HomeMy WebLinkAbout2005-06FY PROG & FINC'L PLAN
CITY OF TUSTIN
PROGRAMANDFiNAN~I-AL PLAN
FOR
FISCAL YEAR 2005-2006
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"_;;./'TUSTIN CITY COUNCI~~
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, '. "'I GEQ~G~ ~.[J~EJ,:FItIES, ?~TY\~REASURER /.)1
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W1l~LIAM A~ HUSTON, (EITY MANAeiER
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:\~ CHRISTINE A. SHrN_~~l,E~O~N, AS~I?~KNT CITY MANAGER
\.. ~LIZABETH A. BINSACK, DIRECTOR OF COMMUNITY DEVELOPMENT
'"-: SCOTT M. JORDAN, CHIEF OF POLICE ~
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~~<. LENE MARKS GIBBS, DIRECTOR OF HUMAN RESOURCIDS
"~.RONALD A. NAULT, DIRECTOR OF FINANC~
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PATRICK S~.6HE~Z-, DIRECTOR OF P A~~):H<{ECREATION
~-- -- - ~--
TIM D. SERLET, DIRECTbR-Op-PtTB:crC WORKS/CITY ENGINEER
MARIA R. HUIZAR, CHIEF DEPUTY CITY CLERK
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CITY OF TUSTIN
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2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TABLE OF CONTENTS
PAGE
MESSAGE OF THE CITY MANAGER ....................................................................................................... 1
GENERAL INFORMATION ....................................................................................................................... 13
LOCAL GOVERNMENT ORGANIZATIONAL CHART ...................................................................................14
A UNIQUE HIS TORY .............................................................................................................................. ...... 15
ED U CA TI 0 N .............................................................................................................................. ................... 17
Bus INE S S .............................................................................................................................. . . . . . . . . . . . . . . . . . . . . . .. 19
FINANCIAL SUMMARY ............................................................................................................................. 21
FUND BALANCE PROJECTIONS EXPENDITURE SUMMARY BY FUND ........................................................ 22
GENERAL FUND EXPENSES...................................................................................................................... ... 23
GENERAL FUND RESOURCES................................................................................................................... ... 24
CAPITAL IMPROVEMENT PROJECTS.......................................................................................................... 25
TOT AL BUDGE T RESOURCES.................................................................................................................... .. 26
TOT AL BUDGET EXPENSES...................................................................................................................... ... 27
TOT AL EXPENSES-ALL FUNDS.................................................................................................................... 28
SALES TAX REVENUE....................................................................................................................... ........... 29
G ANN LIMIT .............................................................................................................................. . . . . . . . . . . . . . . . . .. 30
FY 2005-06 Appropriations Limit...................................................................................................................... 30
TUSTIN'S ECONOMIC ANALYSIS AND FISCAL SUMMARy........................................................................ 31
SALES TAX.......................................................................................................................... ......................... 31
PRO PER TY TAX........................................................................................................................... ................ 31
BUSINESS LICENSE T AX............................................................................................................................ .. 32
FRANCHISE..................................................................................................................... ............................. 32
TRANSIENT OCCUP AN CY TAX.................................................................................................................... 32
LICENSE & PERMITS....................................................................................................................... ............ 32
FINE S .............................................................................................................................. .............................. 33
INTERES T .............................................................................................................................. ....................... 33
SERVICE CHARGES .............................................................................................................................. ....... 33
INTERFUND CHARGES..................................................................................................................... ............ 33
CITY OF TUSTIN
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2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
BUDGE T POLICY .............................................................................................................................. ........... 34
FINANCIAL S TR U CTURE ............................................................................................................................. 34
GENERAL FUND REVENUE ......................................................................................................................... 34
SPECIAL REVENUE FUNDS......................................................................................................................... . 34
DEBT SERVICE FUNDS .............................................................................................................................. .. 35
CAPITAL PROJECTS FUNDS........................................................................................................................ 35
ENTERPRISE FUNDS......................................................................................................................... ........... 36
INTERNAL SERVICE FUNDS........................................................................................................................ 36
TR US T AND AGENCY FUNDS....................................................................................................................... 36
REVENUE PROJECTIONS.................................................................................................................. ........... 36
EXPEND ITURE ApPRO PRIA TI 0 NS............................................................................................................... 37
P E RS .............................................................................................................................. ............................. 39
DEFERRED CO MPENSA TI 0 N ....................................................................................................................... 39
SELF - INSURANCE PROGRAM/RISK POOL................................................................................................. 39
CLASSIFI CA TI 0 N AND CO MPENSA TI 0 N PLAN PERSO NNEL BUDGE TIN G .................................................. 40
LEGIS LA TI ON........................................................................................................................... ................... 43
LEGISLATION POSITION CONTROL REPORT ............................................................................................. 44
LEG ISLA TI 0 N EXPEND ITURE SUMMARY ................................................................................................... 45
CITY CO UN CIL .............................................................................................................................. .............. 46
DESCRIPTION: .............................................................................................................................. ...................46
CITY CLERK......................................................................................................................... ....................... 47
DESCRIPTION: .............................................................................................................................. ...................47
TASKS: .............................................................................................................................. ................................47
FY 2005 - 0 6 GOAL S: .............................................................................................................................. . . . . . . . . . . . 47
CITY A TTO RNE Y .............................................................................................................................. ........... 48
DE S CRIPTI ON: .............................................................................................................................. . . . . . . . . . . . . . . . . . . . 48
TASKS: .............................................................................................................................. ................................ 48
AD MINIS TRA TI ON .............................................................................................................................. ....... 49
ADMINISTRA TION ORGANIZATIONAL CHART ........................................................................................... 50
ADMINISTRA TION POSITION CONTROL REPORT ...................................................................................... 51
AD MINISTRA TION EXPEND ITURE SUMMARY ............................................................................................ 52
CITY MANAGER....................................................................................................................... ................... 53
DE S CRIPTI ON: .............................................................................................................................. . . . . . . . . . . . . . . . . . .. 53
TASKS: .............................................................................................................................. ................................ 53
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2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
FINAN CE .............................................................................................................................. ........................ 54
DE S CRIPTI ON: .............................................................................................................................. . . . . . . . . . . . . . . . . . . . 54
TASKS: .............................................................................................................................. ................................54
HUMAN RE SOUR C E S .............................................................................................................................. . . . .. 55
DE S CRIPTI ON: .............................................................................................................................. . . . . . . . . . . . . . . . . . . . 55
TASKS: .............................................................................................................................. ................................ 55
FY 2005 - 0 6 GOAL S: .............................................................................................................................. . . . . . . . . . . . 56
INFO RMA TI 0 N TECHN 0 LOGY .................................................................................................................... 57
DE S CRIPTI ON: .............................................................................................................................. . . . . . . . . . . . . . . . . . . . 57
TASKS: .............................................................................................................................. ................................ 57
FY 2005 - 0 6 GOAL S: .............................................................................................................................. . . . . . . . . . . . 57
COMMUNITY DE VE LO PMENT ............................................................................................................... 59
COMMUNITY DEVELOPMENT ORGANIZATIONAL CHART .........................................................................60
COMMUNITY DEVELOPMENT POSITION CONTROL REPORT ...................................................................61
COMMUNITY DEVELOPMENT EXPEND ITURE SUMMARy.......................................................................... 62
COMMUNITY DEVELOPMENT-PLANNING DIVISION ..............................................................................63
DE S CRIPTI ON: .............................................................................................................................. . . . . . . . . . . . . . . . . . . . 63
TASKS: .............................................................................................................................. ................................63
FY 2005 - 0 6 GOAL S: .............................................................................................................................. . . . . . . . . . . . 64
CO MMUNITY DEVELOPMENT-BuILD IN G DIVISIO N ............................................................................... 65
DE S CRIPTI ON: .............................................................................................................................. . . . . . . . . . . . . . . . . . . . 65
TASKS: .............................................................................................................................. ................................65
FY 2005 - 0 6 GOAL S: .............................................................................................................................. . . . . . . . . . . . 65
PUBLI CWO RKS .............................................................................................................................. ............ 67
PUBLIC WORKS ORGANIZATIONAL CHART ..............................................................................................68
PUBLI cWO RKS POSITION CO NTRO L REPORT.......................................................................................... 69
PUB LI cWO RKS EXPENDITURE SUMMARy................................................................................................ 70
PUBLI cWo RKS - AD MINIS TRA TI 0 N .......................................................................................................... 71
DESCRIPTION: .............................................................................................................................. ................... 71
TASKS: .............................................................................................................................. ................................ 71
FY 2005-06 GOALS: .............................................................................................................................. ........... 71
PUB L I cWO RKS - ENGINE ERIN G ................................................................................................................ 72
DESCRIPTION: .............................................................................................................................. ................... 72
TASKS: .............................................................................................................................. ................................ 72
FY 2005-06 GOALS: .............................................................................................................................. ........... 72
PUBLI cWO RKS - S TREE TS ......................................................................................................................... 73
DESCRIPTION: .............................................................................................................................. ................... 73
TASKS: .............................................................................................................................. ................................ 73
FY 2005 - 0 6 GOAL S: .............................................................................................................................. . . . . . . . . . .. 73
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2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PUBLI cWO RKS - LANDSCAPE ................................................................................................................... 74
DE S CRIPTI ON: .............................................................................................................................. . . . . . . . . . . . . . . . . . .. 74
TASKS: .............................................................................................................................. ................................ 74
FY 2005 - 0 6 GOAL S: .............................................................................................................................. . . . . . . . . . .. 74
PUBLI cWO RKS - VEHICLES ...................................................................................................................... 75
DE S CRIPTI ON: .............................................................................................................................. . . . . . . . . . . . . . . . . . .. 75
TASKS: .............................................................................................................................. ................................ 75
FY 2005 - 0 6 GOAL S: .............................................................................................................................. . . . . . . . . . .. 75
PUBLI cWO RKS - FACILITIES................................................................................................................... . 76
DE S CRIPTI ON: .............................................................................................................................. . . . . . . . . . . . . . . . . . .. 76
TASKS: .............................................................................................................................. ................................ 76
FY 2005 - 0 6 GOAL S: .............................................................................................................................. . . . . . . . . . .. 76
PUBLIC WORKS - EMERGENCY SERVICES................................................................................................ 77
DE S CRIPTI ON: .............................................................................................................................. . . . . . . . . . . . . . . . . . .. 77
TASKS: .............................................................................................................................. ................................ 77
FY 2005 - 0 6 GOAL S: .............................................................................................................................. . . . . . . . . . .. 77
POLl CE .............................................................................................................................. ............................ 79
PO LICE ORGANIZA TI 0 NAL CHART............................................................................................................ 80
POLICE POSITION CONTROL REPORT ...................................................................................................... 81
PO LI CE EXPEND ITURE SUMMARy.............................................................................................................. 82
POLICE DEPARTMENT - ADMINISTRA TION .............................................................................................. 83
DE S CRIPTI ON: .............................................................................................................................. . . . . . . . . . . . . . . . . . .. 83
TASKS: .............................................................................................................................. ................................ 83
FY 2005 - 0 6 GOAL S: .............................................................................................................................. . . . . . . . . . .. 83
POLICE DEPARTMENT - PATROL DIVISION .............................................................................................. 84
DE S CRIPTI ON: .............................................................................................................................. . . . . . . . . . . . . . . . . . .. 84
TASKS: .............................................................................................................................. ................................ 84
FY 2005 - 0 6 GOAL S: .............................................................................................................................. . . . . . . . . . .. 85
POLICE DEPARTMENT - INVESTIGATIVE SERVICES DIVISION ................................................................ 86
DE S CRIPTI ON: .............................................................................................................................. . . . . . . . . . . . . . . . . . .. 86
TASKS: .............................................................................................................................. ................................ 86
FY 2005 - 0 6 GOAL S: .............................................................................................................................. . . . . . . . . . .. 87
POLICE DEPARTMENT - ADMINISTRATIVE SERVICES DIVISION............................................................. 88
DE S CRIPTI ON: .............................................................................................................................. . . . . . . . . . . . . . . . . . .. 88
TASKS: .............................................................................................................................. ................................ 88
FY 2005 - 0 6 GOAL S: .............................................................................................................................. . . . . . . . . . .. 89
FIRE.......................................................................................................................... ...................................... 91
FIRE EXPEND ITURE SUMMARY .................................................................................................................. 92
FIRE SERVICES..................................................................................................................... ....................... 93
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2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
DE S CRIPTI ON: .............................................................................................................................. . . . . . . . . . . . . . . . . . . . 93
P ARKS AND RE C RE A T ION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 95
PARKS AND RECREATION ORGANIZATIONAL CHART .............................................................................. 96
PARKS AND RECREATION POSITION CONTROL REPORT .......................................................................... 97
PARKS AND RECREATION EXPENDITURE SUMMARy................................................................................ 98
PARKS & RECREATION - ADMINISTRA TION .............................................................................................99
DESCRIPTION: .............................................................................................................................. ...................99
TASKS: .............................................................................................................................. ................................99
FY 2005 - 0 6 GOAL S: .............................................................................................................................. . . . . . . . . . . . 99
PARKS AND RECREA TI 0 N - SPORTS........................................................................................................ 100
DESCRIPTION: .............................................................................................................................. ................. 100
TASKS: .............................................................................................................................. .............................. 100
FY 2005-06 GOALS: .............................................................................................................................. ......... 100
PARKS AND RECREA TI 0 N - CLASSES/ CUL TURAL ARTS........................................................................ 101
DESCRIPTION: .............................................................................................................................. ................. 101
TASKS: .............................................................................................................................. .............................. 101
FY 2005-06 GOALS: .............................................................................................................................. ......... 101
PARKS AND RECREATION SERVICES DEPARTMENT - TUSTIN FAMILY AND YOUTH CENTER............. 1 02
DESCRIPTION: .............................................................................................................................. ................. 102
TASKS: .............................................................................................................................. .............................. 102
FY 2005-06 GOALS: .............................................................................................................................. ......... 102
RECREATION SERVICES DEPARTMENT - SUPPORT SERVICES ...............................................................103
DESCRIPTION: .............................................................................................................................. ................. 103
TASKS: .............................................................................................................................. .............................. 103
FY 2005 - 0 6 GOAL S: .............................................................................................................................. . . . . . . . .. 1 03
RECREATION SERVICES DEPARTMENT - SENIOR SERVICES.................................................................. 1 04
DESCRIPTION: .............................................................................................................................. ................. 104
T ASK S: .............................................................................................................................. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 1 04
FY 2005-06 GOALS: .............................................................................................................................. ......... 104
NON - D EP AR TMENT AL............................................................................................................................ 105
N ON DEPARTMENTAL EXPENDITURE SUMMARY ....................................................................................1 06
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) ...............................................................107
COMMUNITY DEVELOPMENT BLOCK GRANTS (CDBG) EXPENDITURE SUMMARY............................. 108
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2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
COMMUNITY DEVELOPMENT BLOCK GRANTS....................................................................................... 109
DESCRIPTION: .............................................................................................................................. ................. 109
TUSTIN LANDSCAPE LIGHTING DISTRICT & STREET LIGHTING DISTRICT....................... 111
TUSTIN LANDSCAPE LIGHTING DISTRICT & STREET LIGHTING
DIS TRI CT EXPENDITURE SUMMARY ........................................................................................................ 112
TUSTIN COMMUNITY REDEVELOPMENT AGENCY (RDA) ......................................................... 113
CITY OF TUSTIN REDEVELOPMENT AGENCY ORGANIZATIONAL CHART ............................................. 114
TUSTIN REDEVELOPMENT AGENCY POSITION CONTROL REPORT ....................................................... 115
TUSTIN REDEVELOPMENT AGENCY EXPENDITURE SUMMARY .............................................................116
Tus TIN COMMUNITY RED EVELO PMENT AGENCY ................................................................................. 118
DESCRIPTION: .............................................................................................................................. ................. 118
FY 2005-06 GOALS: .............................................................................................................................. ......... 118
T OWN CENTER PROJECT AREA............................................................................................................... 118
SOUTH CENTRAL PROJECT AREA ........................................................................................................... 119
H 0 USIN G............................................................................................................................. ....................... 119
AD MINISTRA TIVE/Eco N 0 MI C DEVELOPMENT....................................................................................... 120
M CAS, TUSTIN .............................................................................................................................. ........... 120
TU S TIN LE G A CY .............................................................................................................................. ......... 121
Tus TIN LEGA CY EXPENDITURE SUMMARy............................................................................................. 122
Tus TIN LEGACy....................................................................................................................... ................. 123
Description: .............................................................................................................................. ........................ 123
FY 2005 - 0 6 GOAL S: .............................................................................................................................. . . . . . . . .. 124
WATER ENTERPRISE.................................................................................................................... .......... 125
PUBLIC WORKS ORGANIZATIONAL CHART ............................................................................................ 126
WATER POSITION CONTROL REPORT ..................................................................................................... 127
WATER EXPEND ITURE SUMMARy............................................................................................................ 128
WATER BILLING...................................................................................................................... ................. 129
DE S CRIPTI ON: .............................................................................................................................. . . . . . . . . . . . . . . . .. 129
TASKS: .............................................................................................................................. .............................. 129
PUBLIC WORKS - WATER OPERATIONS .................................................................................................. 130
DE S CRIPTI ON: .............................................................................................................................. . . . . . . . . . . . . . . . .. 130
TASKS: .............................................................................................................................. .............................. 130
FY 2005 - 0 6 GOAL S: .............................................................................................................................. . . . . . . . .. 130
MAIN STREET WATER FACILITY ............................................................................................................. 131
(VI)
CITY OF TUSTIN
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2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
DESCRIPTION: .............................................................................................................................. ................. 131
TASKS: .............................................................................................................................. .............................. 131
FY 2005-06 GOALS: .............................................................................................................................. ......... 131
17TH STREET DESALTER ............................................................................................................................ 132
DESCRIPTION: .............................................................................................................................. ................. 132
TASKS: .............................................................................................................................. .............................. 132
FY 2005 - 0 6 GOAL S: .............................................................................................................................. . . . . . . . .. 132
WATER PROD U CTI 0 N .............................................................................................................................. . 133
DESCRIPTION: .............................................................................................................................. ................. 133
TASKS: .............................................................................................................................. .............................. 133
FY 2005-06 GOALS: .............................................................................................................................. ......... 133
BUDGET PROCESS BUDGET CONTROLS AND BASIS AND GLOSSARY OF TERMS.............. 135
BUDGE T PROCESS....................................................................................................................... .............. 137
INTERNAL CONTROL, BUDGETARY CONTROL AND ACCOUNTING BASIS............................................. 138
GLOSSARY OF TERMS......................................................................................................................... ...... 140
(VII)
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MESSAGE OF THE
CITY MANAGER
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Office of the City Manager
City of Tustin
300 Centennial Way
Tustin, CA 92780
714.573.3010
FAX 714.838.1602
July 18, 2005
TO: HONORABLE MAYOR AND MEMBERS OF CITY COUNCil
FROM: WilliAM A. HUSTON, CITY MANAGER
RE: FISCAL YEAR 2005-06 PROGRAM AND FINANCIAL PLAN AND
CAPITAL IMPROVEMENT PROGRAM
Transmitted herewith are the City Council adopted Program and Financial Plan and
Capital Improvement Program for fiscal year 2005-06. The Program and Financial
Plan is the operating budget for all City services. The Capital Improvement Program
(a separate document) includes approved projects for fiscal year 2005-06 and
projects for a seven-year period.
Proaram and Financial Plan
The General Fund operating budget includes a reserve consistent with City policy and
maintains services at levels established through past practice and City Council policy
directives. The other major operating funds (redevelopment and water) and special
funds (liability, lighting district, etc.) are balanced. There are no new programs
included in the fiscal year 2005-06 budget.
The State of California continues to face deficit budgets despite passage of
Propositions 57 and 58. It is likely it will take several more years before the State's
recurring deficit is eliminated. However, with the passage of Proposition lA, the ability
of the State to divert more funds from local government has been to a large degree
cu rtai led.
PAGE 1
The operating budget for all funds ensures that reserves are at levels that protect the
City's financial interests and provide the flexibility to adjust in the future if needed.
Through prudent financial planning, the City has been able to sustain consistent levels of
services while:
· Maintaining a 150Jb General Fund operating reserve for cash flow, investment
income and any unforeseen contingencies;
· Absorbing the annual loss of property tax revenue shifted to the Educational
Revenue Augmentation Fund (ERAF) as mandated by the State;
· In fiscal years 2004-05 and 2005-06, absorbing the loss of over one million dollars
in additional General Fund revenue shifts to the State;
· Transferring monies to the capital improvement and park development funds in
order to complete essential projects;
· Transferring monies to the liability fund to meet obligations for the City's self-
insured retention level.
Each year the City Council is faced with decisions about allocating limited resources
among a wide variety of needs. Bridging the gap requires choices. Over the years City
Councils have placed a very high priority on the City's long-term financial stability and
maintained service levels as best as possible. With the loss of some major sales tax
generators, shifts of revenue mandated by the State and increasing operating costs, it
has been a challenge. The City Council's premium on fiscal stability, together with high
productivity put forth by City staff, has allowed the City to maneuver through challenging
times.
The coming year, with development picking up pace at the Tustin Legacy project, will
also be a challenge. The 2005-06 operating budget is tight, but the future continues to
be positive.
By working with the Governor in developing and securing the passage of Proposition lA,
cities throughout California agreed to lose more General Fund income in fiscal years
2004-05 and 2005-06. In exchange, a sound business decision was made to obtain
greater financial security in the future.
PAGE 2
The budget for all funds is $181,874,338. The total operating budget is $62,175,837. The
total capital improvement budget is $119,698,501. The General Fund totals $43,314,892
which is 23.80/0 of the total operating and capital budget.
Capital Improvement Proaram Budaet
The fiscal year 2005-06 Capital Improvement Program budget includes $119,698,501 in
projects. Of this amount, $63,086,625 is for projects previously approved and
$56,611,876 is for new projects or to supplement previously approved projects. The
Capital Improvement Program budget provides a description of each project by type
(water, street improvement, flood control, traffic signal, park, etc.) and location.
The Capital Improvement Program budget also includes $303,387,119 in projects over a
seven-year period (2005-06 through 2011-12). This amount will change in the future as
additional Tustin Legacy Capital Improvement Program projects are added as
development occurs.
By their nature, significant capital improvement projects typically require an extended
period of time to complete. Large projects entail preliminary and final design,
environmental clearance, land acquisition and construction contracts. Sometimes, larger
projects have to be phased due to funding limitations. The seven-year planning period
allows the City Council to make decisions that involve setting priorities and trade-offs on
how projects are funded and phased. Revenue streams dedicated by law to capital
improvement projects (Gas Tax Fund, Measure M, etc.) are not sufficient in anyone year
to totally fund all projects.
Each year the City Council makes policy decisions that affect the amount of funds
committed for future capital improvement projects. At any given time, the total of
resources reserved in the various capital improvement funds is not sufficient to complete
the seven-year plan. Through the budget review process, the City Council establishes a
planning tool and financial blueprint for long-term capital improvement projects. How
PAGE 3
projects are prioritized and whether discretionary General Fund income can be
committed for capital improvements is decided through the seven-year plan. Another
consideration is whether operating income is available to support a proposed capital
improvement project.
It is updated each year as resources become available and priorities are re-assessed.
Most funding allocated for capital improvement projects is restricted by law for specific
purposes. Gas Tax, Measure M, water revenue, and any bond proceeds are earmarked
solely for capital improvement projects. Historically, some amount is contributed from the
General Fund that completely funds certain projects and supplements restricted funds for
others. The amount of General Fund income available depends on the City's overall
financial health and demands on General Fund income for day-to-day services. Given the
City's large investment in infrastructure and other public assets, financing of capital
improvement projects will continue to be a significant budget consideration.
Staff looks forward to working with the City Council in implementing the adopted Program
and Financial Plan and Capital Improvement Program.
Respectfu Ily,
~/;a~ xlAW~
City Manager
PAGE 4
RESOLUTION NO. 05-83
A RESOLUTION OF THE CITY COUNCIL OF THE ClTY OF
TUSTIN, CALIFORNIA, ADOPTING THE CITY BUDGET
AND APPROPR.lAT1NG FROM THE ANT1CIPATED
REVENUES OF THE C1TY FOR THE FISCAL YEAR 2005-
2006
WH EREAS, in accordance wfth Section 1415h of the Tustin City Code1 the
City Manager has prepared and submitted to the City Council a Proposed Annual
Budget for the 2005-2006 fiscal year. beginning July 1] 2005; and
WHEREAS) the City Councill as the legislative body of the City, has reviewed
thIs proposed budget;
NOW, THEREFORE, the City Council of the City of Tustin does hereby resolve~
determine and order as follows:
SECTION 1. A certain document is on file in the office of the City Clerk of the
City of Tustin, being marked and designated nCity of Tustin Draft Budget 2005-2006".
Said documentl as prepared by the City Manager and reviewed and adjusted by the
City Council} is hereby adopted for the fiscal year commencing July 1,2005.
SECTION 2. The following sums of money are hereby appropriated from the
anticipated revenues of the City of Tustin for tile 2005-2006 fiscal year.
