosing water shut-off nozzle or device, or for very short periods of time for the express purpose of adjusting or repairing an irrigation system. Exemptions
13.04.330 B (3)(c) and 13.04.330 B (3)(d) in Section 13.04.330 B (3) are suspended.
2. Limits on Washing Vehicles. Using potable water to wash or clean a vehicle, including but not limited to, any automobile, truck, van, bus, boat or trailer, whether motorized or not, is prohibited except at a commercial car washing facility that utilizes a recirculating water system to capture or reuse water. This provision does not apply to bicycles and motorcycles. The use of potable water to clean the windshield, windows, or mirrors of a vehicle by use of a hand-held bucket or similar container is not prohibited.
For the sake of clarity, the above limitations are now instituted in addition to the permanent ongoing limitations on water use contained in the Section 13.04.330 B of the Morgan Hill Municipal Code.
c. That the City Council hereby finds based upon the facts and information in the record for this Resolution that the declaration of a Level 4 Water Supply Shortage and its related regulatory effects are categorically exempt from environmental review under the California Environmental Quality Act pursuant to California Code of Regulations, Title 21, Section 15307 (actions by regulatory agencies for protection of natural resources)
City of Morgan Hill
Resolution No. 22-xxx
3 PASSED, APPROVED, AND ADOPTED by the City Council of Morgan Hill at a Regular Meeting held on the 20th day of April 2022 by the following vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSTAIN: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
APPROVED: ATTEST:
___________________________________ _______________________________ RICH CONSTANTINE, Mayor MICHELLE BIGELOW, City Clerk
CERTIFICATION
I, Michelle Bigelow, City Clerk of the City of Morgan Hill, California, do hereby certify that the foregoing is a true and correct copy of Resolution No. 22-XXX adopted by the City Council at the meeting held on the 20th day of April 2022.
WITNESS MY HAND AND THE SEAL OF THE CITY OF MORGAN HILL.
DATE: _____________________ ___________________________________ MICHELLE BIGELOW, City Clerk
From: Christina Turner
To: Michelle Bigelow; Kim Mancera
Subject: April 6, 2022 City Council Meeting Questions
Supplement for Item 14 - INTRODUCE ORDINANCE UPDATING WATER WASTE ORDINANCE, ADOPT
WATER SHORTAGE RESOLUTION, AND ACCEPT REPORT ON WATER OFFSET PROGRAM Date: Tuesday, April 5, 2022
Staff Report: Since California remains in a drought and the City was already in a declared Level 2 water shortage, staff recommends that the Council adopt the resolution (Attachment 2) updating the water shortage declaration from a Level 2 shortage to a Level 4 shortage.
Question: Why is staff recommending to go from Level 2 to Level 4 without first going to Level 3.
Response: Due to the changed numbering system in the new ordinance, the Level 2 of the past is roughly equal to the Level 4 in the new shortage response system. Staying at Level 2 or even going to Level 3 in the new system would represent a step backward in the City’s response to the current drought. In fact, Level 4 in the new shortage response system is actually slightly less restrictive than the old Level 2 due to the elimination of some past restrictions that were difficult or impossible to enforce.
Staff Report: For example, a developer needing 100 units of water a day to support a new project would need to fund the conservation of 100 units of water a day by existing customers or, alternately, contribute to a project that would recycle 100 units of water a day.
Question: How many gallons are in a unit of water?
Response: 748 gallons
Staff Report: An alternative to a moratorium is a water offset program that would require developers of new projects to "find" the water for the project by implementing or funding conservation programs that reduce water consumption.
Question: If a water offset program is adopted, how much more money will be added to a unit whether it’s a single-family home, a townhome, or a restaurant? Response: No data is currently available about the actual costs anticipated with water offsets.
Calculating this would be part of the work ahead of us. While there are options as to how the program would be formulated, it is extremely likely that water offset costs will be based on the anticipated water
use of the property. Thus, factors like the number of bedrooms and the size of the landscaping will impact costs for residential uses. For nonresidential uses, a water-intensive use like a restaurant would have higher costs than a simple retail storefront.
Staff Report: Accept report on the development of a "water offset" program for new development.
Question: Who would pay for the water offset costs?
Response: The developers of new properties would almost certainly be responsible for obtaining water offsets just like they are responsible for paying water impact fees today.
Staff Report: Several other communities, primarily coastal communities, have implemented similar programs after recognizing that their water supplies were limited.
Question: Will the recycled water be potable or nonpotable? Response: Establishing recycled water infrastructure in Morgan Hill is an entirely different body of work that is ongoing without regard to the water offset program. No decisions have been made in the recycled water area and both potable and nonpotable options are still being considered. Recycled water was mentioned in this report solely as an example as to how the program might work.
