Operating and CIP Budget Fiscal Year 2015-16

Membership and Program Services (continued)

Supporting Youth

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 CITY OF MORGAN HILL  FY15-16  OPERATING AND CIP BUDGET  CITY OF MORGAN HILL  FY 15-16  OPERATING AND CIP BUDGET  CITY OF MORGAN HILL  FY 15-16  OPERATING AND CIP BUDGET  CITY OF MORGAN HILL  FY 15-16  OPERATING AND CIP

o Educate the community on the 41 Developmental Asset model by providing staff training, promoting the as- set of the month through signage and email blasts, and including information in the Department’s Recreation Activity Guide o Offer programs that intentionally build youth assets, some of which include pre-school programs, after school programs, summer and school break camps, volunteer opportunities, CRC Girls’ Club and Boys’ Club, Splash Swim Team, swim lessons and Junior Lifeguard program o Actively participate in the Morgan Hill Community Asset Builders (CAB) collaborative whose mission is to pro- mote and facilitate healthy youth values, leadership skills, and wellness through various community endeav- ors

o Continue to promote the scholarship program, providing over $130,000 annually in subsidies, with the YMCA providing an additional $20,000 for non-residents.

o Actively participate in the South County Youth Task Force

Stimulate Economic Development

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o Continue to host approximately 10 swim meets per year at the Aquatics Center, which draw thousands of youth and families to Morgan Hill

Preserving and Cultivating Public Trust

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o Continue to provide community gathering places that are enjoyed regularly by over 25% of the community

o Continue to manage a responsive comment card system

o Participate in an annual SEER Member Satisfaction Survey

o Continuously seek improved streamlined membership processing

o Evaluate opportunities to enhance the CRC’s collaborative operating model

FINANCIAL COMMENTS

Prior to FY 08-09, the City operated the Centennial Recreation Center, Aquatics Center, and recreation programs as independent divisions. Once combined to operate as one integrated division, the City was able to reduce duplication, leverage resources, and add value to the community membership model. As a result, the annual tax investment for these services has been reduced.

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