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Home My WebLink About13 FISCAL YEAR 2022 23 BUDGET ADOPTIONDocuSign Envelope ID: OB517A8F-667D-4459-9540-764A53E687DO • AGENDA REPORT MEETING DATE: JUNE 21, 2022 TO: MATTHEW S. WEST, CITY MANAGER Agenda Item 13 Reviewed: °S City Manager Finance Director Sa FROM: JASON AL -IMAM, FINANCE DIRECTOR/CITY TREASURER SUBJECT: FISCAL YEAR 2022/23 BUDGET ADOPTION SUMMARY: On June 7, 2022, the City Council conducted a budget workshop on the Proposed Annual Operating Budget and Capital Improvement Program for Fiscal Year 2022/23, which allocates resources that reflect the City Council's priorities set forth in the City's five-year strategic plan. Staff recommends that the City Council proceed with the adoption of the budget for the Second Year (Fiscal Year 2022/23) of the 2021-2023 Biennial Budget and related resolutions. RECOMMENDATION: 1. Adopt Resolution No. 22-32, Adopting the Second Year (Fiscal Year 2022/23) of the 2021-2023 Biennial Budget and Related Documents for Fiscal Year 2022/23; 2. Adopt Tustin Housing Authority Resolution No. 22-01, Adopting the Housing Authority Budget and Appropriating from the Anticipated Revenues of the Authority for the Fiscal Year 2022/23; and, 3. Adopt Resolution No. 22-37, Amending the City's Salary Schedule and the Position Control Schedule consistent with the Proposed Budget for Fiscal Year 2022/23. CORRELATION TO THE STRATEGIC PLAN: The recommendation correlates to the City's strategic plan by implementing Goal C, strategy #3, develop and communicate a comprehensive set of financial policies and their purpose to strengthen financial policies. DocuSign Envelope ID: OB517A8F-667D-4459-9540-764A53E687D0 Fiscal Year 2022/23 Budget Adoption Page 2 of 6 DISCUSSION: The Proposed Budget for Fiscal Year 2022/23 represents the spending plan for all funds of the City including the General Fund, Special Revenue Funds, Capital Projects Funds, Internal Service Funds, and Enterprise Funds. On June 7, 2022, the City Council conducted a budget workshop on the Proposed Annual Operating Budget and Capital Improvement Program for Fiscal Year 2022/23. No changes have been made to the Proposed Budget since the budget workshop, except for certain minor reclassifications. General Fund Revenues for Fiscal Year 2022/23 are projected at $82.2 million. Sales Tax Property Tax Franchise Fees Transient Occupancy Tax Other Tax Revenue Departmental Revenue Use of Money & Property Transfers & Reimbursements Other Revenue 2021/22 Amended Budget $31,786,642 22,920,774 1,598,000 1,735,983 1,573,301 3,777,306 2,105,970 13,867,444 2,245,481 2022/23 Proposed Budget Increase/ (Decrease) 33,442,037 1,655,395 23,818,604 897,830 1,649,000 51,000 2,063,000 327,017 1,411,380 (161,921) 4,725,219 947,913 1,967,476 (138,494) 11,269,548 (2,597,896) 1,874,500 (370,981) The Proposed Budget for Fiscal Year 2022/23 reflects a $2.6 million decrease in transfers into the General Fund. Excluding transfers, General Fund revenues are projected to increase by $3.2 million, which is primarily due to the following: Sales & Use Tax Revenue is the General Fund's largest source of revenue, which makes up approximately 41 % of General Fund revenues. Sales tax revenue is projected to increase by $1.7 million (5%) and is largely due to strong sales projected from autos & transportation, general consumer goods, restaurants and hotels, and the state and county pools. Property Tax Revenue is the General Fund's second largest source of revenue, DocuSign Envelope ID: OB517A8F-667D-4459-9540-764A53E687DO Fiscal Year 2022/23 Budget Adoption Page 3 of 6 which makes up approximately 29% of General Fund revenues. Property tax revenue is projected to increase 4% largely due to changes in ownership, development at the Tustin Legacy, and the 2% Proposition 13 inflation adjustment. Departmental Revenue is projected to be $0.9 million higher largely due to projected increases in revenue related to building permit fees, building plan check fees, and recreational program revenue. 2022/23 Proposed Budget 2021/22 Amended Budget City Council $ 50,800 City Clerk 721,858 City Attorney 923,000 City Manager 866,307 Economic Development 1,383,276 Finance 1,764,249 Human Resources 1,070,629 Community Development 4,235,174 Public Works 16,744,397 Police Services 29,760,648 Fire Services 9,768,000 Parks and Recreation 4,440,381 2022/23 Proposed Budget Increase/ (Decrease) 71,800 21,000 820,125 98,267 923,000 - 936,356 70,049 1,368,426 (14,850) 1,850,012 85,763 1,145,891 75,262 4,476,194 241,020 16,478,141 (266,256) 31,750,998 1,990,350 10,077,639 309,639 4,892,792 452,411 Non -Departmental 7,182,974 9,768,994 2,586,020 Total•- •itures $78,911,693 84,560,368 .4: • General Fund Expenditures for Fiscal Year 2022/23 are projected at $84.6 million. The projected increase in General Fund expenditures is primarily due to the following: Non -Departmental costs are projected to be $2.6 million higher, which is largely related to a $1.1 million contribution to the Liability Fund, and an increase of $1.1 million associated with the amount required to be paid to CalPERS for the unfunded accrued liability ("UAL"). Police Services costs are projected to be $2 million higher, which is largely related to a $1.1 million increase in budgeted overtime and $773,000 associated with increases in compensation that were approved by the City Council in 2021. In prior years, a portion of the cost of police overtime was funded from vacancy savings. DocuSign Envelope ID: OB517A8F-667D-4459-9540-764A53E687D0 Fiscal Year 2022/23 Budget Adoption Page 4 of 6 However, the police department is expected to be fully staffed, and therefore, the projected amount of overtime has been reflected in the proposed budget. Parks and Recreation costs are projected to increase largely due to increases in instructor payments, court maintenance & enhanced program offerings for Pickle Ball and Tennis programs. These costs are offset by program revenue. Fire Services provided by the Orange County Fire Authority reflect an increase of $322,000 (3%). Pension Update Contributions are required to be made to CalPERS to pay for pension benefits, which are derived from three sources — employees, the City, and CalPERS investment earnings. When CalPERS falls short of the expected rate of return (currently 6.8%), it results in an unfunded pension liability. The City's unfunded pension liability was $76 million as of June 30, 2020, which is based on the most recent CalPERS actuarial valuation report, which was issued in July 2021. The City has also deposited funds into a separate Pension Trust, which is held by Public Agency Retirement Services (PARS). The PARS Pension Trust has a balance of approximately $8 million, which brings the City's net pension liability to $68 million, which is 77% funded. The Proposed Budget includes funding for the amount required to be paid to CalPERS for the UAL, which is approximately $6 million for Fiscal Year 2022/23. The Proposed Budget also includes funding for a $2 million contribution to the PARS Pension Trust and an additional payment of $2 million to CalPERS. If the City continues to make annual contributions of $2 million to the PARS Pension Trust while also continuing to make additional payments of $2 million to CalPERS each year, it is projected that the City will achieve a 90% funded status within the next 5 years and all pension debt will be paid off in 2030. However, this is dependent on CalPERS earning 6.8% on investments over the long term. This Pension Funding Policy is based on a comprehensive long-term fiscal strategy designed to mitigate against risk exposure through diversification and utilizing a dollar -cost averaging approach in order to provide for fiscal sustainability. General Fund Reserves The General Fund Reserve Policy provides that the City will maintain a reserve of at least 15% to 20% of annual General Fund expenditures. General Fund Reserves are projected at $26 million (or 31 % of General Fund operating expenditures) at the end of Fiscal Year DocuSign Envelope ID: OB517A8F-667D-4459-9540-764A53E687D0 Fiscal Year 2022/23 Budget Adoption Page 5 of 6 2022/23, which provides for the necessary level of reserves that are expected to be required to cover years where operating expenditures exceed operating revenues. Tustin CARES Program Update Over the last two years, the City of Tustin has utilized over $6 million in federal funds to provide multiple rounds of aid and reinvestment into the Tustin community in direct grants to over 700 small businesses and non -profits. The City has also provided rent and meal gap assistance to thousands of households. As a continuation of the Tustin CARES program, American Rescue Plan Act (ARPA) funds have been allocated to providing additional rounds of aid and reinvestment into the Tustin community, and to replace lost revenue for the City related to the public health emergency. The Proposed Budget recommends the following uses of ARPA in Fiscal Year 2022/23: • 2022 Small Business Recovery Grant Program ($2m) • 2022 Non -Profit Recovery Grant Program ($1 m) • Revenue Replacement for the Provision of Government Services o $3.4m Transfer to General Fund for Public Safety o $460k Transfer to Housing Authority for the Homeless Shelter • COVID-19 Response, Relief & Reinvestment ($900k) Capital Improvement Program The Proposed Capital Improvement Program ("CIP") for Fiscal Year 2022/23 totals approximately $61 million, which includes funding for various capital projects, including, but not limited to, Old Town and Main Street improvements, traffic and street improvements, water system improvements, park projects, improvements to public facilities and capital projects at the Tustin Legacy. Financial & Budget Policies Financial & Budget Policies reflected in the budget document consists primarily of policies that have been previously approved by the City Council. For example, the policy related to fees and cost recovery was approved by the City Council on July 20, 2021. It should be noted that the policy related to internal control memorializes informal policies and procedures that have already been implemented. In 2015, the California State Controller's DocuSign Envelope ID: OB517A8F-667D-4459-9540-764A53E687DO Fiscal Year 2022/23 Budget Adoption Page 6 of 6 Office published Internal Control Guidelines based on internal control standards and best practices applicable to local governments. The State Controller's Internal Control Guidelines utilize the principles set forth in the Internal Control — Integrated Framework developed by the Committee of Sponsoring Organizations (COSO) of the Treadway Commission, which is widely recognized as the industry standard against which organizations measure the effectiveness of their systems of internal control. On May 5, 2022, the Audit Commission recommended that the City Council consider formal adoption of the Internal Control — Integrated Framework developed by COSO. It was also recommended that the formal written policy on internal control (as reflected in the Proposed Budget) reference the Internal Control Guidelines established by the State Controller's Office, which are utilized by management to establish, maintain, and monitor the effectiveness of internal control. Budget In Brief Upon budget adoption, a "Budget In Brief" will be prepared to provide an overview of the City's budget information in a user-friendly and manageable format for the public to read, which builds on the City's commitment to fiscal stewardship and transparency. DocuSigneej�d��by:: W1OfL fiL(r (�YLL�at+. Jason - 7ljf3AFOCMAE . Finance Director/City Treasurer Attachments: 1. Resolution No. 22-32 Adopting the Second Year (Fiscal Year 2022/23) of the 2021- 2023 Biennial Budget and Related Documents for Fiscal Year 2022/23 2. Housing Authority Resolution No. 22-01 Adopting the Housing Authority Budget and Appropriating from the Anticipated Revenues of the Authority for the Fiscal Year 2022/23 3. Resolution No. 22-37 Amending the City's Salary Schedule and the Position Control Schedule consistent with the Proposed Budget for Fiscal Year 2022/23 4. Proposed Fiscal Year 2022/23 Operating Budget and Capital Improvement Program RESOLUTION NO. 22-32 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUSTIN, CALIFORNIA, ADOPTING THE SECOND YEAR (FISCAL YEAR 2022/23) OF THE 2021-2023 BIENNIAL BUDGET AND RELATED DOCUMENTS FOR FISCAL YEAR 2022/23 WHEREAS, in accordance with Section 1415 of the Tustin City code, the City Manager has prepared and submitted to the City Council a Proposed Biennial Budget for the 2021-2023 fiscal years, beginning July 1, 2021; and WHEREAS, the City Council, as the legislative body of the City, has reviewed the proposed biennial 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 "FY 2021-2023 Biennial Budget Proposed 2nd Year Update FY 2022-2023". The said document, as prepared by the City Manager and reviewed by the City Council, is hereby adopted for the fiscal year commencing July 1, 2022; SECTION 2. The following sums of money are hereby appropriated from the anticipated revenues of the City of Tustin for the Fiscal Year 2022/23. GOVERNMENTAL FUNDS General Fund: • City Council $ 71,800 • City Clerk 820,125 • City Attorney 923,000 • City Manager 936,356 • Economic Development 1,368,426 • Finance 1,850,012 • Human Resources 1,145,891 • Community Development 4,476,194 • Public Works 16,478,141 • Police 31,750,999 • Fire 10,077,639 • Parks & Recreations 4,892,792 • Non -Departmental 9,768,994 Total General Fund Appropriations: $ 84,560,369 Resolution 22-32 Page 1 of 4 American Rescue Plan Act (ABPA) $ 7,760,000 Backbone Fee 12,609,407 Capital Projects 2,802,000 Equipment Replacement 2,236,500 Information Technology 3,967,483 Proceeds of Land Sales 34,083,178 Risk Management Funds (181,182,183) 2,923,755 Tustin Landscape & Lighting District 817,953 Tustin Street Lighting 485,522 TOTAL GOVERNMENTAL FUNDS $ 67,685,798 SPECIAL REVENUE FUNDS Cable PEG Fees $ 79,073 CDBG 3,813,188 Community Facilities Districts/Tax B 11,810,751 Gas Tax 2,027,513 Measure M2 3,029,089 Park Development Funds (131, 132) 6,668,963 Road Maint & Rehab Allocation 3,865,554 Solid Waste 245,820 Special Events 426,653 Supplemental Law Enforcement 117.292 TOTAL SPECIAL REVENUE FUNDS $ 32,083,896 WATER ENTERPRISE FUNDS Operations/Debt Service $ 21,605,484 Capital Improvements 2,887,662 Caaital Outlav 3.768.039 TOTAL WATER ENTERPRISE FUNDS $ 28,261,185 GRAND TOTAL $ 212,591,248 SECTION 3. The Financial & Budget Policies as presented in the Fiscal Year 2022/23 Budget are hereby adopted by the City Council. Resolution 22-32 Page 2 of 4 SECTION 4. The City Manager, or designee, is hereby authorized to appropriate American Rescue Plan Act funds consistent with the spending plan outlined within the Fiscal Year 2022/23 Budget. PASSED AND ADOPTED at a regular meeting of the City Council of the City of Tustin, California, held on the 21St day of June 2022. AUSTIN LUMBARD, Mayor ATTEST: CARRIE WOODWARD, Acting City Clerk Resolution 22-32 Page 3 of 4 STATE OF CALIFORNIA ) COUNTY OF ORANGE ) SS CITY OF TUSTIN ) I, Carrie Woodward, Acting 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. 22-32 was duly passed and adopted at a regular meeting of the Tustin City Council, held on the 21stday of June 2022, by the following vote: COUNCILMEMBER AYES: COUNCILMEMBER NOES: COUNCILMEMBER ABSTAINED: COUNCILMEMBER ABSENT: CARRIE WOODWARD, Acting City Clerk Resolution 22-32 Page 4 of 4 TUSTIN HOUSING AUTHORITY RESOLUTION NO. 22-01 A RESOLUTION OF THE TUSTIN HOUSING AUTHORITY OF THE CITY OF TUSTIN, CALIFORNIA, ADOPTING THE HOUSING AUTHORITY BUDGET AND APPROPRIATING FROM THE ANTICIPATED REVENUES OF THE AUTHORITY FOR THE FISCAL YEAR 2022/23 WHEREAS, in accordance with Section 1415 of the Tustin City code, the City Manager has prepared and submitted to the Commission of the Tustin Housing Authority a Proposed Biennial Budget for the 2021-2023 fiscal year, beginning July 1, 2021; and WHEREAS, the Commission, as the legislative body of the Tustin Housing Authority, has reviewed this proposed budget; NOW, THEREFORE, the Commission of the Tustin Housing Authority 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 "FY 2021-2023 Biennial Budget Proposed 2nd Year Update FY 2022-2023". The said document, as prepared by the City Manager and reviewed by the Commission, is hereby adopted for the fiscal year commencing July 1, 2022; SECTION 2. The following sums of money are hereby appropriated from the anticipated revenues of the Tustin Housing Authority for the Fiscal Year 2022/23. TUSTIN HOUSING AUTHORITY Personnel Operational Costs $ 426,232 1.330.054 TOTAL HOUSING AUTHORITY COSTS $ 1,756,286 Tustin Housing Authority Resolution 22-01 Page 1 of 3 PASSED AND ADOPTED at a regular meeting of the Tustin Housing Authority held on the 21stday of June 2022. AUSTIN LUMBARD, Chairman ATTEST: CARRIE WOODWARD, Acting Secretary Tustin Housing Authority Resolution 22-01 Page 2 of 3 STATE OF CALIFORNIA ) COUNTY OF ORANGE ) SS CITY OF TUSTIN ) I, Carrie Woodward, Acting Secretary of the Tustin Housing Authority of the City of Tustin, California, do hereby certify that the whole number of the members of the commissioners of the Tustin Housing Authority is five; that the above and foregoing Tustin Housing Authority Resolution No. 22-01 was duly passed and adopted at a regular meeting of the Tustin Housing Authority, held on the 21St day of June 2022, by the following vote: COMMISSIONERS AYES: COMMISSIONERS NOES: COMMISSIONERS ABSTAINED: COMMISSIONERS ABSENT: CARRIE WOODWARD, Acting Secretary Tustin Housing Authority Resolution 22-01 Page 3 of 3 RESOLUTION NO. 22-37 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUSTIN, CALIFORNIA, UPDATING THE CITYWIDE SALARY SCHEDULE AND THE POSITION CONTROL SCHEDULE WHEREAS, the City Council of the City of Tustin, California (the "City") has authorized and directed, under the provisions of the City's Personnel Rules, Resolution No. 15-50, the preparation of a Classification and Compensation Plan for all employees in the City service; and WHEREAS, Resolution No. 15-50 requires that amendments or revisions to the Classification and Compensation Plan be approved by resolution of the City Council; and WHEREAS, the City Council has previously adopted resolutions determining the salary ranges for each represented and unrepresented employee group; WHEREAS, the updated City budget includes new job classifications not included in previously adopted resolutions; WHEREAS, the salary schedule is updated to reflect the passage by Tustin voters of Measure CC in 2020 establishing salaries for Council members, commencing at the first meeting of the newly -constituted City Council after the 2022 election; WHEREAS, the City desires to adopt an updated salary schedule incorporating the salary ranges for all City classifications in one comprehensive document; and WHEREAS, the City desires to adopt an updated position control schedule that outlines authorized positions consistent with the proposed budget for fiscal year 2022/23. NOW, THEREFORE, BE IT RESOLVED: The City of Tustin salary schedule, effective June 21, 2022, is hereby approved and incorporated herein by reference. The City of Tustin position control schedule titled "2022-2023 Position Control" as presented to the City Council on June 21, 2022 is hereby approved and incorporated herein by reference. Resolution 22-37 Page 1 of 2 PASSED AND ADOPTED at a regular meeting of the City Council of the City of Tustin held on the 21St day of June 2022. AUSTIN LUMBARD Mayor ATTEST: CARRIE WOODWARD Acting City Clerk STATE OF CALIFORNIA ) COUNTY OF ORANGE ) SS CITY OF TUSTIN ) I, Carrie Woodward, Acting 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. 22-37 was duly passed and adopted at a regular meeting of the Tustin City Council, held on the 21St day of June 2022, by the following vote: COUNCILMEMBER AYES: COUNCILMEMBER NOES: COUNCILMEMBER ABSTAINED: COUNCILMEMBER ABSENT: CARRIE WOODWARD Acting City Clerk Resolution 22-37 Page 2 of 2 CITY OF TUSTIN SALARY SCHEDULE Hourly Rates FULL-TIME EMPLOYEES Accountant Accounting Specialist Accounting Specialist PT Accounting Supervisor Administrative Assistant-CONF Administrative Assistant-TMEA Administrative Services Mgr Assistant City Manager Assistant Dir of Com Dev-Plan Assistant Dir of Comm Dev Assistant Dir of Comm Dev-Bldg Assistant Dir of Public Works Assistant Engineer Assistant Planner Assistant to the City Manager Associate Engineer Associate Planner Behavioral Health Bureau Cmdr Building Inspection Supv Building Inspector Building Official Building Permit Technician City Clerk City Manager Code Enforcement Officer Code Enforcement Officer PT Crime Analyst Customer Service Supervisor Deputy Building Official Deputy City Manager Deputy Director of Econ Devel TMEA 6/20/2022 6/21/2021 $ 32.85 $ 34.54 $ 36.31 $ 38.17 $ 40.12 $ 42.13 TMEA 6/20/2022 6/21/2021 $ 23.22 $ 24.42 $ 25.67 $ 26.98 $ 28.36 $ 29.77 TMEA 6/20/2022 6/21/2021 $ 23.22 $ 24.42 $ 25.67 $ 26.98 $ 28.36 $ 29.77 MGMT 6/20/2022 9/27/2021 $ 50.34 $ 52.91 $ 55.62 $ 58.47 $ 61.46 $ 64.54 CONF 6/20/2022 9/27/2021 $ 25.73 $ 27.04 $ 28.43 $ 29.88 $ 31.42 $ 32.99 TMEA 6/20/2022 6/21/2021 $ 25.73 $ 27.04 $ 28.43 $ 29.88 $ 31.41 $ 32.99 MGMT 6/20/2022 9/27/2021 $ 57.03 $ 59.95 $ 63.02 $ 66.25 $ 69.64 $ 73.11 EMGT 6/20/2022 9/27/2021 $ 88.06 $ 92.57 $ 97.31 $ 102.28 $ 107.53 $ 112.90 MGMT 6/20/2022 9/27/2021 $ 62.86 $ 66.07 $ 69.46 $ 73.02 $ 76.76 $ 80.60 MGMT 6/20/2022 9/27/2021 $ 62.86 $ 66.07 $ 69.46 $ 73.02 $ 76.76 $ 80.60 MGMT 6/20/2022 9/27/2021 $ 66.00 $ 69.38 $ 72.94 $ 76.67 $ 80.60 $ 84.62 MGMT 6/20/2022 N/A $ 72.36 $ 75.98 $ 79.78 $ 83.77 $ 87.96 $ 92.36 TMEA 6/20/2022 6/21/2021 $ 39.52 $ 41.55 $ 43.67 $ 45.91 $ 48.27 $ 50.68 TMEA 6/20/2022 6/21/2021 $ 32.85 $ 34.54 $ 36.31 $ 38.17 $ 40.12 $ 42.13 MGMT 6/20/2022 9/27/2021 $ 57.03 $ 59.95 $ 63.02 $ 66.25 $ 69.64 $ 73.11 TMEA 6/20/2022 6/21/2021 $ 44.89 $ 47.19 $ 49.61 $ 52.15 $ 54.82 $ 57.56 TMEA 6/20/2022 6/21/2021 $ 36.40 $ 38.26 $ 40.23 $ 42.29 $ 44.45 $ 46.67 MGMT 6/20/2022 9/27/2021 $ 56.33 $ 59.22 $ 62.25 $ 65.44 $ 68.79 $ 72.23 MGMT 6/20/2022 9/27/2021 $ 43.99 $ 46.24 $ 48.61 $ 51.10 $ 53.71 $ 56.40 TMEA 6/20/2022 6/21/2021 $ 33.61 $ 35.32 $ 37.14 $ 39.04 $ 41.04 $ 43.09 MGMT 6/20/2022 9/27/2021 $ 59.53 $ 62.59 $ 65.79 $ 69.16 $ 72.69 $ 76.33 TMEA 6/20/2022 6/21/2021 $ 25.03 $ 26.31 $ 27.66 $ 29.07 $ 30.56 $ 32.09 MGMT 6/20/2022 9/27/2021 $ 56.04 $ 58.91 $ 61.92 $ 65.10 $ 68.43 $ 71.85 EMGT 1/3/2022 5/13/2019 $ 126.29 $ - $ - $ - $ - $ - TMEA 6/20/2022 6/21/2021 $ 32.29 $ 33.95 $ 35.68 $ 37.51 $ 39.43 $ 41.39 TMEA 6/20/2022 6/21/2021 $ 32.29 $ 33.95 $ 35.68 $ 37.51 $ 39.43 $ 41.39 TPSA 6/20/2022 6/21/2021 $ 35.68 $ 37.51 $ 39.43 $ 41.45 $ 43.57 $ 45.74 SUPV 6/20/2022 9/27/2021 $ 32.85 $ 34.54 $ 36.31 $ 38.17 $ 40.12 $ 42.13 MGMT 6/20/2022 9/27/2021 $ 56.32 $ 59.20 $ 62.24 $ 65.43 $ 68.78 $ 72.21 EMGT 6/20/2022 9/27/2021 $ 74.86 $ 78.69 $ 82.72 $ 86.96 $ 91.41 $ 95.97 MGMT 6/20/2022 9/27/2021 $ 62.86 $ 66.07 $ 69.46 $ 73.02 $ 76.76 $ 80.60 Annual Salary: Hourly Rate x 2080 Page 1 of 7 Monthly Salary: Hourly Rate x 2080 / 12 Report Date 06/21 /2022 CITY OF TUSTIN SALARY SCHEDULE Hourly Rates FULL-TIME EMPLOYEES Deputy Director of Finance MGMT 6/20/2022 9/27/2021 $ 62.86 $ 66.07 $ 69.46 $ 73.02 $ 76.76 $ 80.60 Deputy Director of Parks & Rec MGMT 6/20/2022 9/27/2021 $ 57.03 $ 59.95 $ 63.02 $ 66.25 $ 69.64 $ 73.11 Deputy Director of PW - Eng MGMT 6/20/2022 9/27/2021 $ 68.60 $ 72.12 $ 75.80 $ 79.69 $ 83.76 $ 87.96 Deputy Director of PW - Ops MGMT 6/20/2022 9/27/2021 $ 65.98 $ 69.35 $ 72.90 $ 76.64 $ 80.57 $ 84.58 Deputy Police Chief MGMT 6/20/2022 9/27/2021 $ 84.93 $ 89.29 $ 93.85 $ 98.55 $ 103.47 $ 108.65 Director of Community Dev EMGT 6/20/2022 9/27/2021 $ 75.42 $ 79.29 $ 83.34 $ 87.63 $ 92.11 $ 96.71 Director of Economic Devel EMGT 6/20/2022 9/27/2021 $ 80.60 $ 84.73 $ 89.06 $ 93.62 $ 98.41 $ 103.34 Director of Finance / CT EMGT 6/20/2022 9/27/2021 $ 80.60 $ 84.73 $ 89.06 $ 93.62 $ 98.41 $ 103.34 Director of Human Resources EMGT 6/20/2022 9/27/2021 $ 68.43 $ 71.93 $ 75.61 $ 79.49 $ 83.56 $ 87.74 Director of Parks & Rec EMGT 6/20/2022 9/27/2021 $ 70.51 $ 74.12 $ 77.91 $ 81.91 $ 86.10 $ 90.41 Director of Public Wks / CE EMGT 6/20/2022 9/27/2021 $ 82.52 $ 86.75 $ 91.19 $ 95.86 $ 100.77 $ 105.81 Economic Devel & Housing Mgr MGMT 6/20/2022 9/27/2021 $ 58.32 $ 61.32 $ 64.44 $ 67.75 $ 71.22 $ 74.78 Economic Development Proi Mgr MGMT 6/20/2022 9/27/2021 $ 44.31 $ 46.59 $ 48.97 $ 51.49 $ 54.12 $ 56.82 Electrician TMEA 6/20/2022 6/21/2021 $ 32.23 $ 33.88 $ 35.62 $ 37.44 $ 39.37 $ 41.33 Equipment Mechanic TMEA 6/20/2022 6/21/2021 $ 28.86 $ 30.33 $ 31.89 $ 33.53 $ 35.24 $ 37.00 Equipment Operator TMEA 6/20/2022 6/21/2021 $ 27.66 $ 29.07 $ 30.56 $ 32.13 $ 33.78 $ 35.46 Executive Assistant-CONF CONF 6/20/2022 9/27/2021 $ 29.88 $ 31.42 $ 33.03 $ 34.72 $ 36.49 $ 38.31 Executive Assistant-TMEA TMEA 6/20/2022 6/21/2021 $ 29.88 $ 31.41 $ 33.02 $ 34.71 $ 36.49 $ 38.32 Executive Coordinator CONF 6/20/2022 9/27/2021 $ 37.14 $ 39.04 $ 41.04 $ 43.14 $ 45.35 $ 47.61 Field Services Manager MGMT 6/20/2022 9/27/2021 $ 57.03 $ 59.95 $ 63.02 $ 66.25 $ 69.64 $ 73.11 Finance Manager MGMT 6/20/2022 9/27/2021 $ 57.03 $ 59.95 $ 63.02 $ 66.25 $ 69.64 $ 73.11 Human Resources Manager MGMT 6/20/2022 9/27/2021 $ 57.03 $ 59.95 $ 63.02 $ 66.25 $ 69.64 $ 73.11 Information Tech Specialist TMEA 6/20/2022 6/21/2021 $ 34.45 $ 36.22 $ 38.07 $ 40.02 $ 42.08 $ 44.18 Information Tech Supervisor MGMT 6/20/2022 9/27/2021 $ 56.04 $ 58.91 $ 61.92 $ 65.10 $ 68.43 $ 71.85 Maintenance Leadworker TMEA 6/20/2022 6/21/2021 $ 30.18 $ 31.73 $ 33.36 $ 35.06 $ 36.86 $ 38.71 Maintenance Supervisor MGMT 6/20/2022 9/27/2021 $ 38.44 $ 40.41 $ 42.48 $ 44.65 $ 46.93 $ 49.28 Maintenance Worker TMEA 6/20/2022 6/21/2021 $ 23.69 $ 24.90 $ 26.18 $ 27.52 $ 28.93 $ 30.37 Management Analyst I-CONF CONF 6/20/2022 9/27/2021 $ 37.14 $ 39.04 $ 41.04 $ 43.14 $ 45.35 $ 47.61 Management Analyst II-SUPV SUPV 6/20/2022 9/27/2021 $ 43.14 $ 45.35 $ 47.61 $ 50.05 $ 52.61 $ 55.31 Management Analyst II-TPSSMA TPSM 6/20/2022 6/21/2021 $ 43.14 $ 45.34 $ 47.61 $ 50.05 $ 52.62 $ 55.30 Management Analyst I-TMEA TMEA 6/20/2022 6/21/2021 $ 37.14 $ 39.04 $ 41.04 $ 43.14 $ 45.34 $ 47.61 Annual Salary: Hourly Rate x 2080 Page 2 of 7 Monthly Salary: Hourly Rate x 2080 / 12 Report Date 06/21 /2022 CITY OF TUSTIN SALARY SCHEDULE Hourly Rates FULL-TIME EMPLOYEES Management Analyst I-TPSSA Management Assistant-CONF Management Assistant-TMEA Management Assistant-TPSSA Plan Check Supervisor Planning Technician Police Captain Police Chief Police Civilian Commander Police Comm Lead (3/12.5) Police Comm Officer 1 (3/12.5) Police Comm Officer II (3/12.5 Police Fleet Coordinator Police Lieutenant Police Officer Police Records Lead (3/12.5) Police Records Lead (4/10) Police Records Spec (3/12.5) Police Records Spec (4/10) Police Recruit Police Sergeant Police Sery Offcr 1 (3/12.5) Police Sery Offcr 1 (4/10) Police Sery Offcr II (3/12.5) Police Sery Offcr II (4/10) Police Sery Offcr III (3/12.5) Police Sery Offcr III (4/10) Police Support Services Mgr Police Support Services Supv Principal Engineer Principal Plan Check Engineer TPSA 6/20/2022 6/21/2021 $ 37.14 $ 39.04 $ 41.04 $ 43.14 $ 45.34 $ 47.61 CONF 6/20/2022 9/27/2021 $ 29.37 $ 30.86 $ 32.45 $ 34.11 $ 35.85 $ 37.66 TMEA 6/20/2022 6/21/2021 $ 29.36 $ 30.87 $ 32.45 $ 34.11 $ 35.86 $ 37.65 TPSA 6/20/2022 6/21/2021 $ 29.36 $ 30.87 $ 32.45 $ 34.11 $ 35.86 $ 37.65 MGMT 6/20/2022 9/27/2021 $ 43.99 $ 46.24 $ 48.61 $ 51.10 $ 53.71 $ 56.40 TMEA 6/20/2022 N/A $ 28.45 $ 29.87 $ 31.36 $ 32.93 $ 34.58 $ 36.31 TPMA 12/20/2021 9/28/2020 $ 76.04 $ 79.94 $ 84.03 $ 88.34 $ 92.86 $ 97.49 EMGT 6/20/2022 9/27/2021 $ 92.47 $ 97.19 $ 102.17 $ 107.41 $ 112.90 $ 118.55 MGMT 6/20/2022 9/27/2021 $ 57.74 $ 60.70 $ 63.81 $ 67.08 $ 70.51 $ 74.04 TPSA 6/20/2022 6/21/2021 $ 34.86 $ 36.65 $ 38.53 $ 40.50 $ 42.57 $ 44.70 TPSA 6/20/2022 6/21/2021 $ 29.71 $ 31.24 $ 32.83 $ 34.51 $ 36.29 $ 38.10 TPSA 6/20/2022 6/21/2021 $ 31.55 $ 33.17 $ 34.86 $ 36.65 $ 38.53 $ 40.45 TPSA 6/20/2022 6/21/2021 $ 32.61 $ 34.28 $ 36.04 $ 37.89 $ 39.82 $ 41.81 TPMA 12/20/2021 6/22/2020 $ 64.29 $ 67.59 $ 71.04 $ 74.68 $ 78.51 $ 82.44 TPOA 12/20/2021 6/22/2020 $ 40.61 $ 42.69 $ 44.88 $ 47.18 $ 49.59 $ 52.12 TPSA 6/20/2022 6/21/2021 $ 26.69 $ 28.05 $ 29.49 $ 31.00 $ 32.59 $ 34.22 TPSA 6/20/2022 6/21/2021 $ 27.32 $ 28.71 $ 30.18 $ 31.73 $ 33.36 $ 35.02 TPSA 6/20/2022 6/21/2021 $ 24.15 $ 25.39 $ 26.69 $ 28.05 $ 29.49 $ 30.97 TPSA 6/20/2022 6/21/2021 $ 24.72 $ 25.98 $ 27.32 $ 28.71 $ 30.18 $ 31.70 TPOA 12/20/2021 6/22/2020 $ 30.10 $ - $ - $ - $ - $ - TPMA 12/20/2021 6/22/2020 $ 53.85 $ 56.61 $ 59.51 $ 62.55 $ 65.75 $ 69.04 TPSA 6/20/2022 6/21/2021 $ 27.78 $ 29.20 $ 30.70 $ 32.26 $ 33.91 $ 35.62 TPSA 6/20/2022 6/21/2021 $ 28.43 $ 29.88 $ 31.41 $ 33.02 $ 34.71 $ 36.45 TPSA 6/20/2022 6/21/2021 $ 29.27 $ 30.77 $ 32.35 $ 34.00 $ 35.74 $ 37.53 TPSA 6/20/2022 6/21/2021 $ 29.96 $ 31.50 $ 33.11 $ 34.80 $ 36.58 $ 38.41 TPSA 6/20/2022 6/21/2021 $ 31.55 $ 33.17 $ 34.86 $ 36.65 $ 38.53 $ 40.45 TPSA 6/20/2022 6/21/2021 $ 32.29 $ 33.95 $ 35.68 $ 37.51 $ 39.43 $ 41.39 TPSM 6/20/2022 6/21/2021 $ 49.34 $ 51.87 $ 54.52 $ 57.31 $ 60.24 $ 63.26 TPSM 6/20/2022 6/21/2021 $ 39.32 $ 41.34 $ 43.46 $ 45.68 $ 48.02 $ 50.43 MGMT 6/20/2022 9/27/2021 $ 56.32 $ 59.20 $ 62.24 $ 65.43 $ 68.78 $ 72.21 MGMT 6/20/2022 9/27/2021 $ 56.32 $ 59.20 $ 62.24 $ 65.43 $ 68.78 $ 72.21 Annual Salary: Hourly Rate x 2080 Page 3 of 7 Monthly Salary: Hourly Rate x 2080 / 12 Report Date 06/21 /2022 CITY OF TUSTIN SALARY SCHEDULE Hourly Rates FULL-TIME EMPLOYEES Principal Planner Property & Evidence Specialist Public Works Inspection Supv Public Works Inspector Public Works Manager Recreation Coordinator Recreation Facilities Lead Recreation Program Specialist Recreation Superintendent Recreation Supervisor Senior Accountant Senior Accounting Spec Senior Building Inspector Senior Building Permit Technician Senior Code Enforcement Officer Senior Information Tech Spec Senior Maintenance Worker Senior Management Analyst-MGMT Senior Management Analy-TPSSMA Senior Management Ast-CONF Senior Management Ast-TMEA Senior Planner Senior Public Works Inspector Transportation Coordinator Water Distribution Leadworker Water Distribution Oper I Water Distribution Oper II Water Equipment Operator Water Maint & Const Supv Water Meter Reader Water Services Manager MGMT 6/20/2022 9/27/2021 $ 55.07 $ 57.89 $ 60.85 $ 63.97 $ 67.24 $ 70.60 TPSA 6/20/2022 6/21/2021 $ 28.86 $ 30.33 $ 31.89 $ 33.53 $ 35.24 $ 37.00 MGMT 6/20/2022 9/27/2021 $ 39.83 $ 41.87 $ 44.01 $ 46.26 $ 48.64 $ 51.07 TMEA 6/20/2022 6/21/2021 $ 33.78 $ 35.50 $ 37.32 $ 39.23 $ 41.24 $ 43.31 MGMT 6/20/2022 9/27/2021 $ 54.52 $ 57.31 $ 60.24 $ 63.33 $ 66.57 $ 69.91 SUPV 6/20/2022 9/27/2021 $ 31.57 $ 33.19 $ 34.89 $ 36.67 $ 38.55 $ 40.48 TMEA 6/20/2022 6/21/2021 $ 24.47 $ 25.73 $ 27.04 $ 28.43 $ 29.88 $ 31.38 TMEA 6/20/2022 6/21/2021 $ 23.17 $ 24.35 $ 25.59 $ 26.91 $ 28.28 $ 29.70 MGMT 6/20/2022 9/27/2021 $ 49.70 $ 52.25 $ 54.93 $ 57.74 $ 60.70 $ 63.73 MGMT 6/20/2022 9/27/2021 $ 38.06 $ 40.01 $ 42.06 $ 44.21 $ 46.47 $ 48.79 MGMT 6/20/2022 9/27/2021 $ 40.01 $ 42.06 $ 44.21 $ 46.47 $ 48.85 $ 51.29 TMEA 6/20/2022 6/21/2021 $ 28.28 $ 29.73 $ 31.26 $ 32.85 $ 34.54 $ 36.27 TMEA 6/20/2022 6/21/2021 $ 39.52 $ 41.55 $ 43.67 $ 45.91 $ 48.27 $ 50.68 TMEA 6/20/2022 N/A $ 29.11 $ 30.56 $ 32.09 $ 33.69 $ 35.37 $ 37.14 TMEA 6/20/2022 6/21/2021 $ 37.51 $ 39.43 $ 41.39 $ 43.46 $ 45.64 $ 47.92 MGMT 6/20/2022 9/27/2021 $ 40.61 $ 42.69 $ 44.87 $ 47.17 $ 49.59 $ 52.07 TMEA 6/20/2022 6/21/2021 $ 26.04 $ 27.38 $ 28.79 $ 30.26 $ 31.81 $ 33.40 MGMT 6/20/2022 9/27/2021 $ 52.61 $ 55.31 $ 58.14 $ 61.11 $ 64.25 $ 67.54 TPSM 6/20/2022 6/21/2021 $ 52.62 $ 55.30 $ 58.14 $ 61.11 $ 64.25 $ 67.53 CONF 6/20/2022 9/27/2021 $ 34.11 $ 35.85 $ 37.70 $ 39.63 $ 41.66 $ 43.74 TMEA 6/20/2022 6/21/2021 $ 34.11 $ 35.86 $ 37.70 $ 39.63 $ 41.66 $ 43.74 MGMT 6/20/2022 9/27/2021 $ 44.31 $ 46.59 $ 48.97 $ 51.49 $ 54.12 $ 56.82 TMEA 6/20/2022 6/21/2021 $ 39.52 $ 41.55 $ 43.67 $ 45.91 $ 48.27 $ 50.68 TMEA 6/20/2022 6/21/2021 $ 19.74 $ 20.75 $ 21.82 $ 22.93 $ 24.11 $ 25.31 TMEA 6/20/2022 6/21/2021 $ 32.85 $ 34.54 $ 36.31 $ 38.17 $ 40.12 $ 42.13 TMEA 6/20/2022 6/21/2021 $ 24.53 $ 25.79 $ 27.11 $ 28.50 $ 29.96 $ 31.46 TMEA 6/20/2022 6/21/2021 $ 27.38 $ 28.79 $ 30.26 $ 31.81 $ 33.44 $ 35.11 TMEA 6/20/2022 6/21/2021 $ 29.66 $ 31.18 $ 32.78 $ 34.45 $ 36.22 $ 38.03 MGMT 6/20/2022 9/27/2021 $ 42.27 $ 44.43 $ 46.70 $ 49.10 $ 51.61 $ 54.19 TMEA 6/20/2022 6/21/2021 $ 27.38 $ 28.79 $ 30.26 $ 31.81 $ 33.44 $ 35.11 MGMT 6/20/2022 9/27/2021 $ 63.17 $ 66.41 $ 69.81 $ 73.39 $ 77.15 $ 81.01 Annual Salary: Hourly Rate x 2080 Page 4 of 7 Monthly Salary: Hourly Rate x 2080 / 12 Report Date 06/21 /2022 CITY OF TUSTIN SALARY SCHEDULE Hourly Rates FULL-TIME EMPLOYEES Water Treatment Operator I TMEA 6/20/2022 6/21/2021 $ 31.10 $ 32.70 $ 34.37 $ 36.13 $ 37.98 $ 39.88 Water Treatment Operator 11 TMEA 6/20/2022 6/21/2021 $ 33.44 $ 35.15 $ 36.95 $ 38.84 $ 40.83 $ 42.88 Water Treatment Supervisor MGMT 6/20/2022 9/27/2021 $ 48.25 $ 50.72 $ 53.31 $ 56.04 $ 58.91 $ 61.85 Notes *Units are abbreviated as follows: CONF = Confidential, EMGT = Executive Management, MGMT = Management, SUPV = Supervisory, TMEA = Tustin Municipal Employees Association, TPMA = Tustin Police Officers Association - Management Unit, TPOA = Tustin Police Officers Association - Police Officer Unit, TPSA = Tustin Police Support Services Association, TPSM = Tustin Police Support Services Management Association Annual Salary: Hourly Rate x 2080 Page 5 of 7 Monthly Salary: Hourly Rate x 2080 / 12 Report Date 06/21 /2022 CITY OF TUSTIN SALARY SCHEDULE Hourly Rates PART-TIME NON -BENEFITTED EMPLOYEES "W 14 Classification r Unit Effective Date Previous Effective Date Step A Administrative Intern PT UNRP 12/20/2021 12/7/2020 15.00 Graduate Intern PT UNRP 12/20/2021 12/21/2020 20.00 Maintenance Aide PT UNRP 12/20/2021 12/7/2020 15.00 Master Reserve Officer PT UNRP 12/20/2021 6/22/2020 40.61 Office Assistant PT UNRP 12/24/2018 1/1/2008 18.00 Parking Control Officer PT UNRP 12/24/2018 6/30/2014 19.00 Police Cadet PT UNRP 12/20/2021 12/7/2020 15.00 Police Reserve Off I PT UNRP 12/24/2018 1/1/2008 24.00 Police Reserve Off II PT UNRP 12/24/2018 1/1/2008 19.00 Police Reserve Off III PT UNRP 12/24/2018 1/1/2008 16.00 Receptionist PT UNRP 12/20/2021 12/7/2020 15.00 Recreation Facilities Ast PT UNRP 12/20/2021 9/27/2021 16.50 Recreation Leader I PT UNRP 12/20/2021 12/7/2020 15.00 Recreation Leader II PT UNRP 12/20/2021 12/21/2020 16.50 Recreation Program Assist PT UNRP 12/20/2021 12/21/2020 19.00 Step A Step B Step C Step D Step E Step F $ 15.00 $ 20.00 $ 25.00 $ 30.00 $ 35.00 $ 40.00 $ Step G 45.00 Step H Step I Step J Step K Step L $ 50.00 $ 55.00 $ 60.00 $ 65.00 $ 70.00 Step M Step N Step • Step P Step • Step R $ 75.00 $ 80.00 $ 85.00 $ 90.00 $ 95.00 $ 100.00 Temporary Employee UNRP 6/29/2015 N/A $ Step S 105.00 Step T Step U Step V $ 110.00 $ 115.00 $ 120.00 Notes *Units are abbreviated as follows: UNRP = Part -Time Non -Benefitted Employees **The hourly salary rate for any Part -Time Non -Benefitted employee in a job classification with a full-time equivalent is the same as the hourly salary rate of the full- time job classification Annual Salary: Hourly Rate x 2080 Page 6 of 7 Monthly Salary: Hourly Rate x 2080 / 12 Report Date 06/21 /2022 CITY OF TUSTIN SALARY SCHEDULE Hourly Rates ELECTED OFFICIALS Mayor/Council Member ** $600.00 12/4/2012 APPOINTED OFFICIALS Audit Commissioner 12/6/1999 N/A $ 100.00 N/A Building Board of Appeals Member 3/7/2018 N/A $ 150.00 N/A Community Services Commissioner 5/1/2007 N/A $ 100.00 12/6/1999 Planning Commissioner 5/1/2007 N/A $ 150.00 12/6/1999 Public Art Committee Member 3/20/2018 N/A $ 100.00 N/A Notes *Typically, the Planning Commission meets up to two (2) times per month, the Community Services Commission meets one (1) time per month, and the Audit Commission meets six (6) times per year. The Building Board of Appeals and Public Art Committee meet as necessary on a project -oriented basis. **Each member of the City Council and the Mayor and Mayor Pro Tem shall receive a monthly salary in the amount of $600 in accordance with Ordinance No. 1511 (pursuant with the passage of Measure CC on the November 3, 2020 ballot) commencing at the first meeting of the newly -constituted City Council after the 2022 election. DISCLAIMER This salary schedule is a summary document provided for information purposes only. All salary rates are adopted via Resolution by the City Council. If any discrepancies exist between a salary listed on this schedule and the salary adopted by Resolution, the salary adopted in the Resolution shall prevail. Annual Salary: Hourly Rate x 2080 Page 7 of 7 Monthly Salary: Hourly Rate x 2080 / 12 Report Date 06/21 /2022 EAT. DRINK. HERE. 11 c 6— r tr .. L V _- • DD LJIJ1- � US IN Remembering what connects us. JW—T R T- M E NIIT�L �- I Remembering what connects us. FY 2021-2023 BIENNIAL BUDGET 2ND YEAR UPDATE (FY 2022-2023) JUNE 21, 2022 CITY OFFICIALS MATTHEW S. WEST, CITY MANAGER NICOLE M. BERNARD, ASSISTANT CITY MANAGER JUSTINA L. WILLKOM, DIRECTOR OF COMMUNITY DEVELOPMENT JASON AL -IMAM, DIRECTOR OF FINANCE/CITY TREASURER CHRISTOPHER M. KOSTER, DIRECTOR OF ECONOMIC DEVELOPMENT STUART A. GREENBERG, CHIEF OF POLICE DOUGLAS S. STACK, DIRECTOR OF PUBLIC WORKS CHAD W. CLANTON, DIRECTOR OF PARKS AND RECREATION DERICK L. YASUDA, DIRECTOR OF HUMAN RESOURCES ERICA N. YASUDA, CITY CLERK CITY ATTORNEY DAVID. E KENDIG City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB Table of Contents Introduction City Manager's Transmittal Letter........................................................................ 3 City of Tustin - A Profile................................................................................... 6 TustinCity Council.......................................................................................... 8 Boards, Commissions, and Committees.................................................................. 9 The Budget Process TheBudget Process....................................................................................... 13 Financial Summaries 2021-2022 Projected Fund Balance - All Funds ....................................................... 17 2022-2023 Proposed Fund Balance - All Funds ...................................................... 18 2022-2023 Revenue Summary - All Funds.............................................................. 19 2022-2023 Revenue Summary - General Fund ........................................................ 21 2022-2023 Expense Summary - All Funds.............................................................. 22 2022-2023 Expense Summary by Type - All Funds ................................................... 24 2022-2023 Department/ Division Expense Summary - General Fund ............................... 32 2022-2023 Position Control List......................................................................... 38 City Departments CityCouncil................................................................................................ 42 CityManager............................................................................................... 45 CityAttorney.............................................................................................. 48 CityClerk................................................................................................... 49 Economic Development.................................................................................. 52 Finance Department...................................................................................... 55 FireServices............................................................................................... 60 HumanResources......................................................................................... 61 Community Development................................................................................ 65 PublicWorks............................................................................................... 72 PoliceDepartment........................................................................................ 85 Parks Ft Recreation...................................................................................... 100 11Page City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB Non-Departmental....................................................................................... 111 Capital Improvement Program Capital Improvement Program Funding............................................................... 112 Appendix Gann Appropriations Limit.............................................................................. 119 Financial 8t Budget Policies............................................................................. 121 Fund Balance Policy............................................................................. 121 Revenue Management Policy.................................................................. 121 Pension Funding Policy......................................................................... 121 Investment Policy............................................................................... 122 Purchasing Card Policy......................................................................... 123 Internal Control - Integrated Framework............................................................. 124 BudgetGlossary.......................................................................................... 125 Public Works Capital Improvement Program (Exhibit A) 2022-2023 Public Works Capital Improvement Program ............................................ 135 21 Page INTRODUCTION :c ., --'M_ , � r City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB City Manager's Transmittal Letter Honorable Mayor and Members of the City Council: It is my pleasure to present the City of Tustin's Budget and Capital Improvement Program (CIP) for Fiscal Year 2022/23. The Budget and CIP provides a funding road map for the upcoming fiscal year that enables us to continue to provide effective, high-quality public services that foster safety, quality of life, and economic vitality throughout our community. The Budget builds upon the City Council's goals set forth in the 2018-2023 Strategic Plan, which focuses on economic vitality, neighborhoods, public safety, financial strength, community relationships and organizational excellence. General Fund revenue is projected to be $82.2 million for Fiscal Year 2022/23. 70% of General Fund revenue is derived from Sales and Property Tax revenue. Sales Tax revenue is projected to grow at a rate of 5% largely due to continued growth in sales from autos and transportation, general consumer goods, restaurants and hotels, and the state and county pools. Property Tax revenue is projected to continue to grow at a stable pace of 4% largely due to changes in ownership, development throughout the City of Tustin, and the 2% Proposition 13 inflation adjustment. General Fund expenditures are projected to be $84.6 million for Fiscal Year 2022/23. 49% of the General Fund's budget is allocated for Police and Fire Services, which is projected to be 6% higher largely due to an increase in budgeted overtime, and increases in compensation and operating costs. 19% of the General Fund's budget is allocated to the Public Works Department for City streets, parks, and landscaping. Public Works operating costs are projected to be 2% lower, due to a decrease in building maintenance costs associated with HVAC improvements that were completed in the prior fiscal year. General Fund reserves are projected at $26 million at the end of Fiscal Year 2022/23, which provides for the necessary level of reserves that are expected to be required to cover years where operating expenditures exceed operating revenues. This equates to 31% of General Fund operating expenditures, which exceeds the Government Finance Officers Association's national benchmark and also exceeds the City Council's minimum reserve level. 17% GFOA National Benchmark 20% Targeted (15%-20%) Minimum (15%) City Policy 31% $26m Projected Reserves at 6/30/23 31 City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB City Manager's Transmittal Letter (Continued) Pension Paydown Pension benefits are funded by employee contributions, City contributions, and CaIPERS investment earnings. When CaIPERS falls short of the expected rate of return (currently 6.8%) it results in an unfunded accrued liability ("UAL"), and the City is responsible for making up the shortfall. In accordance with the City's Pension Funding Policy, the Budget reflects an additional discretionary payment of $2 million to CaIPERS, which is in addition to the $6 million that is required to be paid each year to CaIPERS for the City's UAL. In addition, a $2 million contribution to the City's Pension Trust is also reflected in the Budget. If the City continues to make these additional contributions of $2 million each year to the Pension Trust and an additional discretionary payment of $2 million to CalPERS, the City expects to achieve a 90% funded status in 5 years and expects to be fully funded in 2030, assuming CaIPERS earns 6.8% on average over the next 8 years. Tustin CARES Since 2020, the City of Tustin has utilized over $6 million in federal funds to provide multiple rounds of aid and reinvestment into the Tustin community in the form of grants to over 700 small businesses and non -profits. The City has also provided rent and meal gap assistance to thousands of households. As a continuation of the Tustin CARES program, $7.8 million of American Rescue Plan Act funds have been allocated to providing additional rounds of aid and reinvestment into the Tustin community and for the provision of government services, which includes funding for small businesses, non -profits, public safety, and to address homelessness. Capital Improvement Pro -gram (CIP) The CIP for Fiscal Year 2022/23 totals approximately $61 million, which includes funding for traffic and street improvements, water and storm drain improvements, park projects, and improvements to public facilities. Water & Storm Drain I mproverne nts, Traffic 8t Street Improvements, $3,756,368 , 6 Public Facilities, 18,1608,x}53, 30% 7,188,416, 12% 41 Page City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB City Manager's Transmittal Letter (Continued) Conclusion and Final Comments The Budget for Fiscal Year 2022/23 allocates resources to fund and maintain the level of services and programs important to the community as well as addresses the priorities of the City Council. I would like to thank all City staff for their hard work and ongoing dedication and the City Council for its leadership and support as we work together to continue to provide effective, high-quality public services that foster safety, quality of life, and economic vitality throughout our community. Respectfully submitted, Matthew S. West City Manager 51 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB City of Tustin - A Profile The City of Tustin is located in the central part of Orange County, about forty miles southeast of Los Angeles and eighty miles north of San Diego, at the intersection of the 5 and 55 Freeways. Tustin covers over eleven square miles adjacent to the cities of Orange, Santa Ana, and Irvine. The State of California Department of Finance has estimated the City's January 1, 2022 population at 79,535, a decrease from 2021 of about 0.78%. Most cities in Orange County showed minor decreases in population, with the County of Orange total population experiencing a 0.8% decrease. - - The City was incorporated under the General Laws of the State of California in 1927 and is governed by a five -member elected City Council. The Council/Administrator form of city government was adopted in 1965 and modified to the Council/City Manager form in 1981. Council members serve staggered, four-year terms, with a two consecutive term limit. The Mayor is selected by the City Council from among its membership and serves a one-year term. The City Manager is appointed by the City Council to carry out the policies and direction of the City Council, oversee the day-to-day operations of the City, and appoint department directors. In 2021, F, the City code was amended to implement by - district elections for four council members and established the Office of the Mayor to be elected at -large. Beginning in November 2022, a Council Member for Council District 3 and Mayor will be elected in the general municipal election. Council Members for Council Districts 1, 2, and 4 will be elected in the general municipal election in November 2024. Tustin is a full-service City. The services provided by the City include police, street