12 there are no long-term absences; otherwise, the requirement to fill positions will result in mandatory overtime and lead to burnout.
Dispatch:
• Add a second dispatch supervisory position.
• Ensure three dispatchers per shift for operational continuity.
Staff agreed with the recommendations as calls for service and/or demands from dispatchers increase.
Property and Evidence:
• Explore mobile or stationary air filtration or exchange systems. • Designate an alternative evidence/property site that includes ample room and security.
Staff agreed with the recommendations. Solutions are being explored for future growth.
Crime Analysis:
• Hire a dedicated Crime Analyst to provide data-driven support for patrol, investigations, and administration.
Staff agreed with the recommendation.
Conclusion
The POST Management Study provides an independent, data-driven assessment confirming the need for organizational modernization and expanded personnel within MHPD.
At the same time, the City is facing a General Fund structural deficit, which requires careful evaluation of all resource needs, including public safety staffing, within the broader fiscal context. Aligning the POST recommendations with available funding, Community priorities, and the City’s long-term financial strategy will be essential.
By integrating the study’s findings with realistic fiscal planning, MHPD can ensure that future staffing levels, supervision, and operational capacity evolve responsibly with the Community’s growth, while maintaining officer safety, wellness, and service excellence.
COMMUNITY ENGAGEMENT:
This report is to inform the Community of the Morgan Hill Police Department's Management Study performed by the California Commission on Peace Officer Standards and Training.
12 ALTERNATIVE ACTIONS:
Not Applicable.
PRIOR CITY COUNCIL AND COMMISSION ACTIONS:
This is the first POST Management Study.
FISCAL AND RESOURCE IMPACT:
This study was funded by the California Commission on Peace Officer Standards and Training. There was no cost to the City other than staff time for interviews, conversations, and to share existing department documents. The implementation of the recommendations will be considered in the preparation of the upcoming budget cycle.
CEQA (California Environmental Quality Act):
Not a Project-This study is an administrative report that will have no impact on the environment.
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2 TABLE OF CONTENTS
POST Management Studies............................................................................................ 3 Executive Summary ........................................................................................................ 4 Scope & Methodology ..................................................................................................... 8 Chapter 1: Organization and Administration.................................................................. 11 Chapter 2: Agency Training........................................................................................... 18 Chapter 3: Patrol Operations......................................................................................... 22 Chapter 4: Investigations............................................................................................... 36 Chapter 5: Dispatch....................................................................................................... 39 Chapter 6: Property & Evidence.................................................................................... 42 Chapter 7: Records ....................................................................................................... 45 Chapter 8: Crime Analysis............................................................................................. 48 Conclusion .................................................................................................................... 50 Appendix A: Employee Survey...................................................................................... 51 References.................................................................................................................. 103
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3 POST MANAGEMENT STUDIES
Management studies are provided by the California Commission on Peace Officers Standards and Training (POST) in accordance with Commission Regulation 1016, which provides that in accordance with Penal Code section 13513 upon the request of a local jurisdiction, the Commission shall provide a counseling service to such local jurisdiction for the purpose of improving the administration, management or operations of a police agency and may aid such jurisdiction in implementing improved practices and techniques. Such services shall be in accordance with Commission policy and guidelines for counseling services as provided in this Commission procedure.
Management counseling services shall be provided only to local law enforcement agencies.
Any POST-participating agency is eligible to request a study through the Management Counseling and Projects Bureau (MCPB) at POST. Applications can be found online and must be submitted through the POST website or by the link: https://post.ca.gov/ Management-Studies .
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4 EXECUTIVE SUMMARY
In 2025, Police Chief Shane Palsgrove of the Morgan Hill's Police Department (MHPD) and the California Commission of Peace Officer Standards and Training (POST) collaborated on a management study for his agency. The goals of any management study are to understand organizational behavior and provide a roadmap that enhances efficiency while effectively managing an agency’s resources. For this study, Chief Palsgrove requested the study focus on the following areas:
- Organizational structure and administration
- Patrol Operations and staffing
- Dispatch
- Investigations
- Property & Evidence
- Records
The information contained in this report is the product of policy review, in-person interviews, an employee survey, and an in-person review of MHPD facilities. This report contains findings and recommendations concerning the requested areas and other topics that were revealed during each element of the study.
The recommendations provided in this report are intended to support POST’s mission of continually enhancing the professionalism of California law enforcement agencies in service to their communities. It is essential for the reader to understand that these are recommendations only and should be evaluated in the context of each agency’s unique cultural, political, historical, and financial environment. Agencies are encouraged to use these recommendations as a foundation for dialogue among leadership, staff, elected officials, and community stakeholders, and where appropriate, as a starting point for future policy development to better meet the evolving needs of the communities they serve.
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5 SUMMARY OF RECOMMENDATIONS
CHAPTER 1: ORGANIZATION AND ADMINISTRATION
Recommendation 1.1: POST recommends eliminating the rank of Corporal from the organizational structure of MHPD. The rank creates unnecessary ambiguity and complexity of front-line supervision.
Recommendation 1.2: Consider creating a rank of Lieutenant at MHPD to increase the management of supervisors, provide supervisory support in the absence of Sergeants, and alleviate some managerial duties of the Captain rank. With the presence of Lieutenants, it is also likely the two existing Captain positions could be consolidated into one.
Recommendation 1.3: MHPD needs to update their policy to reflect the requirements of Penal Code 18005. The law requires every law enforcement agency to develop and maintain a written policy regarding the destruction of firearms and make that policy available on its website.
CHAPTER 2: AGENCY TRAINING
Recommendation 2.1: Increasing an administrative presence at briefings, particularly after changes to policy or practices, would assist in the understanding of agency goals.
Recommendation 2.2: MHPD should consider introducing briefings for all professional staff (Support Services, Special Operations and Patrol Divisions) on a weekly or monthly basis, which would help foster communication and inclusion.
CHAPTER 3: PATROL OPERATIONS
Recommendation 3.1: Based upon the existing calls for service, increase the minimum staff to four on each existing shift to improve service to the community and enhance the safety of officers working.
Recommendation 3.2: Consider implementing a swing shift comprised of two officers, working four, 10 hour shifts Tuesday – Friday at 1200 hours – 2200 hours.
Recommendation 3.3: Consider redesigning beat maps to meet the current and anticipated growth in calls for service as well as creating an equitable workload for assigned officers.
Recommendation 3.4: Consider creating or reassigning a professional staff employee to special event planning and coordination.
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6 CHAPTER 4: INVESTIGATIONS
Recommendation 4.1: Create or amend a policy requiring a manager to formally review a random selection of completed cases to ensure policy, procedures, reporting requirements, and best practices are followed during all stages of investigations.
Recommendation 4.2: Begin integrating relevant case information analysis and reporting to staff once the new records management system is in place.
CHAPTER 5: DISPATCH
Recommendation 5.1: Redistribute some administrative tasks such as Stolen Vehicle System (SVS) entries, missing persons reports, and warrant checks to the records department during regular business hours, with dispatch resuming these duties when records are absent.
Recommendation 5.2: Create an additional supervisor role to support the dispatch unit.
Recommendation 5.3: Increase dispatcher staffing to a minimum of three on-duty as often as possible.
Recommendation 5.4: Ensure a dispatch representative is consulted and included in the planning of an operation or special event.
CHAPTER 6: PROPERTY & EVIDENCE
Recommendation 6.1: A full annual audit by a Captain should be conducted as per policy 810.8 (c).
Recommendation 6.2: POST encourages MHPD to explore mobile or stationary air filtration or exchanges systems available. They are designed to help mitigate exposures to harmful chemicals or narcotics that employees may become exposed to during the course of their duties.
Recommendation 6.3: MHPD’s policy and/or emergency operations plan should designate an alternate evidence/property site that includes ample room and security to accommodate the evidence/property function for an extended period. A tracking system should be in place to ensure all evidence/property is accounted for during removal, transportation, and relocation. Security measures should be considered during the transport to alternate sites.
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7 CHAPTER 7: RECORDS
Recommendation 7.1: Consider staffing swing shift records position to increase the efficiency of purging records and other tasks. Additionally, the position could be considered for supplemental dispatch tasks such as records checks, entries of stolen vehicles, vehicle tows, missing persons, etc.
Recommendation 7.2: MHPD should update and utilize the records procedural manual. The manual could then be utilized as part of a formal training program for Records Specialists. Consideration can be given to the POST Records Management Guide as being a template or resource for an updated procedural manual.
CHAPTER 8: CRIME ANALYSIS
Recommendation 8.1: Hire or assign a professional staff member specifically trained in crime analysis to support patrol, investigations, and administrative functions. Provide ongoing professional development and access to analytical software (e.g., mapping, link analysis, and data visualization tools) to enhance capabilities and efficiency.
Recommendation 8.2: Integrate tactical crime analysis to provide timely, offenderfocused intelligence that supports active investigations and patrol deployment decisions.
Recommendation 8.3: Create a written crime analysis plan outlining roles, data sources, deliverables, and reporting timelines for strategic, tactical, and administrative analysis.
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8 SCOPE & METHODOLOGY
At the request of Police Chief Shane Palsgrove, the Morgan Hill Police Department (MHPD) underwent an organizational review conducted by the California Commission on Peace Officer Standards and Training (POST). During the initial meeting, Chief Palsgrove emphasized his desire for an independent and comprehensive assessment to identify opportunities for improvement across all aspects of the department, including policies, procedures, practices, and organizational structure.
Chief Palsgrove highlighted several key focus areas for the review:
• Organizational administration and structure, including:
o Span of control
o Position responsibilities
o Resource alignment
o Staffing levels
o Deployment strategies
• Department function areas including:
o Patrol Operations
o Investigations
o Dispatch
o Property & Evidence
o Records
While these priorities guided the direction of the study, POST also examined additional areas that emerged during the course of the assessment.
On April 8-10, 2025, POST Law Enforcement Consultants Steve Fisher, Kevin Hatano and Jamila Fields of the Management Counseling and Projects Bureau (MCPB) visited Morgan Hill to conduct the review. During the site visit, the consultants met with Chief Palsgrove and conducted interviews with both sworn and professional staff members.
Interview participants were selected for their subject matter expertise and representation of key functional areas within the department. Questions were designed to prompt meaningful discussion regarding departmental operations, policies, and culture.
The POST Consultants were also provided a full tour of the MHPD facility, allowing for an in-depth review of all functional areas. In parallel with the interviews and site assessment, POST reviewed a broad array of documents to validate and assess the practices described by staff.
Following the site visit, POST conducted an anonymous online survey open to all department employees. The survey was designed to gather candid input on organizational, operational, and cultural matters. POST received 47 completed
responses. The survey results are referenced in this report for context, with interpretation left to Chief Palsgrove and his management team.
Table 0.1 survey respondent job classifications
METHODOLOGY
To conduct the organizational review, POST employed the following methodologies:
• Staff interviews
• Site assessment
• Employee survey
• Review of departmental documents
In addition to primary survey data, the study incorporated secondary research. This included a review of California POST standards, including training curricula, supervisory guidelines, and leadership development frameworks. Comparative practices from other California state and local law enforcement agencies were also analyzed to contextualize recommendations.
All survey data were aggregated and analyzed for patterns, trends, and outlier themes.
Open-ended responses were thematically coded to extract common insights related to leadership, morale, training, communication, and organizational structure. These findings were synthesized into key themes and validated against industry standards to inform the recommendations provided in the report.
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Portions of this report, including the synthesis of narrative content, summarization of open-ended responses, and the initial drafting of recommendations, were prepared with the assistance of generative artificial intelligence (Al) tools. All outputs were reviewed, edited, and validated by the authors to ensure accuracy, compliance with POST standards, and alignment with organizational objectives.
Table 0.2 Survey respondents sworn status
POST RECOMMENDATIONS
The recommendations are based upon professional research integrated with current law enforcement best practices, the most up to date standards for law enforcement training and the combined breadth of experience and knowledge of Law Enforcement Consultants within the POST Management Counseling and Projects Bureau (MCPB).
Integrated with the information and feedback provided by MHPD personnel, this report is designed to provide a thoughtful examination and critical evaluation of MHPD and their current practices. Ultimately, the intent of this report is to assist the department in becoming more efficient and effective in the delivery of law enforcement services to their community.
In addition to primary survey data, the study incorporated secondary research. This included a review of California POST standards, including training curricula, supervisory guidelines, and leadership development frameworks. Comparative practices from other California state and local law enforcement agencies were also analyzed to contextualize the research.
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CHAPTER 1: ORGANIZATION AND ADMINISTRATION
CITY OVERVIEW
The City of Morgan Hill, California is located in the rolling hills of Santa Clara County.
The city is at the southern tip of Silicon Valley along Highway 101. Morgan Hill encompasses approximately 12.9 square miles with a population of 45,483 1 .
Morgan Hill has experienced significant high density housing construction in the last two years and that construction growth shows no signs of slowing. This housing growth and subsequent population growth is expected to apply heightened pressure to city services including those of the Morgan Hill Police Department.
Table 1.1: Morgan Hill Population
ANTICIPATED CITY GROWTH
Morgan Hill is experiencing significant residential, commercial, and industrial development, with numerous projects currently in various stages of the planning and construction process. Residential growth alone is projected to add more than 2,953 housing units within the next two years. Based on U.S. Census Bureau data indicating an average of 3.07 persons per household in Morgan Hill, this development could result in a population increase of over 9,000 residentsrepresenting nearly a 20% rise in the city's population. 1 (United States Census Bureau, 2025)
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This anticipated growth will be an important consideration throughout this study.
However, the degree to which it will impact on city services, infrastructure, and staffing demands must be carefully examined. City leaders and staff are encouraged to independently assess the pace and scope of development and prepare for any corresponding increases in workload or service needs.
MISSION AND VALUES OF MORGAN HILL PD
The mission statement of the Morgan Hill Police Department is to deliver intelligentbased police services by partnering with the community to reduce crime, apprehend offenders and improve quality of life with integrity, professionalism and respect.
Their mission is guided by identified core values of safety, integrity, respect, professionalism, pride, teamwork and innovation.
AGENCY OVERVIEW
The Morgan Hill Police Department consists of 43 sworn officers and 26 professional staff members (as of April 2025). Law enforcement organizations should be structured and staffed in such a way that they are able to address community expectations and reflect the mission and values of the agency. Under the leadership of Chief Palsgrove, the Department is organized into three divisions: Field Operations, Special Operations and Support Services. Each operational division is commanded by a Police Captain and the Support Services division is commanded by a Support Services Manager (see Figure 1.2). Serving under these divisions are various bureaus which make up the primary functions of the department. These bureaus include: Patrol, Investigations, Traffic, Animal Control, Records, Property Evidence, and Communications.
SPAN OF CONTROL
Historically, the optimum span of control was considered to be one supervisor for every seven subordinates. However, in practice, there is no universally applicable ratio that fits every organization or operational environment. The definition of span of control can vary—from the number of individuals one supervisor can effectively manage during routine operations or emergencies, to the number of personnel with whom a supervisor must communicate to achieve departmental objectives. Factors such as workload, operational tempo, task complexity, and supervisor availability all influence the appropriate level of supervisory oversight. These factors impact communication, planning, accountability, and daily operational review.
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Figure 1.2: Morgan Hill Organization Chart
In law enforcement, the ideal span of control depends on both the nature of the assignment and the experience level of personnel. For example, a patrol team composed of less experienced officers typically requires more direct supervision, justifying a narrower span of control. In contrast, a team of seasoned dispatchers may operate effectively with broader autonomy and less frequent oversight. Developing a consistent yet adaptable organizational structure allows agencies to coordinate work more effectively, support decision-making, and respond flexibly to operational demands.
ORGANIZATIONAL STRUCTURE
An imbalanced rank structure at MHPD brings some organizational challenges to the agency. The role of the Corporal is an example of these challenges. MHPD utilizes Corporals as part of their approach to front line supervision and the development of
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senior personnel. Each patrol shift or bureau has a Corporal position assigned. The job description for Corporal includes serving as a supervisor in the absence of a higherranking supervisor and displaying independent judgement and discretion.
Personnel interviews and staff survey responses indicated that the Corporal rank is widely viewed as ineffective and potentially redundant. POST Consultants found that the duties of a MHPD Corporal often vary day to day—serving as the shift supervisor one day, a patrol officer the next, and a Field Training Officer the day after. This inconsistency creates ambiguity in roles and adds unnecessary complexity to front-line supervision. POST recommends eliminating the rank of Corporal in the hierarchy of MHPD and instead making the Sergeant rank the clear supervisor of each team.
MHPD also does not have any Lieutenant positions between the Sergeant rank and the Captain rank. Typically, the Lieutenant rank serves as a middle manager in an agency.
