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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
Develop a plan for ongoing and comprehensive support of senior services
Advance regional transportation decisions that are consistent with the Council’s position to best serve Morgan
Hill by working with regional and state organizations
Measure the effectiveness of community engagement efforts
Facilitate maintaining and enhancing the provision of medical services in Morgan Hill
FY 14-15 HIGHLIGHTS
Continued to promote and advance an organizational understanding of the Council's priorities and that they are
the foundation for all that we do on a daily basis
Provided leadership for the exceptional and tireless efforts of our downtown planning and communications team
in a manner that engaged the community, infused innovative/creative approaches for project design and down-
town functionality, and enhanced the understanding of place making
Completed a healthcare needs analysis by consulting with a national, well respected firm to ensure the Council is
well informed and has legitimate data that can be utilized as part of its GPA and GPU decisions related to this area
of great importance to the community
Developed the comprehensive infrastructure report that will serve as the foundation for Council decision-making
and potentially a new revenue source
Ensured that public art is a primary component of our downtown place making and economic development strat-
egy
Improved the efficiency and effectiveness of the City’s budget development process by implementing a base line
budget program, introducing decision packages, and working to better inform the Council and community
Worked with our team, community, and regional partners to advocate for significant water reduction by all cus-
tomers during the drought conditions while being cognizant of the financial consequences for our water fund
Promoted an inclusive process for the downtown opportunity sites RFQ/P development, evaluation, and disposi-
tion process as mandated by the State of California
Created and implemented the organization wide Work on Wellness “WOW” program and the inaugural Reach
Your Peak internal leadership academy
Significantly raised the preparedness and training of our Emergency Operations Center by championing 2014 as
the “year of preparedness,” by inviting teammates with an interest and self-motivation to be part of the EOC
team, and by expecting monthly team trainings
City Manager
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