GOVERNMENTAL FUNDS
General Fund
Capital Projects
T u sti n Street Lig hti ng District
Tustin Landscape & Lighting District
Equipment Replacement Fund
Risk Management Funds
TOTAL GOVERNMENTAL FUNDS
$ 43~314,892
16,508,132
4121000
5501088
912,412
1 ,299.550
$ 62,997,074
SPECIAL REVENUE FUNDS
SCAQMD
Asset Forfeiture
Public Safety Augmentation
Supplemental Law Enforcement
CDBG
Measure 11M'1
Gas Tax
Park Development
$ 65,000
25,000
240,500
o
923.725
191194.663
2,026,001
6,332~ 119
Resolution No. 05-83
Page 1 of 3
Reassessment District 95-1
TOTAL SPECIAL REVENUE FUNDS
456,210
$ 29,263,218
WATER ENTERPRISE
Operations/Debt Service
Capital Improvements
TOTAL APPROPRIATION WATER ENTERPRISE
$ 10,938,119
5.176.959
$ 16,115,078
TUSTIN LEGACY ENTERPRISE
Operations
TOTAL TUSTIN LEGACY ENTERPRISE
$ 69,212.827
$ 69,2121827
GRAND TOTAL
$ 177 .5Sa.197
PASSED AND ADOPTED at a regular meeting of the City Council of the City of
Tustin on the 18th day of JUIYl 2005.
.--tZf;~
LOU BONE
Mayor
ATTEST:
~oQ~
PAMELA STOKER
City Clerk
Resolution No. 05-83
Page 2 of 3
STATE OF CALIFORNIA )
COUNTY OF ORANGE ) SS
CITY OF TUSTIN )
I, Pamela Stoker, City Clerk and ex-officio Clerk of the City Council of the City of Tustin,
California, do hereby certify that the whole number of the members of the City Council of
the City of Tustin is five; that the above and foregoing Resolution No. 05-83 was duly
passed and adopted at a regular meeting of the Tustin City Council, held on the 1SU1 day of
July, 20051 by the following vote:
COUNCILMEMBER AYES:
COUNCILMEMBER NOES:
COUNCILMEMBER ABSTA1NED:
COUNCILMEMBER ABSENT:
BONE, DAVERT, J.MANTE} HAGEN, KAWASHIMA (5)
NONE (0)
NONE (0)
NONE (0)
1BJr\~
PAMELA STO . .
CrfY CLERK
Resolution No. 05-83
Page 3 of 3
RESOLUTION NO. 05-84
A RESOLUTION OF THE CITY COUNC1L OF THE CITY OF
TUSTIN, CALIFORNIA, DETERMINING ANDADOPTlNG AN
APPROPRIATION LIMfT FOR THE FISCAL YEAR 2005-2006
IN ACCORDANCE WITH ARTICLE XIJIB OF THE
CONST1TUTION OF THE STATE OF CALIFORNIAt AND
SECTION 7910 OF THE GOVERNMENT CODE
The City Council of the City of Tustin does hereby resolve asfo!Iows:
WHEREAS, Article XI liB was added to the Constitution of the State of California at
a general election held November 6, 1989: and
WHEREASf an annual approprjation lim[t must be determined for this Crty effective
for the fiscal year beginning JulYt 2005: and
Wf-fEREASJ the appropriation limit must be adhered to in preparing and adopting
this City's Annual Budget;
NOW, THEREFORE, the City Council of the City of Tustin does hereby resolve and
order as follows:
Section 1: In accordance with ArticleXIIIB of the Constitution of the State of
California, and Section 7910 of the Government Code, and as set forth in detaH In the
Attached Exhibit HAil, that the appropriation limit for the fiscal year beg[nning July] 2005
through June, 2006 is $52,673,379.
Section 2: The appropriation Iimlt shall not be exceeded in the adopted budget nor
. by any proposed amendment to the budget.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of
Tustin on the 18th day of July, 2005.
~!I~
LOU BONE
Mayor
Resolution No. 05-84
Page 1 of 12
ATTEST:
~~c--
PAMELA STOKER
City Clerk
STATE OF CALIFORNIA
COUNTY OF ORJ\NGE SS
CITY OF TUSTIN
I, Pamela Stoker, City Clerk and ex-officio Clerk of the City Council. of the. City of Tustin,
California, do hereby certify that the whole number of the members of the City Council of
the City of Tustin is five; that the above and foregoing Resolution No. 05-84 was duly
passed and adopted at a regular meeting of the Tustin City Councill held on the 18th day of
July, 2005r by the following vote:
COUNCfLMEMBER AYES:
COUNCILMEMBER NOES:
COUNCILMEMBER ABSTAINED:
COUNCILMEMBER ABSENT:
BONE, DAVERT ~ AMANTE, HAGEN J KAWASHI}fA (5)
NONE (0)
NONE (0)
NONE (0)
lo~-.~
PAMELA STOKER
CITY CLERK
Resolution No. 05-84
Page 2 of 12
RDA RESOLUT10N NO. 05-03
A RESOLU-r10N OF THE COMMUNITY
REDEVELOPMENT AGENCY OF THE CITY OF TUSTIN~
CALIFORNIA, ADOPTING THE AGENCY BUDGET AND
APPROPRIATING FROM ANTICIPATED REVENUE OF
THE AGENCY FOR THE FISCAL YEAR 2005-2006
WHEREAS, in accordance with good fiscal policies, the Executive Director of the
Tustin Community Redevelopment Agency has prepared and submitted to the Board of
Directors a proposed Annual Budget for the 2005-2006 fiscal yearl beginning July 11
2005; and
WHEREAS, Section 33334.3 of California Redevelopment Law provides that the
amount of money spent from the Low and Moderate lncome Housing Fund for planning
and general administrative activitjes associated with the development, improvenlent and
preservation of low and moderate income housing shall not be disproportionate to the
amount actually spent for the cost of production, improvement or preservation of that
hous[ng~ and that the Redevelopment Agency shall determine annually that the
expenditures from the Low and Moderate Income Housing Fund for planning and
administrative expenses are necessary for the production, improvement or preservation
of the low and moderate income housing; and
WHEREAS, the Board of Directors, as the legislative body of the Agency] has
reviewed this proposed budget;
NOW, THEREFORE, the Board of Directors of the Community Redevefopment
Agency of the City of Tustin does hereby resolve, determine and order that the following
sums of rnoney are appropriated from the anticipated revenue of the Redeveloprrlent
Agency for the purposes stated during the 2005-2006 fiscal year, and that the
expenditures from the Low and Moderate Incon18 Housing Fund for planning and
administrative expenses are necessary for the production, improvement or preservation
of low and moderate income housing.
Operating Expenses
Debt Service
Capital Improvements
TOTAL APPROPRIATIONS 2005-2006
$ 688,750
2.136,000
1146113.90
$ 412861140
PASSED AND ADOPTED at a regular m~.~ting of the Community
Redevelopment Agency of the City of Tustin held on thei'8t~ day of July, 2005.
... / ~/2
'/7f~ tJ /fL(
LOU~'BONE
CHAIR
RDA Resolution No. 05-03
Page 1 of 2
AT1'EST:
pD1l~-rc2J
RECORDING SECRETARY
STATE OF CALIFORNIA )
COUNTY OF ORANGE) 55
CITY OF TUSTlN )
I, Pamela Stoker, City Clerk and ex-officio Clerk of the Tustin Community
Redevelopment Agency of the City of Tustin) California, do hereby certify that the whole
number of the members of the Redevelopment Agency of the CIty of Tustin is five: that
the above and forgoing RDA Resolution No. 05~03 was duly passed and adopted at a
regular meeting of the Tustin Community Redevelopment Agency, herd on July 18,
2005, by the followIng vote:
AGENCYMEMBER AYES: BONE=, DAVERT, AMANTE) KAWASHIl'-1A
AGENCYMEMBER NOES: NONE
AGENCYMEMBER ABSTAINED:NONE
AGENCYMEMBER ABSENT: FrAla~;N
(l~ )
(0)
(0)
(1)-
PI>. _l STOKER ~
RECORDING SECRETARY
RDA Resolution No. 05-03
Page 2 of 2
This Page Intentionally Left Blank
GENERAL INFORMATION
CITY OF TUSTIN
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
o
LOCAL GOVERNMENT
ORGANIZATIONAL CHART
CITY OF TUSTIN LOCAL GOVERNMENT ORGANIZATION
CITIZENS OF
TUSTIN
8
( FINANCE )
MAYOR
CITY COUNCIL
CITY ATTORNEY
(CITY MANAGER)---------------------
PAGE 14
(REDEVELOPMENTAGENCV)
COORDINATION AND
COOPERATION
PRIVATE UTILITIES
Cable T. V.
Electricity
Natural Gas
Telephone
CONTRACT
SERVICES
Fire
Refuse
Animal Control
SPECIAL DISTRICTS
Library
Lighting
Sewers
Flood Control
Re-Assessment District 95-'
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
People who know this area well sometimes refer to
Tu~tin as "The City of the Trees." Although a
variety of trees are responsible for this nickname,
this is a distinctive quality of the area which dates
back. centuries, actually to the time of the early
Spanish explorers. The first Europeans in Orange
County came with the Portola Expedition in 1769.
This expedition, which had two padres (including
Father Juan Crespi) and a small contingent of the
ar.m~, set out north to establish the string of
missions throughout California. (Father Serra, who
was in charge of this project, was not along on this
expedition, remaining in San Diego to establish the
mission there.) A few years
later, the early Spanish
Grijalva scouting party (The
Anza Expedition, 1776)
identified the area from
Santiago Creek to Red Hill as
EI Alisal, the Sycamore
Grove. At that time, the land
was dotted with massive,
white-barked sycamore trees.
It is of some note that three
of the massive trees still
exist, although today they are
on private property.
ABOUT THE CITY
A UNIQUE HISTORY
The American Indians living
in the region when the
Spanish first arrived spoke a
dialect of the Shoshone
language. Much of the Indian
culture is only today being
pieced together from
archeological studies in the
area. However, it is known
that there had been an Indian
village or gathering place
around Red Hill.
Although the Indians of that
time were nomadic, when the
Spanish came, they grouped
the Indians according to
which mission district they
were in at the time, and
turned them from fishermen
and harvesters of seasonal nuts and berries into
farm workers. The Indians who lived in what is
today the Tustin area were called the "Gabrielino"
Indians, for they were under the jurisdiction of the
San Gabriel Mission. They were considered,
according to the European standards of the time,
to be "somewhat more sophisticated" than the
"Juanenos" Indians, who were under the
jurisdiction of the San Juan Capistrano Mission.
The reason trees grew here was the same one
which attracted Indians and then the early settlers -
th~ availability of a dependable water supply, some
of It from natural artesian wells that flowed from the
ground. The water certainly attracted Juan Pablo
Grijalva, who, in 1810, received a grant to use it for
to
Ventura
'to
8IJ kersfle Id
!.
U
(ata] ina'
lsll!llnd
I.fJ1 SW'UI
Hea,(h
OlsnC!oylo1l1d 8 mlleJ
Los .Angele1i 35 mlTos
Pacific Or.ean10 mHos
Port of lo~ Ang(!ole; ~1 ntllcs
Port 0 r Long B.earh 10 milts
SDn Olego SD mUes
Mexl-:o 103 mUQS
Joh r. Wtlymu
Oro11'1ge CQUnly AirlX'rt. 5 mUm
Lo,: An9.1.~
International Airport .e.o mllM
San Dh~ij 0 "'::!
~
V
\ oII[r
IIIIJt
..
""
--
,...
PAGE 15
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
ranching. Over the next generations, the land was
divided between family members. In 1868, when a
dispute within the family over ownership could not
be resolved, the land was partitioned to be sold.
Columbus Tustin, a Northern California carriage
maker, and his partner Nelson Stafford, purchased
1,300 acres of what had been the Rancho
Santiago de Santa Ana for the price of one dollar
and fifty cents per acre. Mr. Tustin attempted to
create "Tustin City," but sales of home sites were
slow, and in the early 1870s he ended up giving
free lots to anyone who would build a home.
In 1877, Tustin lost out to Santa Ana as the
Southern terminus of the Southern Pacific
Railroad, and Columbus Tustin died in 1883, a
bitterly disappointed man. Nonetheless, with the
abundance of water, the community named after
him gradually became established as an
agricultural center. By the 1880s there were three
churches, a fifty-room hotel, a bank, and a horse
drawn "tallyho" (trolley line) which connected
Tustin to Santa Ana. By the turn of the century,
groves of apricots and walnuts were gradually
being replaced by the more profitable Valencia
oranges.
Tustin's reputation as an area leader in education
was begun at this time, with a public school led by
educator John "Zeke" Zeilian. In 1927, the
population topped 900, and the voters elected to
incorporate.
During World War II, three military bases were
established in nearby bean fields and
unincorporated areas in proximity to Tustin: the
Santa Ana Army Air Base, the EI Toro Marine
Corps Air Station, and the navy's Lighter-Than-Air
Base (where the huge hangers housed coast-
patrolling blimps).
In the 1950s, Tustin's growth began in earnest.
Freeways, quality schools, and post-war industries
attracted thousands of people. Builders developed
the orchards and by 1970 the population had
jumped to 32,000. Growth was a painful process
as houses replaced orange groves. Old timers and
newcomers alike had to adapt to each other, cope
with new problems and situations, and expand
facilities to handle increased patronage. And so
tract after tract replaced grove after grove.
With all the development, the next step was
annexations to the City. Annexation became the
major issue during the period from 1955 to 1965.
One of the early annexations to the city was the
Tustin Union High School campus. Although the
school was built in 1921, it remained outside the
city limits until annexation in 1957. During the
1950s the City increased 220 percent in size with
annexations. The big leap came in the 1960s
when the population increased a whopping 1,012
percent, going from 2,006 to 22,313 residents, and
the land area increased from 434.23 acres to
2,214.77, or a 410 percent increase. Several large
annexations greatly increased the city's area
between 1971 and 1981. The Marine Corps Air
Station was annexed to Tustin, adding 2,076 acres
to the city. A few years later a total of 2,257 acres
that had been in the Irvine Ranch agricultural
preserve were annexed and are being developed
as Tustin Ranch.
Today, almost all the orchards are gone; now
Tustin is an urban area. However, if you know
where to look, you can still see signs of the City's
proud history. Historic old buildings, some dating
back to the 1880s, are maintained in "Old Town"
on Main Street and EI Camino Real. The museum
shows a living history of those times gone by. And
there's more: three trees yet remain of those
original massive sycamores. And finally,
everywhere lining the streets, one still sees trees,
trees and more trees in Tustin, The City of Trees.
PAGE 16
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
EDUCATION
Tustin Unified School District (TUSD) has a long history of excellence that continues to grow and be enriched
by the accomplishments of its students, teachers, staff and community. Established July 1, 1972, the District
is located in Central Orange County and includes the City of Tustin, Tustin Ranch, portions of Santa h a , the
foothills portion of unincorporated Orange County, and portions of the City of Irvine (West Irvine and
Northpark). The District currently serves 20,000 students and is enjoying an increase in the percentage of
students from different cultural and ethnic backgrounds. The district comprises 17 elementary schools, five
middle schools, two comprehensive high schools, a continuation high school, and adult and alternative
education programs. Another elementary school and a high school are also in the planning stages. Of these,
Arnold A. Beckman High School is scheduled to open September 2004. Moreover, in November 2002, the
TUSD community overwhelmingly passed an $80 million measure that will help renovate and repair the
District's older schools. The District's administrative offices are at 300 South "C" Street, Tustin, (714) 730-
7301. The District website is www.tustin.k12.ca.us.
TUSD is committed to providing a rigorous and challenging curriculum for all K-12 students. Curriculum
Standards, aligned with the California State Standards, have been adopted in math, language arts,
history/social science and science. High standards of excellence in academics, visual and performing arts,
and athletics are the hallmarks of Tustin schools along with a major emphasis on educational technology in
the classrooms. Tustin schools consistently score well on state tests. Students at TUSD schools receive top
scores among state schools on annual standardized tests. Both high schools' Scholastic Assessment Test
(SAT) scores rank higher than state and national averages.
The district's elementary schools have a strong focus on early literacy and incorporate a comprehensive
phonics and literature program. In addition to the core curriculum, the elementary schools offer enriching
programs in music and art.
ELEMENTARY SCHOOLS (K-5)
NAME OF SCHOOL SCHOOL ADDRESS
..................... ............................................................................................................ ......................................................................................
Arroyo 11112 Coronel Road, Santa Ana
Barbara Benson 1112712 Elizabeth Way, Tustin
Benjamin Beswick 1362 Mitchell Avenue, Tustin
Helen Estock II 14741 North B Street, Tustin
Guin Foss 18492 Vanderlip Avenue, Santa Ana
Robert Heideman II 15571 Williams Street, Tustin
C.C. Lambert 1151 San Juan Street, Tustin
Loma Vista 1113822 ProsQect Avenue, Santa Ana
W.R. Nelson 14392 Browning Avenue, Tustin
Peters Canyon II 26900 Peters Canyon Road, Tustin Ranch
Jeane Thorman 1402 Sycamore A venue, Tustin
Ladera II 2515 Rawlings Way, Tustin Ranch
My ford 181 Trevino Drive, Irvine
Red Hill II 11911 Red Hill A venue, Santa Ana
Tustin Memorial 12712 Browning, Tustin
Tustin Ranch II 12950 Robinson Drive, Tustin Ranch
Marjorie Veeh 1701 San Juan Street, Tustin
PAGE 17
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
The middle schools encompass grades 6-8 and offer an extensive elective program in addition to the core
curriculum subjects. Students have opportunities to explore foreign language, computer classes, are music
(including band and chorus), drama, and applied arts classes. An all-inclusive after-school program is also
provided.
MIDDLE SCHOOLS (6-8)
NAME OF SCHOOL SCHOOL ADDRESS
................................................................................................................................
A.G. Currie 1402 Sycamore A venue, Tustin
Hewes 1113232 Hewes A venue, Santa Ana
Pioneer 2700 Pioneer Road, Tustin Ranch
Columbus Tustin 1117952 Beneta Way, Tustin
C.E. Utt 13601 Browning Avenue, Tustin
Many residents choose to live and remain in Tustin because of the District's highly rated high schools. Their
comprehensive academic curriculum includes extensive Honors and Advanced Placement (AP) programs.
Both Foothill and Tustin High Schools are Digital High Schools and have received state and national
recognition for their educational programs.
HIGH SCHOOLS (9-12)
NAME OF SCHOOL SCHOOL ADDRESS
Foothill 19251 Dodge Avenue, Santa Ana
Sycamore/Tustin Adult 1113780 Orange St, Tustin
Tustin 1171 EI Camino Real, Tustin
There are many avenues for extracurricular activities, including the Model United Nations (MUN) program,
outstanding visual and performing arts programs, and co-curricular athletic programs. Foothill and Tustin
High Schools have produced many National Merit Scholars. Graduates from the District matriculate to the
finest colleges and universities in the nation and nearly 90 percent of all District graduates attend colleges
and universities.
In the past decade, nine District schools have been recognized as either state or national distinguished
schools. Two elementary schools are National Exemplary Schools, and a middle school and high school are
National Blue Ribbon Schools. Five other schools - an elementary, two middle, and two high schools - are
California Distinguished Schools.
PAGE 18
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
BUSINESS
Due to its favorable location, demographics and business environment, Tustin was identified in 1994 by
California Business Magazine as one of the top four Best Places for Business in California (and the highest
ranked urban city on the list).
Tustin is home to several of the world's largest and best known manufacturing companies. The business
community of Tustin represents a broad spectrum of businesses. On the upper end large manufacturers
such as Ricoh Electronics. Inc. are located here and these are complemented by a host of small sole
proprietor and home-based businesses.
The industrial parks that house Ricoh, Balboa Instruments and other manufacturers are predominantly in
South Tustin near the former Marine base, now known as Tustin Legacy. Commercial business parks are
also located in the same area and in the vicinity of Red Hill Edinger and Walnut Avenues.
TUSTIN BUSINESSES
TYPE OF BUSINESS II No. OF FIRMS II PERCENT
Professional, Scientific, and Technical Services 446 18.9%
Health Care & Social Assistance II 302 II 12.8%
Wholesale Trade 217 9.2%
Finance & Insurance Services II 193 II 8.2%
Retail Trade 173 7.3%
Manufacturing II 141 II 6.0%
Other Services (Except Public Administration) 140 5.9%
Accommodation & Food Services II 134 II 5.7%
Real Estate, Rental, & Leasing 133 5.6%
Administrative, SUQRort, Waste Management, & Remediation II 132 II 5.6%
Construction 123 5.2%
Information Services II 49 II 2.1%
Unclassified Establishments 40 1.7%
Educational Services II 31 II 1.3%
Transportation & Warehousing 26 1.1%
Arts, Entertainment, & Recreation II 20 II 0.8% II
Management of Companies & Enterprises 15 0.6%
All Other Businesses II 4 II 0.2%
II
2, 355 1
39,320
$1.46 billion I
1 Total Businesses
Number of Employees ...
I Annual Payroll
II
Data compiled by the Tustin Chamber of Commerce from US Census 2000 data.
PAGE 19
This Page Intentionally Left Blank
FINANCIAL SUMMARY
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
FUND BALANCE PROJECTIONS
EXPENDITURE SUMMARY BY FUND
Year End Projected Fund Balance
FY 05-06
Audited 04/05 04/05 Projected 05/06 05/06 Esti mated
Balance Projected Projected Balance Estimated Estimated Balance
Fund Description 06/30/04 Revenues Expenditures 06/30/05 Revenues Expenditures 06/30/06
01 General Fund $10,619,260 $36,752,893 $37,543,397 $9,828,756 $40,263,427 43,314,893 $6,777,290
02 Capital Projects Fund-CIP 9,315,487 3,980,812 3,328,156 9,968,143 14,574,368 16,508,132 8,034,379
03 SCAQMD 82,045 84,353 34,512 131,886 83,000 65,000 149,886
04 Asset Forfeiture 31,717 56,290 25,400 62,607 51,000 25,000 88,607
05 Public Safety Augmentation 0 231,054 231,054 0 240,500 240,500 0
08 Measure M-Competitive (1,337,052) 1,083,172 1,245,421 (1,499,301 ) 17,403,312 15,904,011 0
09 Measure M Turnback 3,300,005 882,579 1,911,044 2,271,540 1,074,255 3,290,652 55,143
10 Gas Tax 3,153,917 1,297,926 3,035,474 1,416,369 1,337,185 2,026,001 727,553
11 Park Development 3,995,576 1,060,996 343,516 4,713,056 1,932,127 6,332,119 313,064
16 Supplemental Law Enforcement 88,657 139,929 199,955 28,631 131,500 0 160,131
17 Marine Base Closure (2,019) 0 (2,019) 0 0 0 0
18 Tustin Legacy Enterprise (3,907,167) 24,180,821 2,754,004 17,519,650 68,450,795 69,212,827 16,757,618
2x CDBG 0 1,063,708 1,063,708 0 923,725 923,725 0
30 95-1 Construction 4,227,836 24,005 122,002 4,129,839 0 456,210 3,673,629
41 Tustin LLD 301,391 475,000 487,000 289,391 480,000 550,088 219,303
42 Tustin SLD 2,498,907 552,672 1,369,000 1,682,579 530,000 412,000 1,800,579
51 South Central Debt Svs 11,487,200 2,372,549 205,950 13,653,799 1,070,856 152,000 14,572,655
52 South Central RDA 566,611 40,000 1,001,063 (394,452) 1,354,144 959,692 0
53 South Central Set Aside 6,045,935 914,604 74,783 6,885,756 897,000 116,497 7,666,258
54 Marine Base Debt Service (305,597) 3,080,168 24,949 2,749,622 2,305,881 0 5,055,503
55 Marine Base RDA (857,143) 0 43,342 (900,485) 994, 119 93,634 0
56 Marine Base Set Aside 0 799,953 1 0, 166 789,787 900,000 105,012 1,584,775
57 Town Center Debt Service 6,097,242 2,405,062 1,991,877 6,510,427 2,157,654 1,984,000 6,684,081
58 T own Center RDA 491 , 115 48,700 534,108 5,707 413,660 419,366 0
59 T own Center Set Aside 3,239,400 839,043 2,071,031 2,007,412 800,000 455,939 2,351,473
70 Water Utility 2,664,218 8,973,262 9,876,916 1,760,564 9,277,100 10,938,119 99,545
73 Water CIP 6,524,941 125,000 708,000 5,941,941 80,000 5,176,959 844,982
81 Workers Compensation 827,317 743,060 666,925 903,452 1,240,859 770,550 1,373,761
82 Liability 1,440,587 216,500 515,198 1,141,889 1,079,000 509,000 1,711,889
83 Unemployment 290,932 0 28,000 262,932 0 20,000 242,932
84 Replacement Fund 3,063,611 714,566 716,786 3,061,391 835,428 912,412 2,984,407
TOTAL ALL FUNDS $73,944,928 $93,138,677 I $72,160,718 $94,922,886 $170,880,895 I $181,874,338 $83,929,443
PAGE 22
CITY OF TUSTIN
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
o
GENERAL FUND EXPENSES
FY 2005-06 General Fund Expenses
Community
Development
6.50k
Administration
6.80k
Leg islation
2.0ok
Public Works
18.80k
Police
43.4 ok
Non-
Departmental
5.70k
Parks and
Recreation
6.10k
Fire
1 O. 70k
$43,314,892
PAGE 23
CITY OF TUSTIN
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
o
GENERAL FUND RESOURCES
FY 2005-06 General Fund Resources
Licenses Permits
Fees
8.0%
Property Taxes
14.4% Property Taxes in
Lieu VLF
6.4%
Interest Income
0.4%
Transfers from other
funds
6.5%
Recreation Fees
2.0%
Fines & Fofeitures
2.0%
Motor Vehicle
in Lieu
1.4%
Franchise Fees
2.8%
$43,314,892
PAGE 24
CITY OF TUSTIN
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
o
CAPITAL IMPROVEMENT PROJECTS
FY 2005-06 Capital Improvement Projects
Traffic Control
Facilities, $507,114
Park Facilities
$5,299,000
Water
Facilities
$4,858,959
Public
Facilities
$3,096,917
Reassessment
District 95-1
$456,210
)
~"-
Tra ns po rtatio n
Facilities
$36,589,506
Flood Control
Facilities, $100,000
$119,698,501
PAGE 25
CITY OF TUSTIN
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
o
TOTAL BUDGET RESOURCES
FY 2005-06 Total Resources
General Fund,
~427
CIP Fund
$14,574,368
Accumulated ~
Reserves, $10,993,443
All Other Sou rces,
$506,000
Gas Tax, $1,337,185
I Water Enterprise
Fund, $9,357,100
Internal Service,
$3,155,287
$181,874,338
PAGE 26
CITY OF TUSTIN
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
o
TOTAL BUDGET EXPENSES
FY 2005-06 Total Expenses
Internal Service, All Other Sources,
$2,211,962 ~ $786,711. Park Fund,
Water Fund, ~ ~ $6,332,119
$16,115,078 ~-
General Fund,
$43,314,892
CIP
$16,508,132
Measure M,
$19,194,663
Gas Tax, $2,026,001
Special Districts,
$962,088
CDBG
$923,725
$181,874,338
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CITY OF TUSTIN
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
o
TOTAL EXPENSES-ALL FUNDS
Fiscal Year 2005-06
CIP
$119,698,501
Operating
$62,175,837
PAGE 28
$181,874,338
CITY OF TUSTIN
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
o
SALES TAX REVENUE
Sales Tax
$20,000,000
$18,000,000
$16,000,000
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
00-01
01-02
02-03
03-04
04-05
05-06
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2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
GANN LIMIT
FY 2005-06 ApPROPRIATIONS LIMIT
Article XVI B of the California Constitution (enacted with the passage of Proposition 4 in 1979 and modified
with the passage of Proposition 111 in 1990) restricts the appropriations growth rate for cities and other local
jurisdictions. The growth rate is tied to changes in the population and the change in California Per Capita
Personal Income. On May 1, 2000, the State Department of Finance notified each city of the population
changes and per capita personal income factor to be used in determining appropriation limits. Effective
January 1, 2000, the change in the California Per Capita Personal Income is 5.260/0 and the change in
Orange County's population is 1.130/0. Attached is the City's calculation for the permitted appropriations
growth rate based on the above information from the State. In accordance with state law, the FY 1986-87
appropriation limit is to be used as the base year in calculating annual appropriation limits thereafter. The
City of Tustin's FY 2005-06 Appropriation Limit is 3.6964 times the base year limit of $14,249,831, which
equals $52,673,379. Total appropriations for FY 2005-06, subject to the limitation equal $43,314,893, which
is $9,358,486 below the City's FY 2005-06 Appropriations limit of $52,673,379.
