Operating and CIP Budget Fiscal Year 2015-16

Personnel

 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 BUDGET  CITY OF MORGAN HILL  FY 15-16 OPERATING AND CIP 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  FY15-16  OPERATING AND CIP BUDGET  CITY One of the City’s most significant annual investments is personnel costs as they account for approximately $30.5 mil- lion or 24 percent of organizational wide expenses. Of this dollar amount, 67 percent is related to salaries and the re- maining 33 percent is attributed to benefits (health insurance, retirement, etc.). As a percent of total costs, Morgan Hill continues to contain its personnel expenses due to the fact that it has a long and successful history of working with other organizations to collaboratively deliver services. Most notably, with the YMCA for recreation services, Cal Fire for fire/emergency medical services, and the City of Gilroy for wastewater services. This results in lower short term and long term personnel costs that are offset by an increase in contractual services, though for a lower cost. As part of this, the City does not have any obligation for future employee benefits and retirement of non-City personnel. As a result of the 2013 labor negotiations and the Council adopted Management Resolution and Council-Appointed Officer contracts, all City employees now equally share any annual increases to the City’s retirement (CalPERS) contri- bution rates. A special thanks to all employees is deserved for working with the City. Their actions demonstrated their dedication and commitment to the Morgan Hill community and, as importantly, their understanding that fiscal sustain- ability into the future requires the City and its employees to share the burden. This significant change will positively impact the City’s ability to meet the community’s service level needs and should not go unnoticed. Beginning in FY 15-16, the following personnel changes are being proposed to enhance services. New Positions:  Records Specialist (1 FTE) in the Police Department  Economic Development Coordinator (1 FTE) in the City Manager's Office  Municipal Services Assistant (1 FTE) in the Housing Division  Senior Services Supervisor (1 FTE) in the Community Services Department Increase to Existing Position:  Passport Office Assistant II position from 0.5 FTE to 1 FTE in the Council Services Division In FY 14-15, the City Council approved a full-time, two year Building Inspector position to assist with the above average workload. The Council approved this position because the City was unable to find a qualified contractor due to the demand for these services during a strong economy. The City also has a part-time Fire Inspector as part of the new agreement with Cal Fire where the City took a more direct role in some fire inspection areas. Starting in FY 15-16, it is recommended the two year, full-time Building Inspector be made permanent and that we eliminate the part-time Fire Inspector position. This would have an initial net savings for the first fiscal year and then it would have an approxi- mately $80,000 annual fiscal impact thereafter. This is being recommended because staff believes that this is a sound strategy and prudent use of a full-time teammate from a consistency, training, and succession planning standpoint.

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