and park maintenance, water, recreation, traffic/ transportation, public improvements, economic development, planning, zoning, and general administrative services. The City contracts with the Orange County Fire Authority for fire suppression and emergency medical services. Also included in the City's overall operations are the Tustin Public Financing Authority and the City of Tustin Housing Authority (Housing Authority). Tustin: Remembering What Connects Us. In 2021 City staff embarked on a mission to review the City's brand and tagline to ensure it best represents Tustin's rich heritage of agriculture Et military history while honoring Et recognizing the City's unified, diverse, and inspiring future. To accomplish this staff met with the City Council, our community partners, and Tustin 61 Page City of Tustin ' N 2022-23 Fiscal Operating 8t Capital Improvement Program Budget i UJB City of Tustin - A Profile (Continued) residents. Through the time 8t energy of meeting with all these groups a vision emerged that became crystal clear. We needed to modernize our brand for the future while continuing to cherish what made us Tustin. The City's new brand creates a visual bond to our rich heritage of agriculture It military history and points us in the direction of a growing future. It also perfectly illustrates the strong sense of community, partnerships, and collaboration that Tustin is known for and continues to call people back. This is our Tustin. Remembering what connects us. 71 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB Tustin City Council Tustin has a Council -Manager form of government which consists of an elected City Council responsible for policy making, and a professional City Manager, appointed by the Council. The City Council is a five -member governmental body that includes the Mayor, Mayor Pro Tem, and three Council Members. Its duties as a General Law city include approval of the Budget and oversight of the financial affairs of the City. The City Council has the power to: ➢ Act on program and administrative recommendations of City staff. ➢ Adopt ordinances and resolutions. ➢ Appropriate funds and approve contracts. ➢ Establish policy and approve programs. ➢ Make appointments to advisory boards and commissions. ➢ Respond to concerns and needs of residents. City Council Members Mayor Austin Lumbard Mayor Pro Tem Barry W. Cooper Council Member Council Member Letitia Clark Ryan Gallagher Council Member Rebecca "Beckie" Gomez 81 Page City of Tustin '� N 2022-23 Fiscal Operating Et Capital Improvement Program Budget I U,I I Boards, Commissions, and Committees Members are appointed by the City Council and serve as channels for conveying to the City Council a sense of the community's sentiments on existing and future legislation and/or projects. Appointed members are uniquely positioned to provide the Council and City staff with invaluable insight and information for fact -based decision making. As such, members perform an invaluable public service by broadening the forum for community input and enhancing the processes of a representative democracy. Audit Commission The Audit Commission shall consist of 5 members, at least 3 of whom shall be registered voters of the City during all times they hold office and 2 of whom may be registered voters within the area served by the Tustin Water Department, but outside the City. Terms are for 4 years. The Audit Commission shall perform duties of oversight, review, investigation, and reporting and shall provide recommendations to the City Council on matters of finance, investments, and audit as shall be prescribed by the City Council from time to time. Current Commission members are: ir Appointed Term Expiration John Wende, Chair April 6, 2021 March 1, 2025 Jered Elmore, Chair Pro Tem April 6, 2021 March 1, 2025 Robert "Bob" Ammann December 18, 2018 March 1, 2023 Dan Erickson December 18, 2018 March 1, 2023 Craig Shimomura Building Board of Appeals December 18, 2018 March 1, 2023 Members shall be residents and registered voters of the City during all times they hold office. The Board also shall consist of members who are qualified by experience and training to pass upon matters pertaining to building construction, fire protection, or standard waterworks practices. Preference shall be given to those individuals who possess state licenses or certificates in the field of engineering, construction, or related professions or trades. Pursuant to Health and Safety Code section 199575, at least 2 members of the Board shall be physically disabled. The Building Board of Appeals will hear appeals of determinations made by the City's Building Official which may arise during plan check or construction inspection. Individuals experienced or trained in the interpretation of Building Codes or experienced in construction are highly desirable. Current Board members are: Rafat Abbasi Wendy Brough Fred Moore Scoba Rhodes Vacancy . -W .. April 6, 2021 April 6, 2021 February 5, 2019 February 5, 2019 Term Expiration February 5, 2023 February 5, 2025 February 5, 2023 February 5, 2023 91 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB Boards, Commissions, and Committees (Continued) Chief's Advisory Board The number of members of the Chief's Advisory Board should be at least 12 persons, but not more than 20 persons. The Chief's Advisory Board shall be composed of a cross-section of the community. Invitations to prospective members will be sent by the Office of the Chief of Police. The Tustin Police Department is committed to a Policing Model of Community Governance. To that end, the mission of the Chief's Advisory Board is to act as a resource for the Chief in the formation of strategies, development of policing concepts and increasing public awareness regarding policy issues. The policy of the Tustin Police Department is to establish and maintain a Chief's Advisory Board. The goal of the Chief's Advisory Board is to provide a forum for police -community interaction to address public safety and related issues in order to further enhance the quality of life in our community. In doing so, the Chief's Advisory Board is intended to reinforce our elected values of the PRIDE concept: ➢ P: Partnership ➢ R: Respect ➢ I: Innovation ➢ D: Dedication ➢ E: Excellence The primary purpose of the Chief's Advisory Board is to provide a forum with key stakeholders regarding law enforcement policies within the community and is comprised of a diverse cross-section of community activists, business leaders and citizens representing both Tustin and the greater Orange County area. Community Services Commission The Community Services Commission shall consist of 5 members who shall be registered voters of the City during all times they hold office. Appointment terms are 4 years. The purpose of this Commission is to advise the City Council on matters pertaining to the activities of the Parks and Recreation Department, excluding daily administrative operations. The Commission's responsibilities include: ➢ Advising on parks, park design and development, recreation, and community services. ➢ Advising on planning relating to the construction and renovation of capital facilities. ➢ Oversight of Senior Advisory Board and Special Events Committees. ➢ Receiving community input concerning parks, open space, and recreation activities. ➢ Advising on public art projects proposed by the Public Art Committee. Current Commission members are: Lcommission Members Appointed Term Expiration Stephen Kozak, Chairperson April 14, 2021 March 1, 2025 Ken Henderson, Chair Pro Tem Donna Marsh Peery Amy Nakamoto Laseanda Wesson April 18, 2017 April 14, 2021 March 1, 2019 April 14, 2021 March 1, 2023 March 1, 2025 March 1, 2023 March 1, 2025 101 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB Boards, Commissions, and Committees (Continued) Planning Commission The Planning Commission shall consist of 5 members who shall be registered voters of the City during all times they hold office. Appointment terms are 4 years. The Planning Commission's primary responsibilities include: ➢ Considering and making recommendations to the City Council on zoning map and zoning ordinance changes. ➢ Considering other policies and programs affecting development and land use in Tustin for final City Council action. ➢ Preparing and making recommendations to the City Council on the City's Comprehensive Plan regarding development. ➢ Reviewing and making recommendations to the City Council on subdivisions, on appeals on variances and use permits. Current Commission members are: Commission Members Appointed Term Expiration Dave Mello, Chairperson April 6, 2021 March 1, 2025 Steve Kozak, Chair Pro Tem April 6, 2021 March 1, 2025 Lisa Chu August 20, 2019 March 1, 2023 Eric Higuchi April 6, 2021 March 1, 2025 Amy Mason December 18, 2018 March 1, 2023 Public Art Committee The Public Art Committee shall consist of 5 members who shall be registered voters of the City during all times they hold office. Appointment terms are 4 years. The purpose of this committee is to advise the City Council on matters pertaining to public art. The committee's responsibilities include: ➢ Advising on planning and policy matters relating to the construction and renovation of public art. ➢ Evaluating artwork, including artwork proposed to be gifted to the City. ➢ Planning and commissioning public art. ➢ Receiving community input concerning public art. ➢ Seeking grant funding and donors for each project and building partnerships and collaborations with non-profit organizations. The Public Art Committee (PAC) is the formal body responsible for implementing the Public Art Program. Responsibilities include attending all public art planning and review meetings, exercising judgment that is fair and consistent with the policy guidelines, advising the Community Services Commission and the City Council on all public art related issues, and upholding the reputation and integrity of the Public Art Program and the City of Tustin. The Committee will seek grant funding and donors for each project and build partnerships and collaborations with non-profit organizations. 11 1 Page City of Tustin '� N 2022-23 Fiscal Operating Et Capital Improvement Program Budget I U,I I Boards, Commissions, and Committees (Continued) The Committee is encouraged to solicit funding from developers and corporations to assist with funding public art projects. The Committee will make recommendations to the Community Services Commission and the City Council regarding commissioned or gifted public art. Current Committee members are: Term Expiratioi Meg Gullo, Chairperson July 17, 2018 July 17, 2022 Scott McMillin, Chair Pro Tem July 17, 2018 July 17, 2024 Kimberly Albarian July 17, 2018 July 17, 2022 Janet Lomax July 9, 2020 July 17, 2024 Erin Bruner April 14, 2021 March 1, 2025 Senior Advisory Board The purpose of the Senior Advisory Board is: To support and advise the Senior Center staff on matters of special interest and needs of the seniors in the Tustin area. y To develop and maximize fund raising projects and activities to support educational, recreational and social programs for the Tustin area senior community. To promote a positive endorsement and attitude to the community regarding the Senior Center. y To identify and review major issues affecting the programs and policies relevant to the seniors. To support and promote the development of higher standards and better -quality programs for seniors. Current Board members are: Sherry Geyer, Chairperson Ken Higman, Vice Chair Anne Lastimado, Member Amy Nakamoto, Member Pamela Jani, Member Lori Turner, Member -at -Large Laura Waite, Member -at -Large Brian Van Deventer, Member -at -Large Tustin Tiller Days and Tustin Street Fair Et Chili Cook -Off Committees The City of Tustin also utilizes numerous volunteers to work along with City staff to put on our annual events. Tustin Tiller Days and the Tustin Street Fair Et Chili Cook -Off both have active committees that are integral to making these events the enormous success that they are each year. 12 1 BUDGET PROCESS A A _ w T City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB The Budget Process The City of Tustin has a biennial budget process, with funds appropriated annually for the fiscal year which begins in July and ends in June of the following year. Our approach is to combine the strategic plan and annual financial plan for operations and capital improvements. This process enables us to direct our resources towards programs and activities with the greatest potential to successfully achieve our Vision and Purpose. Budget Calendar The 2022-23 budget cycle represents year two of our biennial budget. The base budget for the year was adopted in June of 2021 as part of the 2021-23 biennial budget process. The changes to the original adopted 2022-23 budget reflect approved City Council amendments over the course of the last year and improved insight into current economic trends. The timeline for the budget cycle is typically six to seven months beginning with a Budget Kickoff meeting and culminating in the Budget Adoption by City Council. During this process departments are encouraged to review their operating revenues Et expenditures along with any Capital Improvement Projects and make the necessary requests to properly fund Et staff their operations. The budget cycle runs from December through June. Operating Budget tt Administration The General Fund is the primary fund used by the City for day to day operations. The revenues and expenses associated with the General Fund are considered the core operational and administrative tasks of the City. The City's operating budget covers costs for the maintenance and operations needed to provide general City services and covers expenditures such as salaries and benefits, materials, supplies, professional services, capital outlay, allocated costs and the like. Revenues to fund the operating budget are primarily derived from sales and property taxes. Departments are provided a base -line budget (typically previously adopted or prior year amended budget) by fund/division which provides a starting point in preparing the budget for the current year. Departments are expected to review associated revenues Et expenditures and submit the necessary changes to properly reflect the needs of the department's operations for the budget year. 13 1 Page City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB Capital Improvement Program Budget The City's Capital Improvement Program Budget (CIP) covers a rolling seven-year period, of which current expenditures $ funding sources are captured in the annual CIP budget. It is not unusual for CIP projects to span multiple fiscal years due to the complexity of the projects. Projects may be budgeted in total in a single budget year or span multiple years depending on the nature of the project. CIP projects include, but are not limited to, infrastructure, renovation, new buildings, park improvements and major technology purchases. 141 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB Special Revenue Fund Budgeting Financial Reporting It Budget Monitoring Special Revenue Funds are used to account for the proceeds of specific revenue sources that are restricted by law or administrative action for a specified purpose. Certain funds have a legal requirement while others are in place to strengthen internal accounting Et financial reporting. The budgets for Special Revenue Funds are prepared in conjunction with the General Fund budget and will be submitted to the City Council for adoption prior to the beginning of the fiscal year. All revenues Et expenses associated with a specific Special Revenue Fund will be recorded directly into the fund. Transfers between funds will be recorded as a revenue to the fund receiving the transfer and an expense for the fund providing the transfer. The Finance Department will provide updates of the City's progress relative to the adopted and adjusted budget throughout the year. Regular monitoring of the City's budget will provide an early detection of potential concerns, problems or opportunities. A benchmark of the annual budget process is the Mid - Year Budget Review. This is a comprehensive budgetary review of all funds that is completed in January of each year with a scope covering activity from July 1st through December 31st. The Finance Department, working in conjunction with all City departments, analyzes the actual revenues, expenditures and CIP for the first six months of the year in comparison to the adopted/amended budget. Variances are reviewed and the appropriate amendments are generated and submitted to Council for approval as part of the Mid - Year Budget Review presentation. Continuous budget monitoring is a stalwart in managing an efficient and successful organization. Revenue Management It is the City's priority to maintain a diversified and stable revenue base that is resilient to an evolving economy. Future development must be done with an eye on sustaining Et growing revenues to support our dynamic city. 151 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB Annual revenue budgets will be set using several data points including but not limited to, historical trends, future development, current economic data, and department input. Expenditure Management The City will maintain a level of expenditures which will provide for the public well-being and safety for the residents of the community. Unspent appropriations lapse at fiscal year-end except for appropriations related to ongoing capital projects, special programs, grants and other restricted balances. Staffing will be budgeted to reflect the Council approved position control list. All labor costs, including contractually obligated increases, will be budgeted to the fund, department, and division that best meets the position function. Overtime should be used only when necessary and when other alternatives are not feasible or cost effective. All overtime must be pre -authorized by a department head or designee unless it is assumed pre -approved by its nature. Operating expenditures such as professional services, service contracts, legal fees, and the like are reviewed on an ongoing basis throughout the year. Multi-year contracts are reviewed annually as a part of the budget process. 16 1 FINANCIAL SUMMARY City of Tustin 4- 2022-23 Fiscal Operating Et Capital Improvement Program Budget ii�irl 2021-2022 Projected Fund Balance - All Funds 171 Page 2021/2022 Projected Fund Balance Fund Balance Fund Description Transfers In Revenues Expenditures Transfers Out 07101/2021 0613012022 100 General Fund - Unrestricted 24,467,057 12,777,444 70,396,211 79,310,900 28,329,313 102 General Fund - PARS Pension Trust 7,376,718 2,000,000 420,000 - 9,796,718 187 Backbone Fee Fund 8,274,636 - 8,068,218 66,762 16,276,093 189 Land Held for Resale 40,351,178 62,997,057 9,492,242 0,283,146 85,572,847 200 Capital Projects Fund-CIP 6,127,062 2,850,000 2,433,769 6,543,293 120 CDBG (2,441) 4,448,266 3,485,825 960,000 129 Cable PEG Fees Fund 611,425 150,000 107,256 654,169 130 Gas Tax 4,890,967 2,094,520 2,049,697 4,935,791 131 Park Development 2,339,304 6,044,395 1,274,330 7,108,369 132 Park Development Tustin Legacy 534 - - 534 133 SCAQMD 139,286 104,500 195,621 48,165 134 Asset Forfeiture 53,883 2,739 40 56,582 135 RNSP Asset Forfeiture 178,112 - 120 177,992 136 Supplemental Law Enforcement 258,237 135,573 144,877 248,933 137 Treasury RN SP Asset Forfeiture 12,261 - 10 - 12,251 139 Measure M2 6,054,877 1,696,900 1,284,685 150,000 6,317,092 140 Road Maint a Rehab Alloc: 4,131,135 1,657,106 773,617 - 5,014,704 141 Tustin Landscape Lighting District - 201,602 702,551 893,000 91,153 142 Tustin Street Lighting 2,749,794 - 1,226,300 483,202 3,492,892 171 Solid Waste Fund 908,596 330,187 290,228 948,554 180 Special Events 337,574 439,000 313,629 462,945 181 Workers Compensation 994,473 - 1,084,300 1,370,986 607,787 182 Liability 1,242,993 1,101,000 - 1,326,909 1,017,084 183 Unemployment 27,387 - - 25,020 2,367 184 Equipment Replacement Fund 3,322,084 125,000 1,879,250 1,474,385 - 3,851,949 300 Water Enterprise 10,197,678 - 20,253,577 Z0,1 37,122 5,569,728 4,744,405 301 Water Capital Fund 519,884 2,500,000 1,575,140 3,341,820 - 1,253,204 302 Water Enterprise Emergency Fund 2,037,106 - - - 2,037,106 305 2011 Water Revenue Bond Fund 6,495 10 6,485 306 2013 Water Revenue Bond Fund 2,249,242 2,944,728 i 5,193,970 - 0 420 American Rescue Plan Act (ARPA) 9,690,392 9,690,392 3,032,632 3,400,00 12,948,152 431 Assessment Dist. 95-1 Construction 332,609 - - - 332,609 433 CFD 04-1 1,138,574 729,000 710,306 1,1 57,26a 434 CFD 06-1 Construction 271,162 3,000 253,093 21,069 435 CFD 06-1 Debt Service 6,279,482 3,720,000 3,501,800 6,497,682 441 CFD 14-01 Debt Service 3,493,629 1,485,900 1,527,500 - 3,452,029 442 Special Tax B_ 68,920 4,596,900 - 4,596,900 68,920 443 CFD 14-01 Construction 4,473,192 900 4,361,987 - 112,105 444 CFD 18-01 3,840 - - 3,840 561 MCAS 2010 TAB Proceeds 714 714 570 Successor Agency (Trust Fund) 4,531,756 - - 4,531,756 571 PARS OPEB Trust 2,585,536 645,692 14,000 3,217,228 575 Tustin Housing Authority 881,457 391,345 558,050 714,752 577 Voluntary Workforce Hsng Incentive Prog 2,061,993 - - - - 2,061,993 TOTAL ALL FUNDS 172,262,963 21,999,774 213,381,999 154,211,990 21,999,774 231,432,973 171 Page City of Tustin ' 2022-23 Fiscal Operating Et Capital Improvement Program Budget I Ui I 2022-2023 Proposed Fund Balance - All Funds 18 1 202212023 Proposed Fund Balance Fund Balance Fund Description Transfers In Revenues Expenditures Transfers Out 07/0112022 0613012023 100 General Fund - unrestricted 28,329,813 9,769,548 72,451,216 83,323,272 1,237,096 25,990,208 102 'General Fund - PARS Pension Trust 9,796,718 2,000,000 440,000 - - 12,236,718 101 General Fund - Emergency Fund 1,000,000 - 1,000,000 187 Backbone Fee Fund 16,276,093 55,000 12,609,407 - 3,721,685 189 Land Held for Resale 85,572,847 812,500 29,825,630 4,257,548 52,302,168 200 Capital Projects Fund-CIP 6,543,293 850,000 1,950,000 2,802,000 - 6,541,293 120 CDBG 960,000 2,859,588 3,813,188 6,400 129 Cable PEG Fees Fund 654,169 150,000 79,073 725,096 130 Gas Tax 4,935,791 2,333,800 2,027,513 5,242,078 131 Park Development 7,108,369 259,900 6,668,963 699,306 132 Park Development Tustin Legacy 534 - - 534 133 SCAQMD 48,165 96,400 144,565 134 Asset Forfeiture 56,582 - 56,582 135 RNSP Asset Forfeiture 177,992 - - 177,992 136 Supplemental Law Enforcement 248,933 176,000 117,292 307,642 137 Treasury RN SP Asset Forfeiture 12,251 - - - 12,251 139 Measure M2 6,317,092 1,696,900 2,879,089 150,000 4,984,903 140 Road Maint l} Rehab Alloc 5,014,704 - 1,823,800 3,865,554 - 2,972,950 141 Tustin Landscape Lighting District 91,153 86,096 731,857 817,953 91,153 142 Tustin Street Lighting 3,492,892 - 1,275,000 485,522 4,282,370 171 Solid Waste Fund 948,554 240,000 245,82.0 942,735 180 Special Events 462,945 453,500 426,653 489,792 1$1 Workers Compensation 607,787 - 1,156,200 1,409,655 354,332 182 Liability 1,017,084 1,101,000 - 1,4B9,100 628,.984 183 Unemployment 2,367 50,000 - 25,000 27,367 184 Equipment Replacement Fund 3,851,949 - 834,100 2,236,500 2,449,549 185 Information Technology 2,969,481 - 2,892,500 3,967,483 - 1,894,498 300 Water Enterprise 4,744,405 2,519,039 20,449,600 20,105,484 1,500,000 6,107,560 301 Water Capital Fund 1,253,204 1,500,000 247,000 2,B87,662 - 112,542 302 Water Enterprise Emergency Fund 2,037,106 - - 2,037,106 305 2011 Water Revenue Bond Fund 6,485 - - 6,485 306 2013 Water Revenue Bond Fund 0 3,769,039 1,249,000 2,519,039 0 420 American Rescue Plan Act (ARPA) 12,948,152 - 3,900,000 3,860,000 5,188,152 431 Assessment Dist_ 95-1 Construction 332,609 - - - 332,609 433 CFD 04-1 1,157,269 1,312,455 704,906 1,764,817 434 CFD 06-1 Construction 21,069 3,000 6,540 17,529 435 CFD 06-1 Debt Service 6,497,682 5,146,964 3,571,000 8,073,646 436 CFD 07-1 Debt Service 1,774,097 1,129,647 1,047,300 1,856,444 441 CFD 14-01 Debt Service 3,452,029 1,467,893 1,556,900 - 3,363,022 442 Special Tax B 68,920 4,812,929 - 4,912,000 69,849 443 CFD 14-01 Construction 112,105 - 112,105 - 0 444 CFR 18-01 3,940 - 3,840 561 MCAS 2010 TAB Proceeds 714 714 570 Successor Agency (Trust Fund) 4,.531,756 - 4,531,756 571 PARS OPEB Trust 3,217,228 - 654,433 - 3,871,661 575 Tustin Housing Authority 714,752 460,000 600,377 1,756,286 18,843 577 voluntary Workforce Hsng Incentive Prog 2,061,993 - - - - 2,061,993 TOTAL ALL FUNDS 231,432,973 18,335,683 132,280,598 196,011,852 18,335,683 167,701,719 18 1 City of Tustin ' N 2022-23 Fiscal Operating $ Capital Improvement Program Budget i UJB 2022-2023 Revenue Summary - All Funds Fund Description 2018-19 2019-20 2024-21 2421-22 2022-23 Actual Actual Actual Estimated Proposed 144 General Fund General Governmental Rev 65,283,329 05,477,503 74,326,496 77,548,006 75,755,245 Community Development 1,899,006 1,713,509 1,0011395 218461515 3,446,219 Public Works 128,366 186,290 191,505 239,096 235,300 Police Services 1,118,844 1,042,129 1,052,366 1,125,420 1,140,000 Fire Services 16,711 13,202 9,731 15,000 15,000 Parks and Recreation 1,221,953 838,043 907,810 1,399,618 1,629,000 100 General Fund - Unrestricted 69,668,209 69,270,737 78,089,302 83,173,655 82,220,764 101 Emergency Fund - - - - - 102 General Fund - PARS Pension Trust - - - 2,420,000 2,440,000 185 Ob Ig Re! mb Frm Successor Agncy 70,385 38,327 (20) - - 187 Backbone Fee Fund 1,162,137 782,121 619,556 8,068,218 55,000 189 Land Held for Resale 2,917,498 2,503,671 9,770,861 62,997,057 812,500 200 Capital Projects Fund-CIP 6,020,949 3,674,108 0,055,002 2,850,000 2,800,000 120 CABG 1,112,272 421,732 878,180 4,448,266 2,859,588 129 Cable PEG Fees 151,830 148,567 136,933 150,000 150,000 130 Gas Tax 1,887,594 1,909,845 1,829,750 2,094,520 2,333,800 131 Park Development 1,563,907 1,310,420 772,065 6,044,395 259,900 132 Park Development Tustin Legacy 52,543 354,176 (967) - - 133 SCAQMD 118,476 119,175 107,093 104,500 96,400 134 Asset Forfeiture 3,270 10,031 169 2,739 - 135 RNSP Asset Forfeiture 186,726 96,325 46,209 - - 135 Supplemental Law Enforcement 190,479 229,472 191,512 135,573 176,000 137 Treasury RN SP Asset Forfeiture 6,053 398 58 - - 138 Measure M 2 1 - - - 139 Measure M2 2,712,927 1,915,003 2,068,322 1,696,900 1,696,900 140 Road Maint B Rehab Alloc 1,510,040 1,331,209 1,515,289 1,657,186 1,823,800 141 Tustin LLD 1,024,485 1,156,772 1,503,580 984,153 817,953 142 Tustin SL 1,150,076 1,218,852 1,233,930 1,226,300 1,275,000 171 Solid Waste 56,466 226,565 1,110,478 330,187 240,000 180 Special Events 352,882 195,236 59,625 439,000 453,500 181 Workers Compensation 1,165,850 1,204,127 1,215,982 1,084,300 1,156,200 182 Liability 1,101,000 1,101,000 1,216,881 1,101,000 1,101,000 183 Unemployment 759 50,999 (76) - 50,000 184 Equipment Replacement Fund 879,450 948,049 908,744 2,004,250 834,100 185 Information Technology 2,917,827 3,424,974 2,931,257 2,873,000 2,892,500 191 Hangar Fund - - - - - 300 Water Enterprise 16,525,853 16,859,389 26,621,840 20,253,577 22,9683639 341 Water Capital Fund 1,840,939 1,210,376 1,488,683 4,075,140 1,747,000 302 Water Enterprise Emergency Fund - 27,490 9,616 - 305 2011 Water Revenue Bond Fund 10,676 6,142 108 - - 305 2013 Water Revenue Bond Fund 405,063 310,676 (42,995) 2,944,728 3,768,039 420 American Rescue Plan Act - - - 9,690,392 - 433 CFD 04-1 733,030 721,428 724,031 729,000 1,312,455 434 CFD 05-1 Construction 106,001 85,185 1,486 3,000 3,000 435 CFD 05-1 Debt Service 3,477,048 3,580,429 3,580,753 3,720,000 5,146,964 436 CFD 07-1 Debt Service 959,290 957,721 967,346 960,000 1,129,647 19 1 Page City of Tustin ' N 2022-23 Fiscal Operating $ Capital Improvement Program Budget i UJB 2022-2023 Revenue Summary - All Funds (Continued) 2018-19 2019-20 2020-21 2021-22 2022-23 Fund Description Actual Actual Actual Estimated Proposed 437 CFD 07-1 Construction 4,896 - - 440 CFD 13-1 417,935 425,920 3,500 - 441 CFD 14-1 Debt Service 1,577,971 1,533,477 1,561,207 1,485,900 1,467,893 442 Special Tax B 3,793,830 4,184,442 4,468,514 4,596,900 4,812,929 443 CFD 14-1 Construction 319,246 108,204 2,504 900 - 444 CFD 18-1 - 275,252 7,340 - 561 2010 MCASTABs 423,309 13,936 (2,362) 570 Successor Agency (Trust Fund) 4,241,337 4,231,450 4,267,865 - - 571 PARS DPEB Trust 586,370 597,655 431,637 645,692 154,433 575 Tustin Housing Authority 1,507,429 116,432 41,429 391,345 1,060,377 577 Voluntary Workforce Housing Incentive P 948,060 962,798 9,733 - - T17TAL REVENUE - ALL FUNDS 135,862,375 129,910,353 156,408,552 235,381,774 150,116,281 20 1 City of Tustin 2022-23 Fiscal Operating Et Capital Improvement Program Budget 2022-2023 Revenue Summary - General Fund 2D18-19 2019-24 2020-21 2021-22 2022-23 Description Actual Actual Actual Estimated Proposed Property Tax in Lieu of VLF 7,998,293 8,375,803 8,811,747 9,078,600 9,528,000 Property Taxes 10,546,914 10,911,309 11,461,641 11,979,700 12,404,000 Residual Property Taxes 1,564,837 1,605,910 1,675,978 1,672,600 1,706,100 In Lieu -Prop Tax 28,184 28,747 29,322 29,874 30,504 AB 1290 Pass Thru 138,146 141,568 159,420 160,000 150,000 Franchise Fees 1,770,907 1,582,395 1,652,333 1,708,,669 1,649,000 Sales and Use Tax 26,267,684 25,146,077 30,351,631 32,614,460 33,442,037 Sales: Tax - Public Safety - Prop 172 365,774 341,441 401,411 411,114 442,380 Transient Occupancy Tax 1,82.5,957 1,593,532 17218,924 1,735,,983 2,063,000 Business License Fees 466,828 438,632 416,266 440,000 440,000 Real Property Transfer Tax 433,972 535,992 575,024 651,487 525,000 New Construction Tax 624 47,685 1,868 70,700 4,000 Planning Plan Check Fees 291,597 2.51,880 228,447 488,892 536,066 Building Permits Ek Plan Checks 1,535,737 1,353,025 1,269,915 2,294,464 2,863,053 Fees and Other Permits 332,005 393,899 364,117 425,985 452,300 Fines and Forfeitures 914,637 848,027 938,397 952,445 922,000 Interest Income 1,365,912 1,140,296 1,337,459 210,476 208,000 Use of property 1,816,412 1,861,108 1,592,680 1,897,970 1,759,476 POST Reimbursement 7,720 34,747 24,035 16,923 15,000 Revenue from Other Agencies 9,613 137,384 269,404 130,000 130,000 State Grants 28,828 42,428 229,361 30,000 30,000 Federal Grants 101,826 825,132 3,451,923 305,017 50,000 Sports Fees 221,160 177,528 427,076 546,548 579,000 Class Fees 394,187 2.72,458 312,477 225,000 300,000 Other Recreation Fees 213,455 108,502 92,571 327,970 400,000 Transferin 8,759,923 8,993,501 8,803,942 12,777,444 9,759,548 Reimbursement from Other Funds 1,200,000 1,2.23,376 1,223,960 1,200,,000 1,500,000 All Other Sources 1,066,076 856,256 757,973 791,232 311,700 16 TOTAL REVENUE - GENERAL FUND 69,668,.209 69,270,737 78,089,302 83,173,555 82,220,764 General Fund Revenue by Type 21 1 Page City of Tustin ' N 2022-23 Fiscal Operating $ Capital Improvement Program Budget i UJB 2022-2023 Expense Summary - All Funds 2018-19 2019-20 2020-21 2G21-22 2022-2.3 Fund Description ,Actual Actual Actual Estimated Proposed 100 General Fund City Council 46,481 27,576 121886 50,060 71,800 City Clerk 6491219 616,569 669,158 690,055 820,125 City Attorney 603,901 698,431 817,270 923,000 923,000 City Manager 693,460 657,827 801,631 865,813 936,356 Economic Development 1,228,538 1,142,661 959,391 1,311,387 1,368,426 Finance 1,493,635 1,521,894 1,655,639 1,714,962 1,850,012 Human Resources 929,923 1,030,838 973,220 1,0541311 1,145,891 Community Development 4,205,067 3,941,117 3,927,729 4,260,979 4,476,194 Public Works 15,769,333 15,420,750 15,493,523 16,801,579 16,478,141 Police Services 27,365,002 271493,539 2715341909 29,9091556 31,750,999 Fire Services 8,035,988 8,076,428 9,213,773 9,768,000 10,077,639 Parks and Recreation 4,201,786 3,959,516 3,694,097 4,462,058 4,892,792 Non -Departmental, Cather 3,505,819 5,745,227 6,227,269 7,244,124 9,768,994 Small Business Assistance 1,917,233 - - Non - Profit Assistance 274,012 - Meal Gap Program 127,794 255,017 Other CCVID-19 Costs - - 993,591 - - 1G0 General Fund - Unrestricted 68,728,754 70,932,372 75,293,124 79,310,900 84,560,368 142 General Fund - PARS Pension Trust - - - - - 101 Emergency Fund - - - 186 Oblg Reimb Frn1 Successor Agncy 1,188 2,044,283 1,428 - 187 Backbone Fee Fund 11,288,482 16,120,772 2,570,890 66,762 12,609,407 189 Land Held for Resale 33,102,107 14,500,037 8,493,888 17,775,388 34,083,178 200 Capital Projects Fund-CIP 6,791,548 7,697,291 2,677,518 2,433,769 2,802,000 120 CDBG 1,112,272 421,732 878,180 3,485,825 3,813,188 129 Cable PEG Fees 975 87,220 29,720 107,256 79,073 130 Gas Tax 2,378,681 1,687,752 2,230,188 2,049,697 2,027,513 131 Park Development 860,990 2,230,112 1,681,598 1,274,330 0,668,963 132 Park Develop. Tustin Legacy 1,205,249 714,639 2 - - 133 SCAQMD 206 204 516,660 195,621 134 Asset Forfeiture 26 25 25 40 135 RN SP Asset Forfeiture 134,135 109,791 68 120 - 136 Supplemntal Law Enforcement 153,061 145,499 136,487 144,877 117,292 137 Treasury RNSP Asset Forfeiture 5 5 6 10 - 138 Measure M - 53 - - - 139 Measure M2 2,450,841 584,147 2,985,171 1,434,685 3,029,089 140 Road Maint I} Rehab Alloc 406,724 428,950 (13,870) 773,617 3,865,554 141 Tustin LLD 1,037,734 1,225,099 1,354,874 893,000 817,953 142 Tustin SL 372,201 830,616 916,165 483,202 485,522 171 Solid Waste 43,391 183,551 257,970 290,228 245,820 180 Special Events 354,361 262,111 24,607 313,629 426,653 181 Workers Compensation 1,296,006 2,072,935 1,610,088 1,370,986 1,409,655 182 Liability 1,053,587 1,281,549 1,210,884 1,326,909 1,489,100 183 Unemployment 32,697 4,920 13,133 25,020 25,000 184 Equipment Replacement Fund 321,601 1,168,149 414,352 1,474,385 2,236,500 185 Information Technology 2,512,048 2,241,394 2,363,992 3,830,791 3,967,483 22 1 Page City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB 2022-2023 Expense Summary - All Funds (Continued) 2018-19 2019-20 2020-21 2021-22 2022-23 Fund Description Actual Actual Actual Estimated Proposed 30D Water Enterprise 14,962,780 15,268,357 17,962,760 25,706,850 21,005,484 301 Water Capital Fund 667,199 425,625 12,512,459 3,341,820 2,887,662 302 Water Emergency Fund - - - - - 305 2011 Water Rev Bond Fund 171 120 289,010 10 - 306 2013 Water Rev Bond Fund 6,305 6,188 9,103,481 5,193,970 3,768,039 420 American Rescue Plan Act (ARPA) - - - 6,432,632 7,760,000 430 Assess Dist. 95-1 - - - - - 431 Assess Dist. 95-1 Construction 369,711 484,155 809,947 432 Assess Dist. 95-2 Debt Service - - - - - 433 CFD 04-1 685,431 713,496 729,461 710,306 704,906 434 CFD 06-1 Construction 285,407 125,070 2,598,519 253,093 6,540 435 CFD 06-1 Debt Service 33227,111 3,363,350 3,533,069 3,501,800 3,571,000 436 CFD 07-1 Debt Service 883,698 925,918 977,697 951,800 1,047,300 437 CFD 07-1 Construction 906,183 - - - - 438 CFD 06-1 Annex Construction - - - 44D CFD 13-1 417,935 425,920 3,500 - - 441 CFD 14-1 1,446,350 1,489,915 1,545,584 1,527,500 1,556,900 442 Special Tax B 33779,993 3,486,418 4,433,734 4,596,900 4,812,000 443 CFD 14-1 Construction 10,525,486 1,580,820 4,378,007 4,361,987 112,105 444 CFD 18-1 - 276,127 3,500 - - 561 2010 MCAS TABS 11, 232, 014 1,306,831 87,345 570 Successor Agency (Trust Fund) 2,368,045 2,316,869 2,241,079 - 571 PARS OPEB Trust 6,075 11,194 13,015 14,000 - 575 Tustin Housing Authority 951,072 1,293,917 1,367,285 558,050 1,756,286 577 Vol. Workforce Housing Incentive Prg - - - - - TOTAL EXPENSES - ALL FUNDS 188,420,435 160,481,503 168,242,599 176,211,764 214,347,535 231 Page City of Tustin ' 2022-23 Fiscal Operating Et Capital Improvement Program Budget I Ui I 2022-2023 Expense Summary by Type - All Funds 2018-19 2019-20 2020-211 2021-22 2022-23 Fund Expense Actual Actual Actual Estimated Proposed 100 General Fund Total Personnel 38,054,038 40,617,432 42,678,757 47,223,070 50,442,462 Operations 26,160,125 27,227,578 26,909,191 28,944,463 32,131,556 Non -Operating Expenditure5 - - 3,312,630 255,017 - Capital 4,514,591 3,087,363 2,392,546 2,888,350 1,986,350 100 Total General Fund Total 68,728.,754 70,932,372 75,293,124 79,310,900 84,560,368 186 Oblg Reimb Frm Successor Agncy Personnel - - - - Operations 1,188 2,044,283 1,428 Capital - - 186 Tectal Oblg Reimb Frm Successor Agncy 1,188 2,G44,283 1,428 - - 187 Backbone Fee Fund Personnel - - 54,889 59,092 59,710 Operations 1,398,858 318,470 9,189 7,670 21,147 Capital 9,889,624 15,802,.302 2,506,812 - 12,528,550 187 Total Backbone Fee Fund 11,288,482 16,120,772 2,570,890 66,762 12,604,407 189 Land Held for Resale Operations 6,047,509 4,840,020 6,036,598 8,204,480 2,,531,.232 Additional Contributions to CaIPERS/PARS 3,800,000 3,800,.000 - 4,320,000 4,320,.000 TUSd 6-12 School Project 14,958,598 - - - - Capital 8,356•,000 5,860,019 2,457,290 5,250,908 26,099,946 Specific Plan Amendments - - - - 1,132,000 189 Total Land Held for Resale 33,162,107 14,500,039 8,493,888 17,775,388 34,083,178 200 CIP, GIP Personnel - - - - - Operations 127,187 53,865 28,246 3,000 - Capital 6,664,360 7,643,426 2,649,273 2,430,769 2,802,000 200 Total CIP, CIP 6,791,548 7,697,291 2,677,518 2,433,769 2,802,000 120 Community Development Block Grant (CDBG) CDBG Admin Personnel 164,859 150,514 175,746 173,608 157,746 Operations 116,849 216,380 702,435 3,312.,217 1,824,407 Total CDBG Admin 281,708 366,894 878,180 3,485,825 1,982,153 CDBG Capital Personnel - - - - - Operations - - - Capital 830,564 54,838 1,831,.035 Total CDBG Capital 830,564 54,838 - - 1,831,035 CDBG Total Personnel 164,859 150,514 175,746 173,608 157,746 Operations 116,849 216,380 702,435 3,312,217 1,824,407 Capital 830,564 54,838 - - 1,831,035 120 Total Community Development Block Grant (CDBG) 1,112,272 421,732 878,180 3,485,825 3,813,188 24 1 Page City of Tustin ' 2022-23 Fiscal Operating Et Capital Improvement Program Budget I U,I I 2022-2023 Expense Summary by Type - All Funds (Continued) 2018-19 2019-20 2020-21 2021-22 2022-23 Fund Expense Actual Actual Actual Estimated Proposed 129 Cable PEG Fees Personnel - - - - - Operations 975 87,220 29,720 107,256 79,073 Capital - - - - - 129 Total Cable PEG Fees 975 87,220 29,720 107,256 79,073 130 Gas Tax Gas Tax, Nan -Dept Personnel - 4,553 2,400 21,538 Operations 3,290 2,338 2,481 3,460 - Capital - - - - - Total Gas Tax, Non -Dept 3,290 2,338 7,035 5,860 21,538 Gas Tax, CIP Personnel 162,408 128,372 109,231 107,250 249,873 Operations 1,374,084 1,450,612 1,631,689 1,251,133 1,556•,102 Capital 838,898 106,430 482,233 685,454 200,000 Total Gas Tax, CIP 2,375,391 1,685,414 2,223,153 2,043,837 2,005,975 Gas Tax Total Personnel 162,408 128,372 113,784 109,650 271,411 Operations 1,377,375 1,452,949 1,634,171 1,254,593 1,556,102 Capital 838,898 106,430 482,233 685,454 200,000 130 Total Gas Tax 2,378,681 1,687,752 2,230,188 2,049,697 2,027,513 131 Park Dew, CIP Personnel - - - - - Operations 430,070 427,419 72,612 127,330 44,328 Capital 430,920 1,808,693 1,608,985 1,147,000 6,624,635 131 Total Park Dev, CIP 860,990 2,236,112 1,681,598 1,274,330 6,668,963 132 Park Dev Tustin Legacy, CIP Personnel - - - - - Operations 863 59 2 Capital 1,204,386 714,580 132 Total Park Dev Tustin Legacy, CIP 1,205,249 714,639 2 - 133 SCAQMD, Non -Departmental Personnel - - - - Operations 206 204 516,660 90 Capital - - - 195,531 133 Total SCAQMD, Non -Departmental 206 204 516,660 195,621 134 Asset Forfeit, Non -Dept. Personnel - - - - Operations 26 25 25 40 Capital - 134 Total Asset Forfeit, Non -Dept. 26 25 25 40 135 RNSP Asset Forfeit, Non -Dept. Personnel - - - Operations 134,135 109,791 68 120 Capital - - - 135 Total RNSP Asset Forfeit, Non -Dept. 134,135 109,791 68 120 25 1 P a e City of Tustin ' 2022-23 Fiscal Operating Et Capital Improvement Program Budget I U,I I 2022-2023 Expense Summary by Type - All Funds (Continued) 2018-119 2019-20 2020-211 2021-22 2022-23 Fund Expense Actual Actual Actual Estimated Proposed 136 Suppl Law Enforcement, CIP Personnel 120,183 139,490 136,370 144,687 117,292 Operations 68 78 117 190 - Capital 32,810 5,932 - - - 136 Total Suppl Law Enforcement, CIP 153,061 145,499 136,487 144,877 117,292 137 Treasury RNSP Asset Forfeiture Personnel Operations 5 5 6 10 Capital 137 Total Treasury RNSP Asset Forfeiture 5 5 6 10 139 Measure M2 Measure M2 - Non -Dept Personnel - - - - - Operations 164,379 81,246 158,658 150,000 150,000 Capital - - - - - Total Measure M2 - Non -Dept 164,379 81,246 158,658 150,000 150,0DD Measure M2 - Capital Personnel - - - - - Operations 154,095 37,995 360,138 4,240 - Capital 2,132,368 464,906 2,466,375 1,280,445 2,879,.089 Total Measure M2 - Capital 2,286,462 502,900 2,826,513 1,284,685 2,879,4189 Measure M2 Personnel - - - - - Operations 318,473 119,241 518,796 154,240 150,000 Capital 2,132,368 464,906 2,466,375 1,280,445 2,879,089 139 Total Measure M2 2,450,841 584,147 2,985,171 1,434,685 3,029,4189 140 Road Maint 8 Rehab Personnel 131,834 4,458 43,993 23,617 23,884 Operations 274,890 424,492 (57,863) 750,000 3,841,670 140 Total Road Maint11 Rehab 4416,724 428,950 (13,870) 773,617 3,865,554 141 Tustin LLD, Special District Personnel - - - - - Operations 1,037,734 1,225,099 1,354,874 893,000 817,953 Capital - - - - - 141 Total Tustin LLD, Special District 1,037,734 1,225,099 1,354,874 893,000 817,953 142 Tustin SL Tustin SL -Capital Personnel - - 2,900 44,792 98,.907 Operations 371,234 329,540 411,967 436,520 378,000 Capital - - - - - Total Tustin SL -Capital 371,234 329,540 414,867 481,312 476,907 Tustin SL - Non -Dept Personnel - - - - - Operations 967 501,076 501,298 1,890 8,615 Capital - - - - - Total Tustin SL- Non -Dept 967 501,076 501,298 1,890 8,615 261 Page City of Tustin ' 2022-23 Fiscal Operating Et Capital Improvement Program Budget I U,I I 2022-2023 Expense Summary by Type - All Funds (Continued) 2018-19 2019-20 2020-21 202 11 -22 2022-23 Fund Expense Actual Actual Actual Estimated Proposed Tustin SL Personnel - 2,900 44,792 98,987 Operations 372,201 830,616 913,265 438,410 386,615 Capital - - - - - 142 Total Tustin 5L 372,2[}1 830,616 916,165 483,202 485,522 171 Solid Waste Personnel 28,379 124,297 139,996 140,228 145,820 Operations 15,013 59,255 117,974 150,000 100,000 171 Total Solid Waste 43,391 183,551 257,970 290,228 245,820 180 Special Events Special Events - Tustin Street Fair Personnel - - - 5,000 25,000 Operations 118,619 38,562 (16) 122,129 117,153 Capital - - - - - Total Special Events - Tustin Street Fair 118,619 38,562 (16) 127,129 142,153 Special Events - Tustin Tiller Days Personnel - - - - 48,500 Operations 200,781 195,914 11,098 131,000 131,000 Capital - - - - - Total Special Events - Tustin Tiller Days 200,781 195,914 11,098 131,000 179,500 Special Events - Other Personnel - - - - - Operations 34,960 27,635 13,525 55,500 105„000 Capital - - - - - Total Special Events - Other 34,96.0 27,635 13,525 55,500 105,00D Special Events Total Personnel - - - 5,000 73,500 Operations 354,361 262,111 24,607 308,629 353,.153 Capital - - - - - 180 Total Special Events 354,361 262,111 24,607 313,629 426,653 181 Workers Comp, Self Insurance Personnel - - - - - Operations 1,292,037 2,072,935 1,610,088 1,365,986 1,404,.655 Capital 3,970 - - 5.000 5,000 181 Total Workers Comp, Self Insurance 1,296,DD6 2,072,935 1,610,088 1,370,986 1,409,655 182 Liability, Self Insurance Personnel - - - - - Operations 1,,053,587 1,281,549 1,216,884 1,326,909 1,489,100 Capital - - - - - 182 Total Liability, Self Insurance 1,053,587 1,281,549 1,216,884 1,326,909 1,489,10D 183 Unemployment, Self Insurance Personnel - - - - Operations 32,697 4,920 13,133 25,020 25,000 Capital - - - - - 183 Total Unemployment, Self Insurance 32,697 4,920 13,133 25,020 25,0D0 271 Page City of Tustin ' 2022-23 Fiscal Operating Et Capital Improvement Program Budget I U,I I 2022-2023 Expense Summary by Type - All Funds (Continued) 2018-19 2019-20 2020-21 2021-22 2022-23 Fund Expense Actual Actual Actual Estimated Proposed 184 Equipment Replacement Personnel - - - - - Operations 1,431 3,966 1,281 2,250 1,500 Capital 320,.170 1,164,182 413,071 1,472,135 2,235,000 184 Total Equipment Replacement 321,601 1,168,149 414,352 1,474,385 2,236,500 185 Information Technology Personnel 411,658 455,058 581,203 577,538 668,345 Operations 1,085,606 1,021,575 1,152,742 2,032,856 2,137,946 Capital 1,015,385 764,761 630,047 1,220,397 1,161,193 185 Total Information Technology 2,512,648 2,241,394 2,363,992 3,830,791 3,967,483 300 Water Enterprise Fund Water, Service Billing Personnel 791,818 813,087 826,930 832,074 874,919 Operations 1,542,129 1,575,702 2,979„504 7,127,868 3,697,300 Capital 5,691 18,806 45,108 40,000 50,000 Total Water, Service Billing 2,339,638 2,407,594 3,851,541 7,999,942 4,622,219 Water, Administration Personnel 799,247 759,447 697,491 689,436 1,013,834 Operations 2,074,131 2,664,433 1,958,277 3,528,531 3,239,090 Capital - - - - - Total Water, Administration 2,873,378 3,423,88Q 2,655,768 4,217,967 4,252,924 Water Distribution Personnel 1,043„361 1,104,956 1,214,614 1,352,089 1,364,394 Operations 195,941 235,169 2.01,060 412,800 270,150 Capital - - - - - Total Water Distribution 1,239,302 1,340,125 1,415,674 1,764,889 1,634,544 Main Street Facilities Personnel 153,246 82,316 60,940 79,660 197,041 Operations 57,399 98,019 40,641 67,500 1,179,900 Capital - - - - - Total Main Street Facilities 210,645 180,335 101,580 147,160 1,376,941 17th Street Desalter Personnel 378,017 330,863 219,005 229,139 162,014 Operations 861,165 1,922,231 2,329,113 1,886,652 2,053,500 Capital - - - - - Total 17th Street Desalter 1,239,182 2,253,094 2,548,118 2,115,791 2,215,514 Imported Water Personnel 101,947 110,022 108,366 111,923 99,405 Operations 2,307,900 1,019,869 3,088,193 6,568,500 4,670,800 Capital - - - - - Total .Imported Water 2,409,846 1,129,891 3,196,559 6,680,423 4,770,205 281 Page City of Tustin ' 2022-23 Fiscal Operating it Capital Improvement Program Budget I U,I I 2022-2023 Expense Summary by Type - All Funds (Continued) 2018-19 2019-20 2020-21 2021-22 2022-23 Fund Expense Actual Actual Actual Estimated Proposed Water Production Personnel 279,300 276,839 288,896 305,735 307,987 Personnel - - 239,223 395,906 384,750 Operations 4,371,488 4,256,598 3,665,401 2,079,038 2,040,400 Capital - - - - - Total Water Production 4,650,788 4,533,437 4,193,520 2,780,678 2,733,137 Water Utility Fund Total Personnel 3,546,936 3,477,530 3,655„464 3,995,961 4,404,344 Operations 11,410,153 11,772,021 14,262,188 21,670,889 17,151,140 Capital 5,691 18,806 45,108 40,000 50,000 340 Total Water Enterprise Fund 14,962,780 15,268,357 17,962,760 25,706,850 21,605,484 301 Water Capital Fund Personnel - - - - - Operations 553,384 425,625 8,124,112 516,680 500,000 Capital 113,815 - 4,388,348 2,825,140 2,387,662 301 Total Water Capital Fund 667,199 425,625 12,512,459 3,341,820 2,887,662 305 2011 Water Revenue Bond Fund Personnel - - - - - Operations 171 120 10 10 Capital Outlay - - 289,000 305 Total 2011 Water Revenue Bond Fund 171 120 289,010 10 - 306 2013 Water Revenue Bond Fund Personnel - - - - Operations 6,305 6,188 1,761 1,610 2,519,039 Capital Outlay - - 9,101,720 5,192,360 1,249,000 306 Total 2013 Water Revenue Bond Fund 6,305 6,188 9,103,481 5,193,970 3,768,039 420 ARPA Personnel - - - - - Operations 6,432,632 7,760,000 Capital - - 420 Total ARPA 6,432,632 7,760,ODD 431 Assess. District 95-1 Construction Personnel - - - - Operations 369,711 484,155 809,947 Capital - - - 431 Total Assess. District 95-1 Construction 369,711 484,155 809,947 - 433 CFD 04-1 Personnel - - - - - Operations 685,431 713,496 729,461 710,306 704,906 Capital - - - - - 433Total CFD 04-1 685,431 713,496 729,461 710,306 704,906 434 CFD 06-1 Construction Personnel - - - - - Operations 45,407 125,070 54,387 6,540 6,540 Capital 240,000 - 2,544,132 246,553 - 434 Total CFD 06-1 Construction 285,407 125,070 2,598,519 253,093 6,54D 29 1 P , City of Tustin 41��10-0�0-r�- 2022-23 Fiscal Operating Et Capital Improvement Program Budget ii�j"rl 2022-2023 Expense Summary by Type - All Funds (Continued) 2018-19 2019-20 2020-21 2021-22 2022-23 Fund Expense. Actual Actual Actual Estimated Proposed 435 CFD 06-1 Debt Sys Personnel - - - - Operations 3,227,111 3,363,350 3,533,069 3,501.800 3..571,000 Capital - - - - - 435 Total CFD 06-1 Debt Svs 3,227,111 3,363,350 3,533,069 3,501,800 3,571,000 436 CFD 07-1 Debt Svs Personnel - - - - - Operations 883,698 925,918 977,697 951,800 1,047,300 Capital - - - - - 436 Total CFD 07-1 Debt Svs 883,698 925,918 977,697 951,8D0 1,047,300 440 CFD 13-01 Personnel - - - - Operations 417,935 425,920 3,500 Capital - - - 440 Total CFD 13-01 417,935 425,920 3,500 441 CFD 14-01 Debt Service Personnel - - - Operations 1,446,350 1,489,915 1,545,584 1,527,500 1,556,900 Capital - - - - - 441 Total CFD 14 -DI Debt Service 1,446,350 1,489,915 1,545,584 1,527,500 1,556,9DO 442 Special Tax B Personnel - - - - - Operations 3,779,993 3,486,418 4,433,734 4,596,900 4,812,000 Capital - - - - - 442 Total Special. Tax B 3,779,993 3,486,418 4,433,734 4,596,900 4,812,000 443 CFD 14-01 Construction Personnel - - - - - Operations 1,499,573 - 4,000,000 - Capital 9,025,913 1,580,820 378,007 4,361,987 112,105 443 Total CFD 14-01 Construction 10,525,486 1,580,820 4,378,0D7 4,361,987 112,105 444 