They generally provide oversight to daily operations, manage assigned personnel and address gaps in workload of personnel. Unlike the Captain position who typically focus on broader strategies, Lieutenants are more field-oriented, directly supervising Sergeants and Officers to enhance operational efficiency.
If Lieutenants were included as part of the organizational structure to MHPD, more flexibility and efficiency of staffing would potentially be obtained. POST recommends at least two Lieutenants be assigned to Field Operations serving in a swing shift capacity to overlap both day shift and night shift on each day of the week. Additionally, we would recommend a Lieutenant oversee the Special Operations section as this area could likely be served by a middle manager. Subsequently, this would eliminate one Captain position from the organization and consolidate the one remaining Captain into a senior leadership role for the agency that oversees the middle managers of the agency.
These organizational adjustments—eliminating the Corporal rank and introducing the Lieutenant rank—would streamline MHPD’s supervisory structure, clarify roles and responsibilities, and improve operational oversight. By aligning the rank structure with common best practices in law enforcement, MHPD can enhance leadership effectiveness, reduce redundancy, and better support both field operations and longterm organizational development.
Recommendation 1.1
POST recommends eliminating the rank of Corporal from the organizational structure of MHPD. The rank creates unnecessary ambiguity and complexity of front-line supervision.
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Recommendation 1.2
Consider creating a rank of Lieutenant at MHPD to increase the management of supervisors, provide supervisory support in the absence of Sergeants, and alleviate some managerial duties of the Captain rank. With the presence of Lieutenants, it is also likely the two existing Captain positions could be consolidated into one.
DEPARTMENT BUDGET
Several caveats apply to budget comparisons. Funding streams, accounting standards, practices, and differences in the scope and function of different law enforcement jurisdictions make meaningful comparisons easier with an in-depth analysis of the respective budgets.
POST Consultants reviewed the agency budget and found no areas indicating an inconsistency between the Department's mission and funding. This report is not a comment on the appropriateness of any specific appropriations. Still, no budget line items appeared wildly inconsistent with the experience of POST representatives. A complete fiscal audit was outside the scope and expertise of this report.
EQUIPMENT AND FACILITIES
POST Consultants were provided a guided tour of the Morgan Hill Police Department facility, located at 16200 Vineyard Boulevard. The station serves as the department’s primary hub for both operations and administration. The front of the building functions as the public access point for community members conducting police-related business, while the sides and rear of the facility are secured by fencing and include a designated parking area for police vehicles.
The station features several high-quality amenities, including an above-average fitness center available to all employees, an enclosed garage for marked patrol vehicles, spacious locker and storage areas, and other well-maintained facilities. In addition to its policing functions, the building also houses Morgan Hill’s Emergency Operations Center (EOC), which is supported by a full-time EOC Coordinator.
Thirty of the 47 respondents to the staff survey agreed or strongly agreed they possessed the necessary resources and equipment to conduct their jobs well.
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AGENCY WEBSITE AND SOCIAL MEDIA
Most law enforcement agencies across California have established public websites as a means of enhancing their service to the community. POST highly encourages this practice to all agencies as websites are often the primary source of information for community members. Ideally, the website should provide the full set of policies used by the agency, provide basic initial services such as online crime reporting, ability to report low level quality of life issues, and be capable of answering common questions community members may frequently ask.
The MHPD website is comprehensive, current, and informative. The home page of the website allows the viewer to learn about MHPD, including the mission and values, different divisions and their function, crime trends, information on joining MHPD, frequently asked questions, and the ability to review civilian complaints and the use of force by the agency.
PENAL CODE 18005
In 2024, California enacted Senate Bill 1019, which mandates that all law enforcement agencies develop a written policy governing the destruction of firearms held in evidence.
As outlined in Penal Code §18005, agencies must not only maintain this policy but also make it publicly accessible via their official website.
Recommendation 1.3
MHPD needs to update their policy to reflect the requirements of Penal Code 18005.
The law requires every law enforcement agency to develop and maintain a written policy regarding the destruction of firearms and make that policy available on its website.
RECRUITMENT AND RETENTION
The central elements of staffing—recruitment, hiring, retention, and promotion—are key to effective policing, organizational efficiency, and positive police-community relations, regardless of the size of the agency. Challenges typically arise when these human resource activities are out of alignment with the agency’s strategic plan2.
Modern policing in California often requires aggressive recruiting tactics to bolster or maintain staffing at most agencies. MHPD however, has a very low vacancy rate in 2 (Wilson, 2010)
both sworn and professional staff. Low vacancy rates can be indicative of a positive culture and high satisfaction rate amongst employees. Many of the sworn officers at MHPD are lateral hires from outside agencies which also can be a positive sign of a quality culture in an organization. SuNey respondents were asked about MHPD's greatest strengths; a majority of responses which were positive indicating teamwork, community and leadership as factors in their positive responses.
Figure 1.3: MHPD staffing 2009-2024
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CHAPTER 2: AGENCY TRAINING
Employees place a high value on meaningful and effective in-service training. POST encourages agencies to develop a training plan, which identifies what training is mandated, relevant, and/or needed to improve performance within respective work assignments. While it may not be possible for a training plan to identify all of the training that may be appropriate for agency employees, the purpose of the plan is to identify training needs and set priorities for training-related expenditures within the agency. The plan provides an objective tool to assist in bringing standardization and consistency to the Department’s training efforts.
A training plan will establish a framework to:
• Define mandated, essential, and desirable training requirements • Enhance law enforcement professionalism and an agency’s level of service to the public
• Strengthen the technical expertise and general effectiveness of agency employees • Provide ongoing career development for agency employees Updated and relevant training helps ensure peace officers are current with new laws and procedures, enhances officer safety, reduces the use of force through modern techniques, and provides liability and legal protection for officers and agencies. Chief Palsgrove made it clear to POST Consultants that he was fully committed to ensuring ongoing training was available for all members of his department.
MHPD has a training plan and policy in place for all sworn and professional staff members of the agency. The plan is readily available to all employees internally and on the public website. The document is an exhaustive plan that describes the goals, expectations and recommendations of each MHPD staff member. Over 80% of MHPD staff survey responses indicated the process to request training for their current assignment was effective.
JOB SPECIFIC TRAINING AND ORIENTATION
While certain positions within the agency require orientation and training as mandated by regulation, the majority do not. Nevertheless, it remains the agency’s responsibility to ensure that all employees receive adequate orientation to prepare them for their roles. According to MHPD management and staff, an orientation process exists for all positions; however, its duration and content vary significantly depending on the assignment.
Survey results indicate that only 60% of respondents felt they received a sufficient orientation or training program upon hiring. Responses to the question, “I have received the necessary training for my CURRENT assignment,” were more varied: while
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14% reported receiving a “great deal” of training, 50% indicated they had received only a “moderate” amount. This disparity may reflect evolving roles or shifting responsibilities within certain positions.
MHPD may wish to evaluate whether its current orientation and internal training practices adequately support employees who transition into new roles within the organization. As part of its broader training plan, the department should assess the need for structured onboarding processes for both newly hired and internally reassigned personnel.
Both sworn and professional staff cited significant barriers to obtaining enhanced, jobspecific training. Staffing shortages often require employees to use overtime to attend training, and both budgetary and personnel constraints have limited access to external training opportunities. Addressing these challenges will be critical to supporting professional development and role proficiency across the organization
TRAINING BULLETINS/PUBLICATIONS/BRIEFING TRAINING
Staff advised that there is a process which allows for the dissemination of training bulletins or policy updates. These are generally shared in briefing via emails. Training is documented in a Daily Watch Log.
Sworn personnel reported that the current 12-hour shift schedule presents challenges for conducting daily briefings and delivering briefing-based training, primarily due to the absence of shift overlap (Alternative shift models will be discussed in the Patrol Operations chapter). When call volume permits, Sergeants attempt to facilitate briefings at the start of the shift; however, these are often inconsistent and, in some cases, not conducted at all.
Although briefing training occasionally occurs, there is no established schedule or standardized curriculum. Currently, Sergeants determine the content of briefing training independently, often relying on informal topics. To enhance consistency and accountability, MHPD should consider implementing a formalized roll call training calendar, ensuring that all training is properly documented in personnel and training records.
When asked whether the Administrative Sergeant or Command Staff attend briefings to reinforce policy understanding following significant changes, more than 55% of respondents indicated that this “rarely” or “never” occurs.
Professional staff, including dispatch personnel, currently do not receive routine briefings. Interviews with staff revealed a strong desire to participate in briefings— either jointly with sworn personnel or separately depending on scheduling constraints.
Many indicated that regular briefings, held weekly or even monthly, would improve communication, engagement, and operational awareness across the organization.
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Recommendation 2.1
Increasing an administrative presence at briefings, particularly after changes to policy or practices, would assist in understanding of agency goals.
Recommendation 2.2
MHPD should consider introducing briefings for all professional staff on a weekly or monthly basis would help foster communication and inclusion.
POST CPT TRAINING – SWORN PERSONNEL
POST requires each Officer to obtain 24 hours or more of Continuing Professional Training (CPT) every two-year cycle. The purpose of CPT is to maintain, update, expand, and/or enhance an individual's knowledge and/or skills. CPT is training that exceeds the training required to meet or requalify in entry-level minimum standards.
The statewide CPT compliance average for sworn personnel is 94.19% of peace officers for 2023-2024 (last full CPT cycle).
MHPD’s CPT compliance percentage for 2023-2024 was 100%.
Figure 2.1: CPT compliance for the Dispatchers of MHPD.
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POST CPT TRAINING - DISPATCHERS
Dispatchers have similar standards for ongoing training in California as peace officers.
POST requires each dispatcher to obtain 24 hours or more of Continuing Professional Training (CPT) every two-year cycle. The statewide average for dispatchers during the last full CPT cycle (2023-2024) was 90.75% compliance.
MHPD’s Dispatcher CPT compliance percentage for 2023-2024 was 100%.
Figure 2.2 CPT: compliance for the Dispatchers of MHPD.
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CHAPTER 3: PATROL OPERATIONS
The patrol function is widely regarded as the cornerstone of any effective law enforcement agency in the United States. It typically represents the largest division within the organization, serves as the most visible element of the department, and is often the only point of direct contact many community members have with their local police.
Despite its central role, patrol is frequently the first source from which personnel are drawn to meet emerging staffing needs in an agency, often leaving a community understaffed. Given its importance, it is critical that patrol operations function with maximum efficiency and effectiveness.
Achieving this requires clearly defined expectations for patrol personnel and a regular evaluation of patrol workload to ensure that staffing levels are adequate to meet both operational demands and community expectations.
While recruitment and retention receive significant attention, a more fundamental — and often overlooked — question persists: How many officers does an agency actually need? This is among the most frequently asked questions during management and operational assessments. Unfortunately, agency leaders often lack clear, data-driven tools to answer it.
To address this issue, several types of models are considered when evaluating police staffing. While each has some benefits, they also come with notable limitations.
PER CAPITA MODEL
This method uses population size to set a ratio—such as "2 officers per 1,000 residents” as a staffing benchmark. It’s simple and easy to compare across cities.
While convenient, this method doesn’t consider when or why residents call the police.
Two cities with the same population may have completely different workloads depending on crime levels, traffic volume, tourism, or community expectations. This method says how many officers we have, but not how many we need. This model is generally dismissed by most city and police leaders as the complexity of staffing is much more nuanced by the culture, geography, function and overall context of a community.
MINIMUM STAFFING MODEL
This approach sets a fixed minimum number of officers per shift, often based on safety concerns or internal policy.
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While it is important to ensure officer safety, fixed minimums can become outdated or arbitrary over time. If demand drops, an agency may be overstaffed. If calls rise unexpectedly, an agency may still fall short. This model doesn't respond dynamically to actual workload or allow for flexible planning.
AUTHORIZED STAFFING MODEL
This model is simply based on what the budget allows or what has historically been approved.
Budget realities will always matter, but staffing should be based on what’s needed—not just what’s funded. This method may lock in staffing numbers that don’t reflect current conditions. It can also lead to misconceptions about being "understaffed" even if the actual workload doesn't justify additional personnel.
WORKLOAD ANALYSIS MODEL
This approach considers actual police workload, and uses objective criteria including call volume, call distribution, call time consumption, and performance expectations to develop a staffing model. For this complex model, POST Consultants rely heavily on the methodology found in “A Performance-Based Approach to Police Staffing and Allocation” published by the U.S. Department of Justice, COPS Office.
While a workload-based staffing model is the preferred method for POST Consultants— relying on objective data such as call volume, call distribution, time consumption, and performance expectations, it is important to note that this methodology works best when an agency responds to at least 15,000 citizen generated calls per year. Over the two years of data provided by MHPD, an average of 13,000 calls per year were noted. As a result, a traditional workload-based analysis is not feasible.
STAFFING ASSESSMENT FOR MORGAN HILL POLICE DEPARTMENT
For purposes of a staffing assessment for MHPD, we employed a modified approach that draws upon available statistical indicators and the professional judgment of experienced POST Consultants to conduct a thorough and defensible staffing assessment. This method still considers core elements of operational demand and officer availability but is tailored to a smaller agency with limited call volume.
This alternative approach maintains the same guiding principles: evaluating when calls occur, how much time is spent handling them, and how non-operational factors influence officer deployment. Although we are unable to apply the full workload formula, we remained focused on aligning staffing recommendations with the agency’s actual
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service needs, ensuring strategic use of personnel, and supporting community safety objectives through a data-informed and experience-based framework.
To conduct a meaningful workload analysis for a law enforcement agency, at least one full year of calls for service (CFS) data is required. The MHPD provided POST with two full years of CFS data, covering the period from January 1, 2023, to December 30, 2024. This dataset exceeded the minimum requirement and provided a robust basis for comprehensive analysis.
The dataset included detailed information such as the time the call was created, time of dispatch, officer arrival time, time of clearance, the beat in which the call occurred, and the priority level. In addition to reactive calls, the dataset also included proactive activity conducted by field personnel.
Prior to analysis, data cleaning was conducted. Any CFS entries containing ‘NULL’ values in the dispatch, arrival, and clearance time fields were excluded. According to MHPD personnel, such entries typically indicate that the call was received by dispatch but was not assigned to or handled by field personnel. To ensure accuracy and focus the analysis on calls that resulted in a field response, these entries were removed.
After filtering, a total of 47,887 events were analyzed across the two-year period. It is important to note, these events included all calls for service generated by citizens, all proactive enforcement conducted by MHPD (vehicle stops, pedestrian contacts, etc.) and various community caretaking events (abandoned vehicles, patrol checks, investigation follow ups, etc.). A summary of monthly and daily call volumes is shown in Table 3.1, which highlights variations in workload by month and day of the week.
CALL VOLUME TRENDS
Analysis of the dataset revealed key trends in MHPD’s call volume. The months of August and September experienced the highest activity, each with approximately 11% more calls than the average monthly total of 3,992. Thursdays were the busiest day of the week, averaging 28% more calls than Sundays—the least active day.
On average, weekday call volume was significantly higher than weekends (22% higher), with approximately 7,217 calls per weekday across the two years, compared to 5,902 per weekend day.
Examination of the most active hours of the day and the busiest areas of the city by beat can be determined in Table 3.2 (Beat structure and analysis will be discussed later in this chapter).
Sun Mon Tue Wed Thur Fri Sat Total
JAN 502 704 737 589 535 514 450 4,031
FEB 436 529 499 522 645 536 452 3,619
MAR 472 479 497 601 550 609 463 3,671
APR 411 566 532 511 525 501 493 3,539
MAY 430 560 575 631 580 606 521 3,903
JUNE 534 530 589 570 593 629 576 4,021
JULY 559 765 622 628 580 546 585 4,285
AUG 458 561 719 736 846 613 523 4,456
SEPT 506 629 663 643 667 799 557 4,464
OCT 489 668 712 704 701 599 488 4,361
NOV 433 540 476 580 639 597 491 3,756
DEC 494 648 512 537 443 666 481 3,781
TOTAL 5,724 7,179 7,133 7,252 7,304 7,215 6,080 47,887
Figure 3.1: Total CFS for two years of operations at MHPD In this examination it is important to remember, MHPD operates on a 12-hour shift model with officers beginning and ending their day shift at 0700-1900 and night shift officers working from 1900-0700.
Over the two years of data, the CFS rise significantly at 0800 hours, and the highest volume of events can be found at 1000 hours. The average CFS from 0800 hours to 1600 hours is 2533 calls per hour.
At 1700 hours, the CFS begins to decline until 2000 hours when the average returns near the volume found during most daylight hours. In the experience of POST Consultant's, this decline in service between 1700 hours and 2000 hours can be attributed to the lack of any overlap between the dayshift team and the nightshift team.