Appropriations Limit for the Base Year Ending June 30, 1987: $14,249,831
(a) (b) (a)x(b)
Per Capita Current
P. Income Population Calculation Cumulative Amended
Fiscal Year Change Change Factor Factor Limit
1987 -88 1.0347 1 .0199 1.0553 1.0553 $15,037,847
1988-89 1.0466 1.0579 1.1072 1 .1684 $16,649,876
1989-90 1.0519 1.0238 1.0769 1.2583 $17,930,838
1990-91 1.0421 1.0435 1.0874 1.3683 $19,498,555
1991-92 1.0414 1.0273 1.0698 1.4639 $20,860,143
1992-93 0.9936 1.0615 1.0547 1.5440 $22,001,327
1993-94 1.0272 1.0687 1.0978 1.6949 $24,152,367
1994-95 1.0071 1 .0415 1.0489 1.7778 $25,333,288
1995-96 1.0472 1.0508 1 .1 004 1.9563 $27,876,693
1996-97 1.0467 1.0373 1.0857 2.1240 $30,266,894
1997 -98 1.0467 1.0283 1.0763 2.2861 $32,576,913
1998-99 1.0415 1.0337 1.0766 2.4612 $35,072,257
1999-00 1.0453 1.0396 1.0867 2.6746 $38,112,807
2000-01 1.0491 1.0401 1.0912 2.9185 $41,587,510
2001-02 1.0782 1.0172 1.0967 3.2008 $45,610,895
2002-03 0.9873 1 .0143 1.0014 3.2053 $45,675,589
2003-04 1.0231 1.0124 1.0358 3.3201 $47,310,156
2004-05 1.0328 1.0090 1 .0421 3.4598 $49,301,686
2005-06 1.0526 1 .0150 1.0684 3.6964 $52,673,379
05-06 Factors as reported by the State Department of Fi nance
Per Capita Personal Income change over Prior Year: 5.260/0
Population Change:
City of Tustin: 1.50/0
Orange County: 1.130/0
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CITY OF TUSTIN
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2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTIN'S ECONOMIC ANALYSIS AND FISCAL SUMMARY
SALES T AX
Sales Tax is the largest single source of revenue for the City of Tustin, and accounts for 48010 of total General
Fund Revenue. For fiscal year 2005-06, staff projects sales tax revenues to be $19.4 million, 1010 above the
$18.6 million projected for fiscal year 2004/05. Actual sales tax receipts for 1999/00 came in at $17,085,524,
which is an increase of more than $7.9 million since the Tustin Marketplace was developed in 1991. The
City has seen an average increase of 4.5010 in the last 10 years.
Staff roughly projects a conservative 3.5010 increase for the next five years. This takes into consideration
continued economic development within Tustin (Old Town, Tustin Legacy), economic analysis reports, and
consumer confidence reports.
The sales tax is imposed on retailers for the privilege of selling at retail, or on users in California of property
purchased outside the State. All taxable retail sales within the City are currently charged a 7.75010 tax. This
is collected by the State and distributed to the cities on a quarterly basis with advances being paid monthly.
Quarterly adjustments are made to reflect actual funds collected. The distribution of sales is as follows: the
City receives 1010, the transportation authority receives .75010, the State receives .5010, and the County
receives .5010 for health and welfare programs and .5010 for public safety Proposition 172.
PROPERTY TAX
Property taxes are assessed and collected by the counties up to 1010 of assessed value, plus other increases
approved by the voters. The property taxes go into a pool, and are then allocated to the cities based on
complex formulas. Accordingly, the City of Tustin accrues only those taxes, which are received within 60
days after year-end.
Property Tax revenues continue to increase to a projected $6.2 million for fiscal year 2005/06. The
percentage of Property Tax going to the General Fund hovers around 1.6010, compared to most cities within
Orange County.
The economy still shows strength, unemployment is down and interest rates remain in the 6.0010 range; all
are factors conducive to increasing home sales. North Tustin is nearing build-out (as evident in the decrease
of building permits), but the expected development of Tustin Legacy should offset North Tustin and continue
the growth of Tustin. Staff projects an average of 6.5010 property tax growth within the next five years, with
strong growth in the later two years.
There is also the Property Transfer Tax, which is imposed on the transfer of real property. The County is
authorized to levy the tax at a rate of $.55 per $500 of the sale value, exclusive of any lien or encumbrance
remaining at the time of sale. The City receives $0.275 per $500 value, exclusive of any lien or remaining
encumbrance. Nearly every city in California has enacted this tax.
The City projects a small increase in revenue as a result of an improving economy. Revenue dropped in
1994 as a result of the recession and has recovered as property values have increased.
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CITY OF TUSTIN
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BUSINESS LICENSE TAX
The Business License Tax is imposed on businesses for the privilege of conducting business within the City.
The business license tax serves a variety of purposes. In addition to the basic cost of doing business in
Tustin, the tax lets us know who and what kind of business are in or want to enter Tustin. Further, the tax
helps confirm sales tax payment levels.
An amount equal to the business license tax, approximately $300,000 annually, has been dedicated to the
Capital Improvement Reserve and, as such, is the City's first major tax source to be dedicated to
infrastructure maintenance and repair.
Note: Regulatory fees can only be levied to cover the costs of regulation.
FRANCHISE
Franchise Tax is a fee on privately owned utility companies and other businesses using the City's right-of-
way. Types of businesses which are frequently required by City ordinance to pay "franchise" fees include:
public utilities (gas, water, electricity), companies which conduct business on City streets (taxicabs and
private ambulances), and cable television companies. Franchise fees are a General Fund revenue and
available for any purpose of the General Fund.
TRANSIENT OCCUPANCY TAX
Transient Occupancy is a tax imposed for the privilege of occupying a room(s) in a hotel, inn, motel, tourist
homes, or other lodging facility, unless such occupancy is for a period of 30 days or more. Rates are set at
local discretion and range from 1 % to 100/0, with an average of 7.30/0. The City's rate is 80/. D.
The increase in transient occupancy revenue is mainly a result of the increasing local economy.
Note: Over 325 California cities have a Transient Occupancy Tax. Some cities provide exemptions to this
tax for federal government employees traveling on official business.
LICENSE & PERMITS
The California Constitution, through the police power as well as various statutes, allows cities the authority to
engage in certain regulatory activities in the interest of the overall community. Cities may charge license and
permit fees as a means of recovering the cost of regulation. Animal, bicycle, and a variety of construction
permits are examples. Most revenue for licenses and permits is unrestricted and can be used for any
General Fund purpose.
Note: The revenue swings are reflective of the local economic swings.
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FINES
Cities share with the County all fines collected upon conviction of a misdemeanor, or an infraction in any
municipal or justice court, and bail moneys forfeited from such action. Distribution depends upon what
violation, fines, or forfeiture are derived, and the employing agency of the arresting officer. While parking
citation fines are set by the Council, a portion of these fines also go to the County.
There are two primary sources of fines: parking citations and moving traffic violations. In 1999 the State
ended the "shift" of most proceeds of city fines arid, as such, revenue will nearly double from 1998 levels.
INTEREST
Interest income is earned on the investment of temporary idle cash. All cash in the City, except
Redevelopment, is pooled for investment purposes. The interest earned is prorated to individual funds on
the basis of cash ownership.
Interest earnings should start to increase for two reasons, an increase in both interest rates and cash
available for investment purposes.
Cash balances have increased from $7 million at the end of 1994/95 to over $70 million at the end of
2004/2005. The City should continue to see higher interest earnings.
SERVICE CHARGES
A Service Charge is a fee imposed upon the user for a service provided by the City. Because certain
services are primarily for the benefit of an individual rather than the general public, the individual benefiting
from the service should pay the cost. The charge is limited to the cost required to provide the service. The
City evaluates costs annually and recommends appropriate levels to the City Council.
Cities have turned to user fees as the principal means of recovering costs for clearly identified services. The
City's increase is mainly the result of improving revenue collection capabilities.
INTERFUND CHARGES
Interfund Charges are the charges made by General Fund staff working in support of Non-general Fund
activities. The charges are based on total employee costs assessed against an estimate of hours to be
spent on individual fund operations. The charges are assessed quarterly and reconciled at year-end to the
actual costs.
Prior to 1990, the General Fund did not recover costs for providing staff support to other funds. The cost
centering program has generated over $20 million in recovered General Fund costs since starting the
program in 1990. General Fund staffing charges are now $2.8 million and should remain reasonably stable if
the city's costs remain stable.
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2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
BUDGET POLICY
An operating budget, including proposed revenue expenditure levels for all City funds, is presented and
adopted annually by the City Council. Operating expenditures shall not exceed operating revenues and
available resources in the proposed or adopted budget.
The adopted budget serves as the annual financial plan for the City. This financial plan sets the annual
allocation of available resources based on the goals, objectives, and the level of services as determined by
the Council. The adopted budget is prepared on a basis consistent with generally accepted accounting
principles (GAAP).
FINANCIAL STRUCTURE
The financial structure for the City consists of funds, departments, programs, objects, and project numbers.
There are ten fund and account groups which include the General Fund, Special Revenue Funds, Debt
Service Funds, Capital Projects Funds, Enterprise Funds, Internal Service Funds, Trust and Agency
Accounts, Fixed Asset Accounts, General Long Term Debt and Treasurers Accounts. Within each fund
group are funds and programs which are described in more detail in the budget detail. The following is a
description of the City's major funds and the activities included within the funds. The Trust and Agency,
Fixed Asset, and Treasurers Accounts are not subject to budgetary appropriation.
GENERAL FUND REVENUE
The General Fund is the major operating fund of the City. Major revenue sources include: property taxes,
sales taxes, utility users tax, intergovernmental revenue, business licenses, service charges, and interfund
charges. Police services are the largest expenditure of this fund. The other activities included in this fund
are City Council, City Attorney, City Manager, City Clerk, Administrative Services, Finance, Public Works and
Community Services.
SPECIAL REVENUE FUNDS
Special revenue funds are used to account for specific revenues that are legally restricted to expenditure for
particular purposes.
The Park Dedication Fund accounts for payments assessed against new residential developments to support
community parks. Amounts are required to be used for acquisition and improvement of City parks.
The Special Gas Tax and Street Improvements Funds account for revenues and expenditures apportioned
under the Streets and Highways Code of the State of California, Measure M sales taxes, and various grants
programs available for street-related expenditures. Expenditures may be made for any street-related
purpose in the City's system of streets, including maintenance thereof.
The Traffic Impact Fee Fund accounts for fees paid by developers for future traffic mitigation projects.
The Municipal Lighting Fund accounts for the City's share of property taxes collected under the Municipal
Lighting District Act of 1919. Property taxes are collected by the County and paid to the City for operating
and maintaining the municipal lighting district.
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The Community Promotion Fund accounts for assets generated by the sale of the City's cable franchise.
Interest earnings and the proceeds of the sale are used to fund various cable television broadcast costs and
community promotion activities.
The Housing and Community Development Fund accounts for Federal Grants received from the Department
of Housing and Urban Development ("HUD"). The grants are to be used for the development of a viable
community by providing decent housing, a suitable living environment, and expanding economic
opportunities, principally for persons of low and moderate income.
The Special Police Services Fund accounts for the regional and local narcotics suppression program,
Federal Grants related to crime prevention, the Westminster Mall police patrol, County Stolen Vehicle Task
Force and Orange County Meth Lab.
The Community Services Fund is a self-sustaining fund that accounts for special recreation classes provided
to the public.
Youth Employment accounts for the Joint Powers Training Administration (JPTA) money received from the
County to employee low-income youth.
The General Environment/Emergency Fund accounts for State AB2766 funding for the City's Clean
Air/Rideshare program. These funds can only be used to fight air pollution.
The Community Development Fund is a self-sustaining fund that accounts for building, planning, business
license related services, and the State funded used oil recycling grant.
DEBT SERVICE FUNDS
The debt service fund is used to account for the accumulation of resources and payment of principal and
interest from governmental resources when the government is obligated in some manner for the payment.
The City charges debt costs to the responsible operating account.
CAPITAL PROJECTS FUNDS
Capital project funds are used to account for the acquisition and construction of major capital facilities other
than those financed by proprietary funds and trust funds.
The Capital Improvements Fund accounts for City Projects funded by various sources.
The Redevelopment Projects Fund accounts for the proceeds of notes and advances, and the expenditures
of such funds for improvement, reconstruction and redevelopment projects within the specified boundaries of
the
Tustin Redevelopment Agency, as well as the administrative expenditures occurred in sustaining Agency
activities.
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2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
ENTERPRISE FUNDS
Enterprise funds are used to account for operations that are financed and operated in a manner similar to
private business enterprises where the intent of the government is that the costs of providing goods or
services to the general public on a continuing basis be financed or recovered primarily through user charges,
or where the government's council has decided that periodic determination of net income is appropriate for
accountability purposes.
The Water Utility Fund accounts for the construction and maintenance of the water system, production and
supply of water, and maintenance of water meters, as well as customer service, meter reading, billing and
collection of receivables.
INTERNAL SERVICE FUNDS
Internal service funds account for the financing of goods or services provided by one department or agency
to other departments or agencies of the government and to other government units on a cost reimbursement
basis.
The Liability Administration Fund accounts for the administration of the City's liability insurance and payment
of any related claims.
The Employee Benefit Funds finance the City's retirement, group medical, vision, dental, unemployment and
employee life insurance.
The Worker's Compensation Fund accounts for the City's worker's compensation insurance, claims, and
related legal costs.
The Motor Pool/Equipment Fund accounts for maintenance and replacement of City owned vehicles and
equipment.
TRUST AND AGENCY FUNDS
Trust funds are used to account for assets held by the government in a trustee capacity. Agency funds are
used to account for assets held by the government as an agent for individuals, private organizations, other
governments and other funds.
REVENUE PROJECTIONS
Revenue sources are the resource to be allocated in the budget process. As such, analyses of the existing
revenue resource are critically important to both the quality of life, as well as the safety of the community.
The development and maintenance of diversified and reliable revenue streams will be the primary revenue
policy of the City. The City should focus its efforts to optimize existing revenue sources and developing
potential new revenue sources.
A revenue forecast for the upcoming budget year and the four subsequent years will be presented annually.
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2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
Revenue projections for budget and future estimates should be estimated conservatively using information
provided by State and other governmental agencies, trending of historical information, and other relevant
information.
Sources of revenues will be evaluated regularly to determine their applicability and relevance to City
operations. To the extent possible, revenues shall be associated to operating programs, and where not so
associated, designated to public safety.
Fees and charges for services will be evaluated and, if necessary, adjusted regularly. The City's objective in
setting fees and charges for services is to achieve an appropriate level of cost recovery for services that are
not provided to, or do not benefit, the community as a whole.
Interfund Charges-Interfund charges will be assessed for work done in one operating fund for another
operating fund. Charges should be fully burdened, including salaries, benefits, and a percentage of fixed
asset charges, and recovered to the originating fund as an interfund revenue source.
General Administrative and Overhead Charges should be assessed against all funds receiving general
administrative, safety, and maintenance services from the City. Administrative and overhead charges should
be assessed against all supported funds at a rate of 100/0 of budgeted expenditures. Charges should be
assessed monthly based on actually expenditure history and transferred to the general fund as interfund
revenue.
EXPENDITURE ApPROPRIATIONS
Expenditures are the result of revenue, or resource allocation, and should result in providing important public
services. As such, expenditures should always be undertaken in a manner consistent with cost effective
public management resulting in a responsible public practice. The following are basic expenditure
guidelines.
Expenditures should be forecasted for the upcoming budget year and the four subsequent years.
Expenditures will be estimated conservatively using information provided by State and other governmental
agencies, trending of historical information, and other relevant information.
A good internal accounting and financial control structure shall be maintained assuring that only properly
authorized expenditures are made during the budget year.
The level of expenditure control will be at the fund level. No fund may exceed appropriations without specific
City Council authorization. All appropriations, except capital project or grant funded programs, lapse at the
end of the fiscal year to the extent hat they have not been expended or encumbered.
Obligations of the City are recognized when incurred. Encumbrances are used for outstanding
commitments. Encumbrances outstanding at year-end will be carried over to the next fiscal year and are
automatically reappropriated for inclusion in the next fiscal years budget.
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2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
Budget Levels-In order to assure that departments do not receive an over allocation of resources, annual
budget should be set in accordance with well developed performance measures. Department performance
measures should detail operating costs, including:
. Basic services of each department;
. Cost per unit of services provided;
. Actual units of each service provided; and
. Specialized services or materials required to perform services.
These operating performance measures are part of the budget process. Budget increases must be tied to
improved service levels.
Exceeding Adopted Budgets-Departments should not exceed their annual appropriation. Departments that
do exceed adopted budgets shall prepare a report indicating (1) Reason for exceeding budget, (2)
Alternatives considered before overspending budget, and (3) Plan for reducing expenditures to authorized
allocation levels, if an increase or reallocation of resources is not approved.
Consultant Use-Prudent use of professional consulting services can provide a valuable cost effective
supplement to responsible financial and operational management. Determining the cost effectiveness and
necessity of consulting services is the responsibility of the proposing department. In proposing use of
consulting services, a proposal should include appropriate justification, including:
The service provided is legally required to be provided by an independent party.
The project is one-time in nature and would not proceed without supplementing existing staff.
The project requires a specific type of expertise unavailable on City staff.
Consulting services should not be considered a substitute for appropriate staffing levels or a means of
circumventing authorized staffing levels.
Contracting Services-To the extent practical, City services should be competitively priced and cost
effective.
Competitiveness of the City services should be clearly demonstrated. Such demonstration may include
comparison to similar services privately run, basic cost per unit, or comparison to other available and
reasonable measures.
When considering private contract services, the following should be considered:
(1) level of service; (2) quality of service; (3) service guarantees; and (4) retention, transfer of existing
employees.
Whenever contracting services are being considered, City employees may submit proposals to conduct
service.
Any contract service displacing City employees should clearly state that displaced City employees must be
offered an opportunity to join the private company.
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2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PERS
The City of Tustin contributes to the California Public Employees Retirement System (PERS), an agent
multiple-employer public employee defined benefit pension plan. PERS provides retirement and disability
benefits, annual cost-of-living adjustments, and death benefits to plan members and beneficiaries. PERS
acts as a common investment and administrative agent for participating public entities within the State of
California.
Participants are required to contribute 70/0 (90/0 for safety employees) of their annual covered salary. The
City makes the contribution required of City employees on their behalf and for their account. The City is
required to contribute the remaining amount necessary to fund the benefits for its members, using the
actuarial losses recommended by the PERS actuaries and actuarial consultants and adopted by the Board of
Administration.
DEFERRED COMPENSATION
The City offers its employees deferred compensation plans created in accordance with Internal Revenue
Code Section 457. The City has two plans; one is available to all City employees and the other for certain
named employees that permitted them to defer a portion of their salary until future years. The deferred
compensation is not available to employees until termination, retirement, death, or unforeseeable
emergency.
In fiscal year 1998-99, the plans were amended so that the assets of the plans are now held in trust for the
exclusive benefit of the participants and their beneficiaries and no longer subject to the claims of the City's
general creditors. The plan assets that are administered by an outside party in accordance with
Governmental Accounting Standards Board Statement No. 32, Accounting and Financial Reporting for
Internal Revenue Code Section 457 Deferred Compensation Plans, have been removed from the financial
statements of the City. The assets for the plan for which the City performs the investment function and
administration are recorded in the Expendable Trust Fund.
SELF-INSURANCE PROGRAM/RISK POOL
The City maintains self-insurance programs for workers' compensation, general public liability, and auto
liability. Claims are processed by an outside insurance service that administers the programs.
The general and auto liability and workers' compensation program provides for self-insurance up to a
maximum of $20,000 and $275,000, per incident, respectively. General liability claims that exceed the limit
are insured through Orange County Cities Risk Management Authority (OCCRMA) up to a maximum per
incident of $10,000,000 and $20,000,000 annual aggregate. Workers' compensation claims that exceed the
limit are insured by OCCRMA up to the California statutory limits for workers' compensation.