CFD 18-01 Construction Personnel - - - - Operations 276,127 3,500 Capital - - 444 Total CFD 18-01 Construction - 276,127 3,5DD 561 MCAS 2010TABS Personnel 117,585 123,321 - Operations 8,364 350 0 Capital 11,106,065 1,183,160 87,345 561 Total MCAS 2010 TABS 11,232,014 1,306,831 87,345 571 PARS OPEB Personnel - - - Operations 6,075 11,194 13,015 14,000 Capital - - - 571 Total PARS OPIEB 6,075 11,194 13,015 14,DDO 30 1 City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB 2022-2023 Expense Summary by Type - All Funds (Continued) 2018-19 2019-20 2020-21 2621-22 2G22-23 Fund Expense Actual Actual Actual Estimated Proposed 575 Tustin Housing Authority Personnel 361,583 404,321 415,647 438,146 426,232 Operations 589,488 889,596 951,638 119,904 1,330,054 Capital - - - - - 575 Total Tustin Housing Authority 951,072 1,293,917 1,367,285 558,050 1,756,286 570 Successor Agency Personnel - - - - - Operations 2,368,045 2,316,869 2,241,079 Debt Service - - - 570 Total Successor Agency 2,368,045 2,316,869 2,241,079 - - AII Funds Personnel 46,267,629 48,920,333 47,998,666 54,778,506 58,733,538 Operations 84,644,517 70,876,459 84,595,458 91,352,910 90,470,762 Non -Operating Expenditures - - 3,312,630 255,017 - Capital 57,508,289 40,684,710 32,335,845 29,825,331 65,143,235 TOTAL EXPENSES - ALL FUNDS 188,420,435 160,481,503 168,242,599 176,211,764 214,347,535 31 1 City of Tustin ' 2022-23 Fiscal Operating Et Capital Improvement Program Budget I U,I I 2022-2023 Department/Division Expense Summary - General Fund Dept Expense 2018-19 2G19-20 2020-21 2021-22 2022-23 Name Actual Actual Actual Estimated Proposed City Council Personnel - - - 21,000 Operations 46,481 27,576 12,886 50,060 50,800 Capital - - - - - Total City Council 46,481 27,576 12,886 50,060 71,800 City Clerk Personnel 499,430 500,926 518,564 534,455 588,825 Operations 145,750 101,947 150,594 153,,100 228,800 Capital 4,039 13,696 - 2,500 2,500 Total City Clerk 649,219 616,569 669,158 690,055 820,125 City Attorney Personnel - - - - - Operations 603,901 698,431 817,270 923,000 923,000 Capital - - - - - Total City Attorney 603,901 698,431 817,270 923,GDG 923,f300 City Manager's Office Personnel 599,520 6.04,755 762,027 804,201 868,956 Operations 93,940 53,072 39,604 61,612 67,400 Capital - - - - - Total City Manager's Office 693,460 657,827 901,631 865,813 936,356 Economic Development Personnel 751,697 815,943 773,689 917,783 1,010,668 Operations 476,841 326,719 185,703 393,604 357,758 Capital - - - - - TotalEconomic Development 1,228,538 1,142,661 959,391 1,311,387 1,368,426 Finance Personnel 1,176,048 1,226,988 1,360,185 1,409,798 1,517,712 Operations 317,587 294,906 295,454 305,164 329,300 Capital - - - - 3,000 Total Finance 1,493,635 1,521,894 1,655,639 1,714,962 1,850,012 Human Resources Personnel 694,083 713,382 740,311 742,953 824,066 Operations 235,840 309,648 232,908 306,358 321,825 Capital - 7,807 - 5,000 - Total Human Resources 929,923 1,030,838 973,220 1,054,311 1,145,891 321 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB 2022-2023 Department/Division Expense Summary - General Fund (Continued) Dept bepe nse 2D18-19 2019-2D 202D-21 2021-22 2D22-23 Mame Actual Actual Actual Estimated Proposed Community Development Planning 693,707 609,153 524,905 542,110 600,403 Personnel 1,705,500 1,711,841 1,608,193 1,6643715 1,701,040 Operations 333,080 228,134 2593049 250,800 4603800 Capital - - - - - Total Planning 2,038,581 1,939,975 1,867,242 1,915,515 2,161,846 Building 942,822 1,030,856 1,126,519 1,135,191 1,348,890 Personnel 544,207 618,793 714,916 932,745 1,089,073 Operations 1,352,052 1,030,742 877,004 944,595 970,770 Capital - - - - - Total Building 1,896,259 1,649,535 1,591,919 1,877,340 2,059,843 Code Enforcement 597,614 687,789 669,954 756,592 582,835 Personnel 240,407 259,026 313,176 374,232 160,905 Operations 30,420 92,581 1553392 93,891 93,600 Capital - - - - - Total Code Enforcement 270,827 351,607 468,567 468,123 254,505 Community Development 1,782,614 1,706,202 1,761,534 1,900,139 2,095,269 Personnel 2,490,114 2,589,660 2,636,285 2,971,693 2,951,024 Operations 1,715,553 1,351,457 1,291,444 1,289,286 1,525,170 Capital - - - - - Total Community Development 4,205,667 3,941,117 3,927,729 4,260,979 4,476,194 Public Works Administration Personnel 693,707 609,153 524,905 542,110 600,403 Operations 735,412 689,309 569,918 665,620 677,000 Capital - - - - - Total Administration 1,429,119 1,298,463 1,094,823 1,207,730 1,277,4D3 Engineering Personnel 942,822 1,030,856 1,126,519 1,135,191 1,348,890 Operations 59,064 23,039 27,709 107,329 154,000 Capital - - - - - TotalEngineering 1,001,886 1,053,895 1,154,228 1,242,520 1,502,890 Streets Personnel 597,614 687,789 669,954 756,592 582,835 Operations 116,883 97,527 157,995 134,320 129,800 Capital 4,495,090 3,044,650 2,370,752 2,850,000 1,950,000 Total Streets 5,209,587 3,829,966 3,198,700 3,740,912 2,662,635 Landscape Personnel 1,782,614 1,706,202 1,761,534 1,900,139 2,095,269 Operations 2,803,185 3,675,098 3,833,386 3,942,659 4,074,000 Capital - - - - - TotalLandscape 4,585,799 5,381,300 5,594,920 5,842,798 6,169,269 331 Page City of Tustin ' 2022-23 Fiscal Operating Et Capital Improvement Program Budget I U,I I 2022-2023 Department/Division Expense Summary - General Fund (Continued) Dept Expense 2318-19 2319-20 2020-21 2021-22 2322-23 Name Actual Actual Actual Estimated Proposed Water Quality Personnel 181,443 170,890 175,966 178,400 183,561 Operations 298,608 282,892 324,636 397,500 436,810 Capital - - - - - Total Water Quality 480,051 453,782 500,632 575,933 620,371 Fleet Maintenance Personnel 493,292 498,367 520,783 541,043 527,697 Operations 540,245 514,889 545,334 806,123 860,840 Capital - - - - - Total. Fleet Maintenance 1,333,537 1,313,256 1,366,117 1,347,166 1,388,537 Building Facilities Personnel 410,834 413,665 422,434 365,845 359,856 Operations 1,618,520 1,976,424 2,461,699 2,478,,707 2,497,180 Capital - - - - - Total Building Facilities 2,029,354 2,390,088 2,884,133 2,844,552 2,857,336 Public Works Personnel 5,102,325 5,116,921 5,202,095 5,419,321 5,698,511 Operations 6,171,918 7,259,179 7,920,676 8,532,258 8,829,630 Capital 4,495,090 3,044,650 2,370,752 2,850,000 1,950,000 Total Public Works 15,769,333 15,420,750 15,493,523 16,801,579 16,478,141 Police Department Administration Personnel 1,492,918 1,184,875 1,160,008 1,207,268 1,495,518 Operations 2,049,342 3,168,723 2,106,913 1,406,360 2,139,060 Capital - - - - - Total Administration 3,542,260 4,353,598 3,266,921 2,613,628 3,634,578 City Operations Personnel 907,755 3,185,928 2,541,442 3,053,314 3,240,245 Operations 41 538,520 639,238 882,648 917,960 Capital - - - - - TotalCity Operations 907,796 3,724,448 3,180,680 3,935,962 4,158,205 North Area Division Personnel 6,039,444 4,454,992 3,966,033 4,332,684 4,687,176 Operations 584,116 105,153 91,063 58,705 52,434 Capital - - - - - TotalNorthAreaDivision 6,623,563 4,560,144 4,057,096 4,391,389 4,739,610 South Area Division Personnel 5,034,600 4,477,950 4,826,596 5,728,348 5,856,136 Operations 155,598 87,029 77,795 54,533 48,334 Capital - - - - - Total South Area Division 5,190,198 4,564,979 4,904,391 5,782,881 5,904,470 341 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB 2022-2023 Department/Division Expense Summary - General Fund (Continued) Dept Expe nse 2D18-19 2019-2D 202D-21 2021-22 2D22-23 Name Actual Actual Actual Estimated Proposed Special Operations Division Personnel 4,170,346 3,042,900 4,477,615 4,920,447 5,035,778 Operations 239,382 134,441 169,537 203,824 179,785 Capital - - - - - T4tal Special Operations Division 4,409,727 3,177,341 4,647,152 5,124,271 5,215,563 Professional Standards Division Personnel 2,124,869 2,141,749 2,084,539 23363,112 2,032,753 Operations 281,027 519,174 400,687 499,577 489,718 Capital - - - - - Tntal Professional Standards Division 2,405,896 2,660,923 2,485,227 2,862,689 2,522,472 Field Support Services Personnel 2,390,246 2,472,116 2,723,699 2,859,517 3,059,027 Operations 207,641 244,896 211,324 246,025 257,025 Capital - - - - Total Field Support Services 2,597,887 2,717,012 2,935,0.23 3,105,542 3,316,052 Operations Support Se"ces Personnel 1,441,334 1,511,895 1,750,839 1,740,180 1,801,556 Operations 246,345 223,199 307,581 254,372 260,122 Capital - - - - - Total Operations Support Services 1,687,679 1,735,093 2,058,420 1,994,552 2,061,678 Behavioral Response Unit Personnel - - 98,642 198,372 Operations - - Capital - - Total Behavioral Response Unit - - - 98,642 198,372 Police Department Personnel 23,601,511 22,472,404 23,5303772 26,303,512 27,406,561 Operations 3,763,491 5,021,135 4,004,138 3,6043044 4,344,438 Capital - - - - - Total Police Department 27,365,002 27,493,539 27,534,909 29,909,556 31,750,999 Fire Service Contract Personnel - - - - - Operations 8,035,988 8,676,428 9,213,773 9,768,000 10,077,639 Capital - - - - TotalFire Service Contract 8,035,988 8,676,428 9,213,773 9,768,000 10,077,639 Parks B Recreation Administration Personnel 516,610 377,977 350,538 476,233 535,928 Operations 584,601 714,190 552,892 606,627 616,450 Capital 172 709 689 850 850 Total Administration 1,101,383 1,092,876 9D4,118 1,D83,710 1,153,228 351 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB 2022-2023 Department/Division Expense Summary - General Fund (Continued) Dept Expense 2D18-19 2019-2D 202D-21 2021-22 2D22-23 Mame Actual Actual Actual Estimated Proposed Sports Personnel 707,721 638,014 739,954 650,419 776,750 Operations 272,270 176,545 187,508 306,900 319,900 Capital 4,091 1,939 13088 43000 4,000 Total Sports 984,D81 815,498 928,550 961,319 1,100,650 Classes/Cultural Services Personnel 309,302 332,655 305,066 255,963 264,833 Operations 536,856 468,979 381,748 4943878 622,200 Capital 10,091 16,236 163913 19,500 19,500 Total Classes/Cultural Services 856,250 817,870 703,728 770,341 906,533 Veterans Sports ParkfThe Annex Personnel - - 214,274 235,301 Operations 113,100 103,600 Capital 2,500 2,000 Total Veterans Sports Park/The Annex - - 329,874 34D,901 Senior Citizens Personnel 424,741 433,470 452,405 434,448 489,851 Operations 88,069 58,267 14,535 89,200 105,200 Capital - - - - - TotalSenior Citizens 512,810 491,737 466,940 523,648 595,051 Support Services Personnel 330,041 331,275 292,449 362,183 349,824 Operations 10,844 12,667 6,927 7,086 7,700 Capital 823 1,153 1,990 2,000 2,500 Total Support Services 341,708 345,095 3D1,366 371,269 360,024 Tustin Youth Center Personnel 376,887 367,856 3623375 381,998 395,607 Operations 28,381 26,411 25,906 37,899 38,800 Capital 285 1,173 1,115 2,000 2,000 Total Tustin Youth Center 405,554 395,439 389,395 421,897 436,407 Parks l3 Recreation Personnel 2,665,302 2,481,247 2,502,787 2,775,518 3,048,092 Operations 1,521,022 1,457,059 1,169,515 1,655,690 1,813,850 Capital 15,462 21,209 21,795 30,850 30,850 Total Parks lk Recreation 4,201,786 3,959,516 3,694,097 4,462,058 4,892,792 Non -Departmental Personnel 474,008 4,095,206 4,652,042 5,343,837 6,507,048 Operations 3,031,812 1,050,021 1,575,226 1,900,287 3,261,946 Capital - - - - - Total Non -Departmental 3,505,819 5,745,227 6,227,269 7,244,124 9,768,994 36 1 Page City of Tustin ' 2022-23 Fiscal Operating Et Capital Improvement Program Budget I U,I I 2022-2023 Department/Division Expense Summary - General Fund (Continued) Dept Expense 2018-19 2019-20 2020-21 2021-22 2022-23 Name Actual Actual Actual Estimated Proposed Capital - - - - Total Non -Departmental 3,505,819 5,745,227 6,227,269 7,244,124 9,768,994 Non -Operating Expenditures Small Business Assistance 1,917,.233 Non -Profit Assistance 274,,012 - Meal Gap Program 127,794 255,017 Other COVID-19 Costs 993,591 - Total Non -Operating Expenditures - 3,312,630 255,017 General Fund Total Personnel 38,054,,038 40,617,432 42,678,757 47,223,070 50,442,462 Operations 26,160,125 2.7,227,578 26,909,191 28,944,463 32,131,556 Non -Operating Expenditures - - 3,312,630 255,017 - Capital 4,514,591 3,087,363 2,392,546 2,888,350 1,986,350 TOTAL EXPENSES - GENERAL FUND 68,723,754 70,932,372 75,293,124 79,314,900 84,560,368 General Fund Expense by Department 371 Page City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB 2022-2023 Position Control List 2018-19 2019-20 2D26-21 2021-22 2022-23 Department Position Budget Budget Budget Budget Proposed Incl(Dec) Position Summary by Department City Clerk 4.50 4.50 4.50 4.50 4.50 0,00 City Manager's Office 5.00 5.00 5.00 5.00 5.00 0.00 Community Development 20.00 20.50 21 .50 21 .50 22.50 1 .00 Economic Development 6.00 6.00 7.00 7.00 7.00 0.00 Finance 22.50 22.50 22.50 22.50 23.00 0,50 Human Resources 5.25 5.25 5.25 5.25 5.50 0.25 Parks & Recreation 17.00 17.00 17.00 17.00 17.00 0.00 Police Department 150.00 15000 150.00 153.00 154.00 1,00 Public Works 71.00 71.00 74.00 75.00 76.00 1,00 Total Position Control - All Departments 301.25 301.75 306.75 310.75 314.50 3.75 City Clerk 1.00 1.00 1.00 1.00 1 .00 0.00 Administrative Assistant 2.50 2.50 2.50 2.50 1.50 -1,00 City Clerk 1.00 1.00 1.00 1.00 1.00 0.00 Management Analyst 1111 1.00 1.00 1.00 1.00 1.00 0.00 Management Assistant 0.00 0.00 0.00 0.00 1.00 1.00 Total City Clerk 4.50 4.50 4.50 4.50 4.50 0.00 City Manager's Office Assistant City Manager 1.00 1.00 1.00 1.00 1.00 0,00 City Manager 1.00 1.00 1.00 1.00 1.00 0,00 Executive Assistant 1.00 1.00 1.00 1.00 1.00 0,00 Executive Coordinator 1.00 1.00 1.00 1,00 1.00 0,00 Senior Management Analyst 1.00 1.00 1.00 1.00 1.00 0,00 Total City Manager's Office 5-00 5.00 5.00 5.00 5.00 0.00 Community Development Administrative Assistant 1.00 1.00 1,00 1.00 1.00 0.00 Assistant Director of CD - Building 1.00 1 .00 1.00 1.00 1.00 0,00 Assistant Director of CD - Planning 1.00 1 .00 1.00 1,00 1.00 0,00 Assistant Planner 1.00 1.00 0.00 1.00 1.00 0,00 Associate Planner 1.00 1.00 2.00 1.00 1.00 0,00 Building Inspector 1.00 1.00 2.00 2.00 2.00 0,00 Building Permit Technician ' 2.00 2.00 2.00 3.00 2..00 -1.00 Code Enforcement Officer 2.00 2,50 2.50 1.50 1 .50 0,00 Deputy Building Official 0.00 0.00 0.00 1.00 1 .00 0.00 Director of Community Development 1.00 1.00 1.00 1.00 1 .00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 1.00 0,00 Management Analyst 1111 1.00 1.00 1.00 1.00 1.00 0,00 Planning Technician/Aide ' 0.00 0.00 0.00 0.00 1.00 1,00 Principal Plan Check Engineer 1.00 1,00 1.00 0.00 0.00 0,00 Principal Planner 1.00 1,00 2.00 1.00 1.00 0,00 Senior Building Inspector 2,00 2.00 1.00 1.00 1.00 0,00 Senior Code Enforcement Officer 0,00 0.00 0.00 1.00 1.00 0,00 38 1 Page Administrative Assistant 2.00 2.00 2.00 City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB 2022-2023 Position Control List (Continued) 1 .00 1 .00 0.00 0,00 0.00 Director of Parks D Recreation 1.00 1.00 1.00 1.00 1,00 0.00 2018-19 2019-20 2020-21 2021-22 2022-23 0,00 0.00 Department Position Incl(Dec) Budget Budget Budget Budget Proposed Senior Permit Technician 0,00 0.00 0.00 0.00 1,00 1.00 Senior Planner 3.00 3.00 3.00 3.00 3.00 0.00 Total Community Development 20.00 20.50 21.50 21.50 22.50 1.00 Economic Development Deputy Director of Econ. Dev. 1.00 2,00 1.00 1.00 1,00 0.00 Director of Economic Development 0.00 0.00 1.00 1 .00 1.00 0.00 Economic Development 8t Housing Manager 0,00 0.00 0.00 1 .00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Management Analyst If I1 ' 1.00 1.00 2.00 1.00 0.00 -1.00 Management Assistant 1.00 1.00 1.00 1.00 1,00 0.00 Senior Management Analyst = 2.00 1.00 1.00 1 .00 2,00 1.00 Total Economic Development 6.00 6.00 7.00 7.40 7.00 0.00 Finance Accountant 1.00 1.00 1.00 1.00 1,00 0.00 Accounting Specialist` 2.50 2.50 2.50 2.50 100 0,50 Code Enforcement Officer 1.00 1.00 1.00 1.00 1,00 0,00 Deputy Director of Finance 2,00 2.00 2.00 2.00 2,00 0,00 Director of Finance/City Treasurer 1.00 1.00 1.00 1.00 1.00 0,00 Executive Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Information Technology Specialist 3.00 3.00 3.00 3.00 100 0,00 Management Analyst 1 1.00 1.00 1.00 1.00 1,00 0.00 Management Analyst 11 ' 0.00 0.00 0.00 0.00 1,00 1,00 Senior Accountant 1.00 1.00 1.00 1.00 1,00 0.00 Senior Accounting Specialist 2.00 2..00 2,00 2.00 2,00 0.00 Senior Information Tech Specialist 2.00 2,00 1.00 1.00 1,00 0.00 Senior Management Analyst 0.00 0.00 1.00 1.00 1,00 0.00 Senior Management Assistant' 3.00 3.00 3.00 3.00 2,00 -1.00 Water Meter Reader 2.00 2.00 2.00 2.00 2,00 0.00 Total Finance 22.50 22.50 22.50 22.50 23.40 0.50 Human Resources Administrative Assistant 0.50 0.50 0.50 0.50 0,50 0.00 Director of Human Resources 1.00 1.00 1.00 1.00 1,00 0.00 Management Analyst I! 11 0.75 0.75 0.75 0.75 1,00 0.25 Management Assistant $ 2.00 2.00 2,00 2.00 1,00 -1 .00 Senior Management Analyst 1.00 1.00 1.00 1.00 1,00 0.00 Senior Management Assistant' 0.00 0.00 0.00 0.00 1,00 1 .00 Total Human Resources 5.25 5.25 5.25 5.25 5.5D 0.25 Parks B Recreation Administrative Assistant 2.00 2.00 2.00 2.00 2,00 0.00 Deputy Director of Parks a Rec 1 .00 1 .00 1 .00 0.00 0,00 0.00 Director of Parks D Recreation 1.00 1.00 1.00 1.00 1,00 0.00 Executive Assistant 1.00 1.00 1.00 0.00 0,00 0.00 39 1 Page City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB 2022-2023 Position Control List (Continued) 2018-19 2619-20 2020-21 2021-22 2022-23 Department Position Inc/(Dec) Budget Budget Budget Budget Proposed Recreation Coordinator 5.06 5.00 5.00 6.00 6.00 0.00 Recreation Facilities Lead 2.00 2.00 2.00 2.00 2.00 0.00 Recreation Program Specialist 1.00 1.00 1.00 0.00 0.00 0.00 Recreation Superintendent 0.00 0.00 0.00 1 .00 1 .00 0.00 Recreation Supervisor 2.00 2.00 2.00 2.00 2.00 0.00 Sr. Management Assistant 0.00 0.00 0.00 1 .00 1 .00 0.00 Transportation Coordinator 2.00 2.00 2.00 2.00 2.00 0.00 Total Parks B Recreation 17.00 17.00 17.40 17.00 17.00 0.00 Police Department 3.00 3,00 3.00 3.00 3.00 0.00 Behavioral Health Bureau Commander ` 0.00 0.00 0.00 0.00 1 .00 1.00 Crime Analyst (SLESF Grant Funded) 1.00 1.00 1.00 1.00 1.00 0.00 Deputy Police Chief 1.00 1.00 1.00 1 .00 1 .00 0.00 Executive Assistant 1.00 1,00 1.00 1.00 1.00 0.00 Management Analyst 1111 0.00 0.00 0.00 1.00 1.00 0.00 Management Assistant 1.00 2.00 2.00 1,00 1.00 0.00 Police Captain 1.00 1.00 1.00 1.00 2.00 1.00 Police Chief 1,00 1.00 1.00 1.00 1.00 0.00 Police Civilian Commander 1.00 1,00 1,00 1.00 0.00 -1.00 Police Communications Lead 2.00 2.00 2.00 2.00 2.00 0.00 Police Communications Officer 1111 10.00 10.00 10.00 10.00 10.00 0.00 Police Fleet Coordinator 1.00 1,00 1,00 1.00 1.00 0.00 Police Lieutenant 5.00 5.00 5.00 5.00 5.00 0.00 Police Officer 70.00 70.00 70.00 73.00 73.00 0.00 Police Records Lead 2.00 2.00 2.00 2.00 2.00 0.00 Police Records Specialist 11.00 10.00 10.00 10.00 10.00 0.00 Police Sergeant 18.00 18.00 18.00 18.00 18.00 0.00 Police Services Officer 11111111 15.00 15.00 15.00 15.00 15.00 0.00 Police Support Services Manager 2.00 2.00 2,00 2.00 2.00 0.00 Police Support Services Supervisor 4.00 4.00 4.00 4.00 4.00 0.00 Property and Evidence Specialist 2.00 2.00 2.00 2.00 2.00 0.00 Senior Management Analyst 1.00 1.00 1.00 1.00 1.00 0.00 Total Police Department 150.00 154.00 154.44 153.00 154.00 1.00 Public Works Administrative Assistant 2.00 1.00 1.00 1.00 1.00 0.00 Assistant Engineer 2.00 2.00 2.00 2.00 2.00 0.00 Assistant Public Works Director ' 0.00 0.00 0.00 0.00 1.00 1.00 Associate Engineer 1.00 1.00 1.00 1,00 1.00 0.00 Deputy Director of PW - Engineering 1.00 1.00 1.00 1.00 1 .00 0.00 Deputy Director of PW - Operations 0.00 0.00 0.00 0.00 1.00 1.00 Director of PW 1 City Engineer 1.00 1,00 1,00 1 .00 1 .00 0,00 Electrician 0.00 0.00 1.00 1.00 1.00 0.00 Equipment Mechanic 3.00 3,00 3.00 3.00 3.00 0.00 40 1 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB 2022-2023 Position Control List (Continued) 2018-19 2019-20 2020-21 2021-22 2022-23 Department Position Inc!(Dec) Budget Budget Budget Budget Proposed Equipment Operator 3.00 3,00 3.00 100 3.00 0.00 Executive Assistant ' 1.00 1.00 1.00 1.00 0.00 -1.00 Field Services Manager 1.00 1.00 1.00 1.00 1.00 0.00 Maintenance Leadworker 4.00 4.00 5.00 5.00 5.00 0.00 Maintenance Supervisor" 5.00 5.00 5.00 5,00 4.00 -1.00 Maintenance WorkerlSr. Maint. Worker = 18.00 18.00 19.00 20.00 21.00 1.00 Management Assistant 1 .00 1.00 1.00 1 .00 2.00 1.00 Principal Engineer 3.00 3,00 3.00 100 3.00 0.00 Public Works Inspector 0.00 0,00 1.00 1 .00 1.00 0.00 Public Marks Manager 2,00 2,00 2.00 2,00 2.00 0,00 Senior Management Analyst 1,00 1 .00 1.00 1,00 1 .00 0.00 Senior Management Assistant 1,00 2.00 2.00 2.00 2.00 0.00 Senior Public Works Inspector 2.00 2.00 2.00 2.00 2.00 0,00 Water Distribution Leadwrorker 1.00 1.00 1.00 1.00 1.00 0.00 Water Distribution Operator 1111 8.00 8.00 8.00 8.00 8.00 0.00 Water Equipment Operator 2.00 2,00 2.00 2.00 2.00 0.00 WaterMaint. 8t Const. Supervisor 1.00 1.00 1.00 1.00 1.00 0.00 Water Services Manager ' 2.00 2.00 1.00 1.00 0.00 -1.00 Water Treatment Operator I 0.00 0.00 1.25 1.25 1.25 0.00 Water Treatment Operator II 4.00 4.00 2,75 2,75 2.75 0.00 Water Treatment Supervisor 1.00 1.00 1.00 1.00 1.00 0.00 Total Public Works 71.00 71.00 74.00 75.00 76.00 1.00 POSITION CONTROL GRAND TOTAL 301.25 301.75 306.75 310.75 314.50 3.75 Footnotes 1 City Clerk - 22123 Budget Reclass - Administrative Assistant to Management Assistant 2 City Clerk - 22123 Budget Reclass - Management Analyst I to Management Analyst 11 3 Community Development - 22123 Budget Reclass - Building Permit Technician to Sr. Permit Technician 4 Community Development - 22123 Budget Add - Planning TechnicianlAide 5 Economic Development - 21122 Mid -Year Reclass - Management Analyst 1111 to Senior Management Analyst 6 Finance (Water) - 21122 Mid -Year Increase to Full Time - Accounting Specialist 7 Finance (Water) - 21122 Mid -Year Reclass - Senior Management Assistant to Management Analyst 1111 8 Human Resources - 21122 Mid -Year Increase to Full Time - Management Analyst 1: 22123 Promote to 9 Human Resources - 22123 Budget Reclass - Management Assistant to Senior Management Assistant 10 Police Department - 21122 City Council Approved Add (Approved November 16, 2021) - Behavioral Health 11 Police Department - 21122 Mid -Year Reclass - Police Civilian Commander to Police Captain 12 Public Works - 21122 Mid -Year Add - Sr. Maintenance Worker 13 Public Works - 22123 Budget Reclass - Water Services Manager to Assistant Public Works Director 14 Public Works - 22123 Budget Reclass - Executive Assistant to Management Assistant 15 Public Works - 22123 Unfunded - (1) Maintenance Supervisor (Contracts) 16 Public Works - 22123 Budget Add - Deputy Director of Public Warks - Operations 41 1 Page CITY DEPARTMENTS CITY COUNCIL �A i� �-.W�00 U sIN Beckie Bam W. g6* Sanaa Ryan Gomez Cooper Lurtblyd Clarkl Gallagher M yaftiem Ma@F cainalfdaner mu aiaa:�e�r CoweilMem6u q� — L —�� low City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB 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 Community Services Commission, Audit Commission, Public Art Committee, and Building Board of Appeals. The City Council also serves as the Board of Directors of the Tustin Public Financing Authority and of the Successor Agency. Members of the City Council represent the City on various agencies such as the Orange County Fire Authority, Transportation Corridor Agencies, Orange County Sanitation District, Orange County Mosquito and Vector Control District, Southern California Association of Governments, Orange County Council of Governments, Orange County Library Board, Emergency Medical Care Committee, Santa Ana River Flood Protection Agency, Water Advisory Committee of Orange County, and Newport Bay Watershed Executive Committee. 