Officers completing their shifts are often reluctant or unable to handle calls near their end of shift time due to the nature of completing daily tasks (report writing, equipment maintenance, investigative follow-up, etc.) that come from patrol operations.
Simultaneously, officers just starting their shift, as is the case of nightshift beginning at 1900 hours, often cannot immediately begin responding to calls due to the necessary tasks required of officers beginning their shift (i.e. obtaining equipment, donning their uniform, passing of operational information from the previous shift).
HOURLY AND GEOGRAPHIC DISTRIBUTION
Hourly distribution of calls by beat is presented in Figure 3.2. MHPD operates on a 12- hour shift schedule: day shift from 0700-1900 and night shift from 1900-0700. Analysis - Morgan Hill Police Department Management Study
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shows a sharp increase in call volume beginning at 0800, peaking at 1000 hours, with an average of 2,533 calls per hour during the period from 0800 to 1600.
Hour Beat 1 Beat 2 Beat 3 Uncategorized Total
0000 397 546 740 337 2,020
0100 392 497 716 296 1,901
0200 326 376 536 207 1,445
0300 273 367 383 172 1,195
0400 192 219 256 112 779
0500 148 168 274 66 656
0600 173 180 341 89 783
0700 267 410 500 129 1,306
0800 579 673 829 222 2,303
0900 662 696 976 312 2,604
1000 658 764 1,118 326 2,866
1100 661 756 1,014 291 2,722
1200 574 697 940 299 2,510
1300 567 653 971 269 2,460
1400 603 721 889 246 2,459
1500 599 715 946 263 2,523
1600 504 647 941 257 2,349
1700 431 496 803 232 1,962
1800 334 399 676 165 1,574
1900 378 502 700 185 1,765
2000 547 695 850 323 2,415
2100 562 684 938 389 2,573
2200 570 608 889 358 2,425
2300 525 540 848 337 2,250
Total 10,922 13,009 18,074 5,882 47,887
Figure 3.2: Two years of events by time and beat
As previously discussed, a notable dip in CFS occurs between 1700 hours - 2000 hours, which POST Consultants attribute to the absence of shift overlap and the associated delays. Ideally, officers starting their shift should overlap time with the officers working in the field to provide consistent coverage for the city in response to calls.
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Figure 3.3: Total CFS per hour over two years, 2023-2024
RESPONSE TIME
Response time is a key metric in workload assessments. The provided dataset included the timestamp for when calls were created and when officers arrived on scene. For accuracy, proactive calls (e.g., vehicle or pedestrian stops) and calls with 'NULL' values in either the creation or arrival fields were excluded from this analysis. Additionally, calls with no arrival time or negative response times (assumed errors) were not calculated.
Only reactive calls with valid time stamps were included to ensure that the calculated response times reflect actual dispatch and oofficer arrival inteNals. The findings revealed MHPD officers have an average
Average response time for a response time3 of 22.11 minutes. Although there is no official database or method for
measuring response times over a broad range
CFS in Morgan Hill is
22.11 minutes
of police agencies, in POST Consultant's experience MHPD's response time is higher than average for similar urban police departments.
An hourly breakdown of response times by hour of the day can be found in Figure
3.4. As previously discussed in this chapter, evidence of diminished activity by officers is found near shift changes. Longer response times can be found in the 0600 and 0700 hours (changing of shifts) and again in the 1800 and 1900 hours (changing of shifts).
3 In this context, response time is referring to the time difference between the creation of the call by dispatch and the arrival time of the officer.
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Figure 3.4: MHPD average response times
ESTIMATE TIME CONSUMED ON CALLS FOR SERVICE
A critical component of any workload or staffing analysis is accurately measuring the amount of time officers spend handling calls for service. This time is typically defined as the duration from when an officer is dispatched to a call until the final unit clears the scene. While this metric appears straightforward, its accuracy and consistency can vary significantly based on local practices and dispatch protocols.
In the simplest scenarios-when a single officer is dispatched, handles the incident, completes all associated administrative tasks (e.g., reports, arrests), and then clears the call-the time is easily tracked and recorded. In such cases, the Computer Aided Average CFS duration - arrival
of officer to conclusion of call
is
Dispatch (CAD) systems should provide
reliable data on time consumed per call.
Agencies can further enhance their analysis
by identifying the number of calls that result in
formal reports and estimating the additional
time required for report writing. If the time
spent completing reports is not included
within the CFS duration recorded in
the CAD system, this must be accounted for separately when establishing performance benchmarks or workload expectations. CX)
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More complex issues arise when multiple officers respond to a single call. Many CAD systems do not reliably record the presence or time commitment of additional ("backup") units. This gap in documentation may lead to a significant underestimation of actual staffing demand. Similarly, in some jurisdictions, officers may "self-dispatch" to incidents without formal direction from dispatch. In these cases, their presence-and the time they spend on scene-may not be logged, further distorting workload assessments.
Figure 3.5 - Hourly call duration averages
As mentioned previously, the methodology outlined in the publication A PerformanceBased Approach to Police Staffing and Allocation4 , combined with actual 2023-2024
CAD dispatch and response data from MHPD, provided a reliable foundation for estimating officer time per call. Specifically, the analysis revealed an average travel time of 9.0 minutes by MHPD officers from the time a call is received until the time the officer arrives on scene. Additionally, the data revealed the average time spent on calls by officers, once the arrive, is an average of 31 minutes and 37 seconds in duration.
The total average time including response time for a CFS at MHPD is 40 minutes and 37 seconds minutes per incident. This value was used as a standardized metric in the workload model.
4 (Wilson, Jeremy M., and Alexander Weiss., 2014)
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SHIFT DEPLOYMENT
The MHPD Patrol Division operates under a 12-hour shift schedule, organized across four teams. Each team follows an alternating pattern of three workdays one week and four the next, resulting in a biweekly 80-hour pay period. To fulfill this requirement, one of the weekly shifts is adjusted to a 10-hour duration.
This fixed 12-hour schedule-with teams beginning and ending their shifts simultaneously-does not provide a practical opportunity for shift briefings or briefingrelated training, as outlined in MHPD Policy 404. According to the policy, briefing sessions are intended to facilitate critical communication between field personnel and supervisors, allowing for updates on recent incidents, training refreshers, operational directives, and officer wellness checks. However, the absence of shift overlap effectively eliminates this time, as officers are actively receiving or handling calls for service during shift transitions.
Each patrol team at MHPD is composed of a minimum staffing level of three officers and one supervisor. Each team is assigned one Sergeant and one Corporal, with the Corporal typically assuming supervisory responsibilities in the Sergeant's absence.
Figure 3.6: Minimum staffing by day of the week and compared to CFS.
While MHPD does not operate at minimum staffing for every shift, and additional officers are often assigned, the use of minimum staffing as a reference point in this staffing analysis provides a consistent and objective baseline. Minimum staffing reflects - Morgan Hill Police Department Management Study
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the lowest acceptable threshold required to sustain core operations. It allows for a standardized metric to evaluate the department’s capacity to meet service demands and maintain officer safety.
Operating at or near minimum staffing of three officers presents significant operational constraints. For example, in incidents involving in-progress crimes or those with a high potential for violence, MHPD Field Training Manual—as well as accepted law enforcement practice—requires officers to wait for backup before initiating contact. This safety-driven approach typically commits two officers to a single event, leaving only one officer to manage all other service demands. Such a structure can delay responses to lower-priority calls and reduce field presence during critical periods.
It is important to emphasize that staffing above the minimum level is essential for a healthy and functional police organization. Agencies must maintain personnel levels beyond minimums to accommodate the realities of modern policing—such as officer absences due to injury, illness, vacation, training, court appearances, administrative assignments, and specialty unit obligations. Without adequate surplus staffing, even a modest number of absences can bring shift strength down to the minimum threshold, straining resources and increasing workload on remaining personnel.
In addition, staffing beyond the minimum supports important agency goals, including proactive policing, officer wellness, and professional development. A staffing model that accounts for these needs enables command staff to balance operational readiness with workforce sustainability.
Thus, while minimum staffing serves as a key analytical benchmark, effective workforce planning must consider the additional personnel required to support full agency functionality, resilience, and quality service delivery. For these reasons, POST is recommending MHPD increase minimum staffing to four officers per shift.
Survey results indicated that approximately 40% of personnel expressed dissatisfaction with the current shift configuration. Both qualitative feedback and workload analysis suggest that the existing model lacks flexibility and does not align staffing resources with peak periods of service demand.
While recognizing the constraints of staffing levels, budgets, and recruitment, POST also recommends that MHPD consider implementing a dedicated 10-hour swing shift.
This shift would enhance coverage during late afternoon and evening hours—periods when call volume tends to rise and shift transitions create operational gaps. The addition of a swing shift would also relieve pressure on outgoing and incoming teams, improve continuity of service, and better align personnel deployment with actual workload demands.
A two-officer swing shift operating Tuesday through Friday (busiest four days) would help mitigate the busiest hours of the day and alleviate delays in response during the shift change in the evening.
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Recommendation 3.1: Based upon existing CFS, increase the minimum staff to four on each existing shift to improve service to the community and enhance the safety of officers working.
Recommendation 3.2: Consider implementing a swing shift comprised of two officers, working four, 10 hour shifts Tuesday – Friday at 1200 hours – 2200 hours.
PATROL DISTRICTING
The MHPD beat structure is comprised of three beats, each subdivided into a number of different reporting districts. MHPD management indicated the beat structure has been largely unchanged over many years despite population growth and subsequent changes. A review of calls for service by beat noted some imbalances between the workload demands for each area. This was supported by statements made by personnel during interviews indicating some patrol areas (Beat 3) were significantly busier than other areas (Figure 3.7). Further analysis showed this imbalance was most noted between the hours of 0700 and 1900 (Figure 3.8).
Figure 3.7 MHPD beat map
Figure 3.9: Adjusted percentage of events in each MHPD beat* *The MHPD data included CFS that reflected an uncategorized beat for location of call. Figure 3.8 accounts for those calls as they are significant. Figure 3.9 reflects the uncategorized calls but evenly distributed at the respected ratios of the categorized CFS.
Recommendation 3.3: Consider redesigning beat maps to meet the current and anticipated growth in calls for service as well as creating an equitable workload for assigned officers.
SPECIAL EVENTS
The City of Morgan Hill hosts a wide array of community events each year that require a law enforcement presence. More than 20 of these events mandate sworn police staffing on overtime, while numerous other gatherings involve patrol officer attendance as call volume permits. In 2024 alone, MHPD personnel logged approximately 957 hours at special events, highlighting the significant resource demand placed on the agency.
A comprehensive city policy exists to guide the department's role in evaluating and supporting special event applications. However, the timing and frequency of these events create uneven impacts across patrol shifts. For instance, when a mandatory event falls on a Saturday afternoon, one particular shift often bears the burden, as night shifts are either ending or beginning their tours, and the alternate day shift is still obligated to maintain normal patrol duties. This asymmetry in scheduling leads to increased operational strain on specific teams (dispatch personnel and special events is specifically addressed in Chapter 5).
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more nor less overtime. Nonetheless, the City is exploring the addition of more community events, which may increase demand on police resources and challenge current staffing capacities.
The responsibility for special event planning and coordination currently rests entirely with the Investigations Sergeant, who serves as the sole point of contact for the permit process, coordination, and site reconnaissance. While the Sergeant has fulfilled this role diligently, he has acknowledged that these duties detract significantly from his ability to lead and supervise the Investigations Unit effectively. Furthermore, there is no active succession plan or task delegation in place, despite his upcoming retirement.
To ensure long-term sustainability, the department should prioritize succession planning and consider redistributing event-related responsibilities among other personnel.
Opportunities may exist to partner with external agencies—such as the Sheriff's Office—or to pursue a Memorandum of Understanding (MOU) to share regional resources for event coordination. A key strategic recommendation is to consider transitioning the special events coordinator role to a non-sworn professional staff member. This adjustment would preserve sworn supervision capacity in Investigations while professionalizing and stabilizing event logistics support.
Recommendation 3.4: Consider creating or reassigning a professional staff employee to special event planning and coordination.
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CHAPTER 4: INVESTIGATIONS
The Investigations Unit plays a critical role in advancing the mission of any police agency. While patrol officers serve as the initial responders to incidents, the complexity and scope of many crimes often require specialized follow-up beyond the capacity of frontline personnel. Investigative units are responsible for bridging this gap— conducting thorough follow-up investigations, developing leads, identifying suspects, collecting and analyzing evidence, and ultimately preparing cases for successful prosecution. MHPD patrol officers are expected to pursue investigative leads as far as they are capable. When all reasonable investigative leads are exhausted, the cases are turned over to their investigation unit.
A well-functioning investigations unit not only supports the prosecution of criminal offenders but also contributes to crime prevention, victim support, and public confidence in the justice system. MHPD Detectives typically handle a broad range of cases including property crimes, violent offenses, domestic violence, sexual assaults, financial crimes, and other specialized investigations. In addition to these core responsibilities, investigators often collaborate with allied agencies, prosecutors, and community stakeholders to address emerging crime trends and enhance public safety outcomes.
As part of this management study, POST consultants conducted a detailed review of the Investigations Unit. Areas of inquiry included day-to-day operations, staffing and selection processes, case management procedures, and the intake, assignment, and closure of investigations. Inquiries into case clearance rates, arrests, cases declined, and search warrants issued were unavailable due to the limitations of a dated records management system (RMS). Limitations in the previous software did not allow for the production of historical case clearance rates, cases declined by prosecutors, or counts of search warrants. A new RMS was nearing installation for MHPD and in the future should be able to provide such information.
Any survey data specific to investigations were gathered from individuals who selfidentified as having current or former investigative experience within the department.
PERSONNEL SELECTION
MHPD management has implemented a structured and transparent process for selecting personnel for investigative assignments. This process includes submitting a letter of interest, obtaining a supervisor’s recommendation, participating in an oral interview panel, undergoing a personnel review, and final evaluation by command staff.
According to management, the process is perceived as fair and equitable—an assessment that is supported by survey responses, the majority of which reflected confidence in the selection methodology.
As is common in many agencies, MHPD employs a mandatory rotation model for investigative assignments. Detectives are initially assigned for a two-year term, with the
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option for up to two one-year extensions based on mutual agreement between the employee and leadership. During the POST site visit, several investigators—including the investigative supervisor—were approaching the end of their rotations, raising concerns about the potential loss of institutional knowledge. While transitioning multiple senior personnel simultaneously is less than ideal, MHPD's approach reflects a broader commitment to developing well-rounded officers and ensuring broad organizational experience.
INVESTIGATIVE OPERATIONS
The Investigations Unit is under the command of the Special Operations Captain, who also holds collateral oversight responsibilities for other functions within the department.
Day-to-day supervision of the unit is assigned to the Special Operations Sergeant, whose primary duty is investigative supervision; however, the Sergeant also serves as the department’s primary contact for special event permits, which can impact on the time available for direct investigative oversight.
The unit includes one Corporal who performs investigative duties and assumes some limited supervisory responsibilities. Five detectives, in addition to the Corporal, are assigned to conduct general investigations in support of the City’s public safety needs.
Detectives are typically assigned to specific focus areas—such as property crimes or domestic violence—but are expected to conduct investigations outside of their primary assignment when necessary.
Historically, MHPD has participated in regional task forces; however, staffing limitations and budgetary constraints have made it difficult to maintain consistent involvement in these collaborative efforts.
Staff interviews indicated that routine case reviews, or “biopsies,” are not currently conducted to assess the quality and completeness of investigations. POST encourages the Special Operations Captain to implement a formal case review process. This should involve the periodic evaluation of randomly selected closed cases—from initial report to final disposition—to ensure compliance with department policy, investigative standards, and documentation best practices.
A commonly noted area for improvement within the Investigations Unit is the absence of a dedicated crime analyst. Staff emphasized the potential value such a role would bring to supporting case development, trend identification, and resource allocation. This recommendation is further discussed in Chapter 8 – Crime Analysis.
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Recommendation 4.1
Create or amend a policy requiring a manager to formally review a random selection of completed cases to ensure policy, procedures, reporting requirements, and best practices are followed during all stages of investigations.
Recommendation 4.2
Begin integrating relevant case information analysis and reporting to staff once the new records management system is in place.
CHAPTER 5: DISPATCH
Dispatch Centers serve as the communication hub that coordinates responses to emergencies and incidents in law enforcement agencies. Dispatchers often provide the first contact and impression for police agencies to the public. They ensure rapid and efficient resource allocation, enhance officer and public safety, and provide critical guidance during emergencies. By maintaining 24/7 operations, managing officer responses, and coordinating with multiple agencies, dispatch centers are the lifeline for a community's response in emergency situations.