Introduce Ordinance Updating
Water Waste Rules, Adopt Water
Shortage Resolution, and Accept
Report on Water Offset Program
1234
City has long had water
waste rules
Urban Water Management
Plan Adopted Last Year
Contained New Response Plan
New 6-Stage Plan
Feathers in Response
Ordinance Tonight
Updates Municipal Code
to Reflect Plan
2 Water Waste
Ordinance
3 Six Stages of Water Shortage Response
Old plan created little change at Level 1 and then jumped to big change at Level 2 and even bigger change at Level 3
New plan allows for gradual ramping up of restrictions and eliminates impractical “empty” rules
• Stage 0 – continues baseline restrictions
• Stage 1 (1-10%) – activate call for conservation campaign • Stage 2 (11-20%) – add targeted communications to high users • Stage 3 (21-30%) – actively enforce regular 3X per week schedule; prohibit home car washing; impose alternative rate schedule • Stage 4 (31-40%) – go to 2x per week schedule
• Stage 5 (41-50%) – eliminate turf irrigation (except recreation turf); 1x per week irrigation for trees and shrubs; consider building permit limits • Stage 6 (>50%) – prohibit all irrigation
New Water Shortage
Resolution • City currently in declared
Stage 2 water shortage
• Under new system, the
2x per week restrictions
under Stage 2 are now
found in Stage 4
• Resolution merely keeps
City in roughly the same
place by declaring Stage
4 shortage
4
New developments “find” new
water
• Concept applied in other
places
• Developers would fund some
combination of conservation or
water recycling projects
equivalent to the anticipated
demand of new development
• Next step is conducting study
Water Offset Program
5
Questions
21 CITY COUNCIL STAFF REPORT
MEETING DATE: April 20, 2022
PREPARED BY:
Dat Nguyen, Finance Director
APPROVED BY: City Manager
ADOPT RESOLUTION OF INTENTION AND INTRODUCTION OF
ORDINANCE TO AMEND THE CONTRACT BETWEEN THE BOARD OF
ADMINISTRATION OF THE CALIFORNIA PUBLIC EMPLOYEES’
RETIREMENT SYSTEM (CALPERS) AND THE CITY OF MORGAN HILL
TO IMPLEMENT THE EMPLOYEE SHARE OF EMPLOYER
CONTRIBUTION IN ACCORDANCE WITH SECTION 20516 OF THE
CALIFORNIA GOVERNMENT CODE
RECOMMENDATION(S)
1. Adopt Resolution of Intention of the City Council of the City of Morgan Hill stating its intent to amend the contract between the California Public Employees’ Retirement System (CalPERS) and the City of Morgan Hill in order to implement the pension cost share provision in accordance with California Government Code section 20516;
2. Open/close the public hearing;
3. Waive the first and second reading of the ordinance amending the City’s contract with CalPERS; and
4. Introduce the ordinance.
Estimated Time: 5 Minutes
COUNCIL PRIORITIES, GOALS & STRATEGIES
City Council Ongoing Priorities
Preserving and Cultivating Public Trust
2022-2023 Strategic Priorities
Fiscal Sustainability
REPORT NARRATIVE:
On November 17, 2021, the City Council adopted a resolution adjusting the salary schedule for Management, Professional, and Confidential Employees (Resolution No. 21-050). The resolution also includes the employees sharing of employer's CalPERS rate of 6.12% beginning with the pay period including July 1, 2022. Subsequently, on
21 March 2, 2022, the City Council adopted Resolution No. 22-049, adding Section 20516 Cost Share to the Resolution No. 21-050 as one of the steps in the procedures required to amend the City's CalPERS contract in order to ensure that employees receive credit for their increased contributions.
The next step in the process is for the City Council to adopt a Resolution of Intent and conduct a first reading of the ordinance amending the California Public Employees Retirement System (CalPERS) contract. The final ordinance will return to Council for approval of the second reading and adoption on May 18, 2022. This date cannot be earlier than twenty (20) days after adoption of the Resolution of Intention and the effective date of the ordinance will be 30 days following the date of adoption. The effective date of the CalPERS amendment to the contract will be the pay period beginning June 26, 2022.
Although the cost share arrangements have already been agreed upon through Resolution 21-050, CalPERS requires this administrative step for Council to adopt a resolution in order to amend the pension contracts for the unrepresented group. The contract amendment will not impact the employees’ cost share amount, but will give employees credit for their contributions. This amendment seeks to bring the CalPERS contract in alignment with the current adopted Resolution 21-050.