421 Page City of Tustin ' N 2022-23 Fiscal Operating 8t Capital Improvement Program Budget i UJB MAYOR'S WELCOME Welcome to Tustin. On behalf of the Tustin City Council, it is my pleasure to welcome you to the City of Tustin. We are proud to provide you with information about our community and the many opportunities Tustin has to offer. Much like the glorious old trees that grace its landscape, Tustin is rooted in the past - its early heritage is embodied by the captivating historic homes and commercial storefronts along the streets of Old Town. But like its grand old homes and trees, Tustin continues to flourish with existing and new communities, modern shopping centers and in its diverse industrial base, ever reaching out to the future. Nestled in the scenic heart of Orange County, California, Tustin actively plans for the future based on a tremendous foundation of success. The community's goals are clear: to remain financially secure, to create jobs, and to improve the quality of life for all who live and work here by promoting a healthy balance of safe neighborhoods, parks, community facilities, and strong commercial and industrial areas. From a business perspective, Tustin is one of California's prime business locations. Tustin prides itself by working as a partner and supporter of businesses of all sizes to help them achieve greater success. The proximity of state and interstate freeways, airports, seaports and rail service enables easy travel to and from Tustin. I invite you to spend some time in Tustin. Whether in person or via our web page, we're happy to have you. Sincerely, Mayor Austin Lumbard 43 1 City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB CITY COUNCIL 2019-20 2020-21 2021-22 2021-22 2022-23 Percent Actual Actual Budget Estimated Budget Change EXPENSES CITY COUNCIL ALL Funds Salaries & Benefits * - - - 21,000 - Internal Service Charges - - - - - Operating Expense 27,.576 12,3B6 50,800 50,060 .50,800 0.0% Total City Council Expenditures 27,576 12,886 50,800 50,060 71,500 41.396 EXPENSES BY DIVISION General Fuad City Council Expenditures Salaries & Benefits * - - - - 21,000 Internal Service Charges - - - - - - Operating Expense 27,576 12,886 .50,800 .56,060 50,800 0.0`Yo Total 27,576 12,886 50,800 50,06+0 71,800 41.396 Total General Fund 27,576 12,886 so," 50,060 71,800 41.3% *5eginning in December2022, each member of the City Council and the Mayar and Mayor Pro Tem shall receive a monthly salary in the amount of $500 in accordance with Ordinance No. 1511, and pursuant with the passage of Measure CC on the November 3. 2020 hal lot. 80,000 70,000 50,000 50,000 40,000 30,000 20,000 10,000 2022-23 Budget Breakdown (All Funds) City Council 2022-23 Budgex ■ Salaries & Benefits " ■ Internal Service Charges Operating Expense 441 Page CITY MANAGER A � U 4 ry�A•rFe° e 'All 4 ry�A•rFe° e City of Tustin ' N 2022-23 Fiscal Operating $ Capital Improvement Program Budget i UJB Executive JW Executive Coordinator Assi sta nt 2418-19 2019-20 2424-21 2421-22 2422-23 Department Position Budget Budget Budget Budget Proposed Incl(Dec) City Manager's Office Assistant City Manager 1.00 1.00 1.00 1.00 1.00 0.00 City Manager 1.00 1.00 1.00 1,00 1.00 0.00 Executive Assistant 1.00 1,00 1.00 1,00 1.00 0.00 Executive Coordinator 1.00 1.00 1.00 1.00 1.00 0.00 Senior Management Analyst 1.00 1.00 1.00 1,00 1 .00 0.00 Total City Manager's Office 5 -GD 5. DO 5.00 5.00 5.00 0.00 * Directors Et City Clerk FTE count included in respective Department/ Division. 45 1 Page City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB 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 proposed budget. TASKS: ➢ Keep the City Council constantly apprised as to the status of City programs and activities. ➢ Respond to, and resolve, citizen complaints concerning City services. ➢ Provide staff support, when required, to members of the City Council serving on regional agencies. ➢ Serve on special regional committees such as the Orange County Fire Authority Technical Advisory Committee, Orange County Library Task Force, and 800 MHz Communications System Governance Committee. ➢ Submit to the City Council the Fiscal Year 2021-23 operating and seven-year capital improvement budgets. ➢ Provide management oversight of economic development and housing programs. ➢ Serve as the Director of the Local Reuse Authority for the former MCAS Tustin. ➢ Serve as the Master Developer for City properties at Tustin Legacy. ➢ Manage the City's public communications program. 46 1 City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB T CITY MANAGER'S OFFICE 20191-20 2020-21 2021-22 2621-22 2022-23 Percent Actual Actual Budget Estimated Budget Change EXPENSES CITY MANAGER'S OFFICE ALL Funds Salaries & Benefits 604,7.55 762,027 798,907 804,201 868,956 8.S% Internal Service Charges 34,100 27,365 29,900 29,9=00 29,900 0.0% Operating Expense 18,972 12,239 37,500 31,712 37,500 0.0% Total CM's Office Expenditures 657,827 801,631 566,307 865,513 936,356 8.1% EXPENSES BY [DIVISION General Fuad City Manager's Office Expenditures Salaries & Benefits 604,755 762,027 798,907 804,201 868,956 8.8`Y Internal Service Charges 34,100 27,365 29,900 29,900 29,900 0.0°l Operating Expense 18,972 12,239 37,500 31,712 37,500 0.0% Total 657,827 801,631 866,307 865,813 9345,356 8.196 Total General Fund 657,827 801,631 866,307 865,813 936,356 8.1% 2022-23 Budget Breakdown (All Funds) City Manager's Office 1,000x000 900,000 800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 2022-23 Budget iii Salaries&Benefits ■InternaIServiceCha rges Operating Expense 471 Page CITY ATTORNEY Y Qtr City of Tustin 2022-23 Fiscal Operating &t Capital Improvement Program Budget 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: ➢ Attend City Council, Redevelopment Agency and Planning Commission meetings for the purpose of providing legal advice. ➢ Review and prepare ordinances, resolutions, franchises, agreements, contracts and other documents. ➢ Provide legal advice to City departments. ➢ Represent the City in court proceedings. ➢ Review and monitor general liability claims processed by the City's claims administrator. CITY AT-FORNEY 2019-20 2020-21 2021-22 2021-22 2022-23 Percent Actual ,Actual Budget Estimated Budget Change EXPENSES CITY AT rORNEY soa,00n 500.000 4M,000 ALL Funds 200,000 2022-23 Budget Operating Expeme Operating Expense 698,431 817,270 923,000 923,000 923,000 0.0% Total City Attorney Expenditures 698,431 817,270 923,000 923,000 923,000 0.096 EXPENSES BY DIVISION Gen erg? Fund City Attorney Expenditures Operating Expense 698,431 817,270 923,000 923,000 923,000 0.0`Ya Total 698.431 817.270 923.000 923.000 923.000 0.0% 2022-23 Budget Breakdown (All Funds) City Attorney 11OW10M soa,00n 500.000 4M,000 200,000 2022-23 Budget Operating Expeme 481 Page a CITY CLERK . �4.� ..� , ev City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB 2018-19 2019-20 2020-21 2021-22 2022-23 Department Position Incl(Dec) Budget Budget Budget Budget Proposed City Clerk Administrative assistant 2.50 2.50 2.50 2.50 1 .50 -1 .00 City Clerk 1.00 1.00 1.00 1.00 1.00 0.00 Management Analyst I/II 1.00 1.00 1.00 1.00 1 .00 0.00 Management Assistant 0.00 0.00 0.00 0.00 1 .00 1 .00 Total City Clerk 4.50 4.50 4.50 4.50 4.50 0.00 491 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB 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 and conducts municipal elections. TASKS: ➢ Coordinate the preparation and distribution of official City Council agendas. ➢ Maintain a centralized records management system of contracts/ agreements, deeds, resolutions, ordinances, and other City documents. ➢ Process public records requests. ➢ Conduct municipal elections in accordance with the Tustin City Code, the Elections Code, and the Political Reform Act of 1974. ➢ Serve as filing officer for Campaign Disclosure and conflict of interest statements required by the Fair Political Practices Commission. ➢ Coordinate legislative updates in the Tustin City Code. ➢ Administer the recruitment process for the City's Planning Commission, the Community Services Commission, Audit Commission, Building Board of Appeals, and Public Art Committee. ➢ Implement the City's Citizen Academy program. ➢ Process legal documents, including: liability claims, subpoenas, summons, appeals, and petitions. ➢ Prepare and coordinate ceremonial recognitions such as presentations during the City Council meeting, proclamations and certificates of recognition. ➢ Publish legal notices. ➢ Provide citywide phone reception services. ➢ Provide citywide duplication, scanning services and mail delivery. ➢ Maintain subscription and distribution of City Council and Planning Commission agendas and minutes. ➢ Receive bids and RFPs for City projects and conduct bid openings respectively. ➢ Manage the citywide public shredding program. ➢ Serve as the Americans with Disabilities Act Coordinator ensuring that persons with disabilities can fully participate in and benefit from the public services offered by the City. ➢ Manage the electronic document imaging system (Laserfiche). 501 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget I UJI CITY CLERK 2019-20 2020-21 2021-22 2021-22 2022-23 Percent Actual Actual Budget Estimated Budget Change EXPENSES CITY CLERK ALL Funds Salaries & Benefits 500,926 518,564 551,2.58 534,4.55 558,825 6.8` Internal Service Charges 40,100 31,123 34,.500 34,500 34,500 0.0`Y Operating Expense 75,543 119,471 136,100 121,100 196,800 44.6% Total Laity Clerk Expenditures 616,569 669,158 721,858 6W,455 824,125 1.3.5°% EXPENSES BY DIVISION General Fund City Clerk Expenditures Salaries & Benefits 500,926 513,564 .551,2.58 534,455 588,825 6.S% Internal Service Charges 40,100 31,123 34,.500 34,500 34,.500 0.0% Operating Expense 75,543 119,471 136,100 121,100 196x,800 44.69a Total 616559 669,158 721,858 fi ASS 824,125 13.fi90 Total General Fund 616,%9 1669,158 721,855 CM,455 824,125 13.65% 900,000 800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 2022-23 Budget Breakdown (All Funds) City Clerk 2022-23 Budget ■ Salaries & Benefits ■ Internal Service Charges Operating Expense 511Page -7W LEGACY, v IP ECONOMIC DEVELOPMENT City of Tustin ' N 2022-23 Fiscal Operating lit Capital Improvement Program Budget i UJB Senior Management Assistant Executive Assistant 2018-19 2019-20 2020-21 2021-22 2022-23 Department Position Budget Budget Budget Budget Proposed Incl(Dec) Economic Development Deputy Director of Econ. Dev. 1.00 2.00 1.00 1.00 1.00 0.00 Director of Economic Development 0.00 0,00 1,00 1.00 1,00 0.00 Economic Development Ot Housing Manager 0.00 0.00 0.00 1.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 1,00 0,00 Management Analyst 1111 1.00 1.00 2.00 1.00 0.00 -1.00 Management Assistant 1.00 1.00 1.00 1,00 1 .00 0.00 Senior Management Analyst 2.00 1,00 1 .00 1.00 2.00 1,00 Total Economic. Development 6.01i 611,11) 7.00 7-00 7.41} 0.00 52 1 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB DESCRIPTION: The Economic Development Department provides leadership as the Executive Developer of Tustin Legacy, facilitates business and property development, manages City real estate, acts as the Housing Authority for the City to facilitate workforce and homeless housing, oversees Successor Agency activities and promotes the economic interests of the City. TASKS: ➢ Executive Developer of Tustin Legacy ➢ Facilitate Business Development and Assist Property Owners ➢ Manage City Real Estate ➢ Facilitate Workforce and Homeless Housing 2021-2022 ACCOMPLISHMENTS: ➢ Lennar completed construction of "Levity" and all 218 units were sold in 2021. ➢ Closed escrow in September 2021 on the sale of 25+ acres to Brookfield Homes Southern California LLC for a 400 -home community. Model homes are now open and sales are ongoing. ➢ Executed an Exclusive Negotiating Agreement in December 2021 with Lincoln Property Company Commercial Inc for the potential disposition and development of property for up to 1.8M square feet of office, laboratory and R&D space along with other ancillary uses to be constructed in one or more phases. ➢ Entered into an Exclusive Negotiating Agreement with AvalonBay and Abode Communities for the potential disposition and development of a Multifamily Mixed -Use project for approximately 1,208 multifamily homes on +19.4 acres, of which 302 are affordable. This was the end result of an RFP that was marketed through CBRE in compliance with the Surplus Land Act. ➢ As the Local Reuse Authority, acted to remove County Regional Park use from Reuse Parcel 18, 85 acres of Navy owned property, and started the Federal reuse planning process for new proposed land uses. ➢ Advanced design plans for CIP projects such as Alley Grove Promenade, Legacy Park (2nd phase), South Hangar rehabilitation and pedestrian bridges. ➢ Partnered with the Orange County Small Business Development Center to deliver the following programs: ■ Developed a new grant program providing $2,420,000 in economic relief to local Tustin small businesses. Issued two hundred forty (240) $10,000 Small Business Recovery Grants and four (4) $5,000 Small Business Recovery Grants to eligible businesses impacted by the Covid pandemic. ■ Implemented two Main Street Digital Training Et Grant programs, in which thirty (30) women -owned, minority-owned and small businesses attended six (6) courses to learn to market and expand online. Each received a $500 grant to assist with online marketing ■ Developed two (2) Small Business Clinics for Tustin businesses to receive one on one counseling and access to expert small business development consultants. ■ Developed and launched thirteen (13) regional business workshops. ➢ Partnered with the Orange County Workforce Board ■ Mobile Workforce Clinic at the Tustin Library - nineteen (19) visits. ➢ Hosted three (3) business workshops conducted by the Service Corps of Retired Executives (SCORE). ➢ Conveyed a 1.7 -acre City parcel in Pacific Center East to SchoolsFirst Federal Credit Union in September 2019. Construction of SchoolsFirst's 180,000 square -foot, three-story headquarters office, 5,000 square - foot and credit union branch office was completed in August 2021. ➢ Procured a FY 22-24 Tustin Temporary Shelter Operator through a competitive Request for Proposals process. ➢ Served over 199 guests at the Tustin Temporary Emergency Shelter. ➢ Facilitated three (3) affordable housing resales. ➢ Facilitated twelve (12) refinances for affordable homeowners. ➢ Conveyed City -owned property to Family Promise for the development of the "House of Ruth", a 7 -unit apartment complex that will provide transitional housing for homeless families. 53 1 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB ECONCIMIC DEVELOPMENT 2019-20 2020-21 2021-22 2021-22 202-2-23 Percent Actual Actual Budget Estimated Budget Change EXPENSES ECONOMIC DEVELOPMENT ALL Funds Salaries & Benefits 1,220,263 1,157,174 1,289,538 1,319,494 1,415,361 9.8% Internal Service Charges 60,100 46,646 .51,760 .51,700 .51,700 0.0`fia Operating Expense 1,156,215 3,046,696 1,.528,288 498,243 1,657,650 8.5% Total Econ Dev Expenditures 2,436,578 4,243,909 2,869,526 1,869,437 3,124,711 8.396 EXPENSES BY DIVISION General Fund Economic Development Expenditures Salaries & Benefits $815,943 773,689 913,232 917,783 1,010,668 10.7`} Internal Service Charges $60,100 46,640 51,700 51,700 51,760 0.0`.x} Operating Expense $266,619 2,0.56,296 418,344 341,904 306,058 21.8`, Total 1,142,661 2,876,624 1,383,276 1,311,387 1,368,426 -1.1`l Total General Fund 1,142,661 2,876,624 1,383,276 1,311,387 1,368,426 -1.196 EXPENSES BY DIVISION All Other Funds Housing Authority Expenditures Salaries & Benefits $404,321 383,485 376,306 401,711 404,694 7.5`x6 Internal Service Charges - - - - - Operating Expense $889,596 983,800 1,109,944 156,339 1,351,.592 21.8`, Total 11293,917 1,367,285 1,486,250 558,050 1,756,286 18.2% Total Clther Funds 1,293,917 1,367,285 1,486,250 558,050 1,756,286 18.2`Yc 2022-23 Budget Breakdown (All Funds) Economic Development 31-100.0W 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 2022-23 Budget ■ Salaries & Benefits ■ Internal Service Charges Ai Operating Expense 2022-23 Economic Development Expenditures (All Funds) 541 Page FINANCE i-oo U IN 4w rY ' City of Tustin 2022-23 Fiscal Operating Et Capital Improvement Program Budget iu�UJB -W Department Position 2018-19 2019-20 2020-21 2021-22 2D22-23 Incl(Dec) Budget Budget Budget Budget Proposed Finance Accountant 1.00 1,00 1.00 1,00 1,00 0.00 Accounting Specialist 2.50 2.50 2.50 2.50 3.00 0.50 Code Enforcement Officer 1.00 1,00 1.00 1.00 1.00 0.00 Deputy Director of Finance 2.00 2,00 2.00 2.00 Loo 0.00 Director of Finance/City Treasurer 1,00 1,00 1.00 1.00 1,00 0.00 Executive Assistant 1.00 1,00 1.00 1.00 1.00 0.00 Information Technology Specialist 3.00 100 3.00 3.00 3.00 0.00 Management Analyst 1111 1.00 1.00 1.00 1.00 1.00 0.00 Management Analyst II 0.00 0.00 0.00 0.00 1,00 1.00 Senior Accountant 1,00 1.00 1.00 1,00 1.00 0.00 Senior Accounting Specialist 2.00 2,00 2.00 2.00 2.00 0.00 Senior information Tech Specialist 2.00 2.00 1.00 1.00 1.00 0.00 Senior Management Analyst 0.00 0,00 1.00 1.00 1.00 0.00 Senior Management Assistant 3.00 100 3.00 100 Loo -1.00 Water Meter Reader 2.00 2.00 2.00 2.00 2.00 0.00 ITotal Finance 22.50 22.50 22.51} 22.50 23.00 0.50 55 1 Page City of Tustin 2022-23 Fiscal Operating Et Capital Improvement Program Budget DESCRIPTION: The Finance Division provides treasury services, financial services, accounts payable, purchasing, customer service, cashiering, and accounting support for the City, the Successor Agency to the Tustin Community 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 Government Accounting Standards Board. Tustin's Information Technology (IT) services are also housed within the Finance Department. IT works with all City Departments and divisions to ensure that technology needs are being met and designs, develops, administers, and maintains various telecommunications and computer networks. TASKS: ➢ Deposit, monitor and record all revenues of the City. ➢ Responsible for the City's cash management. ➢ Maintain the General Ledger and all financial records. Ensure proper internal controls are in place throughout the City Departments. Serve as the City Treasurer and invest and manage the City's funds. Provide management support for Water Utility billing. Prepare the quarterly investment reports. Complete the State Controller's Annual Report of Operations, Annual Street Report and other reports as required. Monitor the City's Fixed Asset Accounting System. Administer the payroll, accounts receivable and accounts payable functions. Prepare the annual Operating and Capital Improvement Budget. Represent the City and provide information for various City, County, State and federal audits. Assist in the formation and administration of special assessment districts. Prepare the Annual Comprehensive Financial Report. Manage debt service and issue bonds when appropriate. Provide Utility Billing services including reading meters, preparing resident's bills, create and monitor service requests, prepare water management reports, and promote the water conservation program. 2021-2023 GOALS: ➢ Continue to evaluate and develop long-term strategies to achieve a more sustainable budget. ➢ Continue to address unfunded Ca(PERS pension liabilities. ➢ Continue to produce an Annual Comprehensive Financial Report in accordance with generally accepted accounting principles. ➢ Continue to provide the City Manager and City Council with timely financial updates. ➢ Continue to effectively manage the City's investment portfolio with a continued goal of maximizing investment returns while safeguarding principal and remaining sufficiently liquid to meet future expenditures. G�9 u.,,en ntFinance6f -rs Association, Certificate of Achievement for Excellence in Financial Reporting Pre -ted to City of Tustin California For T, Comprehe-r -e2AruutzI Futencial Report For the Fiscal Year Ended A— 30.2020 Com� P it Executive D—t., CEO 56 1 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB ➢ Complete an Enterprise Resource Planning (ERP) needs assessment by June 30, 2023. ➢ Perform a business process review and identify opportunities for improvements in efficiencies and to strengthen internal controls. ➢ Produce a Popular Annual Financial Report for Fiscal Year 2021/22 to supplement the Annual Comprehensive Financial Report with information that is easily understandable to the general public and other interested parties without a background in public finance. 2021-2022 ACCOMPLISHMENTS: ➢ Effectively managed the City's investment portfolio with a continued goal of maximizing investment returns while safeguarding principal and remaining sufficiently liquid to meet future expenditures. ➢ Received the Government Finance Officers Association's "Certificate of Achievement for Excellence in Financial Reporting" for the 34th year, which is the highest form of recognition in the area of 1 governmental accounting and financial reporting. ➢ Continued to address unfunded CalPERS pension liabilities by providing the City Council with an updated Pension Funding Policy, which was approved by the City Council on February 15, 2022. ➢ Continued to evaluate and develop long-term rr strategies to achieve a more sustainable budget. -- ---------------- ➢ Implemented Interactive Voice Response (IVR) and ....... --__ r enhanced the Autopay options by adding ACH/echeckEMMA �p/,YK,�y,MKi • }..^ - for utility payments. ➢ Completed a Comprehensive User Fee Study and ------------------- implemented -- ars.µ swo .roQowura«+ ® �% implemented new user fees and charges, which had not been updated since 2008. ➢ Maintained the credit rating of "AA" assigned by p,�, Standard Et Poor's for the City of Tustin's Water Revenue Bonds. ➢ Published a 2021-23 Budget -In -Brief that provided a summary of the Biennial Budget covering Fiscal Year 2021-22 and Fiscal Year 2022-23. FINANCE 2019-20 2020-21 2021-22 2021-22 2022-23 Percent Actual Actual Budget Estimated Budget Change EXPENSES FINANCE ,4tt Funds Salaries & Benefits 21445,132 2,,735,766 3,307,428 2,819,410 3,026,.515 -8.5% Internal Service Charges 10.5,300 81,642 94,500 90,500 90,500 0.096 Operating Expense 1,588,930 1,724,998 3,020,346 2,772,910 3,153,007 4.796 CF Rental &Admin. Charges 1,200,000 1,200,000 1,200,000 1,200,000 1,504,000 25.0% Transferto Water Capital 20,726 1,500,000 1,500,000 5,444,728 1,500,000 0.0% Vehicles & Equipment 1,154,182 413,071 2,416,918 1,472,135 2,23.5,000 -7.5% Hardware & Software 764,761 630,047 1,220,397 1,220,397 1,161,193 -4.9% Total Finance Expenditures 7,339,032 8,285,524 12,755,589 15,020,080 12,67+6,214 571 Page City of Tustin ' 2022-23 Fiscal Operating Et Capital Improvement Program Budget II UUJJII �l 2019-20 2020-21 2021-22 2021-22 2022-23 Percent Actual Actual Budget Estimated Budget Change EXPENSES BY DIVISION General Fuad Finance Expenditures Salaries & Benefits 1,226,988 1,350,185 1,382,949 1,409,798 1,517,712 9.7% Internal Service Charges 105,300 81,642 90,500 90,500 90,500 0.0% Operating Expense 189,606 213,812 240,8.00 214,01 241,800 0.4`6 Total General Fund 1,521,894 1,655,639 1,714,249 1,714,962 1,850,412 7.996 EXPENSES BY DIVISION - - 0.0% Internal .Service Charges - - - 0.096 Operating Expense 3,966 1,281 1,500 2,250 1,500 0.0% Vehicles & Equipment A?l other Funds Total 1,168,149 414,352 2,418,418 1,474,385 2,236,Si10 -7.S% 633,884 -27.9% Internal Service Charges - Utility Billing (Water Enterprise Fund) - - - 0.096 Operating Expense 1,021,57.5 Salaries & Benefits 813,087 826,930 1,044,766 832,074 874,919 -16.3% Internal .Service Charges - - - - - 0.096 Operating Expense 373,782 324,612 747,300 523,140 747,300 0.0% GF Rental &Admin. Charges 1,200!1000 1,200,000 1,200,000 1,200,000 1,500,000 25.0% Transfer to Water Capital 20,726 1,500,000 1,500,000 5,444,728 1,.500,000 0.0% Total 2,407,594 3,851,541 4,492,066 7,999,942 4,622,219 2.9% Equipment Replacement Expenditures (Internal Services Fund) Salaries & Benefits - - 0.0% Internal .Service Charges - - - 0.096 Operating Expense 3,966 1,281 1,500 2,250 1,500 0.0% Vehicles & Equipment 1,164,182 413,071 2,416,918 1,472,135 2,235,000 -7.5% Total 1,168,149 414,352 2,418,418 1,474,385 2,236,Si10 -7.S% Information Technology Expenditures (Internal Services Fund) Salaries & Benefits 4.55,058 548,651 879,713 .577,.538 633,884 -27.9% Internal Service Charges - - - - - 0.096 Operating Expense 1,021,57.5 1,185,294 2,030,746 2,032,856 2,172,407 7.096 Hardware &Software 764,761 630,047 1,220,397 1,220,397 1,161,193 -4.996 Total 2,241,394 2,363,992 4,130,856 3,83(1,791 3,967,483 -4.0% Total Other Funds 5,817,137 6,629,885 11,,041,340 13,305,118 10,826,202 -1.996 58 1 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB 2022-23 Budget Breakdawn (All Fundis) Finance 2022-23 Budget ■ Salaries & Benefnts ■ I nter na I Servi ce Charges ■ Operating Expense ■ GF Rental & Admin. Charge ■ Transfer toWater Capital ■ Vehicles &Equipment ■ Hardware & Software FINANCE 2022-23 Finance Expenditures (All Funds) 59 1 Page now ORC E37 FIRE FIRE SERVICES FIRES STATION No. 37 ... 