MHPD serves as a primary Public Safety Answering Point (PSAP). As a PSAP they receive and process 9-1-1 emergency calls from the public and dispatch appropriate emergency services, such as police, fire, or medical responders. Calls that require a fire response are transferred to the fire service in Morgan Hill by MHPD dispatchers.
DISPATCH OPERATIONS
MHPD currently employs nine full-time dispatchers and two per diem (part-time) dispatchers, overseen by one Dispatch Supervisor. The minimum staffing requirement is two dispatchers at any one time. While there are still times when a dispatch supervisor is not present, it is nonetheless a reasonable span of control in light of the limited number of personnel assigned to dispatch. Typically, one dispatcher will staff the incoming emergency and non-emergency public calls while the other dispatcher will be responsible for radio communication with the field.
The staffing model utilizing a minimum staffing of two dispatchers creates several complications for staff. Dispatchers often work extended hours without scheduled breaks, negatively affecting wellness and job satisfaction.
In addition to expanding dispatch staff, redistributing certain responsibilities could help further alleviate workload pressures. Tasks such as SVS (Stolen Vehicle System) entries, missing persons reports, and warrant checks could be reassigned to the records department during regular business hours, with those responsibilities returning to dispatch during nights, weekends, and holidays. This shift would improve overall efficiency and ensure dispatchers can focus on time-sensitive emergency communications when staffing is leaner.
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MHPD Dispatchers, supervisors and manager each voiced the need to increase staffing and raise the minimum staffing level to three dispatchers per shift. This adjustment would directly address several challenges, including the lack of scheduled breaks that will allow dispatchers to leave the secure facility. Currently, staff must work long hours without the opportunity for adequate rest or outdoor breaks, which negatively impacts overall wellness and long-term job satisfaction.
Statewide, public safety dispatchers are struggling. Across California, many centers are dealing with burnout, excessive overtime, and insufficient staffing. Adding just two more positions would not only ease the burden on the current team but also help ensure that critical public safety operations continue to function smoothly during emergencies, vacations, or sick leave. With an increase in staffing, the department could implement regular break rotations, provide better support during surges in call volume, and maintain a backup dispatcher during events or critical incidents.
Another area of concern is the need for an additional supervisor position. At present, the dispatch unit relies on a single supervisor whose workload is substantial. Adding a second supervisor would provide much-needed leadership coverage during evenings and nights, enhance staff support, and ensure continuity during the current supervisor’s absence due to illness or vacation. This role could also share administrative duties, such as writing annual performance evaluations and handling District Attorney requests that currently fall on one person. Moreover, there are team members who have shown interest in promotion, indicating a healthy internal pipeline for leadership development.
The recent staff survey revealed recurring themes that align with these proposed changes. Many dispatchers described frustration with outdated technology, inconsistent communication between dispatch and patrol, and a general lack of transparency from leadership. Others expressed concern over training gaps, noting that some tools are introduced without proper instruction, leaving staff to learn via trial and error. These operational challenges, combined with high workloads and stagnant staffing levels, contribute to morale issues and inefficiencies that could be addressed through the proposed adjustments.
Overwhelmingly, survey responses indicate the working relationship between field personnel and dispatchers is positive. However, respondents also highlighted a desire for a more cohesive working environment—one that fosters collaboration, promotes professional development, and supports staff through changes. While many praised the resilience and dedication of their team, they also emphasized that such qualities should not be taken for granted. As one employee noted, “We get the job done with what we have available,” underscoring the risk of burnout in an already stretched system.
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SPECIAL EVENTS
Survey respondents indicated special events were a particular area of concern for dispatch. While dispatch respondents indicate they are generally prepared to support special events, over 70% indicate dispatchers were “rarely” or “never” consulted prior to a special event. This likely could be improved by including a dispatch representative in the preplanning of an operation or special event to ensure proper staffing and preparation.
The MHPD dispatch team has remained committed and professional despite increasing demands and limited resources. To maintain service quality, support staff wellness, and prepare for continued growth, the City should seriously consider expanding dispatcher positions, reassigning certain duties to the records division, and creating an additional supervisor role. These changes would not only enhance the efficiency of the communications center but also ensure a sustainable and supportive work environment for the people who serve as the first point of contact in public safety.
Recommendation 5.1:
Redistribute some administrative tasks such as SVS entries, missing persons reports, and warrant checks to the records department during regular business hours, with dispatch resuming these duties when records are absent.
Recommendation 5.2:
Create an additional supervisor role to support the dispatch unit.
Recommendation 5.3:
Increase dispatcher staffing to a minimum of three on-duty as often as possible.
Recommendation 5.4:
Ensure a dispatch representative is consulted and included in the planning of an operation or special event.
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CHAPTER 6: PROPERTY & EVIDENCE
The property and evidence function is a critical component of law enforcement operations and plays a central role in the integrity of the criminal justice process.
Managing this function has become increasingly complex due to evolving legislative mandates, the handling and storage of hazardous materials, the protection and preservation of biological and DNA-related evidence, and the need to maintain strict security and chain of custody protocols. Failure to properly manage property and evidence can jeopardize criminal prosecutions, expose the agency to civil and criminal liability, and erode public trust.
To ensure the integrity and efficiency of this function, agencies must implement clear, well-defined policies and procedures for the submission, storage, and retrieval of evidence and property. Executive and managerial personnel bear the responsibility of supporting the function through adequate resourcing—this includes establishing a sufficient budget, providing appropriate storage infrastructure, and ensuring that staff receive both initial and ongoing specialized training.
Key priorities for an effective property and evidence operation include staff safety, facility security, and the ability to accurately catalog, track, and audit all items. These elements are essential to minimizing liability, safeguarding the chain of custody, and enhancing the credibility and legal defensibility of the agency.
POST PROPERTY & EVIDENCE MANAGEMENT AND AGENCY SELFEVALUATION GUIDE To assist agencies with the management of evidence and property, POST developed, published, and distributed to California law enforcement agencies the Law Enforcement Property & Evidence Management Guide. The 4th Edition (2022) of the guide is available for downloading on the POST website at:
POST Property & Evidence Management Guide, 4th Edition
POST has developed a related agency self-evaluation guide that is designed to be used in conjunction with the management guide. The 4th Edition (2022) of the self-evaluation guide is available for downloading on the POST website at:
Law Enforcement Evidence & Property Function - Agency Self-Evaluation, 4th Edition
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PROPERTY & EVIDENCE STAFFING AND TRAINING
POST guidelines discourage the routine transfer of staff assigned to property and evidence functions. Instead, it is recommended personnel develop a high degree of technical expertise through training, networking and experience that reflects this critical function for law enforcement.
5 MHPD has a dedicated Property Technician specifically assigned to this core function.
Additionally, a backup individual has been designated for the Property Technician.
Staff members in the Property and Evidence section indicated they have had networking opportunities associated with membership through the California Association for Property & Evidence (CAPE) as well as local Santa Clara County agency group.
PROPERTY & EVIDENCE POLICY AND OPERATIONS
POST Consultants conducted a broad review of the Property & Evidence areas at MHPD. Property & Evidence is organized and regulated through policy 810 of the MHPD Policy Manual. The policy is clear and lays the foundation for the overall function of this area.
The review of policy did note the absence of language addressing Penal Code 18005(e) which requires every law enforcement agency to develop and maintain a written policy regarding the destruction of firearms. The agency shall make that policy available on its website. This is a recent requirement that was effective January 1, 2025. (see Recommendation 1.3).
All evidence was secured in a single location with appropriate tracking mechanisms in place. Items of high priority including firearms, cash and narcotics were secured behind electronic locking mechanisms with tracking logs.
Policy 810.8 (c) indicates that an annual audit of evidence held by the Department shall be conducted by a Division Captain. In practice, the last complete audit of MHPD evidence occurred in 2022. However, staff did indicate an ongoing and rotational audit of firearms, narcotics and money does occur.
The area utilized by MHPD staff to process evidence, including narcotics, was clean and organized. Most necessary items appeared to be available for safe and effective evidence packaging. One exception, however, was the absence of any air filter or negative air pressure area specific to narcotics processing.
Overall, the Property and Evidence section of MHPD appeared to be in exceptional condition. The necessary sign-in logs were appropriately used, the area was neat and 5 (California Commission on Peace Officer Standards and Training, 2022)
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organized, and the attention to detail was evident. Staff should be commended for the high level of dedication the condition of the Property and Evidence section demonstrated.
Recommendation 6.1:
A full annual audit by a Captain should be conducted as per policy 810.8 (c).
Recommendation 6.2:
POST encourages MHPD to explore mobile or stationary air filtration or exchange systems available. They are designed to help mitigate exposures to harmful chemicals or narcotics that employees may become exposed to during the course of their duties.
EMERGENCY AND DISASTER PLANNING
POST encourages a written directive addressing procedures to ensure the continuation of the evidence/property function in the event of an emergency or a disaster. The directive should include identification of a temporary alternate site to be used if evidence/property, including biological evidence, must be moved from the existing facility.
Currently, no procedures or plans are in place for MHPD accommodating the removal, transportation, and relocation of personnel and all property/evidence items in the event of an evacuation, including a method for tracking each item.
Recommendation 6.3:
MHPD’s policy and/or emergency operations plan should designate an alternate evidence/property site that includes ample room and security to accommodate the evidence/property function for an extended period. A tracking system should be in place to ensure all evidence/property is accounted for during removal, transportation, and relocation. Security measures should be considered during the transport to alternate sites.
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CHAPTER 7: RECORDS
In law enforcement the Records management function has a critical role in today’s police agencies. Proper management of records helps ensure legal compliance and accountability while simultaneously maintaining the integrity of evidence, supporting proper criminal filings, and safeguards the agency against legal risks. Effective records management also encourages transparency and public trust by ensuring accurate documentation and prompt fulfillment of public records requests. The Records sections are responsible for the mandatory reporting of specific records to federal and state agencies. It provides valuable data for analyzing trends and improving law enforcement strategies. Effective policies and procedures must be established to efficiently manage the law enforcement records function.
POST consultants conducted a broad evaluation of the records bureau at MHPD but did not perform an in-depth analysis.
POST RECORDS MANAGEMENT AND SELF-ASSESSMENT GUIDE
Because it is a critical function within most law enforcement organizations, POST publishes the Law Enforcement Records Management Guide to supplement in person training for supervisors and managers of Records divisions. The purpose of the Guide and the accompanying self-evaluation document are to assist agencies in developing standardized guidelines for the management of the law enforcement records function, detailing best practices for the receipt, storage, and disposition of records maintained by the agency, and conducting evaluations of these systems.
The 6th Edition (2022) of the Records Management Guide is available for downloading on the POST website at:
POST Records Management Guide (6th Edition)
POST has developed an agency Records Function self-evaluation guide which is designed to be in conjunction with the Records Management Guide. The selfevaluation guide is available for downloading on the POST website at:
POST Law Enforcement Records Function - Agency Self-Evaluation (2022) Staff advised POST consultants that they have not previously used the POST Records Management Guide or Self-Evaluation instrument to assess the records function.
AGENCY EVALUATION - RECORDS
The Records Bureau of MHPD is staffed by personnel in the Records Specialist, Records Supervisor and Support Services Manager job classifications. Two Police Cadets also serve in a supplemental staffing role for the Bureau. The span of control and supervision in the Records Bureau is reasonably aligned with the responsibilities of staff.
RECORDS BUREAU POSITIONS AUTHORIZED ACTUAL
Support Services Manager
Records Supervisor
Records Specialist
1 1
4 1
1 4
The Records Bureau is open during most typical business hours and the official schedule for the public can be found on the department website. Records personnel are responsible for staffing the public counter during business hours, administering fingerprinting services, and processing day-to-day requests, such as the release of impounded vehicles, citation signoffs, and assisting visitors with paperwork.
Records staff have no operational role in assisting dispatchers running active records checks for officers.
RECORDS OPERATIONS
The Custodian of Records for MHPD is the Support Services Manager.
MHPD Policy 808 describes the maintenance and release of records. Staff indicated the process of reviewing, acknowledging, and complying with CAPRA (California Public Records Act) requests was effective. Although a backlog of purgeable records was present, a formal process was in place for record destruction including the use of a signed records destruction form.
Staff were asked about site security and advised that the records area is closed and secured from the public. During the site tour with MHPD staff, Consultants were able to observe the Records Bureau location and found no obvious concerns regarding security.
Recommendation 7.1
Consider staffing swing shift records position to increase the efficiency of purging records and other tasks. Additionally, the position could be considered for supplemental dispatch tasks such as records checks, entries of stolen vehicles, vehicle tow
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Morgan Hill Police Department Management Study
Page47
JOB SPECIFIC TRAINING AND ORIENTATION
The Record Specialist classification is the journey level position in the Records Bureau.
Despite the increased degree of skill required in this position, no formal training program is in place. The Records Supervisor is responsible for the training and oversight of new Records Specialists.
The Records Supervisor and Support Services Manager have completed both a POST Records Supervisor course and a course on the Public Records Act (PRA).
RECORDS BUREAU PROCEDURE MANUAL
MHPD Policy 806.3.3 establishes a procedure manual for use in the Records Bureau.
Records staff indicated the procedure manual was helpful but had become outmoded and needed to be updated to meet contemporary standards.
Recommendation 7.2
MHPD should update and utilize the records procedural manual. The manual could then be utilized as part of a formal training program for Records Specialists.
Consideration can be given to the POST Records Management Guide as being a template or resource for an updated procedural manual.
MANDATORY STATISTICAL REPORTING
MHPD Policy 806.3.2 describes the compliance responsibilities for statistical reporting conducted by the Records Bureau. Staff indicated they were able to meet compliance targets for reporting on a regular basis.
Morgan Hill Police Department Management Study
Page48
CHAPTER 8: CRIME ANALYSIS
Crime Analysis is one of the most effective “force multipliers” available to contemporary law enforcement. A Crime Analysis program can successfully augment staff resources in both patrol and investigations through the delivery of timely intelligence data which serves to focus those policing efforts. Crime Analysis can be a highly specialized assignment and personnel with degrees and professional certifications in Crime Analysis can further enhance an agency’s ability to respond to citizen needs.
A properly managed Crime Analysis program will be able to provide an abundance of statistical information and be capable of performing trend analysis based upon a variety of sources. POST offers one caution: a Crime Analyst will often work with the same statistical data that provides the basis for workload indicators for personnel, a department should not saddle the analyst with the primary job of collecting this data for that purpose. To do so would undercut the primary mission of the Analyst – the detailed review of intelligence data to discern crime trends and hot spots.
POLICY AND PRACTICE OF CRIME ANALYSIS
At MHPD, the crime analysis function is currently limited to strategic and administrative analysis. Strategic analysis is primarily focused on long-term, aggregated crime data to support trend identification, hot spot detection, and problem-oriented analysis.
Administrative analysis is used to inform internal decision-making, evaluate agency performance, and support accountability measures.
Absent from MHPD’s crime analysis function is tactical crime analysis—an essential component that provides actionable insights into the behaviors, patterns, motives, and associations of offenders and their networks. Tactical analysis is especially valuable to support patrol deployment and investigative efforts, enabling real-time or short-term operational responses.
According to Policy 800, the Support Services Manager is designated as the individual responsible for overseeing the crime analysis program. In practice, this role is also the sole contributor to the function. As a member of the agency’s command staff, the Support Services Manager has limited availability to perform comprehensive crime analysis duties alongside other high-level responsibilities.
POST strongly recommends that MHPD designate a dedicated professional staff position specifically for crime analysis. Doing so would enhance the agency’s ability to deliver timely, actionable intelligence to patrol and investigations, and would allow for a more robust and balanced crime analysis program that supports both strategic planning and daily operations. As a secondary outcome, the plan would provide increased opportunities for professional staff.
Morgan Hill Police Department Management Study
Page49
Recommendation 8.1:
Hire or assign a professional staff member specifically trained in crime analysis to support patrol, investigations, and administrative functions. Provide ongoing professional development and access to analytical software (e.g., mapping, link analysis, and data visualization tools) to enhance capabilities and efficiency.
Recommendation 8.2:
Integrate tactical crime analysis to provide timely, offender-focused intelligence that supports active investigations and patrol deployment decisions.
Recommendation 8.3:
Create a written crime analysis plan outlining roles, data sources, deliverables, and reporting timelines for strategic, tactical, and administrative analysis.
Morgan Hill Police Department Management Study
Page50
CONCLUSION
The Morgan Hill Police Department is a fundamentally sound law enforcement agency.
The recommendations contained in this report are presented as opportunities to assist the MHPD in becoming more efficient and effective in delivering services to the citizens of Morgan Hill. Throughout the assessment process, POST staff observed a high degree of professionalism, dedication, and pride among MHPD personnel. Employees consistently expressed a strong sense of camaraderie and a shared commitment to the agency’s mission.
