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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
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
Membership and Program Services
(continued)
Supporting Youth
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
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
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.