1111TI 5[RE AU -1 City of Tustin 2022-23 Fiscal Operating Et Capital Improvement Program Budget DESCRIPTION: The City contracts with the Orange County Fire Authority for fire suppression, prevention, inspection, public education, and paramedic services. The Orange County Fire Authority is a regional fire service agency that serves 23 cities in Orange County and all unincorporated areas. The OCFA protects over 1,984,758 residents from its 77 fire stations located throughout Orange County. One member of the Tustin City Council serves on the Board of Directors of the Fire Authority. In fiscal year 2007-08 the City Council authorized an extension of the contract with the Fire Authority for an additional twenty years. F1�= SE�V1C=5 2019-20 2020-21 2021-22 2021-22 2022-23 Percent Actual Actual Budget Estimated Budget Change EXPENSES F1 RE SERVICES ALL Funds Operating Expense 8,676,428 9,213,773 9,768,000 9,768,000 10,077,639 3.2` Total Fire Expenditures 8,676,428 9,213,773 9,768,000 9,768,000 10,077,639 3.2% EXPENSES BY DIVISION General Fund Fire Expenditures Operating Expense 6,676,428 9,213,773 9,768,000 9,068,000 10,077,639 3.2` Total 8,676,428 9,213,773 9,768,0DD 9,768,000 10,077,639 3.2% 2022-23 Budget Breakdown (All Funds) Fire Services 12,000,000 10,000,000 8,000,000 6,000,000 4r000ro00 2,000,000 21022-25 Budget Operati rig Expense 2022-23 Fire Services Expenditures (All Funds) 601 Page ■ RL am / 50 i��Ljs"rl HUMAN RESOURCES n?A[4 � J/fit /✓ �. /.iii.✓ J / / ......i,. -- f _._ m A I p A A_ ■ RL am / 50 i��Ljs"rl HUMAN RESOURCES n?A[4 � J/fit /✓ �. /.iii.✓ J / / ......i,. City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB 2018-19 2019-20 2020-21 2021-22 2022-23 Department Position Incl(Dec) Budget Budget Budget Budget proposed Human Resources Administrative Assistant 0.50 0,50 0.50 0.50 0.50 0.00 Director of Human Resources 1.00 1 ,00 1 .00 1.00 1.00 0.00 Management Analyst 1111 0.75 0,75 0.75 0.75 1.00 0,25 Management Assistant 2.00 2,00 2.00 2.00 1.00 -1.00 Senior Management Analyst 1.00 1 ,00 1.00 1.00 1.00 0.00 Senior Management Assistant 0.00 0,00 0.00 0.00 1.00 1.00 Total Human Resources 5.25 5.25 5.25 5.25 5.50 0.25 61 1 Page City of Tustin 2022-23 Fiscal Operating Et Capital Improvement Program Budget DESCRIPTION: The Human Resources Department is responsible for providing centralized human resources and risk management services for all of the City's departments and employees. Human Resources strives to partner with other City departments to attract, retain, and develop a high-performance workforce; provide professional guidance and exceptional customer service in all employment and risk management matters; promote principles of fairness and merit; and limit and mitigate the City's exposure to liability. TASKS: ➢ Collaborate with managers and employees to provide support, services and solutions that ensure a positive and productive work environment. ➢ Conduct valid and defensible recruitment and selection processes to fill vacancies in all City departments. ➢ Serve as the City's chief labor negotiator and meet and confer with the represented employee organizations regarding wages, hours and other terms and conditions of employment and interpret and apply provisions of labor agreements and Personnel Rules. ➢ Maintain the City's classification and compensation plan and review/ recommend position classification and salary levels for all City positions. ➢ Administer employee benefit programs, including medical, retirement, and COBRA benefits. ➢ Process all employee personnel actions, including promotions, transfers, and compensation and benefit adjustments. ➢ Review and update policies, procedures and internal controls to ensure compliance with legal requirements and effectiveness with organizational operations. ➢ Facilitate and implement employee training programs for professional development and legal compliance. ➢ Oversee performance and misconduct issues with employees including handling grievances, conducting administrative investigations and managing disciplinary processes and appeals. ➢ Administer family and medical leaves of absence and oversee the interactive process and reasonable accommodation requests for individuals with disabilities. ➢ Manage the workers' compensation program with the City's third -party administrator by overseeing work- related injuries and illnesses, return to work assignments, and industrial disability retirements. ➢ Serve as the program administrator for the City's safety program including compliance with OSHA regulations. ➢ Direct the general liability and risk management programs with the City's third -party administrator through the City's participation in the California Insurance Pool Authority (CIPA). ➢ Coordinate with operational departments to meet program requirements of various intergovernmental agencies including the Department of Transportation (DOT) program, Department of Motor Vehicle (DMV) Pull Notice program, Department of Justice (DOJ) Live Scan program and the Injury and Illness Prevention program (IIPP). ➢ Monitor and ensure compliance with state and federal laws related to public sector labor and employment issues. ➢ Maintain employee personnel and medical records. 62 1 Page City of Tustin ' 2022-23 Fiscal Operating &t Capital Improvement Program Budget II UUj �l HUMAN RESOURCES 2019-20 .2020-21 .2021-22 2021-22 .2022-23 Percent Actual Actual Budget Estimated Budget Change EXPENSES HUMAN RESOURCES ALL Funds 713,382 740,311 760,304 742„9.53 824,066 8.4% Salaries, & Benefits 713,382 740,311 760,304 742,953 824,066 8.4% Internal Service Charges .57,500 44,745 44,600 49,600 49,600 0.0% Operating Expense 3,619,261 3,028,268 2.943,131 2,984,673 3,1.9.5,980 8.4% Total HR Expenditures 4,390,243 3,813,325 3,759,035 3,777,226 4,069,646 8.3% EXPENSES BY DIVISION General Furs d Human Resources Expenditures Salaries & Benefits 713,382 740,311 760,304 742„9.53 824,066 8.4% Internal Service Charges 57,600 44,745 49,500 49,600 49,600 0.0% Operating Expense 259,856 188,163 260,725 261,7.58 272,225 4.4% Total 1,030,838 973,220 1,070,629 1,054,311 1,145,891 7.0% Total General Fund 1,030,838 373,220 1,070,629 1,054,311 1,145,891 7.096 EXPENSES BY DIVISION All Other Funds Workers' Compensation Expenditures (Internal Service Fund) Salaries & Benefits - - - - 0.0% Internal Service Charges - - - - - 0.0% Operating Expense 2,072,935 1,610,088 1,372,586 1,376,986 1,409,655 2.7% Total 2,072,935 1,610,088 1,372,586 1,370,986 1,409,6SS 2.7% Liability Expenditures (Internal Service Fund) Salaries & Benefits - - - - 0.096 Internal Service Charges - - - - - 0.0% Operating Expense 1,281,544 1,216,884 1,290,820 1,326,909 1,489,100 1.5.496 Total 1,281,549 1,216,W4 1,M,820 1,326,909 1,489,100 15.4% Unemployment Expenditures (Internal Service Fund) Salaries & Benefits - - - - 0.0% Internal Service Charges - - - - - 0.0% Operating Expense 4,920 13,133 25,000 25,020 2.5,000 0.0% Total 4,920 13,133 25,000 25,020 25,000 0.0% Total Other Funds 3,359,405 2,840,105 2,688,446 2,722,915 2,923,755 8.896 63 1 ' City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB T 2022-23 Budget Breakdown (All Funds) Human Resources 4,500,000 4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,0{}0 2022-23 Budget Operating Expense ■ Internal Service Charges ■ Salaries & Benefits HUMAN RESOURCES 2022-23 Human Resources Expenditures (All Funds) Unempinyrnent I 641 Page IL_ ri ' sr�' i 91 / 50 0 a 1. 1, ..Wo� - i��Ljs"rl COMMUNITY DEVELOPMENT i' Is- 15 mo'- City of Tustin 2022-23 Fiscal Operating Et Capital Improvement Program Budget iu�UJB -W 2018-19 2019-20 2020-21 2021-22 2022-23 Department Position Budget Budget Budget Budget Proposed Incl(Dec) Community Development Administrative Assistant 1.00 1.00 1.00 IM 1.00 0,00 Assistant Director of CD - Building 1.00 1 .00 1 .00 1.00 1 .00 0.00 Assistant Director of CD - Planning 1.00 1 .00 1.00 1 .00 1 .00 0.00 Assistant Planner 1.00 1.00 0.00 1.00 1,00 0.00 Associate Planner 1.00 1.00 2,00 1.00 1,00 0.00 Building inspector 1.00 1.00 2.00 2.00 2.00 0.00 Building Permit Technician 2.00 2.00 2.00 100 2.00 -1.00 Code Enforcement Officer 2.00 2.50 2,50 1.50 1.50 0.00 65 1 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB 2018-19 2019-20 2020-21 2021-22 2022-23 Department Position Budget Budget Budget Budget Proposed Incl(Dec) Deputy Building Official 0.00 0.00 0.00 1 .00 1.00 0.00 Director of Community Development 1 .00 1.00 1 .00 1.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Management Analyst I/II 1 ,00 1.00 1.00 1.00 1.00 0.00 Planning Technician/Aide 0,00 0.00 0.00 0.00 1.00 1.00 Principal Plan Check Engineer 1 .00 1.00 1.00 0.00 0.00 0.00 Principal Planner 1 .00 1.00 2.00 1.00 1.00 0.00 Senior Building Inspector 2.00 2.00 1 .00 1 .00 1.00 0.00 Senior Code Enforcement Officer 0.00 0.00 0.00 1.00 1.00 0.00 Senior Permit Technician 0.00 0.00 0.00 0.00 1.00 1 .00 Senior Planner 3,00 3.00 3.00 3.00 3.00 0.00 Total Community Development 20.00 20.50 21.50 21.50 22.50 1.00 DESCRIPTION: The Planning Division provides comprehensive services that serve the public counter, in addition to the processing of development projects (Current Planning), Advance Planning that relates to the update of the City's General Plan, ordinance updates, grant administration, historic preservation program, and demographics. Special Projects supports the City's Strategic Plan goals. The Current Planning Section reviews proposed development to ensure conformance with City zoning and development standards; processes discretionary entitlements; performs plan checks; and, answers planning and business license related land use inquiries and requests. The Advance Planning/Special Projects Section is responsible for managing Community Development Block Grant (CDBG) activities and overseeing and coordinating demographics, regional activities, historic preservation, General Plan and Code amendments, environmental studies, business license zoning clearances and business permits, and special projects. Current and Advance Planning staff provide support to the City Council and Planning Commission. TASKS: ➢ Reassess the Downtown Commercial Core Specific Plan and Red Hill Avenue Specific Plan to encourage development opportunities, economic development, and coordinated improvements. ➢ Commence, if prioritized and budgeted, with the preparation of a Specific Plan Amendment for the Pacific Center East Specific Plan by updating the vision concept and transportation system to accommodate potential development within the area. ➢ Process discretionary entitlements, including design reviews, conditional use permits, variances, subdivisions, minor adjustments, etc. ➢ Perform plan checks for new development, tenant improvements, and other building projects. ➢ Process temporary use permits, large gathering use permits, temporary sign permits, and film permits. ➢ Continue primary responsibility for planning and development monitoring tasks associated with the Tustin Legacy project. ➢ 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 and with an annual allocation of approximately $800,000. ➢ Provide staff support for the administration of activities associated with the federal Community Development Block Grant (CDBG)-CV Program to be used to prevent, prepare for, and respond to the coronavirus (COVID-19) which has an allocation of $1,220,716. 66 1 Page City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB ➢ Monitor regional planning and development activities, particularly for community impacts associated with development projects occurring in the neighboring communities of Santa Ana, Orange and Irvine. ➢ Continue the City's current program for monitoring aircraft noise associated with flights to and from John Wayne Airport. ➢ Review proposed State and federal legislation for potential impacts to Tustin and prepare position papers and correspondences on pending legislation. ➢ Review Business License related land use inquiries and requests and provide Zoning Code and other information to new/existing businesses. ➢ Assist the Public Works Department in preparing environmental documents for major capital improvement projects. ➢ Update the City's General Plan with consultant assistance and schedule Planning Commission and City Council workshops, budget permitting. ➢ Maintain current demographic information and provide updated information to the public. Work with the Center for Demographic Research, State Department .r� � ...J Y W of Finance, and Southern California Association of , Governments on updating demographic projections. ➢ Administer and oversee the City's Cultural Resources A'. 110 District. Develop and implement a Cultural %n ! Resources District annual work program for the Planning Commission. Process Mills Act program contracts and administer the Tustin Historic Register Plaque Program. &N�AFAVA ➢ Create an interactive map for the public that displaysthe City's Updated Historical Resources Survey Report findings. ➢ Obtain certification of the updated Housing Element and address any comments from the Department of Housing and Community Development (HCD), if any. ➢ Implement goals associated with the Old Town Parking Study and Old Town Parking Exception. ➢ Implement updates and improvements to the Department's web page, including highlighting the Department's efforts to streamline development processes under the new "Streamline Tustin" initiative. ➢ In coordination with the Building Division, provide Planning support for the "Permit -by -Appointment" program for relatively routine construction projects prepared by licensed design professionals such as residential remodels and additions, as part of the "Streamline Tustin" initiative. ➢ Implement efficiency improvements to the department's processes and procedures, such as all digital plan checking and over the counter plan check by appointment. ➢ Identify code updates that will streamline the entitlement review process and present findings to Planning Commission and City Council for adoption. ➢ Complete Code Updates related to recently adopted legislation to remain in compliance with State law (SB 9, Density Bonus). ➢ Provide trainings and workshops to the Planning Commission (and also Historic Cultural Resources Advisor Committee to the City Council). ➢ Implement enhanced community engagement and public outreach strategies for City initiated community development projects such as General Plan updates. ➢ Implement Development Assistance Program, by meeting with development application team during the entitlement application (i.e. pre -application, upon application submittal, first comment letter, etc) to assist applicants in addressing City requirements and plan/application submittal with, the goal of reducing the time between application and City approvals. ➢ Continue to provide a one-stop planning and community development counter to maintain quality of service throughout the City by providing services via phone, email and public counter. 671 Page City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB DESCRIPTION: The mission of the Building Division is to ensure the safe and lawful use of buildings and properties by enforcing the California Building Standards Code and the Tustin Zoning Code. We are committed to improving our performance and developing procedures that are streamlined, understandable and transparent. We facilitate development within the community with integrity, efficiency and professionalism. The Division is committed to becoming a premier municipal building organization, dedicated to enhancing the quality of life for all Tustin residents and businesses and making our city safer by reducing the risk associated with fire, and natural hazards such as earthquakes and flooding. The Building Division performs these tasks through implementation and enforcement of State and local Building, Residential, Plumbing, Electrical, Mechanical, Historical Building, Green Building, and Energy Codes, also known as the California Building Standards Code. The Building Division is comprised of three service sections: Plan Check/ Permitting, Building Inspection, and Code Enforcement. Plan Check/ Permitting and Building Inspection Services ensure that all construction proposals are completed in compliance with the California Building Standards Code. Code Enforcement staff members work with Planners, Building Inspectors, various State agencies, and other City staff to ensure that Tustin properties are well maintained and that national water and air quality requirements are met. TASKS: ➢ Prepare and advertise a Request for Proposals and execute five-year contracts with consultants to continue contract plan check and support activities. ➢ Prepare and adopt California Building Standards Codes with amendments (three-year cycle). ➢ Administer and enforce the California Building Standards Codes. ➢ Continue to implement new permit tracking software. ➢ Continue to work with developers, allocate resources and coordinate with other agencies and departments to ensure continued progress at Tustin Legacy. ➢ Provide plan check and inspection services for all new construction, additions, and alterations to buildings. Continue to provide expedited plan check services when needed; complete all 1st submittal plan check services within ten (10) working days and subsequent plan check submittals within five (5) working days. ➢ Implement a Permit -by - Appointment program for relatively routine construction projects prepared by licensed design professionals such as residential remodels and additions in coordination with the Planning Division, as part of the "Streamline Tustin" initiative. ➢ Continue to utilize inspection staff in the role of "project coordinator" to guide homeowners through the construction project submittal and permitting process (an ombudsman approach that humanizes and simplifies the plan check and inspection 681 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB correction process for persons unfamiliar with the City's construction application, plan check and inspection requirements). ➢ Outreach and raise awareness and preparedness for natural disasters such as wildfires and earthquakes to maintain a safe living environment and community. Work with the State Fire Marshall and Orange County Fire Authority representatives to prepare and adopt the anticipated Fire Hazard Severity Zone maps. ➢ Update the City's Building Codes, as needed. ➢ Update the City's grading and private street design standards to be compatible with the current practice while maintaining quality standards. ➢ Continue to update the Building Division pages on the City website to provide the public and contractors with Building Code information, Bulletins/ Policies, useful links, and City handouts to ensure a uniform understanding and application of City Code requirements. ➢ Continue to update the Building Division's Procedure Manual and develop comprehensive internal operational policies. ➢ Continue to support OCFA and Tustin Police emergency response needs related to evaluating structural safety following structure fires and vehicle accidents involving structures. ➢ Continue an excellent standard of plan check and inspection to maintain code compliance and safety, while also preventing disruptions during construction. ➢ Monitor and recommend measures to ensure the City's compliance with the National Pollutant Discharge Elimination System (NPDES) Permit and Air Quality Management Plan. ➢ Administer the City's graffiti -removal program and actively participate in the City's Neighborhood Improvement Program. ➢ Continue to implement courteous and business -friendly property maintenance, and zoning code enforcement, issuing administrative citations when necessary, and perform water quality inspections at all active construction sites, and existing commercial and industrial sites. 691 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB COMMUNITY DEVELOPMENT 2019-20 2020-21 2021-22 2021-22 202-2-23 Percent Actual Actual Budget Estimated Budget Change EXPENSES COMMUNITY DEVELOPMENT 1,711,841 1,505,943 1,847,706 1,664,715 1,701,046 -7,996 ALL Funds 700 700 700 700 700 0.0% Salaries & Benefits 2,740,173 2,797,485 3,208,449 3,14.5,301 3,100,155 -3.4% Internal Service Charges 221,400 185,358 191,200 191,200 199,815 4.5% Operating Expense 1,401,479 2,339,727 .5,145,920 4,605,924 4,989,412 -3.0% Total Comm Dev Expenditures 4,363,053 5,322,570 8,545,569 7,942,425 8,289,383 -3.0% EXPENSES BY DIVISION General Fund Community Development- Planning Expenditures Salaries & Benefits 1,711,841 1,505,943 1,847,706 1,664,715 1,701,046 -7,996 Internal Service Charges 700 700 700 700 700 0.0% Operating Expense 227,434 258,349 310,100 250,100 460,100 48.4% Total 1,939,975 1,864,992 2,158,506 1,9115,515 2,161,W 0.2% Community Development - Building Expenditures Salaries & Benefits 618,793 714,916 1,027,023 932,745 1,089,073 6.0% Internal Service Charges 220,700 172,363 190,500 190,500 190,500 0.0% Operating Expense 810,042 704,640 603,570 754,095 780,270 29.3% Tota l 1.649.535 1.591.919 1.821.093 1.877.340 2.059.843 13.196 Community Development - Code Enforcement Expenditures Salaries & Benefits 259,026 313,176 161,975 374,232 150,905 -0.7°x6 Internal Service Charges - - - - - 0.0% Operating Expense 92,581 155,392 93,600 93,891 93,600 0.0% Total 351,607 468,567 255,575 468,123 254,505 -0.4% Community Development - Administration Expenditures Salaries & Benefits - - 0.0% Internal Service Charges - - - - 0.0% Operating Expense 2;2.51 - 0.0% Total - 2,251 - 0.0% Total General Fund Expenditures 3,941,117 3,9127,7291 4,235,174 4,260,979 4,476,194 S. EXPENSES BY DIVISION All Other Funds CDBG Expenditures (Special Revenue Fund) Salaries & Benefits 150,514 163,451 171,745 173,608 149,131 -13.2% Internal Service Charges - 12,295 - - 8,615 0.0% Operating Expense 271,218 702,43.5 3,938,775 3,312,217 3,655,442 -7.2% Tti'ta1 421.732 878.180 4.110.520 3.485,825 3,513,188 -7.2 70 1 City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB COMMUNITY DEVELOPMENT 2019-20 2020-21 2021-22 2021-22 2022-23 Percent Actual Actual Budget Estimated Budget (Change SCAQM D Salaries & Benefits - 0.0% Internal Service Charges 0.0% Operating Expense 204 .516,660 199,87.5 19.5,621 -100.0% Total 204 516,660 199,875 195,621 - -100.0% Total Other Funds 421,936 1,394,840 4,310,395 3,681,446 3,813,188 -11.596 2022-23 Budget greeakdcwn (All Fends) Community Development 9,o0Q,0w 8,007,000 7,OW,000 6,000,000 S,ODa,00a 4,000,000 3,{ M,ow 2,000,000 1,Bd17,000 2022-23 Budget ■ Salaries & Benefits ■ Internal Service Charges ■ Operating Expense 2022-23 Community Development Expenditures (All Funds) Enforcement - 3% 711Page City of Tustin 2022-23 Fiscal Operating Et Capital Improvement Program Budget iu�UJB -W 2018-19 2019-20 2020-21 2021-22 2022-23 Department Position Budget Budget Budget Budget Proposed Incl(Dec) Public Works Administrative Assistant 2.00 1.00 1.00 1.00 1.00 0.00 Assistant Engineer 2,00 2.00 2.00 2.00 2.00 0.00 Assistant Public Works Director 0.00 0.00 0.00 0.00 1 .00 1 .00 Associate Engineer 1.00 1.00 1.00 1.00 1.00 0.00 Deputy Director of PW - Engineering 1 .00 1.00 1 .00 1.00 1 .00 0.00 Deputy Director of PW - Operations 0.00 0.00 0.00 0.00 1 .00 1 .00 Director of PW I City Engineer 1 .00 1.00 1 .00 1.00 1 .00 0.00 Electrician 0.00 0.00 1.00 1.00 1.00 0.00 Equipment Mechanic 3,00 3.00 3.00 3.00 3.00 0.00 Equipment Operator 3.00 3.00 3.00 3.00 3.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 0.00 -1.00 72 1 Page City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB 2€118-19 2019-20 2020-21 2021-22 2022-23 Department Position Budget Budget Budget Budget proposed Incl(Dec) Field Services Manager 1.00 1.00 1.00 1.00 1.00 0.00 Maintenance Leadworker 4.00 4.00 5.00 5.00 5.00 0.00 Maintenance Supervisor 5.00 5.00 5.00 5.00 4.00 -1.00 Maintenance Worker/Sr. Maint. Worker 18.00 18.00 19.00 20.00 21,00 1.00 Management Assistant 1,00 1.00 1.00 1.00 2.00 1.00 Principal Engineer 3.00 3.00 3.00 3.00 3.00 0.00 Public Works Inspector 0.00 0.00 1.00 1.00 1.00 0.00 Public Works Manager 2.00 2.00 2.00 2.00 2.00 0.00 Senior Management Analyst 1 .00 1.00 1.00 1.00 1.00 0.00 Senior Management Assistant 1 .00 2.00 2.00 2.00 2.00 0.00 Senior Public Works Inspector 2,00 2.00 2.00 2.00 2.00 0.00 Water Distribution Leadworker 1,00 1.00 1.00 1.00 1.00 0.00 Water Distribution Operator Illi 8.00 8.00 8.00 8.00 8.00 0.00 Water Equipment Operator 2.00 2.00 2.00 2.00 2.00 0.00 Water Maint. & Const. Supervisor 1.00 1.00 1.00 1.00 1.00 0.00 Water Services Manager 2.00 2.00 1.00 1.00 0.00 -1.00 Water Treatment Operator 1 0,00 0.00 1.25 1.25 1.25 0.00 Water Treatment Operator 11 4.00 4.00 2.75 2.75 2.75 0.00 Water Treatment Supervisor 1.00 1.00 1.00 1.00 1.00 0.00 Total Public, Works 71.00 71.00 74.00 75.00 76.00 1.