POST thanks Chief Palsgrove and all of his dedicated staff for their commitment to the profession of law enforcement and their efforts in serving their community.
The MHPD Management Study Survey Responses can be reviewed at https:// www.morganhill.ca.gov/DocumentCenter/View/56082/Morgan-Hill-PD-Study-Survey .
Morgan Hill Police
Department
POST Management Study
Results
December 17, 2025
Staffing Study Overview
2 Study Facilitator
• Commission on Peace Officer Standards and Training (POST) • Recommendations given serve as a foundation for dialogue and as a starting point for future policy development to better meet the evolving needs of police departments and the communities they serve.
Police Department – Review of All Divisions
• Administration (Police Chief, Administration Team)
• Patrol Operations (Field Operations, Police Officers) • Investigations (Special Operations, Detectives)
• Support Services (Dispatch, Property & Evidence, Records) • Crime Analysis (Data)
Methodology
To conduct the organizational review, POST employed the following methodologies:
• Staff interviews
• Site assessment
• Employee survey
• Review of departmental documents
In addition to primary survey data, the study incorporated secondary research. This included:
• A review of California POST standards, including training curricula, supervisory guidelines, and leadership development frameworks.
• Comparative practices from other California state and local law enforcement agencies were also analyzed to contextualize recommendations.
All survey data were aggregated and analyzed for patterns, trends, and outlier themes. Open-ended responses were thematically coded to extract common insights.
3
Who is MHPD?
Records Supervisor, Records
Specialists
5 Records Specialists
Property & Evidence Technician
1 Property & Evidence
Support Services Manager,
Executive Assistant,
Management Analyst, OES
Coordinator, IT Director, IT
Network Architect, IT Technicians
8 Professional Staff
Chief, Captains, Sergeants,
Corporals, Police
Officers/Detectives
43 Sworn Officers (as of April 2025)
Animal Services Officer,
Community Services Officer, MultiService Officers
6 Non-Sworn Officers
Dispatcher Supervisor,
Dispatchers
10 Dispatchers
4
5
Study Recommendations
6 • Study recommendations were given for each division of the police department addressing:
• Span of control
• Position responsibilities
• Resource alignment
• Staffing levels
• Deployment strategies
Recommendations
7 Organization and Administration
• Recommendation: POST recommends eliminating the position of Corporal from the organizational structure of MHPD. The rank creates unnecessary ambiguity and complexity of front-line supervision. • Recommendation: Consider creating a Lieutenant position at MHPD to increase the management of supervisors, provide supervisory support in the absence of Sergeants, and alleviate some managerial duties of the Captain rank. With the presence of Lieutenants, it is also likely the two existing Captain positions could be consolidated into one.
Recommendations
8 Patrol Operations
• Recommendation: Based upon the existing calls for service, increase the minimum staff to four on each existing shift to improve service to the community and enhance the safety of officers working.
• Recommendation : Consider implementing a swing shift comprised of two officers, working four, 10-hour shifts Tuesday – Friday at 1200 hours – 2200 hours.
Recommendations
9 Patrol Operations (continued)
• Recommendation: Consider redesigning beat maps to meet the current and anticipated growth in calls for service as well as creating an equitable workload for assigned officers.
• Recommendation: Consider creating or reassigning a professional staff employee to special event planning and coordination.
Recommendations
10 Dispatch
• Recommendation: Create an additional supervisor role to support the dispatch unit.
• Recommendation: Increase staffing to a minimum of three on-duty dispatchers as often as possible.
Recommendations
11 Property & Evidence
• Recommendation: POST encourages MHPD to explore mobile or stationary air filtration or exchange systems available. They are designed to help mitigate exposures to harmful chemicals or narcotics that employees may become exposed to during the course of their duties.
• Recommendation: MHPD’s policy and/or emergency operations plan should designate an alternate evidence/property site that includes ample room and security to accommodate the evidence/property function for an extended period. A tracking system should be in place to ensure all evidence/property is accounted for during removal, transportation, and relocation. Security measures should be considered during the transport to alternate sites.
Recommendations
12 Crime Analysis
• Recommendation: Hire or assign a professional staff member specifically trained in crime analysis to support patrol, investigations, and administrative functions. Provide ongoing professional development and access to analytical software (e.g., mapping, link analysis, and data visualization tools) to enhance capabilities and efficiency.
13 Next Steps/Priorities
Phase 1:
Recruit and fill vacant positions
• Reinstate Traffic Division
• Reinstate Regional Auto Theft Task Force Position
Expected Outcomes: Increased investigative capacity, improved regional collaboration, receive task force revenue reimbursement, and staffing to assist with planning and staffing of community events.
14 Next Steps/Priorities
Phase 2:
Establish Patrol Swing Shift Team
• 10-hour shifts, Tuesday–Friday, 1200 - 2200 hours
Expected Outcomes: Enhanced coverage during busy periods, reduced response times, reduced overtime, improved officer wellness, increased case follow-up capacity, allow time for patrol briefings, and increased proactive enforcement during peak hours.
Conclusion
• The Morgan Hill Police Department
is a fundamentally sound law
enforcement agency.
• The City is facing a projected
General Fund structural deficit,
which requires careful evaluation of
all resource needs, including public
safety staffing, within the broader
fiscal context.
• Aligning the POST
recommendations with available
funding, community priorities, and
the City’s long-term financial
strategy will be essential.
Questions?
13 CITY COUNCIL STAFF REPORT
MEETING DATE: December 17, 2025
PREPARED BY:
Edith Ramirez, Assistant City Manager
APPROVED BY: City Manager
ADOPT PUBLIC ART MASTER PLAN
RECOMMENDATION(S)
Adopt the 2025 Public Art Master Plan.
COUNCIL PRIORITIES, GOALS & STRATEGIES
City Council Ongoing Priorities
Supporting our Youth, Seniors, and Entire Community
Preserving and Cultivating Public Trust
Preserving our Community History
Enhancing Diversity and Inclusiveness
2024-2025 Strategic Priorities
Community Engagement
Economic Development and Tourism
Healthy Community
Guiding Documents
Communications, Outreach, and Engagement Plan
Economic Blueprint
Morgan Hill 2035 General Plan
REPORT NARRATIVE:
The City of Morgan Hill Public Art Master Plan (Plan) is a strategic document that guides the development, integration, and management of public art. It is a framework for how public art will contribute to the community's vision and goals. Art is public when it is located outdoors or in public buildings and is accessible to the public. Artworks can take the form of paintings, murals, sculptures, installations, and even performances. The purpose of public art is to allow residents to experience art in everyday environments.
The City's Library, Culture and Arts Commission (LCAC)'s 2025 annual work plan approved by the City Council included the creation of a Public Art Master Plan.
Community outreach for this effort included community, LCAC, and Planning Commission workshops, online surveys, targeted outreach to the schools, youth groups, art groups and businesses. LCAC led three interactive outreach activities: a Youth Postcard Survey, a Quilt of Ideas, and a “Let’s Chalk Art” chalk wall. This outreach,
13 coupled with the City's newsletter, website, email notices, flyers, social media posts and newspaper articles resulted in extensive input from a wide range of community members.
Through community outreach, staff developed the goals and priority locations that provide the framework for policy, decision-making, public investment, and alignment of financial and staff resources to focus on efforts that will grow the visual arts in the City of Morgan Hill. City leaders and administrators, community members and artists, developers and art investors can use the Plan to inform their public art initiatives.
About the Public Art Master Plan
The Plan outlines a vision grounded in key pillars of public art and community development. It provides guidance on goals, strategies, and locations for public art investment. Through the Plan’s Vision and Goals, Objectives, and Strategies, artists see how the City intends to enhance the character and quality of life in the community through public art. Below are the key elements of the Plan:
Vision: The Public Art Master Plan envisions a community where art transforms our shared spaces, celebrating our unique identity and rich diversity. Through public art, we foster deeper connections, enhance community well-being, ignite curiosity, and fuel a thriving local economy.
Goals:
1. Build Community Pride Through Connection and Belonging
2. Cultivate Vibrancy by Honoring Heritage and Diversity while Embracing Creative Expression and Inspiring a Bold Vision for Morgan Hill’s Future
3. Increase Public Appreciation, Knowledge, and Access to Art
4. Ensure Sustainability and Effective Management of the Public Art Program
5. Celebrate Downtown as the Heart of the Community and the City’s Cultural Hub Priority Locations: To strategically integrate public art into its urban fabric, six high impact locations have been identified as priority locations for public art investment:
1. City Facilities: Aquatics Center, Outdoor Sports Center (OSC), Civic Center, Centennial Recreation Center (CRC), and Community and Cultural Arts Center (CCC);
2. Downtown;
3. Gateways;
4. Urban Corridors: Main Avenue (Civic Center to Live Oak High School), Monterey Road, and Butterfield Boulevard;
5. City Parks; and
6. Trails: West Little Llagas Trail and Madrone Channel Trail.
Unique Opportunity Sites: In addition to the priority locations for art, unique opportunity sites offer future public art installations. The top five opportunity locations are:
13 1. The Downtown Alley (between Sushi Confidential and The Hill);
2. The Morgan Hill Courthouse;
3. Water Tanks/Towers;
4. A new Downtown Gateway Sign; and
5. The Monterey Road Union Pacific Rail Road Overpass.
Conclusion:
The Morgan Hill Public Art Master Plan provides a framework to guide the development, integration, and management of public art. The Plan aims to create art that strengthens Morgan Hill's sense of identity and collective pride by thoughtfully balancing respect for the City's history and diverse culture with bold, creative expressions that inspire current and future generations. The Public Arts Ordinance (Chapter 18.78 Standards for Public Arts) that was approved in 2024 and requires new land development projects to include public art or pay an in-lieu fee, will provide funding to support the implementation of the Plan, and support the Community's social and cultural character.
COMMUNITY ENGAGEMENT:
The Public Art Master Plan received input from local artists, community members, city staff, and LCAC. To ensure the widespread participation of the community, the outreach process utilized various methods to gather public feedback. Opportunities for engagement were designed to maximize public input by reaching stakeholders in places they live, work, and recreate. A community survey was widely distributed to understand the community’s aspirations and values for the Public Art Master Plan. The survey was distributed via flyers with QR codes, it was hand-delivered to local businesses and via the City’s 411 Newsletters and website. The outreach was done in English and Spanish.
A total of 118 people filled out the survey.
In addition to the online survey, LCAC hand-delivered postcard surveys to Live Oak High School, Ann Sobrato High School, Britton Middle School, Voices Charter School, the El Toro Boys and Girls Club, and CRC Teen Center. The postcard featured space for youth to share their opinion about the type of public art they wanted to see in Morgan Hill.
Community engagement included two formal community workshops and presentations before the LCAC and Planning Commission. Pop-up informational tables were set up at several places, including the Farmers Market, Park Place apartment complex, Magical Bridge Playground, Open Streets event and at National Night Out. Dedicated outreach was done for cultural, art and community organizations, including schools, faith-based institutions, and youth sports groups.
LCAC supported three interactive outreach activities: a Youth Postcard Survey which was delivered to local schools and targeted youth voices, a Quilt of Ideas where community members used post-its to share their thoughts on public art, and finally, a “Let’s Chalk Art” chalk wall that was designed and built specifically for the Public Art Master Plan and was placed in the front lobby of the Centennial Recreation Center and
13 at the Morgan Hill Library. The chalk wall prompted people to draw or write the kinds of public artwork they would like to see in Morgan Hill.
ALTERNATIVE ACTIONS:
The Council may approve the Public Art Master Plan as presented or make necessary edits.
PRIOR CITY COUNCIL AND COMMISSION ACTIONS:
The Council has previously approved LCAC's work plan that included the creation of a Public Art Master Plan.
FISCAL AND RESOURCE IMPACT:
Public Art will be funded through the City's Public Art Ordinance. Other work associated with the Plan will be done in collaboration with LCAC and the Community as resources become available.
CEQA (California Environmental Quality Act):
Exempt
The Public Art Master Plan has been reviewed under the California Environmental Quality Act (CEQA). The proposed draft goals, policies, and actions are primarily programmatic and policy-level, and will not result in any direct impact upon the physical environment. Any development that occurs in the future subject to such standards will undergo an independent analysis per the requirements of CEQA. The Public Art Master Plan is covered under the certified Morgan Hill 2035 General Plan Environmental Impact Report (EIR), and no further environmental review is required pursuant to CEQA Guidelines Sections 15162 and 15183.
The EIR for the Morgan Hill 2035 General Plan was prepared in accordance with CEQA and certified by the Morgan Hill City Council on July 27, 2016 (SCH#2015022074).
City of Morgan Hill
PUBLIC ART MASTER PLAN
1 PUBLIC ART MASTER PLAN
City of Morgan Hill
2025
City of Morgan Hill
PUBLIC ART MASTER PLAN
2 TABLE OF CONTENTS
1. ACKNOWLEDGMENTS
2. PLAN IN BRIEF
3. CONTEXT AND OVERVIEW
a. Purpose of Public Art Master Plan
b. City Context
c. Guiding Documents
d. Public Art Inventory and Locations
4. PUBLIC ART PLAN PILLARS
5. PUBLIC ART FRAMEWORK
a. Public Art Vision
b. Public Art Goals
c. Public Art Strategies
d. Public Art Tactics
6. PRIORITY LOCATIONS AND UNIQUE
OPPORTUNITY SITES
a. Priority Public Art Locations
b. Unique Public Art Opportunities
7. APPENDIX A-COMMUNITY OUTREACH
a. Community Outreach and
Engagement
8. APPENDIX B- INVENTORY
a. Public Art Inventory List
b. Public Art Inventory Map
c. Public Art Pictures
9. APPENDIX C- WORKFLOWS
a. Public Art Program
b. New Development Onsite Art
c. City Commissioned Public Art
10. APPENDIX D - GUIDING DOCUMENTS
a. General Plan Healthy Community
Element
b. Standards for Public Art Ordinance
c. LCAC Policy: Temporary Art Exhibits
at City Facilities
d. LCAC Policy: City’s Permanent Art
Collection
City of Morgan Hill
PUBLIC ART MASTER PLAN
3 1. ACKNOWLEDGEMENTS
The City of Morgan Hill is very appreciative of the Library, Culture, and Arts Commission (LCAC) for their dedication to enhancing, growing, and nurturing the arts and culture in Morgan Hill and for their leadership to advance this Public Art Master Plan. In addition to the LCAC, the City wants to thank the numerous volunteers, past and present LCAC volunteers, the Planning Commission, community members, community organizations and staff for their contributions to the development of the City of Morgan Hill 2025 Public Art Master Plan.
CITY COUNCIL
Mark Turner, Mayor
Marilyn Librers, Mayor Pro Tem Yvonne Martinez Beltrán, Councilmember Soraida Iwanaga, Councilmember Miriam Vega, Councilmember
LIBRARY, CULTURE, AND ARTS COMMISSION
Robyn Carrillo, Chair
Tanaya Rose, Vice Chair
Mark Fiorenza, Commissioner
Patrice Lyn, Commissioner
Cindy Blanton, Commissioner
Suman Ganapathy, Commissioner
Amanda Santiago, Commissioner
CITY OF MORGAN HILL
Christina Turner, City Manager
Chris Ghione, Assistant City Manager/Public Services Director Edith Ramirez, Assistant City Manager for Development Services Jennifer Carman, Development Services Director
John Lang, Housing and Economic Mobility Director
Adam Paszkowski, Principal Planner
Tiffany Brown, Senior Planner
Zachary Meagor, Andrew Giba, Hilary Holeman
City of Morgan Hill
PUBLIC ART MASTER PLAN
4 2. PLAN IN BRIEF
The City of Morgan Hill is a community that is rich in history and character. Through thoughtful planning, the Community has managed to protect its quaint look and small-town feel, while attracting investments in innovation and entrepreneurship. Public art plays a vital role in supporting a community’s identity and enhancing a sense of pride, belonging, and heritge. By weaving artistic expression into the fabric of everyday life, public art can transform spaces where the community can feel a deeper connection to their surroundings.
In 2024, the City of Morgan Hill adopted a Public Arts Ordinance (Chapter 18.78 Standards for Public Arts) that requires new land development projects to include public art or pay an in-lieu fee. By integrating art into public and private developments, Morgan Hill will enhance the aesthetic quality of the City and support the community's social and cultural character. The Morgan Hill Public Art Master Plan (the Plan) provides a framework to guide the development, integration, and management of public art. The Plan aims to create art that strengthens Morgan Hill's sense of identity and collective pride by thoughtfully balancing respect for the City's history and diverse culture with bold, creative expressions that inspire current and future generations.