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2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
CLASSIFICATION AND COMPENSATION PLAN
PERSONNEL BUDGETING
FY 04-05 FY 05-06 MONTHLY SALARY FLSA
CURRENT NET PROPOSED RANGE REPRESENTATION EXEMPT
BUDGET CHANGE BUDGET As of June 30, 2005 UNIT NON/EXEMPT
Accounting Specialist (inc. 1 part-time) 3.5 0.0 3.5 $2,902 - $3,544 TMEA N
Accounting Supervisor 1.0 (1.0) 0.0 $4,782- $5,839 SUP E
Administrative Services Manager 1.0 0.0 1.0 $5,810 - $7,095 MGMT E
Administrative Secretary 8.0 0.0 8.0 $3,388 - $4,137 TMEA N
Assistant City Manager 1.0 0.0 1.0 $1 0, 114 - $1 2,351 EMGMT E
Assistant Director, Community Development 1.0 0.0 1.0 $7,403 - $9,039 MGMT E
Assistant Director, Finance 1.0 0.0 1.0 $5,753 - $7,024 MGMT E
Assistant Engineer 2.0 0.0 2.0 $4,940 - $6,032 TMEA N
Associate Engineer 2.0 1.0 3.0 $5,611 - $6,851 TMEA N
Associate Planner 4.0 1.0 5.0 $4,549 - $5,555 TMEA N
Building Inspector 3.0 0.0 3.0 $4,200 - $5,128 TMEA N
Building Official 1.0 0.0 1.0 $7,256 - $8,861 MGMT E
Building Technician 2.0 0.0 2.0 $3,128 - $3,819 TMEA N
Business License Technician 1.0 0.0 1.0 $3,215 - $3,926 TMEA N
Chief Deputy City Clerk 1.0 0.0 1.0 $6,062 - $7,403 MGMT E
City Manager 1.0 0.0 1.0 $15,876 N/A E
Clerk Typist 0.0 0.0 0.0 $2,639 - $3,223 TMEA N
Code Enforcement Officer 3.0 0.0 3.0 $4,035 - $4,927 TMEA N
Communications Officer I 2.0 0.0 2.0 $3624 - $4,426 TPSSA N
Communications Officer II 5.0 1.0 6.0 $3,810- $4,652 TPSSA N
Communications Officer III 5.0 (1.0) 4.0 $4,005 - $4,891 TPSSA N
Community Services Assistant 2.0 0.0 2.0 $3,215 - $3,926 TMEA N
Contract Coordinator 1.0 0.0 1.0 $4,274 - $5,219 SUP N
Custodian (inc. 2 part-time) 5.0 0.0 5.0 $2,909 - $3,553 TMEA N
Director Public Works/City Engineer 1.0 0.0 1.0 $9,526 - $11,632 EMGMT E
Director, Community Development 1.0 0.0 1.0 $8,883 - $10,847 EMGMT E
Director, Finance 1.0 0.0 1.0 $8,861 - $10,820 EMGMT E
Director, Human Resources 1.0 0.0 1.0 $8,059 - $9,840 EMGMT E
Director, Parks & Recreation 1.0 0.0 1.0 $8,304 - $10,140 EMGMT E
Engineering Aide 1.0 0.0 1.0 $3,848 - $4,699 TMEA N
Engineering Services Manager 1.0 0.0 1.0 $7,440 - $9,085 MGMT E
Equipment Mechanic 3.0 0.0 3.0 $3,606 - $4,404 TMEA N
Equipment Operator 3.0 0.0 3.0 $3,456 - $4,221 TMEA N
Executive Coordinator 1.0 0.0 1.0 $4,221 - $5,154 CONF N
Executive Secretary 1.0 0.0 1.0 $3,679 - $4,493 CONF N
Field Services Manager 1.0 0.0 1.0 $6,421 - $7,840 MGMT E
Human Resources Analyst 2.0 0.0 2.0 $4,572 - $5,583 CONF N
Human Resources Assistant 1.0 0.0 1.0 $3,615 - $4,415 CONF N
Information Technology Specialist (inc. 1 part time) 2.5 1.0 3.5 $4,306 - $5,258 TMEA N
Maintenance Leadworker 5.0 0.0 5.0 $3,772 - $4,606 TMEA N
Maintenance Supervisor 3.0 0.0 3.0 $4,526 - $5,527 MGMT E
Maintenance Worker 2.0 0.0 2.0 $2,961 - $3,615 TMEA N
Management Analyst 1.0 (1.0) 0.0 $4,106 - $5,014 TMEA N
Mechanic's Helper 0.0 0.0 0.0 $3,013 - $3,679 TMEA N
Office Support Specialist 7.0 (1.0) 6.0 $3,215 - $3,926 TMEA N
Payroll Specialist 1.0 0.0 1.0 $3,313 - $4,045 TMEA N
Plan Checker/ Senior Building Inspector 1.0 1.0 2.0 $4,940 - $6,032 TMEA N
Plan Checker 1.0 0.0 1.0 $4,940 - $6,032 TMEA N
Police Captain 2.0 0.0 2.0 $8,492 - $10,370 MGMT E
Police Chief 1.0 0.0 1.0 $1 0, 114 - $1 2,351 EMGMT E
Police Communications Supervisor 1.0 0.0 1.0 $4,699 - $5,738 SUP N
Police Lieutenant 5.0 0.0 5.0 $7,403 - $9,039 TPMA E
Police Officer 72.0 0.0 72.0 $4,676 - $5,710 TPOA N
Police Records Supervisior 1.0 0.0 1.0 $4,210 - $5,141 SUP N
Police Recruit 0.0 0.0 0.0 $3,41 3 TPOA N
Police Sergeant 14.0 0.0 14.0 $6,325 - $7,724 TPMA N
Police Services Officer I 8.0 (5.0) 3.0 $3,354 - $4,096 TPSSA N
Police Services Officer II 2.0 3.0 5.0 $3,535 - $4,317 TPSSA N
Police Services Officer III 3.0 2.0 5.0 $3,810- $4,652 TPSSA N
Police Support Services Administrator 1.0 0.0 1.0 $6,421 - $7,840 MGMT N
Police Support Services Manager 1.0 0.0 1.0 $5,445 - $6,649 MGMT N
Police Support Specialist 10.0 1.0 11.0 $2,888 - $3,526 TPSSA N
Police Support Specialist (Y) 2.0 (2.0) 0.0 $3,405 TPSSA N
Police Support Specialist - Lead 0.0 2.0 2.0 TBD TPSSA N
Principal Engineer 2.0 0.0 2.0 $6,632 - $8,099 MGMT E
(continued on next page)
PAGE 40
CITY OF TUSTIN
8
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
FY 04-05 FY 05-06 MONTHLY SALARY FLSA
CURRENT NET PROPOSED RANGE REPRESENTATION EXEMPT
BUDGET CHANGE BUDGET As of June 30, 2005 UNIT NON/EXEMPT
Principal Human Resources Analyst 0.0 1.0 1.0 $6,154 - $7,514 MGMT E
Principal Planner 0.0 0.0 0.0 $6,485 - $ 7,919 MGMT E
Property & Evidence Leadworker 1.0 (1.0) 0.0 $3,707 - $4,526 TPSSA N
Property & Evidence Supervisor 1.0 0.0 1.0 $3,955 - $4,830 SUP N
Property & Evidence Technician 2.0 0.0 2.0 $3,288 - $4,015 TPSSA N
Public Works Inspector 2.0 0.0 2.0 $4,221 - $5,154 TMEA N
Receptionist 0.5 (0.5) 0.0 $1,582 - $1,932 TMEA N
Recreation Coordinator 4.0 0.0 4.0 $3,772 - $4,606 SUP N
Recreation Program Assistant (2 part time) 1.0 (1.0) 0.0 $2,061 - $2,517 TMEA N
Recreation Superintendent 1.0 0.0 1.0 $5,854 - $7,148 MGMT E
Recreation Supervisor 2.0 0.0 2.0 $4,481 - $5,472 MGMT E
Redevelopment Program Manager 3.0 0.0 3.0 $6,868 - $8,387 MGMT E
Reproduction Operator 1.0 0.0 1.0 $3,020 - $3,688 TMEA N
Senior Accounting Specialist (inc. 2 part time) 2.0 0.5 2.5 $3,535 - $4,317 TMEA N
Senior Center Van Driver 0.5 0.0 0.5 $2,467 - $3,013 TMEA N
Senior Human Resources Analyst 1.0 (1.0) 0.0 $5,297 - $6,469 MGMT E
Senior Information Technology Specialist 1.0 0.0 1.0 $4,989 - $6,093 MGMT E
Senior Maintenance Worker 14.0 0.0 14.0 $3,255 - $3,975 TMEA N
Senior Management Analyst Finance 1.0 0.0 1.0 $4,782 - $5,839 CONF N
Senior Planner 2.0 0.0 2.0 $6,138 - $7,496 MGMT E
Senior Project Manager 1.0 0.0 1.0 $6,749 - $8,242 MGMT E
Senior Public Works Inspector 1.0 0.0 1.0 $4,854 - $5,927 MGMT E
Senior Redevelopment Project Manager 0.0 1.0 1.0 $6,749 - $8,242 MGMT E
Sports Program Specialist 1.0 0.0 1.0 $2,895 - $3,535 TMEA N
Water Equipment Operator 2.0 0.0 2.0 $3,526 - $4,306 TMEA N
Water Maintenance Worker I 4.0 0.0 4.0 $2,961 - $3,615 TMEA N
Water Maintenance Worker II 3.0 0.0 3.0 $3,422 - $4,179 TMEA N
Water Maintenance Leadworker 1.0 0.0 1.0 $3,810- $4,652 TMEA N
Water Maintenance Supervisor 1.0 0.0 1.0 $4,758 - $5,810 MGMT E
Water Services Manager 1.0 0.0 1.0 $7,762 - $9,479 MGMT E
Water Treatment Operator I 0.0 0.0 0.0 $3,697 - $4,515 TMEA N
Water Treatment Operator II 3.0 0.0 3.0 $3,887 - $4,746 TMEA N
Water Treatment Supervisor 1.0 0.0 1.0 $5,681 - $6,937 MGMT E
Total Full-Time Regular Allocated Positions 59.0 (1.0) 58.0
At-will Unallocated Classifications*
Administrative Intern $11.37/hr.
Clerk Typist $15.22 - $18.59/hr.
Community Services/Recreation Leader $8.46 - $11 .39/hr.
Community Services/Recreation Leader B $9.52 - $12.81 /hr.
Maintenance Aide $9.17 - $11.20/hr.
On Call Communications Officer II $21.98 - $26.84/hr.
Planning Technician $16.87 - $20.60/hr.
Police Aide $13.98 - $17 .08/hr.
Police Reserve Officer Level I $20.44/hr.
Police Reserve Officer Level II $15.30/hr.
Police Reserve Officer Level III $13.27/hr.
Property & Evidence Technician $18.97 - $23.16/hr.
Receptionist $9.12 - $11.14/hr.
Recreation Aide $7.21 - $8.81/hr.
Recreation Program Assistant $11.89 - $14.52/hr
KEY
CONF - CONFIDENTIAL
E - EXEMPT
EMGMT - EXECUTIVE MANAGEMENT
MGMT - MANAGEMENT
SUP - SUPERVISORY
TMEA - TUSTIN MUNICIPAL EMPLOYEES ASSOCIATION
TPMA - TUSTIN POLICE MANAGEMENT ASSOCIATION
TPOA - TUSTIN POLICE OFFICER'S ASSOCIATION
TPSSA - TUSTIN POLICE SUPPORT SERVICES ASSOCIATION
* Part-time temporary and intermitent employees - requires PERS membership if employment exceeds 1,000 hours in a fiscal year
Note: This Plan incorporates adjustments/changes made throughout fy 04/05 and includes existing/ anticipated staffing for fy 05/06
PAGE 41
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LEGISLA TION
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
LEGISLATION POSITION CONTROL REPORT
04-05 04-05 04-05 05-06 05-06
CURR YTD V ACAN- ADOPTED NEW
POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET REQ
City Clerk
Chief Deputy City Clerk 01-102 1.0 1.0 1.0
Administrative Secretary 01-102 1.0 1.0 1.0
Office Support Specialist 01-102 2.0 1.0 (1.0) 1.0 (1.0)
Reproduction Operator 01-102 1.0 1.0 1.0
5.0 4.0 (1.0) 4.0 (1.0)
LEGISLA TION TOTAL 5.0 4.0 (1.0) 4.0 (1.0)
PAGE 44
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
LEGISLA TION EXPENDITURE SUMMARY
Expenditure Summary 02/03 03/04 04/05 04/05 05/06
(By Fund) Actual Actual Cur Bud Projection Requested
Legislation
City Council
Personnel $ 108,873 $ 113,528 $ 143,362 $ 143,362 $ 148,599
Operations $ 33,730 $ 40,993 $ 40,500 $ 40,500 $ 41,300
Capital $ - $ $ - $ $
01-101 $ 142,603 $ 154,521 $ 183,862 $ 183,862 $ 189,899
City Clerk
Personnel $ 266,173 $ 267,571 $ 327,397 $ 327,397 $ 285,785
Operations $ 114,346 $ 53,707 $ 76,900 $ 65,673 $ 79,900
Capital $ 21,180 $ 5,531 $ - $ $ 8,000
01-102 $ 401,700 $ 326,809 $ 404,297 $ 393,070 $ 373,685
City Attorney
Personnel $ - $ $ - $ $
Operations $ 374,156 $ 451,530 $ 305,500 $ 301,250 $ 300,500
Capital $ - $ $ - $ $
01-103 $ 374,156 $ 451,530 $ 305,500 $ 301,250 $ 300,500
01 Legislation
Personnel $ 375,046 $ 381,099 $ 470,759 $ 470,759 $ 434,384
Operations $ 522,232 $ 546,230 $ 422,900 $ 407,423 $ 421,700
Capital $ 21,180 $ 5,531 $ - $ $ 8,000
01 Legislation Total $ 918,459 $ 932,860 $ 893,659 $ 878, 182 $ 864,084
PAGE 45
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
CITY COUNCIL
DESCRIPTION:
The City Council provides policy direction with regard to City services. Through its review and approval of the
City's annual operating and capital improvement budgets, the City Council determines the types and levels of
City services. The City Council authorizes changes in the Municipal Code through adoption of ordinances.
Policy direction is given by the City Council to the Planning Commission, the Parks and Recreation
Commission and the Audit Committee. The City Council also serves as the Board of Directors of the Tustin
Community Redevelopment Agency. The Board of Directors is responsible for overseeing implementation of
the Town Center, South Central and Tustin Legacy Project Area Plans.
PAGE 46
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
CITY CLERK
DESCRIPTION:
The City Clerk's Office facilitates the legislative policy-making process; records and validates the
proceedings of the City Council, and provides for timely and thorough access to public records. It
administers the activities pertaining to City Council legislation, processes Council-approved agenda items,
manages public records, and disseminates information concerning Council actions both to City staff and the
public.
TASKS:
1. Publish legal notices;
2. Assemble and print City Council agendas;
3. Record minutes;
4. Maintain the repository for contracts/agreements, deeds, resolutions, ordinances, and other City
documents; Tustin City Code (TCC), City flags, and vehicle registration documents;
5. Process of claims, subpoenas, summons and public records requests;
6. Prepare proclamations and certificates of recognition;
7. Oversee Citywide records retention program;
8. Provide Citywide switchboard operator services;
9. Provide Citywide mail delivery and duplication services;
10. Maintain subscription and distribution of City Council and Planning Commission agendas and
minutes; and
11. Manage the electronic document imaging system (Laserfiche).
FY 2005-06 GOALS:
1. Automate switchboard operator services;
2. Replace and upgrade the City's postage meter machine;
3. Work with Community Development and Public Works Departments in scanning vital departmental
records;
4. Develop and implement new Notice of Destruction of Records procedure and form;
5. Review the City's Records Management program and determine if records retention schedules and
maintenance guidelines are appropriate; examine alternative storage solutions for departmental
records;
6. Manage the Web Development Team to regularly update and maintain City's website;
7. Train other City departments on the retrieval of legislative information (e.g., agreements, resolutions,
ordinances, Council action history) via the Intranet/Internet; and
8. Review Tustin City Code (TCC); and update as needed.
PAGE 47
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
CITY ATTORNEY
DESCRIPTION:
The City Attorney's office provides legal advice and services pertaining to City affairs to the City Council, City
Manager and other City officials.
TASKS:
1. Attend City Council, Redevelopment Agency and Planning Commission and Audit Committee
meetings for the purpose of providing legal advice;
2. Review and prepare ordinances, resolutions, franchises, agreements, contracts and other
documents;
3. Provide legal advice to City departments;
4. Represent the City in court proceedings; and
5. Review and monitor general liability claims processed by the City's claims administrator.
PAGE 48
ADMINISTRA TION
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
ADMINISTRATION ORGANIZATIONAL CHART
CITY OF TUSTIN ADMINISTRATION ORGANIZATION
CITY MANAGER
EXECUTIVE DIRECTOR
TO THE REDEVELOPMENT
AGENCY
CONTRACT SERVICES
ASSISTANT CITY MANAGER
Executive
Coorordinator
I
i Department Clerk
I Chief Deputy City Clerk I
Community Development
Director
Police Chief
Finance Director
Human Resources
Director
f~-
Parks and Recreation
Director
e
[Information Technology
Manager
Public Works Directorl
City Engineer
PAGE 50
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
ADMINISTRA TION POSITION CONTROL REPORT
04-05 04-05 04-05 05-06 05-06
CURR YTD VACAN- ADOPTED NEW
POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET REQ
City Manaaer's Office
City Manager 01-201 1.0 1.0 1.0
Assistant City Manager 01-201 1.0 1.0 1.0
Executive Coordinator 01-201 1.0 1.0 1.0
Administrative Secretary 01-201 1.0 (1.0) 1.0
4.0 3.0 (1.0) 4.0
Finance
Director, Finance 01-202 1.0 1.0 1.0
Asst. Director, Finance 01-202 1.0 1.0 1.0
Accounting Supervisor 01-202 1.0 (1.0) (1.0)
Senior Management Analyst - Finance 01-202 1.0 1.0 1.0
Administrative Secretary 01-202 1.0 1.0 1.0
Payroll Specialist 01-202 1.0 1.0 1.0
Accounting Specialist - Finance 01-202 1.5 1.5 1.5
Senior Accounting Specialist I Part Time 01-202 0.5 0.5
Senior Accounting Specialist I Part Time 01-202 0.5 0.5 0.5
Senior Accounting Specialist I Part Time 01-202 0.5 0.5 0.5
8.5 7.5 (1.0) 8.0 (0.5)
Human Resources
Director, Human Resources 01-203 1.0 1.0 1.0
Senior Human Resources Analyst 01-203 1.0 1.0 (1.0)
Principal Human Resources Analyst 01-203 1.0 1.0
Human Resources Analyst 01-203 2.0 1.0 (1.0) 2.0
Human Resources Assistant 01-203 1.0 1.0 1.0
Office Support Specialist HR 01-203 1.0 1.0 1.0
6.0 5.0 (1.0) 6.0
Information Technoloav
Senior IT Specialist 01-204 1.0 1.0 1.0
IT Specialist 01-204 2.0 2.0 3.0 1.0
IT Specialist I Part Time 01-204 0.5 0.5 0.5
3.5 3.5 4.5 1.0
ADMINISTRATION TOTAL 22.0 19.0 (3.0) 22.5 0.5
PAGE 51
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
ADMINISTRATION EXPENDITURE SUMMARY
Expenditure Summary 02/03 03/04 04/05 04/05 05/06
(By Fund) Actual Actual Cur Bud Projection Requested
Ad min istratio n
City Manager
Personnel $ 430,789 $ 321,474 $ 539,079 $ 476,185 $ 582,891
Operations $ 24,030 $ 23,290 $ 30, 159 $ 23,967 $ 31,785
Capital $ 252 $ 1,499 $ 8,400 $ 10,937 $ 1,350
01-201 $ 455,071 $ 346,264 $ 577,638 $ 511,089 $ 616,026
Finance
Personnel $ 656,563 $ 627,827 $ 708,110 $ 609,461 $ 693,739
Operations $ 161,778 $ 77,839 $ 85,000 $ 96,908 $ 107,100
Capital $ - $ $ 500 $ 500 $
01-202 $ 818,34 1 $ 705,667 $ 793,610 $ 706,869 $ 800,839
Human Resources
Personnel $ 348,162 $ 390,099 $ 419,446 $ 419,446 $ 463,933
Operations $ 126,158 $ 110,372 $ 175,900 $ 155,000 $ 172,200
Capital $ - $ 1,021 $ - $ $
01-203 $ 474,320 $ 501,492 $ 595,346 $ 574,446 $ 636,133
Information Technology
Personnel $ 408,414 $ 334,104 $ 285,259 $ 285,259 $ 415,414
Operations $ 96,867 $ 162,638 $ 194,750 $ 191,250 $ 222,400
Capital $ 156,900 $ 187,271 $ 187,150 $ 198,227 $ 245,000
01-204 $ 662, 182 $ 684,012 $ 667,159 $ 674,736 $ 882,814
01 Ad min istratio n
Personnel $ 1,843,928 $ 1,673,504 $ 1,951,894 $ 1,790,351 $ 2,155,977
Operations $ 408,833 $ 374,139 $ 485,809 $ 467,125 $ 533,485
Capital $ 157, 152 $ 189,791 $ 196,050 $ 209,664 $ 246,350
01 Ad min istratio n Total $ 2,409,913 $ 2,237,434 $ 2,633,753 $ 2,467,140 $ 2,935,812
PAGE 52
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
CITY MANAGER
DESCRIPTION:
Under policy direction of the City Council, the City Manager's Office is responsible for planning, organizing
and evaluating City services and providing management direction to all City departments through the
department directors. It also ensures that the types and levels of City services are consistent with City
Council policy and the adopted budget.
TASKS:
1. Keep the City Council constantly apprised as to the status of City programs and activities;
2. Respond to, and resolve, citizen complaints concerning City services;
3. Serve as Executive Director of the Tustin Community Redevelopment Agency. Provide management
oversight of redevelopment projects, which include economic development and housing programs;
4. Provide staff support, when required, to members of the City Council serving on regional agencies;
5. Serve on special regional committees as needed such as the Orange County Fire Authority
Technical Advisory Committee, Orange County Library Task Force, and 800 MHz Communications
System Governance Committee;
6. Submit to the City Council the proposed 2006-07 operating and seven-year capital improvement
budgets;
7. Provide oversight of real estate transactions at Tustin Legacy; and
8. Provide oversight of the Tustin Library project.
PAGE 53
CITY OF TUSTIN
8
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
FINANCE
DESCRIPTION:
The Finance Division provides financial services and accounting support for the City, the Redevelopment
Agency, the Water Utility and the City's Special Assessment Districts. It is responsible for recording the
financial activities of the City in accordance with generally accepted accounting principles and standards of
the National Committee on Governmental Accounting and Auditing.
TASKS:
9. Deposit and record all revenues of the City;
10. Assist the City Treasurer in management of the City's investment program;
11. Provide management support for Water Utility billing;
12. Prepare quarterly financial reports;
13. Complete Annual Report of Operations for the State Controller, State Street Report and other reports
as required;
14. Monitor the City's Fixed Asset Accounting System;
15. Administer the payroll, accounts receivable and accounts payable functions;
16. Administer the City's self-insured Workers' Compensation and general liability risk management
programs;
17. Prepare the annual Operating and Capital Improvement Budget;
18. Represent the City as Treasurer of the Orange County Cities Risk Management Authority; and
19. Represent the City and provide information for various City, County, State and federal audits.
FY2005-06 GOALS:
1. Begin analysis of new GASB standards;
2. Improve the efficiency and effectiveness of data processing within the department.
PAGE 54
CITY OF TUSTIN
8
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
HUMAN RESOURCES
DESCRIPTION:
Human Resources is responsible for the administration of the City's personnel, employee relations and labor
relations functions and provides staff support to the City Manager's Office. Human Resources strives to
attract, hire and maintain the highest quality staff available; coordinates the delivery of employee benefits;
and seeks to ensure compliance with all applicable laws regarding personnel and labor relations matters in a
consistent manner throughout the organization.
TASKS:
1. Review policies, procedures and internal controls and improve where necessary;
2. Monitor and ensure compliance with all state and federal laws;
3. Maintain classification and compensation plans; review and recommend salary levels for all City
classifications;
4. Serve as the City's Chief Labor negotiator, meet and confer with employee organizations regarding
wages, hours, and working conditions; implement and monitor compliance with all agreements;
develop City management positions in negotiations;
5. Monitor employee relations activities: coordinate employee relations committee, monitor compliance
with Personnel Rules and Regulations, and work with departments to resolve employee relations
issues;
6. Recruit and select employees; develop testing materials and procedures; conduct reference checks
and background investigations;
7. Review, update and administer employee benefits programs;
8. Develop and coordinate employee training and staff development programs;
9. Manage Workers' Compensation caseload and coordinate same with third-party administrator;
10. Act as program administrator for the City Safety Program; and
11. Provide management level staff support to City Manager for Human Resources projects and studies.
PAGE 55
CITY OF TUSTIN
8
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
FY 2005-06 GOALS:
1. Continue to improve employee benefit delivery and open enrollment to enable easier employee
access to forms and services especially at remote facilities; work with Information Technology (IT) to
establish computer kiosk access for employees who do not have daily computer access;
2. Continue to enhance the safety program throughout the City;
3. Continue to review policies, procedures, and operations and revise and streamline as necessary;
4. Continue to review and revise classification specifications consistent with the Americans with
Disabilities Act;
5. Continue to establish systems to centralize records/processes to ensure timely service delivery;
6. Continue to improve availability of public information via the City employment web site;
7. Continue to streamline Workers' Compensation reporting and tracking in conjunction with IT
including automated OSHA 300 log reporting;
8. Continue negotiations with employee associations to update personnel rules and regulations;
9. Implement formal training plans and tracking methodology for mandated and optional training and
development; and
10. Develop and implement formal departmental new hire orientation processes and procedures.
PAGE 56
CITY OF TUSTIN
8
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
INFORMATION TECHNOLOGY
DESCRIPTION:
The Information Technology Division provides planning, development, research, strategic planning, and
evaluation of Citywide technology and information system technologies, including data, voice, telephone
systems, radio, and technology capital infrastructures. It provides maintenance of current hardware/software
platforms in use by the City, update support and application training support.