COMMUNITY ENGAGEMENT:
Public notice was published in the local newspaper on April 8, 2022, informing the community of the proposed amendment of the CalPERS contract.
ALTERNATIVE ACTIONS:
Not Applicable
PRIOR CITY COUNCIL AND COMMISSION ACTIONS:
On March 2, 2022, the City Council adopted Resolution No. 22-009 adding Section 20516 Cost Share to the Management, Professional, and Confidential Employees Resolution No. 21-050.
On November 17, 2021, the City Council approved the current Management, Professional, and Confidential Employees Resolution and corresponding salary schedules.
FISCAL AND RESOURCE IMPACT:
The additional employee contribution of the CalPERS employer contribution will be incorporated in the City budget.
CEQA (California Environmental Quality Act):
Not a Project
Organizational or administrative activities of governments that will not result in direct or
21 indirect physical changes in the environment.
RESOLUTION OF INTENTION
TO APPROVE AN AMENDMENT TO CONTRACT
BETWEEN THE
BOARD OF ADMINISTRATION
CALIFORNIA PUBLIC EMPLOYEES' RETIREMENT SYSTEM
AND THE
CITY COUNCIL
CITY OF MORGAN HILL
WHEREAS, the Public Employees' Retirement Law permits the participation of public agencies and their employees in the Public Employees' Retirement System by the execution of a contract, and sets forth the procedure by which said public agencies may elect to subject themselves and their employees to amendments to said Law; and
WHEREAS, one of the steps in the procedures to amend this contract is the adoption by the governing body of the public agency of a resolution giving notice of its intention to approve an amendment to said contract, which resolution shall contain a summary of the change proposed in said contract; and
WHEREAS, the following is a statement of the proposed change:
To provide Section 20516 (Employees Sharing Additional Cost) of an additional 2.516% for local miscellaneous members in the Unrepresented Management group.
NOW, THEREFORE, BE IT RESOLVED that the governing body of the above agency does hereby give notice of intention to approve an amendment to the contract between said public agency and the Board of Administration of the Public Employees' Retirement System, a copy of said amendment being attached hereto, as an "Exhibit" and by this reference made a part hereof.
By:_________________________________
Presiding Officer
_________________________________
Title
________________________________
Date adopted and approved
(Amendment)
CON-302 (Rev. 3/9/2016 rc)
ORDINANCE NO. ______, NEW SERIES
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
MORGAN HILL AUTHORIZING AN AMENDMENT TO THE
CONTRACT BETWEEN THE CITY OF MORGAN HILL AND
THE BOARD OF ADMINISTRATION OF THE CALIFORNIA
PUBLIC EMPLOYEES’ RETIREMENT SYSTEM
THE CITY COUNCIL OF THE CITY OF MORGAN HILL, CALIFORNIA DOES ORDAIN AS FOLLOWS:
SECTION 1: That an amendment to the contract between the City of Morgan Hill and the Board of Administration, California Public Employees' Retirement System is hereby authorized, a copy of said amendment being attached hereto, marked Exhibit, and by such reference made a part hereof as though herein set out in full.
SECTION 2: The City Manager or his designee is authorized, empowered, and directed to execute said amendment for and on behalf of the City of Morgan Hill.
SECTION 3: This ordinance shall take effect thirty (30) days after the date of its passage and adoption. The City Clerk is hereby directed to publish in full or summary this ordinance pursuant to §36933 of the Government Code in a newspaper of general circulation in the City of Morgan Hill.
The foregoing ordinance was introduced and the title thereof read at a regular meeting of the City Council of the City of Morgan Hill held on the day of 2022, and was finally adopted at a regular meeting of said Council on the day of 2022, and said ordinance was duly passed and adopted in accordance with law.
PASSED AND ADOPTED by the City Council of Morgan Hill at the regular meeting held on the th day of ______, 2022 by the following vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSTAIN: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
APPROVED:
__________________________________
RICH CONSTANTINE, MAYOR
City of Morgan Hill
Ordinance No. xxxx, New Series
ATTEST: DATE:
___________________________ _______________________
MICHELLE BIGELOW, City Clerk
Effective:
CERTIFICATE OF THE CITY CLERK
I, Michelle Bigelow, City Clerk of the City of Morgan Hill, California, do hereby certify that the foregoing is a true and correct copy of Ordinance No. ____, New Series, adopted by the City Council of the City of Morgan Hill, California at the meeting held on this _____ day of _______________, 2022 and has been published pursuant to Government Code.
WITNESS MY HAND AND THE SEAL OF THE CITY OF MORGAN HILL.
DATE:
Michelle Bigelow, City Clerk