Led by the City’s Library, Culture, and Arts Commission (LCAC), the Plan received hundreds of inputs from feedback received at community workshops, online surveys, and targeted outreach to the schools, youth groups, art groups and at community events. The Plan outlines a vision grounded in key pillars of public art and community development. It provides guidance on goals, strategies, and locations for public art investment. City leaders and administrators, community members and artists, developers and art investors can use the Plan to inform their public art initiatives.
About the Plan
The Plan is organized in five sections: Plan in Brief, Context and Overview, Public Art Plan Pillars, Public Art Framework, and Priority Locations and Unique Opportunity Sites. The Plan includes four appendices. The Public Art Framework is one of two core elements of the Plan; it identifies the Plan’s Vision, Goals, Strategies and Tactics—essentially the inspiration that will guide art types and art installations. The second core element is the section on Priority Locations and Unique Opportunity Sites which offers guidance on the locations of where public art should be prioritized. The Appendices provide additional background on the Plan’s Community Outreach, the current Public Art Inventory, Workflows that depict the public art program process, and the City’s Guiding Documents related to public art.
City of Morgan Hill
PUBLIC ART MASTER PLAN
5 Vision
The Public Art Master Plan envisions a community where art transforms our shared spaces, celebrating our unique identity and rich diversity. Through public art, we foster deeper connections, enhance community well-being, ignite curiosity, and fuel a thriving local economy.
Goals:
GOAL 1. Build Community Pride Through Connection and Belonging
GOAL 2. Cultivate Vibrancy by Honoring Heritage and Diversity while Embracing Creative Expression and Inspiring a Bold Vision for Morgan Hill’s Future GOAL 3. Increase Public Appreciation, Knowledge, and Access to Art GOAL 4. Ensure Sustainability and Effective Management of the Public Art Program GOAL 5. Celebrate Downtown as the Heart of the Community and the City’s Cultural Hub Priority Locations
To strategically integrate public art into its urban fabric, six high impact locations have been identified as priority locations for public art investment:
1. City Facilities: Aquatics Center, Outdoor Sports Center (OSC), Civic Center, Centennial Recreation Center (CRC), and Community and Cultural Arts Center (CCC);
2. Downtown;
3. Gateways;
4. Urban Corridors: Main Avenue (Civic Center to Live Oak High School), Monterey Road, and Butterfield Boulevard;
5. City Parks; and
6. Trails: West Little Llagas Trail and Madrone Channel Trail.
Unique Opportunity Sites
In addition to the priority locations for art, unique opportunity sites offer future public art installations.
The top five opportunity locations are:
1. The Downtown Alley (Between Sushi Confidential and The Hill);
2. The Morgan Hill Courthouse;
3. Water Tanks/Towers;
4. A new Downtown Gateway Sign; and
5. The Monterey Road Union Pacific Railroad Overpass.
City of Morgan Hill
PUBLIC ART MASTER PLAN
6
City of Morgan Hill
PUBLIC ART MASTER PLAN
7 3. CONTEXT AND
OVERVIEW
Purpose of Public Art Master Plan
The purpose of the Public Art Master Plan (Plan)
is to provide the framework for policy, decision
making, public investment, and alignment of
financial and staff resources to focus on efforts
that will grow the visual arts in the City of
Morgan Hill.
At the same time, through the Plan’s Vision and
Goals, Objectives, and Strategies, artists see how
the City intends to enhance the character and
quality of life in the community through public
art.
Finally, the Plan seeks to build and nurture an
art ecosystem that is supportive of the artists
and fosters a culture of creative expression.
By building on the existing cultural and artistic
resources in Morgan Hill, the City can foster
economic vibrancy, tourism, revitalize urban
areas, and further our community desirability.
City Context
Morgan Hill is one of the most desirable
communities in Silicon Valley. The City is 13
square miles, located in the southern part of
Santa Clara County, just 10 miles south of San
Jose and 10 miles north of Gilroy.
Morgan Hill is home to approximately 46,000
residents, 19,000 employees, and 1,200
businesses.
Morgan Hill's cultural makeup is highly diverse,
reflecting its location in Silicon Valley and its
strong agricultural history. The population is
primarily characterized by White (Non-Hispanic)
residents, followed by the Hispanic/Latinx
population as the second largest group, and a
rapidly growing Asian community as the third
largest ethnic group.
Morgan Hill is nestled between the Diablo
Mountain Range and the Santa Cruz Mountains
and has a rich history of farming and
manufacturing. While the composition of
businesses in Morgan Hill closely resembles that
of Silicon Valley today, Morgan Hill's natural
geography and open space make it truly a
unique oasis in Silicon Valley, while sharing a rich
entrepreneurial spirit and thirst for innovation
with its neighbors in Silicon Valley.
Morgan Hill is best known for its superb quality
of life and the perfect balance that comes from
a healthy workforce, access to open space, and
abundant recreational amenities that give
employees, visitors, and residents a unique
place within Silicon Valley to live, work and
recreate.
Morgan Hill’s ideal location offers the
opportunity for year round recreational
activities such as cycling, golfing, and swimming.
Smart planning has resulted in world-class
recreational facilities for residents and visitors,
making Morgan Hill a sports recreation
destination. Morgan Hill is proud to be a leader
by promoting affordable housing, preserving
open space, hillsides, and agricultural lands, and
being a leader in water conservation and
environmental stewardship.
In addition to being known for its award-winning
wine, pick-your-own orchards and farms, a
thriving farm-to-table dining scene, Morgan Hill
is also known for being one of the only places in
the world where Poppy Jasper is found, a semiprecious gemstone.
City of Morgan Hill
PUBLIC ART MASTER PLAN
8 Another unique characteristic in Morgan Hill is
having Henry Coe State Park in its backyard, the
largest state park in Northern California. The
park provides respite from the Silicon Valley
hustle with 87,000 acres of rugged wilderness
and solitude with amazing views and an annual
Tarantula Festival.
Morgan Hill’s main attraction is its vibrant and
charming Downtown district. This bustling
center features a year-round farmers market
and a dynamic Main Street, which has evolved
into a premier culinary destination.
Downtown now anchors the local arts scene as
the home of the Cura Contemporary art center.
As the heart of the community, it hosts Morgan
Hill’s signature annual events, including the
renowned Mushroom Festival (formerly Mardi
Gras), the 4th of July Freedom Fest, the Poppy
Jasper International Film Festival, and the new
MOHI Food and Wine Celebrity Chef culinary
festival.
Guiding Documents
The guiding documents that support the City’s
goals on culture and arts include the City’s 2035
General Plan, the LCAC adopted procedures and
policies, the 2024 Public Art Ordinance, and the
General Plan Healthy Community Element.
The 2035 General Plan provides a vision for the
future and establishes a framework for how
Morgan Hill should grow and change over the
next two decades to continue to make Morgan
Hill a thriving and friendly place.
The section “Culture and the Arts” under the
Healthy Element outlines various strategies for
the City to support local art. The General Plan
recognizes that public art, cultural activities,
cultural celebrations, and education are the
heart of a community, allowing residents to
have healthy self-expression and development
both individually and collectively.
The 2035 General Plan suggests celebrating the
City’s identity with strategies that use art. It
recommends designating special areas of the
public realm to support artists’ ability to
produce and sell their work, providing arts
education to residents of all ages, using art to
spark community dialogue, and creating festivals
where locals and visitors can celebrate together.
Strategies from this section emphasize the need
to foster cultural and historical awareness,
support accessibility for all, and contribute to
Morgan Hill’s sense of community.
LCAC Art Policy
LCAC has established a policy about the use of
City facilities for temporary art exhibits. The
policy defines how the Art Exhibit Panel (AEP)
must create an annual art exhibit schedule with
temporary exhibits approximately every six to
eight weeks. Individual artists or groups may
submit artwork for approval from the AEP to be
featured in a temporary exhibit. Artists are
responsible for installation and promotion of
City of Morgan Hill
PUBLIC ART MASTER PLAN
9 their artwork, and AEP is responsible for
promoting temporary art exhibits and
scheduling an artist’s reception.
This policy aims to offer opportunities for local
artists to display their work temporarily, thereby
employing public resources to support public
art.
The LCAC Permanent Art Policies and
Procedures establishes acquisition, review,
installation, maintenance, and deaccession
policies for the City’s permanent art collection.
All art acquisitions, whether purchased or
donated, require recommendations from LCAC
and final approval by the City Council. A review
committee is required to evaluate the quality of
work, placement, feasibility in the City’s art
collection, and other criteria before proposing a
recommendation to LCAC. Standards for lighting,
public visibility, and accessibility must be
considered to promote the greatest benefit of
public art in the community. The policy calls for
LCAC to retain maintenance plans for all
artworks, perform an annual inspection of the
inventory, and recommend deaccession if an
artwork is no longer feasible or appropriate to
maintain.
Standards for Public Art Ordinance
The Standards for Public Art Ordinance (PAO)
was approved in 2024 and mandates the
inclusion of public art in new development
projects. The PAO provides detailed
requirements for applicability, contribution
levels, types of acceptable and unacceptable art,
submission and approval processes,
maintenance obligations, and how collected inlieu fees will be used.
The PAO applies to new residential
developments of 20 or more units, nonresidential projects of 5,000 square feet or more, and new public buildings and parks.
Exemptions include renovations, public works
capital improvement projects, and nonmunicipal government projects.
Developers are required to expend 1% of the
construction valuation (up to $1 million) on onsite public art for commercial, industrial, and market-rate residential projects. For non-profit
and lower-income affordable housing, the
requirement is 0.5% (up to $500,000).
Developers also have the option to make an inlieu payment of the same amount into the Morgan Hill Public Art Fund. If on-site art is
chosen but its value is less than the required
allocation, the difference must be paid into the
Public Art fund.
All on-site artwork must be publicly visible and
accessible, permanently sited, and integrated
into the project's design, considering the site's
context. The ordinance lists acceptable art forms
(e.g., murals, sculptures, interactive pieces) and
explicitly excludes others (e.g., mass-produced
items, logos, political/religious art).
The process requires developers to submit
detailed plans, artist information, and a
maintenance plan, with approval involving the
Planning Division and the LCAC. Property owners
are responsible for the continuous maintenance
of on-site artwork, and any removal requires
City notification and replacement with art of
equal or greater value. In-lieu fees collected will
be used by the City for public art projects,
maintenance, and administration.
City of Morgan Hill
PUBLIC ART MASTER PLAN
10 Public Art Inventory and Locations
There are approximately 63 public and private
works of art within the City. Of the 48 public
pieces, 9 are small pieces located inside City
Council Chambers and the Community and
Cultural Center. Of the 39 public exterior pieces,
nearly half (17) are utility box murals. Not
necessarily accounted for in this report, but
worth noting, 15 are privately commissioned
artworks that exist in the public realm but are
not in the City’s Public Art Inventory.
The current Public Art Inventory consists of
murals, sculptures, and other forms of art
(Appendix B- Inventory). Most public art pieces
(not counting the utility boxes) are sculptures
(15) and murals (6). One art installation is a large
glass installation at the City’s 4th Street Garage’s
staircase, and one a rock statue between the
Morgan Hill Library and Civic Center. Three
sculptures (Tessie, Story Time, and Knowledge is
Power) are expected to be evaluated for
deaccession due to being manufactured pieces
not constituting an artist’s original work.
The 19 utility box murals commissioned to
beautify the public realm are distributed
citywide on various streets. Two utility boxes
were privately funded and commissioned, while
the other 17 were approved by LCAC.
The exterior artworks are distributed at several
public art clusters, including Downtown, the
Civic Center, Centennial Recreation Center, and
community parks (Appendix B- Inventory).
As the heart of the Community, Downtown is the
hub for cultural expression and public art with
notable works such as Waiting for the Train,
Hiram Morgan Hill Tarantula, Family of Deer, and
Encompass. There are diverse exterior artworks
Downtown, including six murals, four bronze
sculptures, two metal constructions, one glass
installation, and one tile mosaic.
The Civic Center, including
the Morgan Hill Library,
possesses six artworks
which include four bronze
sculptures, one metal
sculpture, and one rock
statue. As indicated
earlier, some of these
works may be evaluated
for deaccession as they
were not original works of
art but rather
commercially
manufactured art pieces,
reducing the total count
of the Public Art Inventory.
The Centennial Recreation Center (CRC) has
three artworks including two bronze sculptures
and one metal sculpture.
The Aquatics Center has one mural: Kissed by
the Sea Enhanced by the Land. Galvan Park and
the Magical Bridge Playground at Community
Park have two art murals each. The remaining
exterior artworks are scattered at various sites
throughout the City including Monterey Road,
Main Avenue, West Little Llagas Creek Trail, and
Evergreen Village on Cochrane Road.
63 Public and
Private
48 Public 15 Private
16 Metal
Sculptures 16 Murals
1 Glass Installation
4 Rock
Sculptures 19 Utility Box
Murals
10 Indoors
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PUBLIC ART MASTER PLAN
11 Public Art Inventory: Opportunity
Analysis
The current public art inventory in Morgan Hill is
relatively small. Several artworks (nearly 19%)
are in display cases inside buildings that are not
always available due to days and hours of
operations of these buildings. Of the exterior
public art, 44% are murals on utility boxes.
There is an opportunity for the City to increase
public art and improve the distribution and
artistic diversity of the art throughout the City.
The new Public Art Ordinance will create new
public art opportunities in private developments
and provide funding for the City to commission
public works of art. The Public Art Master Plan
provides the blueprint for intentional and
focused planning and implementation to
enhance high-priority areas. Consideration
should be given to:
1. Areas of High Utilization and Regional
Exposure
High-traffic facilities provide great opportunities
to showcase Morgan Hill's identity. For example,
the Outdoor Sports Center and the Aquatics
Center are highly utilized regional facilities that
host major competitions and attract thousands
of visitors annually. Integrating public art here
serves to beautify the facilities and promote the
City’s identity and pride for a regional audience.
Retail and commercial areas also provide a high
traffic area and currently public art presence in
commercial zones is minimal. Integrating public
art into retail commercial developments will
create a more attractive ambiance for shoppers,
potentially increasing resident and visitor
enjoyment and expenditure.
2. Community Hubs
Key municipal and community centers like the
CRC, CCC, and Civic Center are public focal
points and require a strategic infusion of diverse
art forms to maximize their impact. These areas
would benefit from a diversity of murals,
mosaics, or other art forms of art to create a
more stimulating and well-rounded focal point
for governmental, cultural, and community
activities.
3. Diversity of Medium and Artistic Style
A major finding across the City’s Public Art
Inventory is the need to enhance artistic
diversity to prevent repetitiveness and maximize
engagement. The inventory is heavily weighted
toward certain mediums (e.g., sculpture at
centers, murals at parks). New acquisitions
should include a vast range of creative
expressions, across mediums, styles, periods,
cultures, and identities to enrich the experience
and allow art to provide an opportunity for
reflection and challenge. Neighborhood parks
should include functional public art (e.g., artistic
benches, paving, bike racks) to extend the art
experience into residential areas.
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PUBLIC ART MASTER PLAN
12
City of Morgan Hill
PUBLIC ART MASTER PLAN
13
City of Morgan Hill
PUBLIC ART MASTER PLAN
14 4. PUBLIC ART PLAN
PILLARS
The Public Art Master Plan is grounded on four
key pillars—Local Identity, Economic Vibrancy,
Community Well-being, and Arts Access. These
pillars are crucial to the framework because they
collectively represent the multifaceted benefits
that public art can bring to the community. By
addressing these four areas, the Plan serves as a
powerful catalyst to enhance the community’s
quality of life.
Four Public Art Master Plan Pillars:
1. Local Identity
Public art helps to define a place and give it a
unique character. By reflecting the history,
culture, and values of a community, public art
can foster a sense of civic pride and belonging
among residents, visitors, business owners, etc.
It transforms generic spaces into meaningful
landmarks and gathering places. This
strengthens the connection people feel to their
city, making it a place they want to invest in and
care for.
2. Economic Vibrancy
Public art can be an economic driver. It attracts
both residents and tourists, creates placemaking
and place branding, which increases foot traffic
and supports local businesses, such as
restaurants, cafes, and shops. The presence of
public art can also enhance property values and
draw in new businesses and talent, contributing
to the overall economic health and revitalization
of an area.
3. Community Wellbeing
Engaging with public art can have a positive
impact on the mental and physical health of a
community. It provides opportunities for social
interaction and civic engagement, especially
when these involve community collaboration in
their creation. Public art can also make public
spaces feel safer and more inviting, encouraging
people to spend time outside. Public art can
enhance a community’s sense of belonging and
contribute to a better quality of life.