TASKS:
1. Manage annual hardware/software maintenance agreements;
2. Administer annual lease agreements for network equipment and software;
3. Provide for network training;
4. Evaluate the functionality of the out-sourced computer services;
5. Maintain, support and upgrade workstations, servers, and related peripheral equipment on a
Citywide basis; and
6. Develop software solutions to enhance efficiency in day-to-day operations.
FY 2005-06 GOALS:
1. Maintain evaluation, support, upgrading, licensing, and training of mission specific specialty software
throughout all City departments;
2. Continue replacement cycle of workstations with the goal of 250/0 per year;
3. Continue to build staff expertise on mission specific software throughout the City;
4. Build infrastructure for continued development and implementation of Web-enabled access;
5. Complete network configuration to obtain security certification in order to deploy ELETE law
enforcement system;
6. Create and implement web-based timesheet input system;
7. Continue to leverage the existing City software systems thru integration for greater efficiency;
8. Implement web-based functionality of the Finance/Human Resources system in the City for ease of
use; and
9. Increase utilization of digital imaging for document warehousing and retrieval.
PAGE 57
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COMMUNITY
DEVELOPMENT
CITY OF TUSTIN
8
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
COMMUNITY DEVELOPMENT
ORGANIZA TIONAL CHART
DIRECTOR OF
COMMUNITY
DEVELOPMENT
e
CITY OF TUSTIN COMMUNITY DEVELOPMENT DEPARTMENT
PLANNING
COMMISSION
I
ASSISTANT
DIRECTOR
I
L
ADMINISTRA TIVE
SECRETARY
BUILDING OFFICIAL
SENIOR PLANNER
SENIOR PLANNER
PLAN CHECK
CONSUL TANTS
-----J BUSINESS LICENSE
l TECHNICIAN
_[ OFFICE SUPPORT
SPECIALIST
r------1 FIRE MARSHALL
j HEALTH SERVICES I
CODE
ENFORCEMENT
OFFICERS
(3)
----1
ASSOCIATE
PLANNERS
(2)
r------1 PLAN CHECKERS I
(2)
ASSISTANT
PLANNER
BUILDING
INSPECTORS
(3)
PAGE 60
CITY OF TUSTIN
8
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
COMMUNITY DEVELOPMENT
POSITION CONTROL REPORT
04-05 04-05 04-05 05-06 05-06
CURR YTD V ACAN- ADOPTED NEW
POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET REQ
PlanninQ
Director, Community Development 01-301 1.0 1.0 1.0
Assistant Director, Community Development 01-301 1.0 1.0 1.0
Senior Planner 01-301 2.0 1.0 2.0
Associate Planner 01-301 3.0 3.0 4.0 1.0
Business License Technician 01-301 1.0 1.0 1.0
Administrative Secretary 01-301 1.0 1.0 1.0
Office Support Specialist 01-301 1.0 1.0 1.0
10.00 9.00 11.00 1.0
BuildinQ
Building Official 01-302 1.0 (1.0) 1.0
Plan Checkl Sr. Building Insp. 01-302 1.0 1.0 2.0 1.0
Plan Checker 01-302 1.0 1.0 1.0
Building Inspector 01-302 3.0 3.0 3.0
Code Enforcement Officer 01-302 2.0 2.0 2.0
Building Technician 01-302 2.0 2.0 2.0
10.0 9.0 (1.0) 11.0 1.0
CDBG
Associate Planner 26-305 1.0 1.0 1.0
Code Enforcement Officer 26-305 1.0 1.0 1.0
2.00 2.00 2.00
COMMUNITY DEVELOPMENT TOTAL 22.0 20.0 (1.0) 24.0 2.0
PAGE 61
CITY OF TUSTIN
8
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
COMMUNITY DEVELOPMENT
EXPENDITURE SUMMARY
Expenditure Summary 02/03 03/04 04/05 04/05 05/06
(By Fund) Actual Actual Cur Bud Projection Requested
Community Development
Planning
Personnel $ 868,569 $ 828,710 $ 912,069 $ 855, 112 $ 1,086,261
Operations $ 83,027 $ 39,039 $ 239,865 $ 188, 157 $ 158,421
Capital $ - $ 3,073 $ 500 $ 7,000 $ 8,000
01-301 $ 951,596 $ 870,823 $ 1, 152,434 $ 1,050,269 $ 1,252,682
Building
Personnel $ 544,487 $ 655,904 $ 799,619 $ 800,902 $ 1,030,366
Operations $ 78,363 $ 219,361 $ 480,832 $ 378,840 $ 551,514
Capital $ - $ $ 1,000 $ 1,000 $ 1,000
01-302 $ 622,851 $ 875,265 $ 1,281,451 $ 1,180,742 $ 1,582,880
01 Community Development
Personnel $ 1,413,056 $ 1,484,614 $ 1 ,711 ,688 $ 1,656,014 $ 2,116,626
Operations $ 161,391 $ 258,400 $ 720,698 $ 566,997 $ 709,935
Capital $ - $ 3,073 $ 1,500 $ 8,000 $ 9,000
01 Community Development Total $ 1,574,446 $ 1,746,087 $ 2,433,886 $ 2,231,011 $ 2,835,561
PAGE 62
CITY OF TUSTIN
8
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
COMMUNITY DEVELOPMENT-PLANNING DIVISION
DESCRIPTION:
The Planning Division includes current and advance planning/special project functions. The
Current Planning Division reviews proposed development to ensure conformance to City zoning
and development standards, processes discretionary entitlements, performs plan checks,
approves business licenses, and answers planning and business license inquiries. The Advance
Planning/Special Projects Division is responsible for the Community Development Block Grant
(CDBG) activities, business licenses, demographics, regional activities, historic preservation,
General Plan and Code amendments, environmental studies, and special projects. Current and
Advance Planning staff provide support to the City Council, Planning Commission, Cultural
Resources Advisory Committee, and Redevelopment Agency.
TASKS:
1. Assume primary responsibility for planning and development monitoring tasks associated
with the Tustin Legacy project and continue to provide planning assistance to
Redevelopment Agency activities;
2. Provide staff support for the administration of activities associated with the federal
Community Development Block Grant (CDBG) Program including public service and
public facility and improvement projects;
3. Prepare the update to the City's Housing Element as required by State law;
4. Enforce the Business License Code, provide information to new/existing businesses, and
collect revenues from license tax;
5. Provide staff support for completion of major projects which create jobs, attract
investments and increase the City's tax base;
6. Continue the City's current program for monitoring noise from the John Wayne Airport;
7. Monitor planning and development activity in other jurisdictions for impacts on Tustin;
8. Update the City's Land Uses Survey on a biannual basis;
9. Review proposed State/federal legislation for impacts to Tustin and prepare position
papers on pending legislation;
10. Provide staff support and coordination for the Cultural Resources Advisory Committee.
Process Mills Act program contracts and administer the Tustin Historic Register Plaque
Program;
11. Maintain current demographic information and provide updated information to the public.
Work with the Center for Demographic Research, State Department of Finance, and
Southern California Association of Governments on updating demographic projections;
12. Assist the Public Works Department in preparing environmental documents for major
capital improvement projects; and
13. Implement the City's On-line Business License software.
PAGE 63
CITY OF TUSTIN
8
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
FY 2005-06 GOALS:
1. Continue to provide phone and counter support as a one-stop planning and community
development counter to maintain quality of service throughout the City;
2. Continue to provide 21-day review for discretionary applications, 7-14 day turnaround for
first-time plan checks, and 2-10 day review of resubmitted plan checks; and
3. Continue the comprehensive revisions to the City Zoning Code.
PAGE 64
CITY OF TUSTIN
8
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
COMMUNITY DEVELOPMENT-BUILDING DIVISION
DESCRIPTION:
The Building Division provides for the establishment and enforcement of building and zoning
regulations to ensure that new and existing buildings are safe and suitable for its intended uses.
The Division also establishes and enforces standards for private infrastructure improvements.
This includes: receiving and plan checking applications for permits to ensure compliance with
State and City building and grading code requirements and private infrastructure standards;
issuing building, plumbing, electrical, mechanical, grading and sign permits; inspecting
residential, commercial, industrial and private infrastructure construction; certifying structures for
use and occupancy; reviewing and making recommendations for the adoption of uniform codes;
and assisting the public with technical information regarding City and State codes.
TASKS:
1. Provide accurate and timely plan review as follows: 7-14 day turnaround for first-time
plan checks, and 2-10 day review of resubmitted plan checks;
2. Provide next-day service for inspection requests;
3. Provide Code Enforcement City-wide;
4. Provide technical assistance to Planning, Redevelopment Agency, Parks and Recreation,
and Public Works Department with building code issues;
5. Provide technical support for tasks associated with the Tustin Legacy activities;
6. Promote professional certification of the Building Division staff in the various technical
codes; and
7. Update procedures manual, public guide handouts, inspection checklist and plan check
correction lists.
FY 2005-06 GOALS:
1. Continue to utilize a Building Inspectors to perform required storm-water inspections on
construction sites to comply with the new National Pollutant Discharge Elimination
System (NPDES) permit;
2. Continue to utilize a Code Enforcement Officer to inspect the existing Commercial and
Industrial facilities to comply with the new NPDES permit;
3. Continue to utilize Building Technicians to perform 'standard plan' plan checks to
augment the plan check section; and
4. Continue to meet established turnaround times for processing permits.
PAGE 65
This Page Intentionally Left Blank
PUBLIC WORKS
PUBLIC WORKS ORGANIZA TIONAL CHART
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CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PUBLIC WORKS POSITION CONTROL REPORT
04-05 04-05 04-05 05-06 05-06
CURR YTD V ACAN- ADOPTED NEW
POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET REQ
PW Administration
Dir. Pub. Works/City Eng. 01-401 1.0 1.0 1.0
Administrative Services Manager 01-401 1.0 1.0 1.0
Administrative Secretary 01-401 1.0 1.0 1.0
3.0 3.0 3.0
Enqineerinq
Engineering Services Manager 01-402 1.0 1.0 1.0
Senior Project Manager - Transportation 01-402 1.0 1.0 1.0
Senior Public Works Inspector 01-402 1.0 1.0 1.0
Principal Engineer 01-402 1.0 1.0 1.0
Associate Engineer 01-402 2.0 2.0 2.0
Assistant Engineer 01-402 2.0 2.0 2.0
Engineering Aide 01-402 1.0 1.0 1.0
Public Works Inspector 01-402 2.0 2.0 2.0
11.0 11.0 11.0
Streets
Field Services Manager 01-403 0.25 0.25 0.25
Office Support Specialist 01-403 0.25 0.25 0.25
Maintenance Supervisor (Facilities/Streets) 01-403 0.5 0.5 0.5
Maintenance leadworker 01-403 1.0 1.0 1.0
Equipment Operator 01-403 1.0 1.0 1.0
Senior Maintenance Worker 01-403 2.0 2.0 2.0
Maintenance Worker 01-403 1.0 1.0 1.0
6.0 6.0 6.00
landscape
Field Services Manager 01-404 0.25 0.25 0.25
Office Support Specialist 01-404 0.25 0.25 0.25
Contract Coordinator 01-404 1.00 1.00 1.00
Maintenance Supervisor (landscape) 01-404 1.0 1.0 1.0
leadworker Playground Equip/Contr Ad 01-404 1.0 1.0 1.0
Maintenance leadworker 01-404 2.0 2.0 2.0
Senior Maintenance Worker 01-404 11.0 11.0 11.0
Maintenance Worker 01-404 1.0 1.0 1.0
17.5 17.5 17.50
Vehicles
Field Services Manager 01-406 0.25 0.25 0.25
Office Support Specialist 01-406 0.25 0.25 0.25
Maintenance Supervisor (Vehicle) 01-406 1.0 1.0 1.0
Equipment Operator 01-406 2.0 2.0 2.0
Equipment Mechanic 01-406 3.0 3.0 3.0
6.5 6.5 6.50
Facilities
Field Services Manager 01-407 0.25 0.25 0.25
Office Support Specialist 01-407 0.25 0.25 0.25
Maintenance Supervisor (Facilities/Streets) 01-407 0.5 0.5 0.5
Maintenance leadworker 01-407 1.0 1.0 1.0
Senior Maintenance Worker 01-407 1.0 1.0 1.0
3.0 3.0 3.00
PW Emerqencv Services
Office Support Specialist 01-41 0 1.0 1.0 1.0
1.0 1.0 1.0
PUBLIC WORKS TOTAL 48.0 48.0 48.0
PAGE 69
CITY OF TUSTIN
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
o
PUBLIC WORKS EXPENDITURE SUMMARY
Expenditure Summary 02/03 03/04 04/05 04/05 05/06
(By Fund) Actual Actual Cur Bud Projection Requested
Public Works
Administration
Person nel $ 313,380 $ 327,382 $ 345,019 $ 345,017 $ 376,359
Operations $ 122,234 $ 171,014 $ 187,291 $ 152,620 $ 261,150
Capital $ - $ $ - $ $
01-401 $ 435,615 $ 498,396 $ 532,310 $ 497,637 $ 637,509
Engineering
Person nel $ 832,093 $ 897,588 $ 1,057,860 $ 1,062,860 $ 1,163,274
Operations $ 1,439,153 $ 1,217, 185 $ 1,082,975 $ 957,381 $ 1,053,075
Capital $ - $ $ - $ $
01-402 $ 2,271,246 $ 2,114,773 $ 2,140,835 $ 2,020,241 $ 2,216,349
Streets
Person nel $ 451 , 159 $ 365,869 $ 447,810 $ 454,352 $ 483,009
Operations $ 198,139 $ 119,021 $ 126,857 $ 130,157 $ 246,257
Capital $ 7,829 $ 797 $ 2,000 $ 1,913 $ 11,000
01-403 $ 657,127 $ 485,687 $ 576,667 $ 586,422 $ 740,266
Landscape
Person nel $ 959,674 $ 1,001,988 $ 1,194,237 $ 1,110,563 $ 1,287,136
Operations $ 866,093 $ 856,489 $ 923,441 $ 926,868 $ 982,294
Capital $ 71,032 $ 24,097 $ 45,076 $ 45,000 $ 69,900
01-404 $ 1,896,798 $ 1,882,575 $ 2,162,754 $ 2,082,431 $ 2,339,330
Vehicles
Person nel $ 354,568 $ 438,360 $ 461 ,492 $ 421,692 $ 509,691
Operations $ 272,916 $ 353,451 $ 366,619 $ 412,493 $ 457,764
Capital $ 4,497 $ $ - $ $ 5,200
01-406 $ 631 ,980 $ 791,811 $ 828, 111 $ 834,185 $ 972,655
Facilities
Person nel $ 197,645 $ 214,271 $ 224,170 $ 224,170 $ 247,481
Operations $ 742,732 $ 668, 153 $ 771 , 194 $ 741,323 $ 890,118
Capital $ 59 $ $ - $ $ 10,000
01-407 $ 940,436 $ 882,424 $ 995,364 $ 965,493 $ 1,147,599
Emergency Services
Person nel $ 52,032 $ 54,750 $ 58,033 $ 58,033 $ 60,082
Operations $ 9,121 $ 4,765 $ 29,250 $ 12,250 $ 29,750
Capital $ - $ $ - $ $
01-410 $ 61 , 153 $ 59,515 $ 87,283 $ 70,283 $ 89,832
01 Public Works
Person nel $ 3,160,633 $ 3,300,291 $ 3,788,703 $ 3,676,687 $ 4,127,114
Operations $ 3,650,470 $ 3,390,160 $ 3,487,709 $ 3,333,092 $ 3,920,490
Capital $ 83,499 $ 24,976 $ 47, 158 $ 46,913 $ 96,182
01 Public Works Total $ 6,894,355 $ 6,715,182 $ 7,323,324 $ 7,056,692 $ 8,143,540
PAGE 70
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PUBLIC WORKS - ADMINISTRATION
DESCRIPTION:
The Administration Division coordinates and provides direction to all Public Works Divisions and Water
Services operations. This Division provides research and analysis of current and proposed Public Works
projects, programs and services to ensure benefit, safety and convenience to the community and general
public.
TASKS:
1. Performs interagency coordination and administer County, State and/or Federally funded projects
and programs;
2. Provides oversight and management of the Public Works and Water Capital Improvement and
Operations Budgets;
3. Monitors the Departmental productivity measurement system;
4. Manages the City's Solid Waste Program;
5. Administers two Cable TV Franchise Agreements;
6. Administers contract agreements for various City Services; and
7. Manages City records with respect to Public Works and Engineering.
FY 2005-06 GOALS:
1. Process Comcast/Time Warner Franchise transfer;
2. Improve the City's waste diversion program to comply with AB-939 and SB 1066 time extension;
3. Begin 2006 solid waste diversion study;
4. Begin process to develop new solid waste contract bid documents;
5. Revise Solid Waste Ordinance; and
6. Participate in County of Orange Health Assessment of San Diego Creek.
PAGE 71
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PUBLIC WORKS - ENGINEERING
DESCRIPTION:
The Engineering Division designs and prepares plans for the City's Capital Improvement Program; inspects
all projects within the public right-of-way; maintains records to promote the general safety and well-being of
the community; and coordinates all inter/intra community related regional traffic matters pertinent to
pedestrian and vehicular safety.
TASKS:
1. Prepare plans, cost estimates, reports and oversees the construction of Capital Improvement
Projects;
2. Conduct plan checks on subdivision/parcel maps and perform construction inspection involving
public improvements;
3. Conduct City-wide traffic studies;
4. Maintain maps, records and reports for all public improvements;
5. Provide public assistance in response to engineering and traffic related concerns and complaints;
6. Perform contract administration and provide technical assistance to other City departments and
outside agencies;
7. Administer Tustin Ranch Assessment District and the Tustin Landscape and Lighting District;
8. Administer contracts for Pavement Management System, Signal Maintenance, Pavement Repair and
Pavement Striping; and
9. Provide technical engineering support to the Tustin Legacy development program.
FY 2005-06 GOALS:
1. Complete construction of the Altadena/Pasadena Pedestrian Enhancements;
2. Complete construction of the Red Hill Avenue Widening at the Interstate Route 5 area;
3. Complete construction of the Red Hill Avenue/Olwyn Drive Pedestrian Enhancements;
4. Complete construction of the Pavement Rehabilitation projects on Newport Ave. between Sycamore
Avenue and McFadden Avenue, and Tustin Ranch Road between Walnut Avenue and Bryan
Avenue;
5. Complete construction of the Newport Avenue/lrvine Boulevard Intersection Enhancement Project;
6. Initiate construction on the Edinger "Smart Street" Widening Project and the Newport Avenue/SR55
Ramp Reconfiguration Project;
7. Complete construction of the Phase V Regional Riding and Hiking Trail;
8. Complete construction of the Old Town Tustin Commercial District Sign Program; and
9. Complete at least seventy percent of the construction on the Phase I Valencia North Loop
Road/Armstrong Avenue Tustin Legacy Backbone Infrastructure Project.
PAGE 72
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PUBLIC WORKS - STREETS
DESCRIPTION:
The Street Division ensures that the aesthetic image and safe environment desired by the community is
accomplished by assuring proper signage and striping and by maintaining all streets, sidewalks, bike trails,
median, parkways, storm drains and catch basins within the public right-of-way.
TASKS:
1. Maintain asphaltic concrete paved areas through the in-house temporary repair of potholes and the
Street and Alley Repair Contract;
2. Maintain all publicly owned storm drains, catch basins and surface drainage facilities, in accordance
with National Pollutant Discharge Elimination System (NPDES) guidelines;
3. Maintain all foliage within the street parkways to provide adequate clearance;
4. Perform litter control in the public right-of-way;
5. Perform traffic sign maintenance and striping/marking program as directed by the Engineering
Division, Traffic Section; and
6. Perform sidewalk maintenance and grinding as needed.
FY 2005-06 GOALS:
1. Maintain asphaltic concrete paved areas through the in-house temporary repair of potholes and the
Street and Alley Repair Contract;
2. Maintain all publicly owned storm drains, catch basins and surface drainage facilities, in accordance
with National Pollutant Discharge Elimination System (NPDES) guidelines;
3. Maintain all foliage within the street parkways to provide adequate clearance;
4. Perform litter control in the public right-of-way;
5. Perform traffic sign maintenance and striping/marking program as directed by the Engineering
Division, Traffic Section; and
6. Perform sidewalk maintenance and grinding as needed.
PAGE 73
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PUBLIC WORKS - LANDSCAPE
DESCRIPTION:
The Landscape Division maintains all City parks and playground equipment; all landscaped median and
parkway areas; and all trees located in the public right of way to enhance the aesthetic image of the
community, promote the general environmental quality of the community, and ensure the safety of the
general public.
TASKS:
1. Maintain turf in parks on a scheduled basis;
2. Operate and maintain parks and streets landscape irrigation systems to ensure proper water
management being mindful of water conservation;
3. Maintain foliage by spraying, removing and/or replacing as required;
4. Perform graffiti removal, and manage the weed abatement program in parks and public right-of-
ways;
5. Conduct regular inspection, maintenance, and repair of park grounds and play equipment,
structures, lights, and picnic facilities;
6. Administer citywide Tree Trimming and Landscape Maintenance contracts; and
7. Ensure compliance with National Pollutant Discharge Elimination System (NPDES) regulations.
FY 2005-06 GOALS:
1. Install 1800 ft of Wick Irrigation on Jamboree Road from the northern City Limits to Pioneer Road;
2. Treat wood structures in parks with Linseed Oil;
3. Paint security light poles, picnic shelter, bleacher cover, and wood trim on restroom building at
Magnolia Park;
4. Slurry and re-stripe walking trail at the Sports Park;
5. Stain or paint wood picnic structure, stage structure and light poles at Peppertree Park;
6. Install automatic door locks at Camino Real and Laurel Glen Parks;
7. Repair decomposed granite at Pioneer Road Park;
8. Replace chain link fabric at Heritage Park hockey rink; and
9. Complete Urban Forestry Management Plan.
PAGE 74
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PUBLIC WORKS - VEHICLES
DESCRIPTION:
The Vehicle Maintenance Division provides general repair and preventive maintenance for all City vehicles
and other mechanical equipment, as well as maintaining a vehicular/equipment history (Vehicle Lease Fund)
for timely replacements and/or new purchases in a cost effective manner. In addition, the division provides
maintenance and permit compliance for the fuel island and the underground storage tanks (UST). The
Vehicle Maintenance Division also administers and supervises the street sweeping operation/program.
TASKS:
1. Perform major and minor repairs on emergency and non-emergency vehicles and other mechanical
equipment;
2. Administer preventative maintenance program on vehicles and other mechanical equipment;
3. Provide fuel and maintain vehicle and equipment fueling facilities for the City and Tustin Unified
School District;
4. Conduct licensing/inspection of vehicles as required by State Department of Motor Vehicles;
5. Administer the licensing and permits for City generators, fuel island, UST and other equipment;
6. Implement and supervise Citywide street sweeping program;
7. Administer the forklift certification program; and
8. Administer the Vehicle/Equipment Lease Fund.
FY 2005-06 GOALS:
1. Update Vehicle Lease Fund;
2. Schedule propane system training for new sweepers;
3. Acquire replacement equipment, and disposed of surplus of equipment and vehicles;
4. Complete annual smog inspection of City fleet; and
5. Establish a vehicle and equipment routine/preventative maintenance schedule for all City fleet.
PAGE 75
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PUBLIC WORKS - FACILITIES
DESCRIPTION:
The Facility Maintenance Division performs and administers building maintenance and repair to provide a
clean, healthy and safe environment for employees and the general public.
TASKS:
1. Perform regular maintenance and administer contracts for building repairs in all public facilities
including structural, plumbing, electrical and painting repairs;
2. Administer contracted routine maintenance tasks in all public facilities including, but not limited to
janitorial, building security, elevators, pest control, and HVAC; and
3. Develop a 5-year Building Maintenance Plan.
FY 2005-06 GOALS:
1. Coordinate extra resurfacing of wood floors in the Columbus Tustin Gymnasium and Senior Center;
2. Re-carpet City Hall;
3. Complete roof repairs at various facilities;
4. Repair wallpaper and paint at the Columbus Tustin Gymnasium;
5. Reseal outside block wall at the Columbus Tustin Gymnasium;
6. Replace fire alarm board at the Columbus Tustin Gymnasium;
7. Complete termite treatment and tenting of the Tustin Family Youth Center building; and
8. Upgrade parking lot lighting system at the Senior Center.
PAGE 76
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PUBLIC WORKS - EMERGENCY SERVICES
DESCRIPTION:
The Emergency Services Division is responsible for the preparation and implementation of the City's
emergency services/disaster preparedness program. Under Federal and State guidelines, the Division
organizes the City forces and community responses to natural or civil disasters and/or disturbances.
TASKS:
1. Maintain the City's Emergency Plan to comply with State and Federal requirements;
2. Identify and coordinate emergency response training programs for City Staff;
3. Assure the adequate preparation of City emergency response facilities; and
4. Coordinate emergency preparation activities with state and other regional agencies and the general
public.
FY 2005-06 GOALS:
1. Coordinate the development of a City-wide Hazard Mitigation Plan;
2. Complete the revision of the City emergency plan to include terrorism and weapons of mass
destruction (WMD) response procedures and incorporate the National Incident Management System
(NIMS); and
3. Conduct an executive management level emergency exercise.
PAGE 77
This Page Intentionally Left Blank
POLICE
POLICE ORGANIZATIONAL CHART
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CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
POLICE POSITION CONTROL REPORT
04-05 04-05 04-05 05-06 05-06
CURR YTD V ACAN- ADOPTED NEW
POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET REQ
Police Administration
Police Chief 01-501 1.0 1.0 1.0
Pol ice Captai n 01-501 2.0 2.0 2.0
Police Support Service Administrator 01-501 1.0 1.0 1.0
Executive Secretary 01-501 1.0 1.0 1.0
Administrative Secretary 01-501 1.0 1.0 1.0
6.0 6.0 6.0
Patrol Services
Police Lieutenant 01-502 3.0 3.0 3.0
Pol ice Sergeant 01-502 9.0 9.0 10.0 1.0
Pol ice Officer 01-502 53.0 50.0 (3.0) 52.0 (1.0)
65.0 62.0 (3.0) 65.0
InvestiQative Services
Police Lieutenant 01-503 2.0 2.0 2.0
Pol ice Sergeant 01-503 5.0 5.0 4.0 (1.0)
Pol ice Officer 01-503 19.0 19.0 20.0 1.0
26.0 26.0 26.0
Administration Services
Communications Officer I 01-504 2.0 2.0 2.0
Communications Officer II 01-504 5.0 5.0 6.0 1.0
Communications Officer III 01-504 5.0 5.0 4.0 (1.0)
Police Communication Supervisor 01-504 1.0 1.0 1.0
Pol ice Services Officer I 01-504 8.0 8.0 3.0 (5.0)
Pol ice Services Officer II 01-504 2.0 2.0 5.0 3.0
Police Services Officer III 01-504 3.0 3.0 5.0 2.0
Police Records Supervisor 01-504 1.0 1.0 1.0
Police Support Specialist - Lead 01-504 2.0 2.0
Police Support Specialist - Y Rated 01-504 2.0 2.0 (2.0)
Police Support Specialist 01-504 10.0 7.0 (3.0) 11.0 1.0
Property and Evidence Leadworker 01-504 1.0 1.0 (1.0)
Property And Evidence Technician 01-504 2.0 2.0 2.0
Property And Evidence Supervisor 01-504 1.0 1.0 1.0
Police Support Services Manager 01-504 1.0 1.0 1.0
44.0 41.0 (3.0) 44.0
POLICE TOTAL 141.0 135.0 (6.0) 141.0
PAGE 8]
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
POLICE EXPENDITURE SUMMARY
Expenditure Summary 02/03 03/04 04/05 04/05 05/06
(By Fund) Actual Actual Cur Bud Projection Requested
Police
Administration
Personnel $ 584,572 $ 790,944 $ 820,567 $ 820,567 $ 928,652
Operations $ 60,520 $ 65,377 $ 85,605 $ 72,026 $ 99,002
Capital $ - $ $ - $ $ 111,655
01-501 $ 645,092 $ 856,320 $ 906, 172 $ 892,593 $ 1,139,309
Patrol
Personnel $ 5,721,550 $ 7,201,460 $ 8,210,827 $ 7,697,672 $ 8,996,993
Operations $ 581,894 $ 1,053,607 $ 1,023,855 $ 958,461 $ 1,053,879
Capital $ 25,746 $ 37,576 $ 286,553 $ 287,600 $ 75,780
01-502 $ 6,329,190 $ 8,292,642 $ 9,521,235 $ 8,943,733 $ 10,126,652
Investigative Services
Personnel $ 2,813,335 $ 3,286,900 $ 3,562,582 $ 3,323,141 $ 3,641,227
Operations $ 671,859 $ 239,298 $ 228,014 $ 209,518 $ 232,543
Capital $ 11 ,394 $ $ 7,273 $ 7,273 $
01-503 $ 3,496,588 $ 3,526,199 $ 3,797,869 $ 3,539,932 $ 3,873,770
Administrative Services
Personnel $ 2,509,446 $ 2,317,895 $ 2,905,332 $ 2,565,679 $ 3,202,531
Operations $ 397,076 $ 382,509 $ 459,349 $ 435,722 $ 439,914
Capital $ - $ $ 20,000 $ 20,000 $ 28,900
01-504 $ 2,906,522 $ 2,700,404 $ 3,384,681 $ 3,021,401 $ 3,671,345
01 Police Department
Personnel $ 11,628,904 $ 13,597,199 $ 15,499,308 $ 14,407,059 $ 16,769,403
Operations $ 1 ,711 ,349 $ 1,740,791 $ 1,796,823 $ 1,675,727 $ 1,825,338
Capital $ 37,140 $ 37,576 $ 313,826 $ 314,873 $ 216,335
01 Police Department Total $ 13,377,392 $ 15,375,565 $ 17,609,957 $ 16,397,659 $ 18,811,076
PAGE 82
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
POLICE DEPARTMENT - ADMINISTRATION
DESCRIPTION:
This division directs the day to day operations of the Police Department. Its primary responsibility is to
ensure that the Department's purpose of providing protection to life and property through crime, detection
and apprehension is achieved. The Administration Division provides leadership and management direction to
all Police Department functions. Staff also responds to citizen contacts and represents the Police
Department within the City, County and State.
TASKS:
1. Provide administrative leadership to the entire Department;
2. Provide budget direction and control;
3. Review and implement new programs to enhance effectiveness of Department;
4. Ensure free flow of internal and external information;
5. Participate in citywide team management concepts;
6. Provide direction and analysis to staff projects;
7. Coordinate with other law enforcement agencies, local, state, and federal;
8. Coordinate Police Department activities with other City Departments; and
9. Continue to provide consistent and uniform levels of police services as the community grows.
FY 2005-06 GOALS:
1. Provide for an enhanced level of service in the most cost-effective manner possible, taking
advantage of civilian, part-time, reserve, and volunteer employees;
2. Conduct and off-site Team Building Workshop involving all supervisors and managers, approved by
the Commission on Peace Officers Standards and Training (POST);
3. Continue mentoring programs at all levels anticipating various supervisory and management
movement, including the practice of sending new sergeants to the Supervisory Leadership Institute
(SLI);
4. Continue to encourage community involvement in community and professional organizations by
management level employees;
5. Be an active participant in the development of the Urban Area Security Initiative (UASI) terrorism
prevention, response, and recovery strategy;
6. Continue to insure the police department is on the cutting edge of all technologies;
7. Become an active member of the South Orange County Regional SWAT Team;
8. Implement a Police Cadet Program to provide police services at a reduced cost and to provide a
trained pool of future police officer applicants;
9. Replace the handguns carried by the police officers with upgraded systems; and
10. Develop a three to five year Strategic Plan to take Community Policing to the next level.
PAGE 83
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
POLICE DEPARTMENT - PATROL DIVISION
DESCRIPTION:
The Patrol Division provides the availability of uniformed officer(s) responsible for responding to citizen calls
for service and personal observations of criminal or suspected criminal activity twenty four hours a day, 365
days a year; the initial investigation and subsequent documentation of violations of the law; statistical
analysis of specific criminal offenses; enforcement of local and state laws and the arrest of suspected
offenders; investigation of miscellaneous, non criminal incidents; preservation of life and property during
natural disaster, providing emergency first aid as required at scenes of medical emergencies; provision for
mutual aid as needed; work or cooperate with the community for creative problem solving; traffic
enforcement and investigation; supervision, coordination training and deployment of all uniformed personnel
including the personnel of the Traffic Section, K 9 Program, Bicycle Enforcement Detail, and the Police
Reserve Program.
TASKS:
1. Maintain an average patrol time availability of 200/0 per officer;
2. Write and/or record police reports;
3. Provide crime suppression through specific crime analysis, directive patrol and a high degree of
visibility of patrol units in the high crime areas;
4. Provide crime suppression through the deployment of the Bike Unit and other special enforcement
units;
5. Apprehend, transport and book offenders;
6. Reduce traffic accidents through specific accident and analysis programs coupled with
comprehensive selective enforcement and educational programs, in cooperation with City
Engineering;
7. Cross train all patrol officers in traffic matters;
8. Document and evaluate job performance of all assigned personnel;
9. Conduct presentations before public and private groups including Community Watch Programs;
10. Conduct briefing sessions and roll call training;
11. Conduct firearms training and qualification;
12. Decrease the number of abandoned vehicles left on City streets and private property through the
vehicle abatement program;
13. Maintain an appropriate number/level of available resources (personnel and equipment) in order to
achieve the above-stated tasks without the necessity of service level reductions;
14. Maintain and refine the Field Training Officer program; and
15. Establish comprehensive operating procedures.
PAGE 84
CITY OF TUSTIN
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2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
FY 2005-06 GOALS:
1. Respond to emergency calls within a 5 minute response time;
2. Respond to non-emergency calls within a 15 minute response time;
3. Maintain an average patrol time availability of 200/0 per officer;
4. Expand proactive enforcement efforts with the continued use of specialty units such as the Bike
Team; and
5. Add a four officer cover team through a reallocation of existing personnel resources, enabling the
Bike Team to work 1000/0 on special enforcement areas.
PAGE 85
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
POLICE DEPARTMENT - INVESTIGATIVE SERVICES DIVISION
DESCRIPTION:
The Investigative Division is comprised of two general areas of service; the Investigative Sections and the
Professional Standards Section. The Investigative sections, which include General Investigations, Special
Investigations and Gang Unit; are responsible for investigating crimes against persons and property, juvenile
cases, vice, narcotics, white collar crime, criminal intelligence gathering, and gang suppression. The
Professional Standards section encompasses Training, Personnel, Crime Prevention, Community Policing
Unit, and School Resource.
TASKS:
1. Manage, plan, organize and audit the investigations functions of the Department;
2. Provide case audit and management of workable follow-up investigations for the identification and
apprehension of offenders, and recovery of property;
3. Identify and respond to community needs and expectations concerning the juvenile justice system;
4. Utilize the juvenile diversion programs available to divert selected youthful offenders from entering
into the criminal justice system;
5. Investigate crimes dealing with vice, narcotics, gang, and white-collar crimes;
6. Support the Patrol Division as necessary to ensure achievement of the Department's goals and
tasks;
7. Establish comprehensive operating procedures;
8. Investigate businesses requiring city permits and/or licenses;
9. Coordinate the processing and selection of the best qualified persons for positions within the Police
Department;
10. Maintain complete and accurate personnel and departmental records; represent the City in all
Pitchess Motions as custodian of Personnel records;
11. Coordinate the training for all departmental personnel. Provide training and learning opportunities as
it relates to individual task assignments including video production;
12. Institute an extensive personnel recruitment program;
13. Maintain School Resource based programs and continue to provide additional youth services;
14. Handle complex and/or sensitive administrative investigations;
15. Liaisons with the City Attorney and Risk Management over claims and lawsuits; and
16. Coordinate community special event plans.
PAGE 86
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
FY 2005-06 GOALS:
1. Continue to maintain an 800/0 or better clearance rate of assigned case investigations;
2. Conduct at least two Alcohol Beverage Control sting operations targeting sales to minors;
3. Enter into a partnership with Orange County "On Track" to help create a Tobacco Free Community in
Tustin through increased merchant education, advertising, and sting operations targeting sales to
minors;
4. Conduct at least two stings targeting illegal massage parlor activity by local businesses advertising
massage therapy;
5. Develop the Training Officer position into that of a Master Instructor for internal training capabilities;
6. Conduct a minimum of seven (7) Neighborhood Watch Seminars;
7. Upgrade the existing video training library through the filming of new field training scenarios for
departmental training guides;
8. Maintain high rate of compliance with POST standards and mandates;
9. Increase the amount of time in the field by Police Volunteers by 100/0;
10. Increase the number of video presentations using the city's cable provider.
11. Add one investigator position to the Gang Unit through a reallocation of existing personnel
resources;
12. Increase proactive patrol time of Gang Unit by obtaining three (3) Gang Unit vehicles for their use in
directed patrol efforts;
13. Complete a reorganization and relocation of Personnel files of all current and former employees;
14. Conduct a review of all use of force, pursuit, and traffic accident incidents involving police personnel
to determine if patterns or training issues exist;
15. Conduct a complete review of at least two unsolved homicide cases to determine if there are any
new leads or workable information; and
16. Attain full staffing of sworn and civilian positions.
PAGE 87
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
POLICE DEPARTMENT - ADMINISTRATIVE SERVICES DIVISION
DESCRIPTION:
The Services Division provides technical support for all other police department divisions in order to maintain
the 24-hour operation of the Police Department. This division maintains a centralized records system for the
Police Department. Provides supervision, coordination, training, and staffing of all support personnel, to
include: the Communications Section; Records Section; Property and Evidence Section; all department
clerical support; Crime Scene Investigations Unit; and Police Service Officers working in Community
Resources, Investigations, the Court System; and in the field.
TASKS:
1. Provide planning and research for various Police Department projects and functions;
2. Coordinate and monitors the Department's fiscal activities on a daily basis;
3. Provide copies of police reports, statistics, etc., to the public in accordance with State and local
guidelines;
4. Maintain and provide criminal, incident and traffic activity information;
5. Provide statistical and crime data to Federal and State agencies, to police personnel, and the
community;
6. Provide accurate documentation, storage, and retrieval of all property and evidence;
7. Audit, inventory, and purge accumulated property within the legal guidelines;
8. Maintain accurate records for fiscal review and orders department supplies and equipment;
9. Develop, implement and maintain the Department's automation projects including computer-aided
dispatch, records management systems, optical imaging systems, mobile data computers, etc.;
10. Establish comprehensive operating procedures for all sections and positions within the division;
11. Provide support functions to sworn personnel throughout the Agency;
12. Provide supervision and direction to the various Sections within the Services Division;
13. Provide Police facilities management and support;
14. Operate the Livescan electronic fingerprint system to book all persons in custody of the Police
Department;
15. Capture, store, and transmit all "mugshot" photographs of all persons in custody of the Police
Department;
16. Make all police reports and related documentation available on a Department wide basis through the
Optical Imaging System within six (6) hours of the time the event was reported to the Police
Department; and
17. Staff and manage the Department's Crime Scene Investigations Unit.
PAGE 88
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
FY 2005-06 GOALS:
1. Maintain the high standards of customer service and response to the community;
2. Attain full staffing within the Communications Center and the Records Section to ensure maximum
coverage during peak hours;
3. Successfully implement and transition the 9-1-1 Wireless Transfer project by adjusting staffing
deployment and procedural operations to absorb increased calls for service associated with the
project;
4. Develop more highly advanced Forensic Science/Crime Scene Investigation training programs for
Police Services Officers and obtain required equipment for the CSI Unit to insure lesser reliance
upon the Orange County Sheriff's Department Crime Lab for CSI services;
5. Increase the level of training received by Police Support Specialists to include a minimum of basic
POST training for all personnel;
6. In the Property and Evidence Section, maintain a constant ideal statistical ratio between purging and
booking in order to properly manage and store all items;
7. Provide an environment that encourages and supports non-sworn employee development and
continuing education through training and varied work experience; and
8. Continue to monitor emerging technologies and their applicability in the Police Department.
PAGE 89
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FIRE
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
FIRE EXPENDITURE SUMMARY
Expenditure Summary 02/03 03/04 04/05 04/05 05/06
(By Fund) Actual Actual Cur Bud Projection Requested
County Fire Contract
Administration
Personnel $ - $ $ - $ $
Operations $ 4,127,197 $ 4,289,981 $ 4,451,157 $ 4,451,157 $ 4,620,000
Capital $ - $ $ - $ $
01-550 $ 4,127,197 $ 4,289,981 $ 4,451,157 $ 4,451,157 $ 4,620,000
01 County Fire Contract
Personnel $ - $ $ - $ $
Operations $ 4,127,197 $ 4,289,981 $ 4,451,157 $ 4,451,157 $ 4,620,000
Capital $ - $ $ - $ $
01 County Fire Contract Total $ 4,127,197 $ 4,289,981 $ 4,451,157 $ 4,451,157 $ 4,620,000
PAGE 92
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
FIRE SERVICES
DESCRIPTION:
The City contracts with the Orange County Fire Authority for fire suppression, prevention, inspection, public
education, and paramedic services. The Fire Authority serves nineteen cities and the County of Orange
through a Joint Powers Agreement. One member of the Tustin City Council serves on the Board of Directors
of the Fire Authority. In July 2000, the City approved a new ten-year contract with the Fire Authority.
PAGE 93
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PARKS AND RECREATION
o
CITY OF TUSTIN
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PARKS AND RECREATION
ORGANIZATIONAL CHART
PARKS & RECREATION DEPAR TMENT
DIRECTOR OF
PARKS &
RECREATION
.~
COMMUNITY SERVIC ES
ASSISTANT {2}
CLERK TYPIST (D. 5)
ADMINISTRATIVE
SECRETARY
RECREATION
SUPERINTENDENT
RECREA TION
SUPERVISOR
RECREA TI ON
PROGRAM ASSIST ANT
SPORTS FIELD
SPECIALIST
PAGE 96
SR CENTER VAN
DRIVER
(0.5)
RECEPTIONIST
{O.S}
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PARKS AND RECREATION
POSITION CONTROL REPORT
04-05 04-05 04-05 05-06 05-06
CURR YTD V ACAN- ADOPTED NEW
POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET REQ
P & R Administration
Director, Parks & Recreation 01-701 1.0 1.0 1.0
Recreation Superintendent 01-701 1.0 1.0 1.0
Administrative Secretary 01-701 1.0 1.0 1.0
3.0 3.0 3.0
Sports
Recreation Supervisor 01-702 1.0 1.0 1.0
Recreation Coordinator 01-702 1.0 1.0 1.0
Community Svcs. Asst. 01-702 1.0 1.0 1.0
Sports Program Specialist 01- 702 1.0 1.0 1.0
Recreation Program Assistant 01- 702 1.0 1.0 (1.0)
5.0 5.0 4.0 (1.0)
Classes/Cultural Arts
Recreation Coordinator 01-703 1.0 1.0 1.0
Community Svcs. Asst. 01-703 1.0 1.0 1.0
2.00 2.00 2.00
Senior ProQrams
Recreation Supervisor 01-705 1.0 1.0 1.0
Recreation Coordinator 01-705 1.0 1.0 1.0
Sr. Center Van Driver 01-705 0.5 0.5 0.5
2.50 2.50 2.50
P & R Support Services
Custodian 01-706 4.0 4.0 4.0
Custodian (Part Time) 01-706 0.5 0.5 0.5
Custodian (Part Time) 01-706 0.5 0.5 0.5
5.0 5.0 5.0
Tustin Youth Center
Recreation Coordinator 01-707 1.0 1.0 1.0
Receptionist 01- 707 0.5 0.5 (0.5)
1.5 1.5 1.0 (0.5)
PARKS & RECREATION TOTAL 19.0 19.0 17.5 (1.5)
PAGE 97
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PARKS AND RECREATION
EXPENDITURE SUMMARY
Expenditure Summary 02/03 03/04 04/05 04/05 05/06
(By Fund) Actu al Actu al Cur Bud Projection Requested
Parks and Recreation Services
Administration
Personnel $ 299,695 $ 309,212 $ 323,884 $ 323,884 $ 352,628
Operations $ 48,834 $ 41 ,799 $ 46,898 $ 43,652 $ 45,598
Capital $ 431 $ $ 4,000 $ 1,200 $ 1,200
01- 701 $ 348,961 $ 351,011 $ 374,782 $ 368,736 $ 399,426
Sports
Personnel $ 384,357 $ 427,621 $ 475,071 $ 478,739 $ 536,514
Operations $ 228,560 $ 231,904 $ 296,825 $ 295,825 $ 309,625
Capital $ 8,304 $ 4,537 $ 5,200 $ 5,200 $ 38,900
01-702 $ 621,220 $ 664,063 $ 777,096 $ 779,764 $ 885,039
Classes/Cultural Services
Personnel $ 165,859 $ 152,054 $ 172,896 $ 169,618 $ 164,645
Operations $ 334,865 $ 319,783 $ 280,280 $ 292,557 $ 324,435
Capital $ 35,400 $ 21,743 $ 12,125 $ 12,125 $ 8,550
01-703 $ 536,123 $ 493,580 $ 465,301 $ 474,300 $ 497,630
Senior Citizens
Personnel $ 140,412 $ 164,684 $ 233,058 $ 233,058 $ 217,073
Operations $ 119,203 $ 95,899 $ 85,333 $ 85, 141 $ 92,195
Capital $ - $ 5,051 $ 4,500 $ 3,000 $ 4,500
01-705 $ 259,615 $ 265,634 $ 322,891 $ 321,199 $ 313,768
Support Services
Personnel $ 256,272 $ 268,172 $ 269,943 $ 269,943 $ 296,675
Operations $ 5,414 $ 5,329 $ 7,783 $ 8,106 $ 7,795
Capital $ 3,300 $ $ 6,000 $ 3,000 $ 4,000
01-706 $ 264,986 $ 273,501 $ 283,726 $ 281,049 $ 308,470
Tustin Youth Center
Personnel $ 197,899 $ 205,665 $ 174,383 $ 175,061 $ 188,053
Operations $ 85,685 $ 86,179 $ 90,655 $ 88,655 $ 49,283
Capital $ 332 $ 2,200 $ 2,000 $ 2,000 $ 2,000
01-707 $ 283,916 $ 294,044 $ 267,038 $ 265,716 $ 239,336
01 Parks and Recreation
Personnel $ 1,444,494 $ 1,527,408 $ 1,649,235 $ 1,650,303 $ 1,755,588
Operations $ 822,561 $ 780,893 $ 807,774 $ 813,936 $ 828,931
Capital $ 47,766 $ 33,532 $ 33,825 $ 26,525 $ 59, 150
01 Parks and Recreation Total $ 2,314,821 $ 2,341,832 $ 2,490,834 $ 2,490,764 $ 2,643,669
PAGE 98
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PARKS & RECREATION -ADMINISTRATION
DESCRIPTION:
The Administration Services Division provides coordination to manage the planning, acquisition and
rehabilitation of park and recreation facilities
TASKS:
1. Implement and revise Seven-Year Capital Improvement Program;
2. Provide management of Capital Improvement Program;
3. Provide staff support to City Council and Parks & Recreation Commission;
4. Provide budgetary control and fiscal responsibility; and
5. Provide facilitation resources to community organizations and resident groups.
FY 2005-06 GOALS:
1. Complete Citrus Ranch Park Plans & Specifications and begin construction; and
2. Complete Tustin Legacy Park Master Plan.
PAGE 99
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PARKS AND RECREATION - SPORTS
DESCRIPTION:
The Sports Services Division provides active recreation programs, through the utilization of sports, fitness
and instructional classes, that provides all ages the opportunity for supervised, active, recreation programs.
TASKS:
1. Provide 5440 individuals a quality year-round adult softball program;
2. Maintain safe and attractive ball fields that will support 310 days of quality service;
3. Coordinate and implement the Tustin Tiller Days Festival and Parade, which accommodates over
75,000 patrons;
4. Administer a tennis program that includes lessons, tournaments and a festival for over 1900
participants;
5. Coordinate and implement a regional youth track and field program and meet for over 320 children;
6. Conduct three teen dances per year for local middle school children;
7. Provide safe and wholesome after-school activities for area children;
8. Coordinate school break and summer sports camps for 800 children;
9. Conduct organized and adult open basketball and volleyball programs where everyone gets to play
equally;
10. Allocate City sports fields and ball diamonds for 16 youth sports organizations;
11. Arrange and maintain 1560 hours of tennis court reservations for local residents;
12. Provide over 4000 hours of supervised facility use at the Columbus Tustin Activity Center;
13. Supervise and maintain 1250 hours of sports field lighting; and
14. Give 750 children the opportunity to attend a safe and wholesome summer day camp program.
FY 2005-06 GOALS:
1. Increase the awareness and visibility of the Tustin Tiller Days activities through regional marketing
opportunities;
2. Construct affordable and professional Summer Youth Tennis Camps;
3. Increase the participation level in our community tennis lesson and tournament program;
4. Monitor and record activities on the summer weekdays at the Pioneer Road Park water feature;
5. Increase adult softball participation by 50/0;
6. Offer affordable youth sports camps during school breaks; and
7. Increase leadership and safety training opportunities for the facility part-time staff.
PAGE 100
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PARKS AND RECREATION - CLASSES/CULTURAL ARTS
DESCRIPTION:
The contract class division promotes and coordinates recreational classes for community adults and youth.
The division is responsible for program publicity, including the production of the Tustin Today quarterly
brochure; procurement of instructors and classroom space; implementation of class registration procedures;
coordination of the summer day camp and supervised playground program.