4. Arts Access
Public art that is accessible to everyone,
regardless of their income or background,
removes barriers to cultural experiences,
bringing creative expression directly into the
daily lives of the community. A strong public art
program supports local artists and allows diverse
voices and perspectives to be seen and
celebrated, ensuring that art is not just for a
select few but is a shared public good.
LOCAL
IDENTITY
COMMUNITY
WELLBEING
ECONOMIC
VIBRANCY ARTS ACCESS
City of Morgan Hill
PUBLIC ART MASTER PLAN
15
City of Morgan Hill
PUBLIC ART MASTER PLAN
16 5. PUBLIC ART FRAMEWORK
The Public Art Master Plan was developed under the guidance of the Library, Culture and Arts Commission. This effort included City-wide outreach including community workshops, newspaper articles, City’s 411 newsletter, email outreach, tabling at community events, online surveys, postcards to local schools and outreach to arts and culture organizations. Feedback was also solicited from City staff and the City’s Planning Commission for collaboration on the administration and implementation of the Plan.
The purpose of the Public Art Master Plan is to provide a clear framework for the City staff, the Library, Culture, and Arts Commission and the City Council to guide the selection, installation and maintenance of public art. Additionally, the Plan informs artists, community members, developers and policy makers about art installations and art and cultural programming. The vision, goals and objectives provide inspiration and guidance, and the strategies and tactics suggest a path and approach for implementation.
Public art can be a source of local pride and identity. It can be used to bridge the past, present and future.
Through public art, Morgan Hill can honor its agricultural roots and rural charm, while at the same time celebrating its unique location within Silicon Valley and embrace a spirit of innovation, technology and entrepreneurship.
The Public Art Master Plan is more than a plan to guide public art investment. It seeks to actively grow and nurture a creative art ecosystem where local artists feel supported and encouraged to actively participate in the creation of the City’s identity. The recent opening of the Downtown art center, Cura Contemporary, combined with the new Fee For Art Ordinance requiring art or a financial contribution to the art program, concluding with the creation of the Public Art Master Plan, signals a significant collective commitment. This momentum positions Morgan Hill in an ideal place to act with deliberate intention, ensuring the sustained growth and vitality of its art culture and assets for the long term.
Public Art Master Plan Vision:
The Public Art Master Plan envisions a community where art transforms our shared spaces, celebrating our unique identity and rich diversity. Through public art, we foster deeper connections, enhance community well-being, ignite curiosity, and fuel a thriving local economy.
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PUBLIC ART MASTER PLAN
17 Goals and Strategies
GOAL 1. BUILD COMMUNITY PRIDE THROUGH CONNECTION AND BELONGING OBJECTIVE: Create public art that resonates deeply with Morgan Hill community members, fostering a sense of shared ownership, identity, and collective pride in the community.
STRATEGIES:
• Celebrate Shared Values and Identity
• Foster Co-Creation and Community Ownership
• Support Interactive Public Engagement
GOAL 2. CULTIVATE VIBRANCY BY HONORING HERITAGE AND DIVERSITY
WHILE EMBRACING CREATIVE EXPRESSION AND INSPIRING A BOLD VISION FOR MORGAN HILL’S FUTURE
OBJECTIVE: Create vibrant and inclusive public art that honors Morgan Hill’s rich history and diverse cultural fabric, while embracing creative expression to inspire a bold vision for the future that uses innovation and technology to inspire the youth and future generations.
STRATEGIES:
• Integrate Technology to Create Interactive, Dynamic, and Accessible Art • Celebrate Cultural Diversity
• Honor History and Agricultural Heritage
• Embrace Vibrancy, Creativity, and Innovation
• Empower Youth Expression and Foster Creative Collaboration
City of Morgan Hill
PUBLIC ART MASTER PLAN
18 GOAL 3. INCREASE PUBLIC APPRECIATION, KNOWLEDGE, AND ACCESS TO ART OBJECTIVE: Ensure that residents and visitors can easily discover, understand, and engage with public art, fostering a deeper appreciation for its value and impact.
STRATEGIES:
• Support Comprehensive Information and Interpretation
• Support Accessible Learning Opportunities
• Broaden Physical and Digital Access
• Nurture Local Artistic Talent and Partnerships
GOAL 4. ENSURE SUSTAINABILITY AND EFFECTIVE MANAGEMENT OF THE
PUBLIC ART PROGRAM
OBJECTIVE: Promote sustainable creation, conservation, and management of public art, ensuring the longevity and integrity of artworks, while establishing efficient policies and procedures that optimize the use of limited resources for the program's long-term success.
STRATEGIES:
• Ensure New Works of Art are Designed with Durable and Adaptable Materials • Develop a Proactive and Phased Maintenance and Conservation Program • Establish Clear Policies and Procedures for Art Repair, Deaccessioning, and Curation • Preserve the future of public art in Morgan Hill through philanthropy and strategic partnerships GOAL 5. CELEBRATE DOWNTOWN AS THE HEART OF THE COMMUNITY AND THE CITY’S CULTURAL HUB
OBJECTIVE: Enhance Downtown Morgan Hill’s vibrancy and appeal through distinctive public art, further recognizing that Downtown is the community’s living room and center of cultural expression.
STRATEGIES:
• Transform Downtown into an Iconic Art Destination
• Integrate Art into Downtown Events and Spaces
• Activate Underutilized Spaces
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PUBLIC ART MASTER PLAN
19 Public Art Tactics
How can the CITY Advance the Public Art Master Plan Goals and Strategies? ❖ Develop public art that visually and conceptually bridges our community's agricultural past with its technological present and future.
❖ Create works that represent the diverse ethnic, cultural, and socio-economic groups and the full spectrum of identities.
❖ Encourage mural projects on private properties.
❖ Engage Morgan Hill's youth (e.g., through local schools, Boys & Girls Club, CRC teen center) in the conceptualization and creation of public art.
❖ Commission public art pieces at key entry points, gateways or significant intersections to serve as welcoming beacons and visual landmarks.
❖ Prioritize the installation of highly visible and engaging public art within Downtown Morgan Hill, leveraging its urban character as a vibrant canvas for cultural expression. ❖ Prioritize art that invites physical or digital interaction, such as digital art installations, soundscapes or musical art, and a mix of playful versus thought-provoking pieces. ❖ Explore adding QR codes to public art where the community can learn more about the work of art, the artist, and provide feedback.
❖ Create and grow a local artist directory for public and private public art commissions. ❖ Support and encourage the development of artist housing, makers space, and space programming by art non-profits.
❖ Maintain an interactive map and updated inventory of public art. ❖ Ensure public art and placemaking initiatives resonate across age groups, fostering shared experiences and dialogue between generations.
❖ Create opportunities for youth-led art projects, mentorships, and design challenges that reflect emerging perspectives and creative energy.
❖ Engage local artists, designers, and community members in co-creating spaces that are imaginative, welcoming, and reflective of Morgan Hill’s evolving story.
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PUBLIC ART MASTER PLAN
20 How can the COMMUNITY Advance the Public Art Master Plan Goals and Strategies?
❖ Encourage student competitions and private/public partners at local schools where paintings, ceramic pieces, or other artworks are displayed for one year on an outdoor display. ❖ Foster community responsibility and volunteerism for maintenance of public art. ❖ Launch city-wide art challenges (e.g., drawing contests, photography competitions) inspired by existing public art or future themes. Submissions may influence future art projects or be displayed digitally.
❖ Promote development and creation of an artist colony and residency programs that supports local artists to live, work, and display their art.
❖ Encourage Downtown events (e.g., Sidewalk Saturdays, Freedom Fest, Holiday Parade) to host live art creation and pop-up galleries within the festivities. ❖ Deepen collaboration with Cura Contemporary, Colibri Gallery and Open Studios for joint art walks, public art exhibit previews, artist talks, and workshops that encourage visitors to explore both indoor gallery spaces and outdoor public art installations. ❖ Explore digital art, augmented reality, and interactive installations to connect heritage with cutting-edge creativity.
City of Morgan Hill
PUBLIC ART MASTER PLAN
21 6. PRIORITY LOCATIONS AND UNIQUE OPPORTUNITY
SITES
One of the key goals of the Public Art Master Plan (Plan) is to provide guidance on where to place new works of art. The recommendations in this chapter are focused on “Priority Locations” for public art throughout the City. The locations are identified in order of priority based on the feedback received during the extensive community outreach, community survey and the public art symposium. More information on community outreach can be found in Appendix A.
Morgan Hill has identified ten "Unique Opportunity Sites" - some within existing Priority Locations and others scattered citywide - to inspire art installations by capitalizing on the city's unique landscape and physical landmarks. Five of these sites have been specifically prioritized through public outreach to guide the implementation of art selection for the Plan.
Priority Public Art Locations
The Public Art Master Plan provides six "Priority Locations for Public Art" as a framework for Morgan Hill to strategically integrate public art into its urban fabric. By focusing on placemaking, leveraging highimpact locations, and exploring partnerships, the City can create a more vibrant, engaging, and identifiable community through art.
Priority Locations
To strategically integrate public art into its urban fabric, six high impact locations have been identified as priority locations for public art investment:
1) City Facilities: Aquatics Center, Outdoor Sports Center (OSC), Civic Center, Centennial Recreation Center (CRC), and Community and Cultural Arts Center (CCC)
2) Downtown
3) Gateways
4) Urban Corridors: Main Avenue (Civic Center to Live Oak High School), Monterey Road, and Butterfield Boulevard
5) City Parks
6) Trails: West Little Llagas Trail and Madrone Channel Trail.
City of Morgan Hill
PUBLIC ART MASTER PLAN
22 Public Art Priority Locations
Gateway
Caltrain Station
Bike / Pedestrian Path
Fitness Loop
City Park/Open Space
School
Civic Facilities
LEGEND
ANDERSON
LAKE
COUNTY PARK
NOB HILL
TRAIL PARK
GALVAN
PARK
CENTENNIAL
RECREATION
CENTER
MAGICAL
BRIDGE
PLAYGROUND
AQUATIC
CENTER
OUTDOOR
SPORTS
CENTER
COMMUNITY
& CULTURAL
CENTER CIVIC
CENTER
VILLA
MIRA
MONTE
NORDSTROM
PARK
PARADISE
PARK
COYOTE
CREEK
TRAILHEAD
City of Morgan Hill
PUBLIC ART MASTER PLAN
23 Unique Public Art Opportunities
A number of key opportunities were identified as specific efforts to consider when commissioning works of art and or exploring projects that may yield public-private partnership and or public benefit. Below are some of the notable ideas specific to Morgan Hill’s landscape.
✓ Downtown Gateway Sign –Similar to other communities
that have a Downtown Gateway arch(es) that tell visitors they have arrived at the heart of the community, a Gateway sign for Downtown Morgan Hill can be artsy, create
placemaking and wayfinding. An arch can span across the entire length of the street, grounding city center with a memorable, Instagrammable and identifiable landmark.
✓ Veterans Memorial -The City’s Veteran’s Memorial is
currently located in the heart of Downtown in the median island at Monterey Road and First Street. The Veteran’s Memorial features plaques honoring men and women who
fought, gave their lives, and remain missing in defense of the United States. Current celebrations require traffic control to close Monterey Road to traffic as there is not enough space that allows medium to large crowds to
gather. The City can commission an artist to create a new memorial at a location that can host visitors without the need for traffic control, making a Veterans Memorial more accessible year-round.
✓ Downtown Alley- Downtown alleys, often overlooked and underutilized, present significant opportunities to create vibrant and unique placemaking experiences. The Alley
between Sushi Confidential and The Hill can be transformed with art, landscaping, lighting, and programming to draw people in and encourage social interaction. Ideas could include making the alley into an Italian café with murals and outdoor seating, or a shade made of umbrellas.
City of Morgan Hill
PUBLIC ART MASTER PLAN
24 ✓ Outdoor Art Installations—Capitalize on vacant lots and buildings like El Toro Brewpub and create a mural project and use the lot for temporary activations like an outdoor sculpture garden or a projection wall for Instagram reels. ✓ Freeway “Welcome to Morgan Hill” Art Signs— "Welcome
to..." freeway signs, often found at city limits or freeway offramps hold more value than just simple geographical markers. They serve a multi-faceted purpose, contributing to civic pride, economic development, and a sense of place.
Currently, there are “Welcome to Morgan Hill” signs on
Monterey Road. Freeway signs would tell commuters along Highway 101 that they’re driving through Morgan Hill. These can be placed on freeway overpasses, ramps and freewayfronting buildings. Art could be integrated onto the facades or rooftops of businesses directly visible from the freeway, integrating signs onto sound walls, overpass supports, or other city-owned structures along the freeway corridor. ✓ UPRR Overpass—The Union Pacific Railroad overpass on
Monterey Road south of Cochrane Road provides an
opportunity for signage and graffiti prevention. In addition to the structure, the retaining wall can serve as a mural. This surrounding area is getting a lot of housing and
beautification of this space would enhance pedestrian
connectivity and placemaking.
✓ Schools—Schools can integrate public art through various avenues like community-based projects and partnerships
with local organizations. Students can work independently or with artists to design and paint murals on school grounds, fostering a sense of pride. Murals can be pictures of
agriculture, poppy jasper, El Toro, or other aspects relating to Morgan Hill. Partnering with local businesses can also provide funding, materials, or other space for art projects, assisting schools that can’t normally afford to have public art.
City of Morgan Hill
PUBLIC ART MASTER PLAN
25 ✓ Water Tanks—Morgan Hill has five water tanks. Murals reflecting culture, nature, and the environment are the most appropriate subjects. Another idea is to install LED lights that can change colors or patterns. This can turn one of the tanks into a glowing beacon at night. Also incorporating threedimensional elements onto the tank's exterior, such as fins, panels, or figures can transform its silhouette.
✓ Morgan Hill Courthouse—The Morgan Hill Courthouse offers a unique opportunity for public art, allowing artists to integrate pieces that symbolize justice, community, and local heritage. In collaboration with the County and State, art can be strategically added to the large white walls of the east façade of the building.
✓ Downtown Caltrain Station—Although there are already
existing pieces of public art located near the Caltrain station, there is an opportunity to add murals on the station walls, trash cans, and surrounding buildings like Jonty’s Vietnamese Eatery that depict Morgan Hill's agricultural heritage and natural beauty. The station and parking lot is also spacious enough to host temporary art installations that rotate
periodically, keeping the space fresh and providing
opportunities for a wide range of artists.
At the 2025 National Night Out, the community provided positive feedback on all the proposed unique art projects. However, the Downtown Alley (between Sushi Confidential and the Hill) received the most votes.
The top five ranking opportunity sites:
1. Downtown Alley
2. Morgan Hill Courthouse
3. Water Tanks/Towers
4. Downtown Gateway Sign
5. Monterey Road UPRR Overpass
City of Morgan Hill
PUBLIC ART MASTER PLAN
26 Appendix A - Community Outreach
Community Outreach and Engagement
The Public Art Master Plan (Plan) received input from local artists, community members, City staff, and the Library, Culture, and Arts Commission (LCAC). To ensure the
widespread participation of the community, the outreach process utilized various methods to gather public feedback.
Opportunities for engagement were designed to maximize
public input by reaching stakeholders in places they live, work, and recreate.
The Community Outreach section is divided into four
sections: A) Public Art Symposium; B) Community-Wide
Survey; C) Youth Postcard Survey; and D) Community
Engagement.
A. Public Art Symposium
In collaboration with LCAC, artists, art organizations and business leaders, the City hosted an Art Symposium with over 200 attendees. Presentations from artists, public art managers, school administrators, and developers and business leaders shared initiatives related to public art policy, culinary arts and art design in architecture. The Public Art Symposium showcased local visual and performing art organizations, including the Sobrato High School Band, and the South Valley Musical Theatre.
LCAC supported the public engagement component of
the event where attendees were then prompted to
answer the questions “What types of art would you
like to see?” and “Where would you like to see more
public art?” They voted by placing stickers in their
chosen categories. Respondents selected public
buildings, Downtown, and City gateways for
permanent works of art, while parks, Downtown, and
sidewalks were selected for performance arts.
At the Public Art Symposium, the community showed strong support to the Standards for Public Art Ordinance that was later passed by the City Council. The Standards for Public Art Ordinance requires new development to include public art or contribute funds towards the Public Art Program.
Permanent
Art Preference
Public
Buildings
Downtown
City
Gateways
Performance Arts
Preference
Parks
Downtown
Sidewalks
City of Morgan Hill
PUBLIC ART MASTER PLAN
27 Respondents
B. Community-Wide Survey
A community-survey was widely distributed to understand the community’s aspirations and values for the Public Art Master Plan. The survey was distributed via flyers with QR codes, it was hand-delivered at local businesses and via the City’s 411 Newsletters and website. The outreach was done in English and Spanish.