TASKS:
1. Provide a variety of recreational classes for all ages;
2. Produce and publish the quarterly Tustin Today brochure;
3. Develop and promote family special events, such as the Easter Egg Hunt, Movies in the Park, Forth
of July Celebration and the Tustin Tiller Days Parade; and
4. Produce five (5) Movies in the Park community events each summer at a variety of parks.
FY 2005-06 GOALS:
1. Increase class revenues by at least 50/0;
2. Visit each class and evaluate both the instructor and class information;
3. Network with other agencies and share information regarding classes, special events and marketing
strategies;
4. Attend training functions to strengthen marketing and event planning skills;
5. Market classes through the web site, Tustin Today and flyers to schools;
6. Gain three new sponsors for special events; and
7. Gain City Council and Parks and Recreation Commissioners involvement in annual events.
PAGE 101
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PARKS AND RECREATION SERVICES DEPARTMENT - TUSTIN
F AMIL Y AND YOUTH CENTER
DESCRIPTION:
This division is responsible for the operation and programming of the Tustin Family and Youth Center.
Primary charge of this division is to provide a wide array of recreational activities and human services for
families and youth of the southwest area of Tustin. These activities and services are accomplished in
collaboration with a variety of regional and local service organizations and agencies.
TASKS:
1. Provide comprehensive programs and services for southwest Tustin area children 4 13 years of age
and their families;
2. Provide free nutritional snacks in collaboration with Second Harvest for children 1-18 years of age;
3. Expand volunteer opportunities to include senior adults, younger children and service club members;
and
4. Increase participation in Homework Club, offered Monday through Thursday in the afternoons.
FY 2005-06 GOALS:
1. Provide educational, recreational, social and human service opportunities for children and families of
the southwest area of Tustin;
2. Continue to collaborate with various agencies in enhancing outreach efforts and "touches" into the
community at large;
3. Generate more press releases to market the human interest stories that occur at the Center as a
result of the programming and care from the Parks and Recreation Department; and
4. Provide more leadership opportunities for teens to include snack program and projects at Tustin
Hospital.
PAGE 102
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
RECREATION SERVICES DEPARTMENT - SUPPORT SERVICES
DESCRIPTION:
The Support Services Division is responsible for performing custodial duties in providing a clean, safe
environment for city employees and the general public at City Hall/Civic Center, Columbus Tustin Activities
Center, Tustin Area Senior Center, Tustin Family and Youth Center and the Tustin Sports Park Tennis
Office.
TASKS:
1. Responsible for the care and light maintenance of the Civic Center, Senior Center, Tustin Family
Youth Center, Activities Center and Tennis Office;
2. Provide support to the Parks and Recreation Services Department for contract classes and special
events by performing set-ups and tear down of a variety of equipment; and
3. Provide support and supervision of facility rentals.
FY 2005-06 GOALS:
1. Maintain and provide staff support for all civic and recreational facilities providing set-up and tear
down for special events, facility rentals and civic meetings; and
2. Continue to provide a preventative maintenance program related to all recreational facilities and
functions.
PAGE 103
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
RECREATION SERVICES DEPARTMENT - SENIOR SERVICES
DESCRIPTION:
The Senior Services Division is responsible for the operation and programming of the Tustin Area Senior
Center. Primary charge of this division is to provide a wide variety of recreational, educational, social and
human services. These activities are accomplished in collaboration with a variety of regional and local
service organizations.
TASKS:
1. Provide recreation, education, social and human services designed to assist center participants with
activities for daily living, such as transportation and housing assistance, nutrition, physical and
mental well being and special life enriching interests;
2. Provide staff support to the Senior Advisory Board, which includes the Senior Advisory Board Ways
and Means Committee fund raising activities and planning;
3. Provide staff support and manage all bookkeeping for the Tustin Area Senior Center Fund, Inc.; and
4. Manage the Senior Center Gift Shop.
FY 2005-06 GOALS:
1. Complete the TASC Needs Assessment Survey and make recommendations for Strategic Planning
Committee. Present collected information to City Council;
2. Through the efforts of the newly formed, Nutrition Task Force, make recommendations for short-term
and long-term changes to the congregate meal program;
3. Coordinate and implement senior outreach program to southwest Tustin senior residents;
4. Provide leadership and direction to the Senior Advisory and continue establishing community
collaborations for fund raisings efforts; and
5. Continue to improve communications between the Senior Advisory Board and the Tustin Area Senior
Center, Fund, Inc.
PAGE 104
NON-DEPARTMENTAL
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
NON DEPARTMENTAL EXPENDITURE SUMMARY
Expenditure Summary 02/03 03/04 04/05 04/05 05/06
(By Fund) Actual Actual Cur Bud Projection Requested
Non-Departmental
Adm in i strati on
Personnel $ 71,569 $ 97,366 $ 105,000 $ 105,000 $ 132,000
Operations $ 3,787,176 $ 1,334,426 $ 1,496,577 $ 1,465,318 $ 2,329,150
Capital $ 55,537 $ $ - $ 246 $
01-801 $ 3,914,282 $ 1,431,792 $ 1,601,577 $ 1,570,564 $ 2,461,150
01 Non-Departmental
Personnel $ 71,569 $ 97,366 $ 105,000 $ 105,000 $ 132,000
Operations $ 3,787,176 $ 1,334,426 $ 1,496,577 $ 1,465,318 $ 2,329,150
Capital $ 55,537 $ $ - $ 246 $
01 Non-Departmental Total $ 3,914,282 $ 1,431,792 $ 1,601,577 $ 1,570,564 $ 2,461,150
PAGE 106
COMMUNITY DEVELOPMENT
BLOCK GRANT
(CDBG)
CITY OF TUSTIN
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
o
COMMUNITY DEVELOPMENT BLOCK GRANTS
(CDBG) EXPENDITURE SUMMARY
Expenditure Summary 02/03 03/04 04/05 04/05 05/06
(By Fund) Actual Actual Cur Bud Projection Requested
COBG 02-03fy, Admin
Personnel $ 63,255 $ 15,039 $ - $ $
Operations $ 112,355 $ 16,654 $ - $ 496 $
Capital $ - $ $ - $ $
23-305 $ 175,610 $ 31,693 $ - $ 496 $
COBG 02-03fy, CIP
Personnel $ - $ $ - $ $
Operations $ - $ $ - $ $
Capital $ 257,203 $ 444,065 $ - $ 496 $
23-999 $ 257,203 $ 444,065 $ - $ 496 $
COBG 03-04fy, Admin
Personnel $ - $ 111,203 $ - $ 16,003 $
Operations $ - $ 160,433 $ - $ 6,511 $
Capital $ - $ $ - $ $
24-305 $ - $ 271,637 $ - $ 22,514 $
COBG 03-04fy, CIP
Personnel $ - $ $ - $ $
Operations $ - $ $ - $ $
Capital $ - $ 32,784 $ - $ 27,579 $
24-999 $ - $ 32,784 $ - $ 27,579 $
COBG 04-05fy, Admin
Personnel $ - $ $ 141,057 $ 141,057 $
Operations $ - $ $ 45,000 $ 45,000 $
Capital $ - $ $ - $ $
25-305 $ - $ $ 186,057 $ 186,057 $
COBG 04-05fy,CIP
Personnel $ - $ $ - $ $
Operations $ - $ $ - $ $
Capital $ - $ $ 1,680,749 $ 796,310 $
25-999 $ - $ $ 1,680,749 $ 796,310 $
COBG 05-06fy, Admin
Personnel $ - $ $ - $ $ 87,608
Operations $ - $ $ - $ $
Capital $ - $ $ - $ $
26-305 $ - $ $ - $ $ 87,608
COBG 05-06fy, CIP
Personnel $ - $ $ - $ $
Operations $ - $ $ - $ $
Capital $ - $ $ - $ $ 836,117
26-999 $ - $ $ - $ $ 836,117
2x COBG Total
Personnel $ 63,255 $ 126,242 $ 141,057 $ 157,060 $ 87,608
Operations $ 112,355 $ 177,087 $ 45,000 $ 52,007 $
Capital $ 257,203 $ 476,848 $ 1,680,749 $ 824,385 $ 836,117
2x COBG Total $ 432,813 $ 780,178 $ 1,866,806 $ 1,033,452 $ 923,725
PAGE 108
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
COMMUNITY DEVELOPMENT BLOCK GRANTS
DESCRIPTION:
The federal Housing and Community Act of 1974, as amended, created the Community Development Block
Grant (CDBG) program to return federal funds to local communities for the purpose of developing viable
urban communities by providing adequate housing and a suitable living environment and by expanding
economic opportunities, specifically for low and moderate income persons. Grants are awarded to
communities to implement a wide range of community development activities directed toward neighborhood
revitalization, economic development, and the provision of improved community facilities and services.
PAGE 109
This Page Intentionally Left Blank
TUSTIN LANDSCAPE
LIGHTING DISTRICT
&
STREET LIGHTING
DISTRICT
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTIN LANDSCAPE LIGHTING DISTRICT
&
STREET LIGHTING DISTRICT
EXPENDITURE SUMMARY
Expenditure Summary 02/03 03/04 04/05 04/05 05/06
(By Fund) Actual Actu al Cur Bud Projection Requested
Tustin LLD, Special District
Personnel $ - $ $ - $ $
Operations $ 450,229 $ 431,894 $ 518,300 $ 487,000 $ 550,088
Capital $ - $ $ - $ $
41-805 $ 450,229 $ 431,894 $ 518,300 $ 487,000 $ 550,088
41 Tustin LLD Total
Personnel $ - $ $ - $ $
Operations $ 450,229 $ 431,894 $ 518,300 $ 487,000 $ 550,088
Capital $ - $ $ - $ $
41 Tustin LLD Total $ 450,229 $ 431,894 $ 518,300 $ 487,000 $ 550,088
Tustin SLD, Special District
Personnel $ - $ $ - $ $
Operations $ 262,853 $ 228,497 $ 390,600 $ 353,000 $ 390,600
Capital $ 292,321 $ $ - $ $
42-805 $ 555,174 $ 228,497 $ 390,600 $ 353,000 $ 390,600
42 Tustin SLD, Total
Personnel $ - $ $ - $ $
Operations $ 262,853 $ 228,497 $ 390,600 $ 353,000 $ 390,600
Capital $ 292,321 $ $ - $ $
42 Tustin SLD Total $ 555,174 $ 228,497 $ 390,600 $ 353,000 $ 390,600
PAGE 112
TUSTIN COMMUNITY
REDEVELOPMENT AGENCY
(RDA)
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
CITY OF TUSTIN REDEVELOPMENT AGENCY
ORGANIZATIONAL CHART
CITY OF TUSTIN REDEVELOPMENT AGENCY
REDEVELOPMENT AGENCY
BOARD OF DIRECTORS
(CITY COUNCIL)
AGENCY ATTORNEY
(CITY ATTORNEY)
EXECUTIVE DIRECTOR
(ASSISTANT CITY MANAGER)
Public Works Directorl I
City Engineer
Redevelopment Program
Manager
Secretary
(City Clerk)
Senior Project Manager
(MCAS Tustin)
Treasurer
Senior Project Manager I
(Town Center
South Central)
G
Senior Project Manager
(MCAS Tustin)
Housing Rehab Aide
(Housing/Economic
Development)
PAGE 114
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTIN REDEVELOPMENT AGENCY
POSITION CONTROL REPORT
04-05 04-05 04-05 05-06 05-06
CURR YTD VACAN- ADOPTED NEW
POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET REQ
REDEVELOPMENT
Administrative Secretary 52-600 0.15 0.15 0.15
Redevelopment Program Manager 52-600 0.25 0.25 0.25
0.40 0.40 0.40
Administrative Secretary 53-600 0.15 0.15 0.15
Senior Redevelopment Project Manager 53-600 0.10 0.1
Redevelopment Program Manager 53-600 0.25 0.25 0.25
0.40 0.40 0.50 0.1
Redevelopment Program Manager 55-600 0.20 0.20 0.20
0.20 0.20 0.20
Senior Redevelopment Project Manager 56-600 0.80 0.8
0.80 0.8
Administrative Secretary 58-600 0.20 0.20 0.20
Redevelopment Program Manager 58-600 0.25 0.25 0.25
0.45 0.45 0.45
Senior Redevelopment Project Manager 59-600 0.10 0.1
Redevelopment Program Manager 59-600 0.25 0.25 0.25
0.25 0.25 0.35 0.1
REDEVELOPMENT TOTAL 1.70 1.70 2.70 1.0
PAGE 115
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTIN REDEVELOPMENT AGENCY
EXPENDITURE SUMMARY
Expenditure Summary 02/03 03/04 04/05 04/05 05/06
(By Fund) Actual Actu al Cur Bud Projection Requested
South Central RDA, Admin
Personnel $ 76,615 $ 47,879 $ 40,407 $ 40,380 $ 43,985
Operations $ 68,007 $ 55,393 $ 27,556 $ 23,637 $ 27,464
Capital $ - $ $ 8,000 $ 8,000 $ 10,270
52-600 $ 144,622 $ 103,272 $ 75,963 $ 72,017 $ 81,719
South Central RDA, CIP
Personnel $ - $ $ - $ $
Operations $ 84,350 $ 53,391 $ - $ 230 $
Capital $ 8,617,289 $ 161,247 $ 1,807,020 $ 928,816 $ 877,973
52-999 $ 8,701,639 $ 214,638 $ 1,807,020 $ 929,046 $ 877,973
52 South Central RDA
Personnel $ 76,615 $ 47,879 $ 40,407 $ 40,380 $ 43,985
Operations $ 152,357 $ 108,784 $ 27,556 $ 23,867 $ 27,464
Capital $ 8,617,289 $ 161,247 $ 1,815,020 $ 936,816 $ 888,243
52 SC RDA Total $ 8,846,261 $ 317,910 $ 1,882,983 $ 1,001,063 $ 959,692
53 South Central Set-Aside, Admin
Personnel $ 41 ,534 $ 38,059 $ 40,407 $ 40,477 $ 57,231
Operations $ 125,329 $ 69,515 $ 57,806 $ 34,306 $ 59,266
Capital $ - $ $ - $ $
53 SC Set-Aside Total $ 166,863 $ 107,574 $ 98,213 $ 74,783 $ 116,497
55 MCAS Base RDA, Admin
Personnel $ 21,725 $ 23,481 $ 25,241 $ 25,241 $ 27,548
Operations $ 78,272 $ 5,107 $ 26,101 $ 18,101 $ 66,086
Capital $ - $ $ - $ $
55 MCAS Base RDA Total $ 99,996 $ 28,587 $ 51,342 $ 43,342 $ 93,634
56 MCAS Set-Aside, Admin
Personnel $ - $ $ - $ $ 105,012
Operations $ - $ $ - $ 10,166 $
Capital $ - $ $ - $ $
56 M CAS Set-Aside Total $ - $ $ - $ 10,166 $ 105,012
PAGE 116
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
Expenditure Summary 02/03 03/04 04/05 04/05 05/06
(By Fund) Actual Actual Cur Bud Projection Requested
Town Center RDA, Admin
Personnel $ 65,735 $ 67,903 $ 43,321 $ 43,321 $ 47,130
Operations $ 140,707 $ 354, 195 $ 259,076 $ 284,062 $ 131,848
Capital $ 14,000 $ 18,350 $ 8,000 $ 8,000 $ 10,070
58-600 $ 220,442 $ 440,448 $ 310,397 $ 335,383 $ 189,048
Town Center RDA, CIP
Personnel $ - $ $ - $ $
Operations $ 4,955 $ $ - $ 44, 151 $
Capital $ 18,010 $ 633,058 $ 1 , 117,200 $ 154,574 $ 230,318
58-999 $ 22,965 $ 633,058 $ 1 , 117,200 $ 198,725 $ 230,318
58 Town Center RDA
Personnel $ 65,735 $ 67,903 $ 43,321 $ 43,321 $ 47,130
Operations $ 145,661 $ 354,195 $ 259,076 $ 328,213 $ 131,848
Capital $ 32,010 $ 651,408 $ 1,125,200 $ 162,574 $ 240,388
58 Town Center RDA Total $ 243,406 $ 1,073,506 $ 1,427,597 $ 534,108 $ 419,366
Town Center Set Aside, RDA
Personnel $ 39, 169 $ 29,731 $ 31,514 $ 31,590 $ 47,644
Operations $ 10,215 $ 81,815 $ 633,516 $ 619,516 $ 55,196
Capital $ 10,500 $ 1,300,000 $ - $ $
59-600 $ 59,884 $ 1,411,546 $ 665,030 $ 651 , 1 06 $ 102,840
Town Center Set Aside, CIP
Personnel $ - $ $ - $ $
Operations $ - $ 200,000 $ (200,000) $ 265,324 $
Capital $ - $ $ 1,507,700 $ 1,154,601 $ 353,099
59-999 $ - $ 200,000 $ 1,307,700 $ 1,419,925 $ 353,099
59 Town Center Set Aside
Personnel $ 39, 169 $ 29,731 $ 31,514 $ 31,590 $ 47,644
Operations $ 10,215 $ 281,815 $ 433,516 $ 884,840 $ 55,196
Capital $ 1 0,500 $ 1,300,000 $ 1,507,700 $ 1,154,601 $ 353,099
59 Town Center Set Aside Total $ 59,884 $ 1,611,546 $ 1,972,730 $ 2,071,031 $ 455,939
PAGE 117
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTIN COMMUNITY REDEVELOPMENT AGENCY
DESCRIPTION:
The Tustin Community Redevelopment Agency was established in 1976 for the purpose of providing needed
public improvements and facilitating economic development within the Town Center Redevelopment Project
Area and, subsequently in 1983, the South Central Directors and City staff provides required Agency staff
support.
FY 2005-06 GOALS:
TOWN CENTER PROJECT AREA
1. Continue to coordinate with and support the efforts of the property owners and businesses in Town
Center in their efforts to market and promote Old Town Tustin and the Town Center Project Area;
2. Coordinate with Community Development on the implementation of the Prospect Village Project at
Main and Prospect in accordance with the Disposition and Development Agreement;
3. Coordinate with Community Development on the implementation of the Makena Great American
Newport Company retail project located at the southwest corner of EI Camino Real and Newport
Avenue;
4. Coordinate design work to provide additional access to the Steven's Square Association parking
structure and pedestrian easement negotiations across the property and the private alley-way
adjacent to the structure;
5. Support and process requests from downtown property owners and businesses for participation in
the City and Agency's Commercial Rehabilitation Program;
6. In coordination with Public Works, continue and conclude the implementation of EI Camino Real and
Main Street streetscape enhancements and signage improvements that will support redevelopment
activities in Old Town;
7. Coordinate tenant relocation activities associated with the Tustin Library Project, supervise the
preparation of design and construction documents for the project and support City Council
exploration of financing alternatives for the project; and
8. Coordinate with Public Works and other City departments to ensure progress on property
acquisitions and related activities to support capital improvements in the project area using Agency
funding assistance.
PAGE 118
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
SOUTH CENTRAL PROJECT AREA
1. Continue outreach to parcelize and sell excess property at 1021 Edinger;
2. Continue to coordinate overall City improvement activities in the Southwest neighborhood; and
3. Continue to pursue opportunities for additional open space in proximity to the Tustin Family Youth
Center.
HOUSING
1. Continue to support development of infill housing sites throughout the City that have the potential to
fulfill the City's housing policies and strategies;
2. Continue to review and make recommendations on homebuyer assistance programs to make
affordable housing available to persons and families of low and moderate income;
3. Continue to oversee the mortgage credit certificate program administered by the County;
4. Continue implementation of a Residential Rehabilitation Grant and Loan Program in the Southwest
Neighborhood;
5. Continue initiation and administration of Housing Development Bridge Loans under the CHFA HELP
Program funding award;
6. Coordinate the issuance of Multifamily Housing Revenue Bonds with Developers, California
Statewide Communities and the County for the development and/or acquisition and rehabilitation of
affordable apartment projects;
7. Coordinate with the Community Development Department on implementation activities related to the
City's Housing Element and Comprehensive Affordable Housing Strategy; and
8. Ensure completion and compliance by developers on the Homeless Assistance Agreements and any
Addendums to such agreements entered into between the City, homeless providers (and the
Salvation Army, Human Options, Orange County Interfaith Shelter and Families Forward) and
developers at Tustin Legacy.
PAGE 119
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
ADMINISTRATIVE/EcONOMIC DEVELOPMENT
1. Update and expand information to the public on economic development activities and programs
through the City and provide alterations to the Agency's portion on the City's web site to make such
information available to the broadest possible audience;
2. Provide staff contact to the Chamber of Commerce Economic Development Council and to activities
of the Tustin Old Town Association (TOTA); and
3. Continue business outreach regarding the City's attraction, expansion and retention efforts to
encourage increases in occupancy and new development, and to maintain and enhance the positive
pro-business approach of the City as it assists both current businesses and businesses seeking to
relocate to Tustin.
MCAS, TUSTIN
MCAS TUSTIN REDEVELOPMENT PROJECT AREA
Monitor implementation activities pursuant to adoption of the MCAS-Tustin Redevelopment Plan;
Monitor and where needed propose state and federal legislation to provide assistance in redevelopment
efforts at MCAS Tustin; and
Coordinate with City departments to ensure progress on capital improvements in or adjacent to the project
area funded by the Agency.
PAGE 120
TUSTIN LEGACY
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTIN LEGACY
EXPENDITURE SUMMARY
Expenditure Summary 02/03 03/04 04/05 04/05 05/06
(By Fund) Actual Actual Cur Bud Projection Requested
Tustin Legacy, Admin
Personnel $ 125,467 $ 345,147 $ 259,753 $ 259,753 $ 274,842
Operations $ 7,154,827 $ 55,393 $ 27,556 $ 23,637 $ 27,464
Capital $ - $ $ - $ $
18-805 $ 7,280,294 $ 400,540 $ 287,309 $ 283,390 $ 302,306
Tustin Legacy, CIP
Personnel $ - $ $ - $ $
Operations $ - $ $ - $ $
Capital $ - $ 51,845 $ 92,000 $ 1,631,241 $ 67,900,795
18-999 $ - $ 51,845 $ 92,000 $ 1,631,241 $ 67,900,795
18 Tusti n Legacy
Personnel $ 125,467 $ 345,147 $ 259,753 $ 259,753 $ 274,842
Operations $ 7,154,827 $ 55,393 $ 27,556 $ 23,637 $ 27,464
Capital $ - $ 51,845 $ 92,000 $ 1,631,241 $ 67,900,795
18 Tusti n Legacy Total $ 7,280,294 $ 452,385 $ 379,309 $ 1,914,631 $ 68,203,101
PAGE 122
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTIN LEGACY
DESCRIPTION:
When the original decision was made in 1991 to close MCAS Tustin, the city was faced with the loss of its
most prominent feature. The local community did not oppose the base's closure, however, instead
proceeding immediately to plan for its reuse. The base was finally conveyed to the city by the Navy
Department in May 2002. Since all but a small portion of the base acreage lies within the Tustin city limits, its
addition will increase the City's land size by about one-third.
The City vision for Tustin Legacy is that of a compact and walkable, mixed-use community with a distinctive
sense of place that builds on the major features of the site, and that is synergistically linked with the adjacent
disposition parcels. It is envisioned as a premier master planned district within the City of Tustin a mixed-use
district that enhances the quality of life for Tustin residents and that demonstrates the city commitment to
quality development, smart growth and sustainability. The district will create a new center of activity within
the city, providing an engaging place to live, work, learn and play, a place that complements and supports
adjacent neighborhoods and districts, and a place that offers significant new resources to the broader region.
Tustin is a city of diverse neighborhoods. From Old Town, which strongly relates to the city historical
heritage, to Tustin Ranch, a high quality master-planned community, Tustin existing neighborhoods have a
unique and rich character contributing to the overall identity and livability of the city. Tustin Legacy is
envisioned as a new neighborhood district, one that maintains and enhances the community quality of life
while establishing a new model for development in the twenty-first century. Tustin Legacy will provide a new
activity center and anchor for the southernmost sector of the city, which has long been separated from the
remainder of the Community. Surrounded by urban development involving an array of land uses, Tustin
Legacy also provides for the expansion of major office and light industrial business park uses to the south
and southwest. The district will include up to 4,049 units of housing within Tustin jurisdiction, and over nine
million square feet of commercial and institutional development.
The centerpiece of Tustin Legacy is its Master Developer Concept. The Master Development Site comprises
approximately 700 acres of the Tustin Legacy property. The Master Development Site may include up to
1,825 residential units at a range of densities; approximately 3.3 million square feet of mixed-use
development; nearly 3.4 million square feet of R&D, industrial, and office uses; more than 500,000 square
feet of retail/commercial uses; a resort hotel with between 250 and 500 rooms; an 18-hole golf course; and a
range of other open space and education uses.
The district will be comprised of several neighborhoods, including residential, commercial, and business uses
that provide a vibrant mixed-use focus for all of Tustin Legacy, as well as an attractive citywide and regional
destination. With shops, restaurants, offices, other business uses, and homes, the development will be a
natural gathering place for existing and future residents as well as employees of the area. It will be easily
accessible from the surrounding community by an expanded roadway system, transit, including adjacency to
a regional commuter rail station, and by a comprehensive system of linking open spaces and bicycle and
pedestrian trails.
The Specific Plan creates a series of neighborhoods within the Master Development Site, including a mixed-
use Community Core. These uses will be adjacent to a privately owned, publicly accessible golf course and a
hotel and conference facility in the vicinity of Edinger Avenue and Jamboree Road. The southwest quadrant
of the Master Developer Site is designated for commercial and business uses, creating an appropriate
balance of jobs in close proximity to new housing.