A total of 118 people responded to the survey. Below is a summary of the survey feedback:
1. What do you see as the primary goals of a public art program for our community? Respondents primarily view the beautification of public areas and creating a unique identity as the most important goal for a public art program. Celebrating local culture and history, along with improving the community's well-being and sense of pride, are also highly valued objectives. Building community and sparking conversation through art are considered important secondary goals. Additionally, some respondents believe public art should help businesses thrive and attract visitors to Morgan Hill. Overall, the community desires a public art program that enhances aesthetics, reflects local heritage, and fosters a positive civic experience.
2. What kinds of public art would you
like to see in Morgan Hill
(Longevity)?
Most respondents expressed interest in
temporary art. Forty-five percent voted for
a mix of both permanent and temporary
pieces. An equal number said they would
prefer mostly permanent type of artworks
with some temporary art. Only nine
percent said they would like to see only
permanent art.
City of Morgan Hill
PUBLIC ART MASTER PLAN
28 3. What kinds of public art would you like to see in Morgan Hill (Style)? The overwhelming preference among respondents is for a mix of historic and cultural styles in public art.
This indicates a desire for art that acknowledges and celebrates the community's heritage while also embracing diverse cultural expressions. While a smaller segment expressed interest in "mostly historic themes" or "mostly cultural styles," the combined approach was strongly favored. A very limited number of respondents exclusively preferred either cultural or historic styles, underscoring the broad appeal of a varied artistic palette. This suggests that the community values art that is both rooted in its past and reflective of its present diversity.
4. What kinds of public art would you like to see in Morgan Hill (Tone)? Respondents predominantly desire a mix of both playful and serious art, showcasing a preference for a balanced and versatile public art collection. A notable number of individuals also favored "mostly playful and lighthearted art," suggesting an appreciation for art that brings joy and levity. Conversely, only a small fraction of respondents expressed a preference for "mostly serious and thought-provoking art." This indicates a general inclination towards art that can evoke a range of emotions and intellectual engagement, but with a leaning towards more accessible and uplifting pieces. The overall sentiment points to a desire for art that can both entertain and inspire reflection.
5. What kinds of public art would you like to see in Morgan Hill (Placement)? The most popular response regarding public art placement is "mostly spread out, but some focus in key areas," suggesting a strategic distribution rather than concentrated clusters. A considerable number of respondents also favored art being "spread across the entire City," indicating a desire for art to be accessible throughout Morgan Hill. A smaller but still significant group preferred art to be "mostly focused on key areas," which could include Downtown or other central locations. This feedback suggests a nuanced approach to placement, where art is visible in various neighborhoods but also highlights prominent community spaces. Ultimately, the community envisions art integrated broadly, with certain areas serving as focal points for significant installations.
6. Should art be incorporated into functional elements of the street landscape? A strong majority of respondents believe that art
should be incorporated into functional elements
of the street landscape, indicating a desire for
integrated and practical public art. Many see this
as an opportunity to blend aesthetics with
utility, enhancing the everyday environment. A
smaller group was unsure, responding with
"Maybe," suggesting some hesitation or a need
for more examples. Overall, there's a clear
preference for public art that serves a dual
purpose, adding beauty and interest to practical
street components.
City of Morgan Hill
PUBLIC ART MASTER PLAN
29 7. Should public art incorporate digital art or interactive art that allows for engagement? (e.g., changing led lights, musical harp at magical bridge, projections, snowflakes falling)? The majority expressed a strong positive view
towards incorporating digital or interactive art
into public spaces. This indicates an
enthusiasm for modern, engaging art forms
that allow for public participation and dynamic
experiences. A notable number of
respondents answered "Maybe," suggesting
that while open to the idea, they might have
specific concerns or require further
clarification on the types of digital or
interactive art proposed.
8. Considering Morgan Hill's past, present, and future - what key themes, values, or cultural elements are important to be represented through public art? Respondents frequently highlighted themes related to Morgan Hill's agricultural heritage, including orchards, vineyards, and farming history, as crucial elements for public art representation. The natural beauty of the area, such as hills, oak trees, wildflowers, and local wildlife, also emerged as a significant theme. Community values like unity, family, and a small-town feel were commonly mentioned, emphasizing the desire for art that fosters connection. Some also suggested incorporating indigenous cultures, local pioneers, and the evolving identity of Morgan Hill as a modern, diverse city.
9. Imagine public art throughout Morgan Hill. What kind of overall feeling, image, or identity do you hope it contributes to our City?
Respondents frequently expressed a desire for public art to contribute a feeling of beauty, uniqueness, and welcoming charm to Morgan Hill's identity. Many hoped the art would evoke inspiration, curiosity, and a sense of pride in the community. The idea of art fostering a small-town feel while also showcasing a modern, vibrant character was a common sentiment. Some specifically mentioned hoping for art that highlights the natural scenery and reflects positive family values. Overall, the community envisions public art as a powerful tool to shape a cohesive and appealing image for Morgan Hill, blending its history with a forward-looking perspective.
10. If you could choose a specific location for the next public art installation, where would it be? Downtown Morgan Hill emerged as the most popular choice for the next public art installation, with specific mentions of Monterey Road in Downtown, and in areas where people congregate. Many respondents suggested prominent locations like City entrance signs or areas along Highway 101 to greet visitors. Other frequently proposed sites including the Community and Cultural Center, the Library, and various parks. Some unique suggestions included the Target Shopping Center to better connect it to the City, or even the sides of plain buildings and alleys Downtown.
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30 11. Tell us about yourself, Age Range
The survey results indicate a broad range of ages among respondents, though older demographics appear to be more represented. The largest groups fall within the 55-64 and 65+ age ranges, suggesting a significant engagement from older residents. Medium participation was observed from the 45-54 age group. The youngest demographics, 18-24 and 25-34, showed the lowest levels of participation in the survey.
12. Tell us about yourself, Do you live or Work in Morgan Hill The vast majority of survey respondents either live in Morgan Hill or live and work in Morgan Hill. This indicates that the feedback collected predominantly represents the views of individuals who are deeply invested in the community. A smaller segment of respondents identified as working in Morgan Hill but not living there, contributing a perspective from daily commuters. Only a very small number of participants neither lived or worked in Morgan Hill, suggesting the survey successfully reached its target audience of local stakeholders.
13. Tell us about yourself, Race and Ethnicity
Most respondents identified as White, indicating a significant representation from this racial group. The second most frequent response was "Decline to State," suggesting a portion of participants preferred not to disclose their ethnicity. Other racial and ethnic categories, including Asian, Hispanic or Latino, and Black or African American, were represented by a smaller number of responses.
14. Is there anything else you would like to tell us?
The open-ended responses to this question covered a wide range of additional comments and suggestions regarding public art in Morgan Hill. Many respondents reiterated preferences for specific art styles, themes, or placements, reinforcing earlier answers. Some expressed concerns about the cost and maintenance of public art, suggesting a need for fiscal responsibility. Several comments focused on the importance of community involvement in the art selection process, advocating for transparency and public input. A few individuals also used this opportunity to voice opinions on existing public art pieces, both positive and negative, highlighting the subjective nature of art appreciation. Overall, these comments provide valuable qualitative insights into the community's diverse perspectives and priorities for public art beyond the structured questions.
In summary, the survey results showed that there is general interest in more public art in Morgan Hill and for a mix of different artforms, styles, and tones, including Interactive art. Respondents believe that art should beautify the entire City and celebrate local culture, community, inclusivity, diversity, local history, and agriculture.
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31 Community Survey: Locations Feedback
The survey asked questions about respondents’ preferences for locations of public art in Morgan Hill.
Overall, the feedback suggested a balance of placing art throughout the City but with focus on key areas.
The survey also showed that the community wants to see more public artwork in Downtown despite it being one of the most concentrated locations for art. The survey indicated that art should be placed in areas where people walk, such as Monterey Road Downtown, at various parks, near and at public facilities such as the Morgan Hill Library, the Community and Cultural Center, the Centennial Recreation Center, and the Outdoor Sports Center. And while some of these facilities or areas already have art works, there is a desire to grow these art hotspots with more works of art.
At the Community Workshop, the community shared ideas for art at multiple locations. Popular ideas included:
• Gateway sign or arch for Downtown at intersection of Monterey Road and Main Avenue • Art walking path along future east-west pedestrian corridor on Main Avenue as designated in the Transportation Master Plan
• Art path along the Madrone Channel trail from Tennant to Cochrane • Additional art at the Aquatics Center and Outdoor Sports Center • Art walking path on Butterfield Boulevard
• Art along Coyote Creek Trail
Figure 1- Location Feedback Ideas from Community
Workshop
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32 C. Youth Postcard Survey
LCAC hand-delivered postcard surveys to Live Oak High School, Ann Sobrato High School, Britton Middle School, Voices Charter School, the El Toro Boys and Girls Club, and CRC Teen Center. The postcard featured space for youth to share their opinion about the type of public art they want to see in Morgan Hill.
Nearly one hundred responses were received.
The feedback showed strong favor towards
murals (23.6%). Sculptures and nature received
similar rankings at 15.7% and 14.2%,
respectively. Eleven percent of respondents
expressed interest in street/graffiti art, while
9.4% voted for cultural identity. The last
significant category was Community/Student
art at 7.9%.
In the submitted drawings, colored elements were frequently inspired by nature or pop culture. Their overall responses were rich with themes like nature murals, cultural symbols, street art, interactive art, environmental design, and a commitment to diversity. Significantly, the youth didn't just offer ideas; they provided strategic input and tactics, underscoring their readiness for youth and student-led opportunities. This active interest was highlighted by students' desire to co-create murals alongside their teachers.
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33 D. Community Engagement
Community engagement included two formal community workshops and presentations before the LCAC and Planning Commission. Pop-up informational tables were set up at several places, including the Farmers Market, Park Place apartment complex, Magical Bridge Playground, Open Streets event and at National Night Out. Dedicated outreach was done for the cultural, art and community organizations, including schools, faith-based institutions, and youth sports groups.
LCAC supported three interactive outreach activities: A Youth Postcard Survey which was delivered to local schools and targeted youth voice. A Quilt of Ideas where community members got to fill out or decorate a post-it and share their thoughts on public art. And finally, a “Let’s Chalk Art” chalk wall that was designed and built specifically for the Public Art Master Plan and was placed in the front lobby of the Centennial Recreation Center and at the Morgan Hill Library. The chalk wall had prompted people to draw or write the kinds of public artwork they would like to see in Morgan Hill. There was also a QR code which directed people to the City webpage and community survey.
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34 Appendix B - Inventory
Item
No. Title Artist Year Dedicated Materials - Format Location 1 Never Forgotten Tara
Romero Sculpture David Spellerman 2021 Bronze Morgan Hill Civic Center 2 Liberty Evelyn Davis 2006 Bronze Centennial Recreation Center & Community Park
3 Loki Owl Sculpture Evelyn Davis 2019 Bronze Centennial Recreation Center & Community Park
4 Waiting for the Train Marlene Amerian 2007 Bronze Downtown Morgan Hill 5 Family of Deer Evelyn Davis 2015 Bronze Downtown Morgan Hill 6 Small Steps (Fox Sculpture) Evelyn Davis 2017 Bronze Downtown Morgan Hill 7 Once Upon a Mushroom Evelyn Davis 2007 Bronze Morgan Hill Library 8 Story Time Purchased Leadership
Morgan Hill Class 0f 2007 2007 Bronze Morgan Hill Library 9 Knowledge is Power Purchased Leadership
Morgan Hill Class 0f 2007 2007 Bronze Morgan Hill Library 10 Upstream Evelyn Davis 2023 Bronze West Little Lllagas Creek Trail 11 Clay Model of "Waiting For
The Train Marlene Amerian 2007 Clay Morgan Hill Community and Cultural Center 12 Poppy Jasper Gordon Huether 2015 Glass Downtown Morgan Hill 13 Encompass Blessing Hancock 2015 Metal Morgan Hill Community and Cultural Center
14 Framed 3-D Vase Sister City Gift 2008 Metal Morgan Hill Civic Center 15 Harmony Tree Saori Ide & Jonathan
Russell 2018 Metal Morgan Hill Civic Center
16 Skate Park Art Tanya Golphin 2008 Metal Centennial Recreation Center & Community Park
17 Tarantula Gordon Huether 2015 Metal Downtown Morgan Hill 18 Kissed by the Sea, Enhanced
by the Land Debbie Arambula 2015 Mural Aquatics Center
19 Railroad Park Mural Pam Mossing 2017 Mural Downtown Morgan Hill 20 Magical Bridge Playground
Restroom Mural Taylor Gallegos 2022 Mural Community Park 21 Community Park Stage Mural Lina Velasquez 2023 Mural Community Park 22 Galvan Park Building Mural Beautiful Day Mural Galvan Park 23 Galvan Park Restroom Mural Abigail Dunnivan 2024 Mural Galvan Park
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35 Appendix B - Inventory (continued)
Item
No. Title Artist Year Dedicated Materials - Format Location 24 It is Together as Mothers… Crystal Roma 2022 Mural - Utility Box City Streets 25 Love the Planet Lina Velasquez 2021 Mural - Utility Box City Streets 26 Theres so Mushroom for
Humanity Rehat Sra 2022 Mural - Utility Box City Streets 27 Be Your Own Hero Vanessa Davidson LMH Class
of 2018 Mural - Utility Box Downtown Morgan Hill
28 Courage Does Not Always
Roar Lina Velasquez LMH Class of 2018 Mural - Utility Box Downtown Morgan Hill 29 Inspire Change Danielle DeRome LMH Class
of 2018 Mural - Utility Box Downtown Morgan Hill
30 Inspire Others Patty Cutis LMH Class
of 2018 Mural - Utility Box City Streets
31 Kindness First - Words Matter Teresa Anguiano LMH Class of 2018 Mural - Utility Box City Streets
32 Never Give Up Teresa Anguiano LMH Class
of 2018 Mural - Utility Box City Streets
33 Let Nature Sing Jann Griffiths LMH Class
of 2018 Mural - Utility Box City Streets
34 Love Everyone Shawna Gonzales LMH Class
of 2018 Mural - Utility Box City Streets
35 Never Stop Learning Pamela Mossing LMH Class
of 2018 Mural - Utility Box City Streets
36 Welcome Home Lina Velasquez LMH Class
of 2018 Mural - Utility Box City Streets
37 What You Think You Become Noah Chin LMH Class
of 2018 Mural - Utility Box City Streets
38 2 Utility Box Art Pieces Lina Velasquez 2022 Mural - Utility Box Community Park 39 Utility Box Art Community
Park Stage Area Lina Velasquez 2022 Mural - Utility Box Community Park 40 Utility Box Art Amanda Santiago 2024 Mural - Utility Box City Streets 41 28 At Pieces of Louis
Latronica Louis Latronica 2021 Other Council Chambers
42 A View of El Toro in October Dave Sellers Painting Morgan Hill Community and Cultural Center
43 Our Inspiration (Flower) Helen M. Nauss 2006 Painting Morgan Hill Community and Cultural Center
44 2 Mexican Paintings Unknown NS Painting Morgan Hill Civic Center 45 Leadership Morgan Hill Photo
Collage Leadership MH 2014 2014 Photo Morgan Hill Civic Center 46 Morgan Hill's City Rock,
Poppy Jasper n/a 2001 Rock Morgan Hill Community and Cultural Center 47 The Eagle Louis Latronica 2020 Rock Council Chambers 48 Morgan Hill Peace Monument David Middlebrook 2022 Rock Civic Center
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36 Public Art Inventory Map
Figure 2 showcases current public art
installations that are in the public realm.
These public works of art do not include utility
boxes or art indoors. As depicted, the public
art inventory is clustered around Downtown,
the CRC and Community Park and the Civic
Center Area.
LCAC developed and published a Google Map named Morgan Hill Arts and Cultural Trail that showcases public art, galleries, and historic treasures. This interactive map includes privately commissioned works of art. While the google map is under development, it has received over 800 views.
Figure 2- Public Art in the Public Realm
Figure 3- Morgan Hill Arts and Culture Trail
https://www.google.com/maps/d/viewer?mid=1yyNEpZZxV85D9qnLRQJ4w_e3H6OHbog&ll=37.122536722385604%2C121.63172407604075&z=13
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37 Public & Private Art Pictures
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38 Appendix C - Workflows
Public Art Program
Morgan
Public Art Program
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39 New Development Onsite Art
ermanent
lic Art
Onsite Artwork
Process for New Development
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40 City Commissioned Public Art
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41 Appendix D - Guiding Documents
General Plan-Healthy Community Element
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42
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43 Public Art Ordinance
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44
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45
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46
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47
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48
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49 LCAC Policies
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50
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51
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52
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53