In another disposition separate from the Master Developer Site, the City of Tustin plans to develop 50+ acres
located at the strategic Barranca Parkway and Jamboree Road intersection with regional-serving commercial
and retail uses that will contribute to the fiscal well being of the community. This property is located
immediately southeast of the Community Core neighborhood.
PAGE 123
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
A wide spectrum of public-oriented uses and institutions, situated immediately west and north of the
Community Core, will help establish Tustin Legacy as a major civic, cultural and recreational destination
within the region. Within the Learning Village land use neighborhood, a 10-acre elementary school will be
developed by the Tustin Unified School District, as well as a four-acre County of Orange shelter for abused
children. In addition, a 65-acre educational campus will be developed by the South Orange County
Community College District, and a 15-acre site will be developed and managed by the Rancho Santiago
Community College District.
Adjacent to the Community Core, an 84.5-acre Urban Regional Park to be developed by Orange County will
feature recreational and cultural facilities as well as a family youth resource center and animal control facility
Retention and reuse of the northern blimp hangar may be considered as part of the Urban Regional Park as
well. East of the Urban Regional Park, an approximate 40-acre high school will also be developed by the
Tustin Unified School District.
FY 2005-06 GOALS:
1. Continue to monitor timely environmental clean up which supports community reuse;
2. Negotiate deed transfers, subleases and licenses at Tustin Legacy with private property developers
and others under the Economic Development Conveyance and Navy Lease in Furtherance of
Conveyance;
3. Implement California Commerce & Economic Development Program designation of the MCAS-Tustin
site as a Local Area Military Base Recovery Area (LAMBRA), providing vouchering necessary for
state tax incentives for participating businesses;
4. Coordinate with Public Works on the implementation and construction of capital improvements to
accommodate redevelopment of the base;
5. Monitor and coordinate the termination of existing electrical, gas and telecommunication systems
and, if necessary, coordinate with private utility purveyors interim/transitional utility service until new
backbone infrastructure can be completed;
6. Complete planning and design of designated Master Developer (Tustin Legacy Partners, LLC) site in
coordination with all City departments and the Master Developer;
7. Coordinate with the Finance Department and Public Works Department on establishing public
financing mechanisms necessary to support construction of Tustin Legacy backbone infrastructure
and community facilities;
8. Pursue state and federal grants and other funding sources to support rapid redevelopment;
9. Administer and monitor affordable housing programs; and
10. Administer maintenance and security caretaking contracts until conveyance of properties.
PAGE 124
WATER ENTERPRISE
PUBLIC WORKS ORGANIZATIONAL CHART
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CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
WATER POSITION CONTROL REPORT
04-05 04-05 04-05 05-06 05-06
CURR YTD V ACAN- ADOPTED NEW
POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET REQ
Water BillinQ
Accounting Specialist 70-451 2.0 1.0 (1.0) 2.0
Senior Accounting Specialist 70-451 1.0 1.0 1.0
3.0 2.0 (1.0) 3.0
Water Operations
Water Services Manager 70-452 1.0 (1.0) 1.0
Office Support Specialist 70-452 1.0 1.0 1.0
Principal Engineer 70-452 1.0 1.0 1.0
Associate Engineer 70-452 1.0 1.0
Water Treatment Supervisor 70-452 0.375 0.375 0.375
Water Maintenance Supervisor 70-452 1.0 1.0 1.0
Management Analyst 70-452 1.0 1.0 (1.0)
Water Treatment Plant Operator II 70-452 0.5 0.5 0.500
Water Maintenance Leadworker 70-452 1.0 1.0 1.0
Water Equipment Operator 70-452 2.0 2.0 2.0
Water Maintenance Worker I 70-452 4.0 3.0 (1.0) 4.0
Water Maintenance Worker II 70-452 3.0 3.0 3.0
15.875 13.875 (2.0) 15.875
Reverse Osmosis
Water Treatment Supervisor 70-456 0.250 0.250 0.250
Water Treatment Plant Operator II 70-456 1.0 1.0 1.0
1.250 1.250 1.250
17th St Desalter
Water Treatment Supervisor 70-458 0.125 0.125 0.125
Water Treatment Plant Operator II 70-458 1.0 1.0 1.0
1.125 1.125 1.125
Water Production
Water Treatment Supervisor 70-459 0.25 0.25 0.25
Water Treatment Plant Operator II 70-459 0.5 0.5 0.50
0.75 0.75 0.8
WATER TOTAL 22.0 19.0 (3.0) 22.0
PAGE 127
CITY OF TUSTIN
o
2005-06 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
WATER EXPENDITURE SUMMARY
Expenditure Summary 02/03 03/04 04/05 04/05 05/06
(By Fund) Actual Actual Cur Bud Projection Requested
Water, Billings
Personnel $ 159,477 $ 157,592 $ 174,004 $ 174,004 $ 183,033
Operations $ 1,346,569 $ 1,108,219 $ 1,240,513 $ 1,109,552 $ 1 ,295,400
Capital $ 2,483 $ $ 1 0,500 $ 1 0,500 $ 10,500
70-451 $ 1,508,528 $ 1,265,812 $ 1,425,017 $ 1,294,056 $ 1,488,933
Water, Operations
Personnel $ 909,864 $ 910,964 $ 1,208,495 $ 1,208,493 $ 1,315,951
Operations $ 438,433 $ 610,165 $ 662, 183 $ 622, 140 $ 733,663
Capital $ (38,204) $ 5,619 $ 214,611 $ 135,611 $ 132,736
70-452 $ 1,310,092 $ 1,526,748 $ 2,085,289 $ 1,966,244 $ 2,182,350
Ionization
Personnel $ 85,605 $ 67,151 $ - $ $
Operations $ 197,973 $ 325,676 $ - $ $
Capital $ - $ $ - $ $
70-456 $ 283,578 $ 392,827 $ - $ $
Main Street Facilities
Personnel $ 42,048 $ 49,230 $ 102,418 $ 102,418 $ 117,566
Operations $ 254,828 $ 290,602 $ 922,265 $ 582,965 $ 618,498
Capital $ - $ $ - $ $
70-457 $ 296,876 $ 339,831 $ 1,024,683 $ 685,383 $ 736,064
17th Street Desalter
Personnel $ 80,684 $ 89,306 $ 96,831 $ 96,831 $ 106,733
Operations $ 723,092 $ 979,556 $ 1,088,679 $ 894,974 $ 1,101,170
Capital $ - $ $ 312,193 $ 312,193 $ 277,938
70-458 $ 803,776 $ 1,068,862 $ 1,497,703 $ 1,303,998 $ 1,485,841
Water Production
Personnel $ 102,047 $ 111 ,945 $ 103,447 $ 103,447 $ 111 ,198
Operations $ 2,790,795 $ 2,147,298 $ 3,294,050 $ 3,645,658 $ 4,225,824
Capital $ - $ $ - $ $
70-459 $ 2,892,842 $ 2,259,243 $ 3,397,497 $ 3,749,105 $ 4,337,022
70 Water Utility Fund Total
Personnel $ 1,379,724 $ 1,386,187 $ 1,685,195 $ 1,685,193 $ 1,834,480
Operations $ 5,751,689 $ 5,461,516 $ 7,207,689 $ 6,855,289 $ 7,974,555
Capital $ (35,721) $ 5,619 $ 537,304 $ 458,304 $ 421 ,174
70 Water Utility Fund Total $ 7,095,692 $ 6,853,322 $ 9,430,188 $ 8,998,786 $ 10,230,209
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WATER BILLING
DESCRIPTION:
Administrative functions of the Water Utility are responsible for but not limited to: customer service inquiries,
rate analysis, meter reading, customer billings, cash management, financial analysis, risk management, and
liaison to field operations in construction of major capital improvements, infrastructure and ongoing
operational maintenance.
TASKS:
1. Read customer meters.
2. Prepare customer invoices from automated meter reading equipment.
3. Cash applications and accounts receivable.
4. Customer service orders.
5. Prepare and monitor work orders for field operations concerning meter repair, leaks, turn-ons and
turn-offs.
6. Prepare water management reports.
7. Implement and promote water conservation program.
8. Rate setting.
9. Debt administration.
10. Capital Improvement Projects accounting.
FY2005-06 GOALS:
1. Upgrade current Utility Billing Software;
2. Review current Fee Schedule and update as needed;
3. Review current Construction Meter procedure, update and implement changes;
4. Establish Small Meter Replacement Policy;
5. Establish Large Meter Replacement Policy;
6. Comply with new check processing guidelines;
7. Train all Water Billing staff on collection, refund and construction Meter procedures.
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PUBLIC WORKS - WATER OPERATIONS
DESCRIPTION:
Install, maintain, repair and upgrade the water distribution system, monitor water quality, provide customer
service, and make emergency repairs.
TASKS:
1. Assure compliance with all health and safety standards for water quality throughout the system;
2. Operate and maintain the water distribution system utilizing the safest and cost-effective practices;
3. Coordinate the design and construction of Capital Improvement Program projects necessary to
replace aged and undersized system components and facilities;
4. Perform preventive maintenance and make emergency repairs as needed to minimize water loss
and service interruptions;
5. Provide responsive customer service; and
6. Review City, developer and outside agency project plans for compliance with Water Division
standards.
FY 2005-06 GOALS:
1. No work related lost time accidents;
2. Increase valve operation activities;
3. Implement distribution system flushing program;
4. Produce yearly Consumer Confidence Report (CCR);
5. Complete Preliminary design of the Simon Ranch Booster Station and the Simon Reservoir; and
6. Provide accurate and timely review of all city developer, and outside agency project plans.
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MAIN STREET WATER FACILITY
DESCRIPTION:
The Main Street Water Facility, consists of two groundwater production wells, reverse osmosis and ion
exchange treatment plants, a water storage reservoir and booster pump station. The two treatment plants
remove nitrate-contaminates from the groundwater produced at this facility. The water is treated and
blended to produce drinking water that complies with all State and Federal Safe Drinking Water standards.
TASKS:
1. Assure compliance with all health and safety standards for water quality;
2. Ensure compliance with all City and State work site safety regulations and programs;
3. Continue operation in order to remove contaminants from the groundwater basin and reduce the
spread of nitrates to other City owned wells;
4. Maximize water production to reduce dependence on imported water supplies; and
5. Operate the ion exchange plant in conjunction with the reverse osmosis plant to maximize use of the
new Main Street Water Facility to meet distribution system demand peaks.
FY 2005-06 GOALS:
1. Produce 2,400 acre-feet of potable drinking water;
2. Evaluate the efficiency of the reverse osmosis plant including the membrane system efficiencies,
pump and motor operating pressures, and operations programming to optimize the performance of
this plant;
3. Evaluate Ion exchange media for nitrate removal effectiveness; and
4. Rehabilitate Main Street Well No.4 to increase groundwater production.
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17TH STREET DESALTER
DESCRIPTION:
This reverse osmosis water treatment facility, located on 17th Street near Windsor Place, is a cooperative
venture between the City of Tustin, the Orange County Water District (OCWD) and the Metropolitan Water
District of Southern California (MWD). This facility removes nitrates and high concentrations of dissolved
solids from the groundwater produced at this facility. The water is treated and blended to comply with State
and Federal Safe Drinking Water standards.
TASKS:
1. Ensure compliance with all health and safety standards for water quality production and distribution;
2. Ensure compliance with all City and State work site safety regulations and programs;
3. Continue operation in order to remove contaminants from the groundwater basin and reduce the
spread of nitrates to other City-owned wells;
4. Maximize water production to reduce dependence on imported water supplies and to offset the cost
of water purchases; and
5. Ensure compliance with the Regional Water Quality Control Board (RWQCB) National Pollution
Discharge Elimination System permit requirements.
FY 2005-06 GOALS:
1. Produce 3,100 acre-feet of potable drinking water;
2. No work related lost time accidents;
3. Work to analyze and incorporate all aspects of the 500/0 Nitrate Reduction Plan as required in the
new National Pollutant Discharge Elimination System (NPDES) Discharge Permit;
4. Evaluate new reverse osmosis membrane performance/efficiency to operate facility in the most cost
effective manner;
5. Continue to evaluate and modify facility operations to take advantage of the operational range of the
new well and to maximize plant production; and
6. Evaluate and modify maintenance procedures and scheduling.
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WATER PRODUCTION
DESCRIPTION:
Produce and supply domestic water without interruption to the Tustin Water Service area while complying
with the Safe Drink Water standards mandated by the State and Federal governments.
TASKS:
1. Produce competitively priced, high quality water meeting all health and safety standards for water
quality;
2. Operate water production facilities while utilizing the most cost-effective methods and practices that
public safety and water demand requirements allow;
3. Perform preventive maintenance and make emergency repairs as needed to minimize the loss of
groundwater production and imported water supplies, and to minimize service interruptions;
4. Coordinate, in a timely and cost efficient manner, the design and construction of Capital
Improvement Program projects necessary to construct new facilities and to replace aged and
undersized system components and facilities;
5. Participate in the Metropolitan Water District of Southern California (MWD) In-Lieu Program; and
6. Coordinate operation of water facilities with contractors during construction activities.
FY 2005-06 GOALS:
1. Maximize untreated groundwater production while participating in the MWD In-Lieu Program;
2. Coordinate with the Municipal Water District of Orange County (MWDOC) to ensure that untreated
groundwater production operations are in compliance with the MWD In-Lieu Program;
3. Work with consultants during the design and construction of the Pasadena Avenue Well, and the
development and implementation of the Risk Management Plan; and
4. Work with consultants during the design and construction of the Tustin Avenue Well and the
development and implementation of the Risk Management Plan.
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BUDGET PROCESS
BUDGET CONTROLS AND BASIS
AND
GLOSSARY OF TERMS
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BUDGET PROCESS
The 2005-06 FY Budget Process for the City of Tustin begins at mid-year of the FY 2004-05. With audited
numbers for FY 2003-04 and collected data for half of FY 2004-05, staff is better able to project year-end
revenues and expenditures. Staff also makes minor adjustments/supplemental requests and presents the
Mid-Year Budget Report to the City Council.
On July 5, 2005, the City Council held its Budget Workshop and listened to the requests and comments of
the public. Some issues discussed include technology and capital projects.
The proposed City budget is prepared by City Staff and submitted to the City Council each year.
The City Council adopts the annual operating budget by June 30 of each year.
The Finance Director has the authority to make technical corrections in compiling the adopted budget.
The City Manager, or his designee, has the discretion to make budget adjustments within a fund, within
capital projects, and within a department's operating budget. Such discretion does not include any increase
to an operating fund or to the overall adopted budget.
All budget adjustments between City funds are submitted to the City Council for formal approval. Budget
adjustments should be clearly marked as budget adjustments, including the reason for the adjustment,
availability of resources, and financial impact on impacted funds.
The adopted budget should be considered an allocation of the City's resources. These resources should be
allocated on a basis consistent with City priorities and needs.
A mid-year budget status report covering the City's operating funds is also prepared and presented to the
City Council annually. The mid-year report includes current year budget, as well as projections to year-end.
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INTERNAL CONTROL, BUDGETARY CONTROL AND ACCOUNTING
BASIS
In developing and modifying the City's accounting system, consideration has been given to the adequacy of
internal accounting controls. Internal accounting controls are designed to provide reasonable, but not
absolute, assurance regarding the safeguarding of assets and the reliability of financial records and
maintaining accountability of assets.
The concept of reasonable assurance recognizes that: the cost of a control should not exceed its benefits.
The evaluation of this cost benefit relationship rests with Management. All internal control evaluations occur
within the bounds as described. We believe that the City's internal accounting controls adequately safeguard
assets and provide reasonable assurance of proper recording of financial transactions.
The annual budget adopted by the City Council provides for the general operation of the City. It includes
proposed expenditures and the means of financing them. The City Council approves total budgeted
appropriations and any amendments to appropriations throughout the year.
The "appropriated budget" covers substantially all City expenditures, with the exception of capital
improvement projects carried forward from prior years, which expenditures constitute legally authorized "non-
appropriated budget". There were no significant non-budgeted financial activities. Actual expenditures may
not exceed budgeted appropriations at the functional or program level. The City has the following programs
accounted for through its governmental funds-general government, public safety, public works, community
services and capital expenditures.
Budgets for the General and Special Revenue Funds are adopted on a basis substantially consistent with
generally accepted accounting principles. Accordingly, actual revenues and expenditures can be compared
with related budgeted amounts without any significant reconciling items. No budgetary comparisons are
presented for the Capital Projects, Debt Service and Proprietary Funds, as the City does not adopt annual
budgets for these types of funds.
Formal budgetary integration is employed as a management control device. Commitments for materials and
services, such as purchase orders and contracts, are recorded during the year as encumbrances to assist in
controlling expenditures. Encumbrances at year-end lapse then are added to the following year's budgeted
appropriations. Encumbrances are not carried forward at year-end.
Governmental fund types and Agency funds use a modified accrual basis of accounting, except those assets
of the Employee Deferred Compensation Agency Fund are reported at fair value rather than cost, in
accordance with GASB Statement No.2. The City has implemented GASB Statement No. 31, Accounting
and Financial Reporting for Certain Investments and for External Pools in fiscal year 98-99.
Basis of accounting refers to the concept of recognizing the time a transaction has occurred for the purpose
of recording that transaction. This is key because the budget determines the accounting system. For
example, if the budget system anticipates revenues on a cash basis, the accounting system must record only
cash revenues as receipts. If the budget uses an accrual basis, accounting must do likewise. Like many
cities, Tustin uses a modified approach to the cash and accrual basis.
The City's Governmental Fund Types recognize revenues when they are accrued, i. e., when they become
measurable and available to pay for current expenditures. Accrued revenues include sales taxes, property
taxes, and other taxes received within sixty days after the fiscal year ends, and earnings on investments.
Grant funds earned but not received are recorded as receivables and revenues, and grant funds received
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that have not met recognition criteria are reported as deferred revenues. Expenditures are recorded when
the liability is incurred, except that unmatured principal and interest on general long-term debt are recorded
when due.
The City's Proprietary Funds recognize revenue when they are earned, and expenses when the liability is
incurred. Unbilled water utility and water utility user tax revenues are accrued at year-end.
Fiduciary Funds are treated according to the nature of the fund. The City has only Agency Funds which are
custodial in nature (assets equals liabilities) and do not measure results of operations. Assets and liabilities
are accounted for on a modified accrual basis.
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GLOSSARY OF TERMS
Accountina System: The total set of records and procedures that are used to record, classify,
and report information on the financial status and operations of an entity.
Accrual Basis of Accountinq: Proprietary fund types utilize the accrual basis of accounting.
Under this method, revenues are recorded when earned and expenses are recorded at time
liabilities are incurred. Unbilled utility receivables are accrued at fiscal year end.
Activitv: A specific and distinguishable unit of work or service performed.
Aoorooriation: An authorization made by the legislative body of a government, which permits
officials to incur obligations against and to make expenditures of governmental resources.
Appropriations are usually made for fixed amounts and are typically granted for a one-year
period.
Aoorooriation Resolution: The official enactment by the legislative body establishing the legal
authority for officials to obligate and expend resources.
Assessed Value: The value placed on real and other property as a basis for levying taxes.
Assets: Property owned by a government, which has monetary value.
Audit: A systematic examination of resource utilization concluding in a written report. It is a test
of management's internal accounting controls and is intended to: (1) ascertain whether financial
statements fairly present financial position and results of operations; (2) test whether transactions
have been legally performed; (3) identify areas for possible improvements in accounting practices
and procedures; (4) ascertain whether transactions have been recorded accurately and
consistently; and (5) ascertain the stewardship of officials responsible for governmental
resources.
Balance Sheet: A statement purporting to present the financial position of an entity by disclosing
the value of its assets, liabilities, and equities as of a specific date.
Bond: A written promise to pay (debt) a specified sum of money (called principal or face value)
at a specified future date (called the maturity date(s)) along with periodic interest paid at a
specified percentage of the principal (interest rate). Bonds are typically used for long-term debt.
Budaet (Ooeratina): A plan of financial operation embodying an estimate of proposed
expenditures for a given period (typically a fiscal year) and the proposed means of financing them
(revenue estimates).
Budaet Calendar: The schedule of key dates or milestones that a government follows in the
preparation and adoption of the budget.
Budaet Document: The official written statement submitted by the City Manager and supporting
staff to the legislative body detailing the proposed budget.
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Budaet Messaae: A general discussion of the proposed budget presented in writing as part of,
or supplement of, the budget document. The budget message explains principal budget issues
against the background of financial trends and presents recommendations made by the City
Manager.
Capital Assets: Assets of significant value and having a useful life of several years. Capital
assets are also called fixed assets.
Capital Budaet: A plan of proposed capital expenditures and the means of financing them. The
capital budget is usually enacted as part of the complete annual budget, which includes both
operating and capital outlays.
Capital Improvement Proaram: A plan for capital expenditures to be incurred each year over a
fixed period of several future years setting forth each capital project, and identifying the expected
beginning and ending date for each project, the amount to be expended in each year, and the
method of financing those expenditures.
Capital Outlavs: Expenditures for the acquisition and/or construction of capital assets.
Capital Proiects: Projects that purchase or construct capital assets.
Cost Accountina: Accounting that assembles and records all costs incurred to carry out a
particular activity or deliver a particular service.
Debt Service: Payment of interest and repayment of principal to holders of a government's debt
instruments.
Deficit: (1) The excess of an entity's liabilities over its assets (see Fund Balance), or (2) the
excess of expenditures or expenses over revenues during a single accounting period.
Depreciation: (1) Expiration in the service life of capital assets attributable to wear and tear,
deterioration, action of the physical elements, inadequacy or obsolescence. (2) That portion of
the cost of a capital asset that is charged as an expense during a particular period.
Encumbrance Accountina: Encumbrance accounting, under which purchase orders, contracts
and other commitments for the expenditure of monies are recorded in order to reserve that
portion of the applicable appropriation, is utilized as an extension of the formal budgetary
integration in the governmental funds. Encumbrances provide authority to complete these
transactions as expenditures and represent commitments related to unperformed contracts for
goods or services. Encumbrances outstanding at year-end are reported as reservations of fund
balances since they do not constitute expenditures or liabilities.
Enterprise Fund Accountina: Accounting used for government operations that are financed
and operated in a manner similar to business enterprises, and for which preparation of an income
statement is desirable. Enterprise funds use the accrual basis of accounting.
Expenditures: Where accounts are kept on the modified accrual basis of accounting, the cost of
goods received or services rendered whether cash payments have been made or not.
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Fiscal Year: The City of Tustin operates on a fiscal year from July 1 through June 30.
Fund: A separate accounting entity with a self-balancing set of accounts. Funds are classified
into three categories: governmental, proprietary and fiduciary.
Fund Balance: The excess of an entity's assets over its liabilities. A negative fund balance is
called a fund deficit.
Goals and Obiectives: Specific projects and programs to be undertaken utilizing allocated fiscal
resources, designed to further the achievement of the Community Vision.
Grant: A contribution of assets (usually cash) by one governmental unit or other organization to
another. Typically, these contributions are made to local governments from the state and federal
governments. Grants are usually made for specified purposes.
Internal Control: A plan of organization for purchasing, accounting, and other financial activities
which, among other things, provides that (1) the duties of employees are subdivided so that no
single employee handles a financial action from beginning to end; (2) proper authorizations from
specific responsible officials are obtained before key steps in the processing of a transaction are
completed; and (3) records and procedures are arranged appropriately to facilitate safekeeping
and effective control.
Internal Service Fund: Funds used to account for the financing of goods or services provided by
one department or agency to other departments or agencies of a government, on a cost-
reimbursement basis.
Liabilitv: Debt or other legal obligations arising out of transactions in the past that must be
liquidated, renewed or refunded at some future date. Note: the term does not include
encumbrances.
Major Accomplishments: A report of those significant programs, projects, and other activities
that were successfully implemented and/or completed by a Department during the prior fiscal
year.
Modified Accrual Basis: All governmental fund types, expendable trust funds and agency funds
use the modified accrual basis of accounting. Under the modified accrual basis of accounting,
revenues are recognized when susceptible to accrual (i.e., when they become both measurable
and available). "Measurable" means the amount of the transaction can be determined and
"available" means collectible within the current period or soon enough thereafter to be used to
pay liabilities of the current period. Those revenues susceptible to accrual include property taxes
remitted within sixty days after year-end, interest on investments, and certain other
intergovernmental revenues. Expenditures are recorded when the related fund liability is
incurred. Principal and interest on general long-term debt are recorded as fund liabilities when
due, or when amounts have been accumulated in the debt service fund for payments to be made
early the following year.
Primary Activities: A summary of what each Department accomplishes during the fiscal year.
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Purchase Order: A document issued to authorize a vendor to deliver specified merchandise or
render a specified service for a stated estimated price. Outstanding purchase orders are called
encumbrances.
Reserve: An account used to indicate that a portion of fund equity is restricted for a specific
purpose or not available for appropriation and subsequent spending.
Service Level Trust: A summary of changes in service levels from one fiscal year to the next.
Changes discussed will include staffing levels, operational expenditures and capital outlay.
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