€1x0 73 1 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB 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 legislation, Public Works projects, programs and services to ensure benefit, safety and convenience to the community and general public. TASKS: ➢ Perform interagency coordination and administer County, State and Federally funded projects and programs. ➢ Provide oversight and management of the Public Works and Water Capital Improvement and Operations Budgets. ➢ Manage the City's Solid Waste Program. ➢ Administer contract agreements for various City Services. ➢ Manage City records including all record plans with respect to Public Works and Engineering. ➢ Administer the Tustin Landscape and Lighting District. DESCRIPTION: The Engineering Division designs and prepares plans for the City's Capital Improvement Program; prepares public works conditions of approval for entitlements; plan checks subdivision plans and maps; 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: ➢ Prepare plans, cost estimates, reports and provides oversight for the construction of Capital Improvement Projects. ➢ Conduct plan checks on subdivision/ parcel maps and perform construction inspection involving public improvements. ➢ Conduct City-wide traffic studies. ➢ Maintain maps, records and reports for all public improvements. ➢ Provide public assistance in response to engineering and traffic related concerns and complaints. ➢ Perform contract administration and provide technical assistance to other City departments and outside agencies. ➢ Administer contracts for pavement management system, signal maintenance, pavement repair and pavement striping. ➢ Provide technical engineering support to the Tustin Legacy development program DESCRIPTION: The Streets Division ensures that public rights-of-way are properly maintained. This is accomplished by installing proper signage and striping, and by maintaining all streets, sidewalks, bike trails, storm drains and catch basins within the public right-of-way. TASKS: ➢ Administers and performs street sweeping program. ➢ Administer streets and alley repair contract. ➢ Perform litter control in the public rights-of-way. 741 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB ➢ Performs traffic sign maintenance and striping/ marking program as directed by the Engineering Division, Traffic Section. ➢ Performs sidewalk maintenance and grinding as needed. ➢ Provide support for special events. 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 all citizens and the general public. TASKS: ➢ Maintains the turf in the parks. ➢ Operate and maintain parks landscape irrigation systems. ➢ Maintain foliage through chemical application, removing and/or replacing as required. ➢ Perform graffiti removal and manage the weed abatement program in the parks and public rights-ofway. ➢ Conduct regular inspection, maintenance, and repair of park grounds and play equipment, structures, lights, and picnic facilities. ➢ Administer the citywide tree trimming and landscape maintenance contracts. DESCRIPTION: The Water Quality Division coordinates and provides oversight for the City's National Pollutant Discharge Elimination System (NPDES) program and ensures compliance with all State and Regional Water Quality Control Board requirements. The Division also coordinates the City's participation in regional water quality efforts related to the Upper Newport Bay and San Diego Creek. TASKS: ➢ Ensure City compliance with the NPDES and MS4 permits. ➢ Assess the environmental issues associated with all development activities and provides regulatory framework to ensure that standards set are implemented. ➢ Provide technical assistance to other City departments and outside agencies. ➢ Maintain a complete inventory of storm water facilities and perform annual inspections. ➢ Develop and implement public programs to inform and involve the public in controlling urban runoff. ➢ Provide public assistance for storm water related concerns and complaints. ➢ Coordinate maintenance of all publicly owned storm drains, catch basins and surface drainage facilities, in accordance with National Pollutant Discharge Elimination System guidelines. DESCRIPTION: The Vehicle Maintenance Division provides general repair and preventative maintenance for all City vehicles and other mechanical equipment, as well as maintaining the Vehicle Lease Fund. In addition, the Division provides maintenance and permit compliance for the City Fueling Island and the Underground Storage Tanks (UST). TASKS: ➢ Perform repairs on vehicles and other mechanical equipment. ➢ Administer a preventative maintenance program for vehicles and other mechanical equipment. ➢ Provide fuel and maintain fueling facilities for the City and the Tustin Unified School District. 75 1 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB ➢ Conduct licensing/inspection of vehicles as required by the State Department of Motor Vehicles. ➢ Administer the licensing and permits for City generators, fuel island, underground storage tank and other equipment. ➢ Administer the forklift certification program. ➢ Administers the Vehicle/ Equipment Lease Fund. DESCRIPTION: The Facilities Division is responsible for building maintenance and repair. Staff carries out maintenance activities to preserve the value of facilities and equipment. They provide a safe and comfortable environment in City buildings, such as the Civic Center, police station, and recreation centers. TASKS: ➢ Provide information on facility maintenance problems and cyclical replacement items, and coordinate correction through the budgetary process. ➢ Monitor progress on facilities maintenance projects and cyclical maintenance through site visits and service requests. ➢ Perform regular maintenance and building repairs for all public facilities including structural, mechanical, plumbing, electrical, carpentry, and painting. ➢ Administer maintenance contracts including, but not limited to janitorial, building security, elevators, pest control and HVAC. 76 1 City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB T PUBLIC WORKS 2019-20 2020-21 2021-22 2021-22 2022-23 Percent Actual Actual Budget Estimated Budget Change EXPENSES PUBLIC WORKS Salaries & Benefits 6()9,1,53 ALL Funds 531,791 542,110 600,403 12.9`! Internal Service Charges 614,400 490,792 Salaries & Benefits 5,369,590 5,477,,831 5,881,187 5,692,817 6,139,626 4.49E Internal Service Charges 731,840 612,192 656,600 656,600 656,640 D.D% Operating Expense 12,243,760 14,862,959 17,223,353 15;000,390 18,849,891 9.4% Total PW Expenditures 18,305,150 20,452,982 23,761,140 21,349,807 25,646,117 7.9% EXPENSES BY DIVISION General Fund Public Works -Administration Expenditures Salaries & Benefits 6()9,1,53 524,905 531,791 542,110 600,403 12.9`! Internal Service Charges 614,400 490,792 535,600 535,640 535,600 0.096 Operating Expense 78,909 79,126 133,400 130,()2() 141,400 6.096 Total 1,298,463 1,094,823 1,200,791 1,207,730 1,277,403 6.490 Public Works- Engineering Expenditures Salaries & Benefits 1,430,856 1,126,519 1,163,473 1,135,191 1,348,890 15.9% Internal Service Charges - - - - - D.096 Operating Expense 23,039 27,709 104,000 107,329 154,000 48.1% Tota l 1.053.895 1.154.228 1.267.473 1.242.520 1.502.890 18.6% Public Works- Streets Expenditures Salaries & Benefits 687,789 669,954 740,127 756,592 582,83.5 -21.3% Internal Service Charges - - - - - 0.0% Operating Expense 3,142,177 2,528,746 2,979,800 2,984,320 2,079,800 -30.2% Total 3,829,966 3,198,700 3,719,927 3,740,912 2,662,635 -28.4% Public Warks - Landscaping Expenditures Salaries & Benefits 1,704,202 1,761,534 1,874,824 1,904,139 2,095,269 11.9 Internal Service Charges - - - - - 0.096 Operating Expense 3,675,098 3,833,386 3,918,000 3,942,659 4,074,000 4.D% Total 5.381.300 5.594.920 5.792.824 5.842.798 6.169.269 6.5 Public Works - Water quality Expenditures Salaries & Benefits 170,890 175,966 1841,878 178,400 183,561 -0.7% Internal Service Charges - - - - - 0.0% Operating Expense 282,892 324,636 385,500 397,500 436,810 13.3°, Total 453,782 500,602 570,378 575,900 620,371 8.8% Public Works - Vehicles Expenditures Salaries & Benefits 498,367 520,783 557,441 541,043 527,697 -5.3% Internal Service Charges - - - - - 0.0% Operating Expense 514,889 54.5,334 787,000 806,123 860,840 9.4% Total 1,013,256 1,066,117 1,344,441 1,347,166 1,:388,537 3.3% 77 City of Tustin ' 2022-23 Fiscal Operating Et Capital Improvement Program Budget II UUj �l PUBLIC WORKS 2019-20 2020-21 2021-22 2021-22 2022-23 Percent Actual Actual Budget Estimated Budget Change Public Works- Buildings Expenditures Salaries & Benefits 413,665 422,434 38.5,263 365,84.5 359,8.56 -6.5% Internal Service Charges - - - - - 0.0% Operating Expense 1,976,424 2,461,699 2,463,309 2,478,707 2,497,189 1.4% Total 2,390,088 2,884,133 2,848,563 2,844,552 2,857,036 0.396 Road Maintenance & Rehabilitation Allocation Expenditures Salaries & Benefits Total General Fund Expenditures 15,420,750 15,493,523 16,744,397 16,801,579 16,478,141 -1.696 - - - - 0.0% Operating Expense 428,950 EXPENSES BY DIVISION 2,041,670 750,000 3,841,670 88.2% Total 428,950 .411 Other Funds 2,064,524 773,617 3,865,554 87.296 Solid Waste Expenditures Gas Tax Salaries & Benefits 124,297 Salaries & Benefits 128,372 113,784 273,272 109,650 271,411 -0.7% Internal Service Charges 121,400 121,400 121,000 121,000 121,000 0.0% Operating Expense 1,437,980 1,995,004 1,730,556 1,819,047 1,635,102 -5.5% Total 1,587,752 2,230,188 2,124,828 2,049,697 2,027,513 -446% Measure 1412 Expenditures Salaries & Benefits - - - - 0.0% Internal Service Charges - - - 0.0% Operating Expense 5.84,147 2,985,171 2,500,127 1,434,685 3,029,089 16.5% Total 584,147 2,985,171 2,606,127 1,434,685 3,029,089 16.5% Road Maintenance & Rehabilitation Allocation Expenditures Salaries & Benefits 21,955 22,854 23,617 23,884 4.5% Internal Service Charges - - - - - 0.0% Operating Expense 428,950 X35,826) 2,041,670 750,000 3,841,670 88.2% Total 428,950 (13,870) 2,064,524 773,617 3,865,554 87.296 Solid Waste Expenditures Salaries & Benefits 124,297 139,996 147,264 140,228 145,820 -1.0% Internal Service Charges - - - - - 0.0% Operating Expense 59,255 117,974 80,000 150,000 100,000 25.0% Total 183,551 257,970 227,264 290,228 245,820 8.296 Total Other Funds 2,884,400 5,459,459 7,016,743 4,548,227 9,167,976 30.7`Yc 78 1 City of Tustin 2022-23 Fiscal Operating Et Capital Improvement Program Budget 2022-23 Budget Breakdown (All Funds) Public Works 30,wo,004 25,GW,00E} 20,W0,0 G 15,wo,004 10,0w,00E} 5,wo,ow 2022-23 Budget ■Salaries& Benefits ■ I rrter na 15 ervi ce Charges ■ Operating Expense PUBLIC WORKS 2022-23 Public Works Expenditures (All Funds) Solid Waste 1% I Engineering Vehicleser Quality 5% 3% 791 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB DESCRIPTION: This Division provides water supply planning including oversight of ground water production, imported water supply, water system pressure, water distribution and water quality. Responsible for analysis of current and proposed legislation and ensuring the water system meets all state and federal regulatory compliance requirements. TASKS: ➢ Ensure compliance with all health and safety standards for water quality. ➢ Coordinate the design and construction of water capital improvement program projects. ➢ Provide responsive customer service. AlIaMaI1.11> HLIS ■.041HIIIN DESCRIPTION: Install, maintain, repair and upgrade the water distribution system, along with monitoring water quality and providing customer service. TASKS: ➢ Ensure compliance with all health and safety standards for water quality. ➢ Operate and maintain the water distribution system. ➢ Coordinate the design and construction of water capital improvement program projects. ➢ Perform preventive maintenance to minimize water loss and service interruptions to City water customers. ➢ Provide responsive customer service. ➢ Review City, developer and outside agency project plans for compliance with Water Division standards. ➢ Conduct safety training and support professional development training to obtain/maintain State Water Resources Control Board certifications for all water division staff. 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: ➢ Ensure compliance with all health and safety standards for water quality. ➢ Maximize groundwater water production to reduce dependence on imported water supplies. ➢ Ensure compliance with the Regional Water Quality Control Board [RWQCB] National Pollution Discharge Elimination System [NPDES] permit requirements. WAl EK FUND - 17''' STKEE I DESALTEK D • This reverse osmosis water treatment facility 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 drinking water standards. 801 Page City of Tustin 2022-23 Fiscal Operating Et Capital Improvement Program Budget TASKS: ➢ Ensure compliance with all health and safety standards for water quality. ➢ Maximize groundwater water production to reduce dependence on imported water supplies. ➢ Ensure compliance with the Regional Water Quality Control Board [RWQCB] National Pollution Discharge Elimination System [NPDES] permit requirements DESCRIPTION: This division is responsible for the purchase of wholesale supplemental water supplies from the East Orange County Water District via its partner agencies the Municipal Water District of Orange County and the Metropolitan Water District of Southern California. TASKS: ➢ Augments local water supplies with imported water, bolsters water delivery capabilities to meet the City's water demands. ➢ Utilize cost-effective purchased imported water supplies to ensure adequate retail supplies. DESCRIPTION: Produce and supply domestic water to all City of Tustin Water Services customers, and comply with safe drinking water standards mandated by State and Federal regulations. TASKS: ➢ Produce competitively priced, high quality water meeting all health and safety standards for water quality. ➢ Operate water production facilities utilizing the most cost-effective methods and practices that public safety and water demand requirements allow. ➢ Perform maintenance to minimize service interruptions and the loss of groundwater production and imported water supplies. ➢ Coordinate the design and construction of capital improvement program projects. ➢ Coordinate operation of water facilities with contractors during construction activities. ➢ Monitor the water resource planning and management programs of the City's wholesale suppliers (Orange County Water District, the Municipal Water District of Orange County, and East Orange County Water District), and evaluate their fiscal impacts upon the City's service area. 0 r 811Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB T WATER ENTERPRISE FUNDS 2019-20 2020-21 2021-2-2 2021-22 2022-23 Percent Actual Actual Budget Estimated Budget Change EXPENSES WATER ENTERPRISE FUND 7.59,447 697,491 901,638 089,436 1,013,834 12.4% .4tt Funds 394,806 307,846 351,700 351,700 352,000 0.1% .Salaries & Benefits 2,664,443 2,828,535 3,131,629 3,163,887 3,529,42.5 12.796 Internal Service Charges 384,800 307,846 351,700 351,700 352,006 D.1% Operating Expense 12,353,525 35,163,748 24,780,317 22,727,121 19,757,541 -20.3% Total Water Enterprise Expenditures 15,402,769 38,300,128 28,2159,646 26,242,708 23,638,966 -16.4% EXPENSES BY DIVISION Water Enterprise Fuad Water Administration (Water Enterprise Fund) Salaries & Benefits 7.59,447 697,491 901,638 089,436 1,013,834 12.4% Internal Service Charges 394,806 307,846 351,700 351,700 352,000 0.1% Operating Expense 4,389„700 3,934,391 3,165,.523 3,176,831 2,387,090 -8.9% Total 5,533,953 4,939,727 4,418,861 4,217,967 4,252,924 -3.8% Water Distribution (Water Enterprise Fund) Salaries & Benefits 1,104,950 1,214,614 1,306,571 1,352,089 1,364,394 4.496 Internal Service Charges - - - - - 0.096 Operating Expense 235,169 261,600 379,960 412,800 270,1.50 -28,996 Total 1,340,125 1,415,674 1,686,471 1,764,889 1,634,544 -3.1% Main Street Facilities (Water Enterprise Fund) Salaries & Benefits 82,310 60,940 177,174 79,660 197,041 11.2`%a Internal Service Charges - - - - 0.0% Operating Expense 98,019 40,641 62,.500 67,.500 1,179,900 1787.8°x6 Total 180,335 101,580 239,674 147,160 1,376,941 474.5% 17th Street Desalter (Water Enterprise Fund) Salaries & Benefits 330,803 219,005 249,021 229,139 162,014 -34.9% Internal Service Charges - - - - - 0.096 Operating Expense 11922,231 2,329,113 2,536,300 1,886,652 2,053,500 -19.0% Total 2,253,094 2,548,118 2,785,321 2,115, 791 2,215,514 -20.5% Imported Water (Water Enterprise Fund) Salaries & Benefits 110,022 108,366 108,833 111,923 99,405 -8.7% Internal Service Charges - - - - - D.096 Operating Expense 1,019,869 3,088,193 6,383,.500 6,568,500 4,070,800 -26.8% Total 1,129,891 3,196,559 6,492,333 6,680,423 4,770,205 -215.5% 82 1 City of Tustin '� N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i� UUJJ�r _� WATER ENTERPRISE FUNDS 2019-20 2020-21 2021-22 2021-22 2022-23 Percent Actual Actual Budget Estimated Budget Change Water Production (Water Enterprise Fund) Salaries & Benefits 276,839 288,896 263,492 305,73.5 307,987 16.9% Internal Service Charges - - - - - 0.0% Operating Expense 4,256,598 3,66.5,401 1,.504,432 2,079,038 2,040,400 3.5.6`i6 Total 4.533.437 3.954.297 1.767.924 2.384.772 2.348.387 32.9% Non -Departmental (Water Enterprise Fund) Salaries & Benefits - - - - 0.0% Internal Service Charges - - - - 0.0% Salaries & Benefits 239,223 124,900 39.5,906 384,7.50 208.096 Internal Service Charges - - - - 0.0% Operating Expense - - - 0.0% Total 239,223 124,940 395,906 384,750 M. Total Water Enterprise Expenditures 14,970,836 16,395,178 17,515,484 17,706,905 16,983,265 -3.096 EXPENSES BY DIVISION All other Funds Water Capital Salaries & Benefits - 0.0% Internal Service Charges - - - - - 0.0% Operating Expense 425,625 12,.512,459 .5,312,802 3,341,820 2,887,662 -45.66 Total 425,625 12,512,459 5,312,802 3,341,820 2,887,662 -45.6% Water Enterprise Emergency Salaries & Benefits - - - - 0.0% Internal Service Charges - - - 0.0% Operating Expense 0.096 Total - - - - 0.0% 2011 Water Revenue Bond Salaries & Benefits - - 0.0% Internal Service Charges - - - - - 0.096 Operating Expense 120 289,010 - 10 - 0.096 Total 120 289.010 10 - 0.0% 2013 Water Revenue Bond Salaries & Benefits - - - - 0.0% Internal Service Charges - - - - 0.0% Operating Expense 6,188 9,103,481 .5,441,360 .5,193,970 3,768,039 -30.9% Total 6,188 9,103,481 5,441,360 5,193,970 3,768,039 -30.8% Total other Funds 431,933 21,904,950 10,754,162 8,535,800 6,655,701 -38.196 83 1 Page City of Tustin 2022-23 Fiscal Operating Et Capital Improvement Program Budget 2022-23 Budget Breakdown (All Funds) Water Enterprise Funds 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 2022-23 Budget ■ Salaries & Benefits ■ IrrternaI Service Charges Operating Expense Ir 2022-23 'Ir'hJ`ater Enterprise Funds Expenditures (hill Funds) del WAIERSERVIcis i X45? I Street :cities 5% 841 Page POLICE / 50 i 'Li IS"i POLICE DEPARTMENT City of Tustin 2022-23 Fiscal Operating Et Capital Improvement Program Budget iu�UJB -W 2018-19 2019-20 2020-21 2G21-22 2022-23 Department Position Budget Budget Budget Budget Proposed Incl(Dec) Police Department Behavioral Health Bureau Commander 0.00 0.00 0,00 Mo 1.00 1 M Crime Analyst (SLESF Grant Funded) 1.00 1.00 1,00 1..00 1.00 Mo Deputy Police Chief 1.00 1.00 1 .00 IM I M 0.00 Executive Assistant 1.00 1.00 1.00 IM 1.00 0.00 Management Analyst I/ I 1 0.00 0,00 Mo 1.00 1.00 0.00 Management Assistant 1.00 2,00 2,00 1.00 1.00 0.00 Police Captain 1.00 1.00 1.00 1.00 2.00 1.00 Police Chief 1.00 1.00 1.00 1.00 1.00 0.00 Police Civilian Commander 1.00 1,00 1,00 1.00 Mo -1,00 Police Communications Lead 2.00 2.00 2'.00 2.00 2.00 0.00 Police Communications Officer 1/11 10.00 10.00 MOO MOO MOO 0.00 Police Fleet Coordinator 1.00 1.00 1,00 1.00 1.00 0.00 Police Lieutenant 5.00 5.00 5,00 5.00 5.00 0.00 Police officer 70.00 70.00 70.00 73.00 73.00 0.00 Police Records Lead 2.00 2.00 2.00 2.00 2.00 0.00 851 Page City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB 2018-19 2019-20 2020-21 2429-22 2422-23 Department Position Budget Budget Budget Budget Proposed Inc/(Dec) Police Records Specialist 11.00 10.00 10.00 10.00 10.00 0.00 Police Sergeant 18.00 18.00 18.00 18.00 18.00 0.00 Police Services Officer If 11/111 15.00 15.00 15.00 15.00 15.00 0.00 Police Support Services Manager 2.00 2.00 2,00 2.00 2.00 0,00 Police Support Services Supervisor 4.00 4.00 4,00 4.00 4.00 0.00 Property and Evidence Specialist 2.00 2.00 2.00 2.00 2.00 0.00 Senior Management Analyst 1 .00 1 .00 1 .00 1 .00 1 .00 0.00 Total Police Department 950.00 150.00 150.00 163.41} 154.40 1.00 86 1 1 U; 5 City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB DESCRIPTION: Police Management directs the day-to-day operations of the Police Department. Its primary responsibility is to ensure the Department's overall mission is achieved, and the department is well prepared for the future. Police Management 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. Additionally, Police Management is responsible for the oversight of the CALEA (Commission on Accreditation for Law Enforcement Agencies) process. TASKS: ➢ Provide administrative leadership to the entire Department. ➢ Provide budget direction and control. ➢ Review and implement new programs to enhance effectiveness of the Department. ➢ Ensure free flow of internal and external information. ➢ Participate in citywide team management concepts. ➢ Provide direction and analysis to staff projects. ➢ Coordinate with other local, state, and federal law enforcement agencies. ➢ Coordinate Police Department activities with other City Departments. ➢ Anticipate future needs and plan activities accordingly. ➢ Provide oversight of day-to-day activities and ensure employees are able to work in a safe and productive environment. ➢ Provide Department wide training and coordination of the CALEA re -accreditation process. ➢ Serve as the leadership and clearing house of the CALEA accreditation team. ➢ Compile and maintain the CALEA accreditation files consisting of 460 law enforcement standards organized into 38 chapters. ➢ Develop and coordinate inspections and reports mandated by CALEA on a recurring basis to provide the management team with valuable information for the fiscal and physical management of the Police Department. 2021-2022 ACCOMPLISHMENTS: ➢ On July 30, 2021, Tustin Police Department received reaccreditation with CALEA. ➢ The Management Staff developed a four-year Strategic Plan (2021 - 2025) consisting of the following. three objectives: Serving or Community, Resources and Technology, and Serving our People. ➢ The Command Staff created a Behavioral Health Response Unit to address the increased calls for service related to the multi -layered problem of substance use and abuse, mental health, and family disturbances. DESCRIPTION: The City Operations Command consists of police personnel assigned to specialty assignment units and collateral duties which impact all areas within the City of Tustin borders. City Operations encompasses two primary units; the Traffic Unit and the Community Resources Unit. In addition to the primary units, City Operations also oversees the SWAT team, the Special Response Team (SRT), fleet operations, the canine program, and scheduling for the entire department. Its personnel are dedicated to supplement the Patrol Division in a variety of capacities such as the Traffic Unit, K-9 Unit, and SRT/SWAT. City Operations Command is currently positioned with one Lieutenant, two Sergeants, seven Officers, three Police service dogs, four Parking Control Officers, one Fleet Coordinator, three Police Services Officers, and one Emergency Manager. 871 Page City of Tustin ' N 2022-23 Fiscal Operating 8t Capital Improvement Program Budget i UJB The Traffic Unit is responsible for traffic enforcement within the Tustin city limits. The Traffic Unit includes one Sergeant, five Motor Officers, one Police Services Officer, and four part-time Parking Control Officers. The Traffic Unit also conducts follow-up investigation for serious or fatal traffic collisions. The Traffic Unit submits grant applications and monitors all reporting requirements on funded grants. They also conduct quarterly DUI checkpoints throughout the City and review and approve all traffic collision reports. The Fleet Coordinator is also an integral part of the Traffic Unit. The Police Fleet Coordinator plans, organizes, and executes the purchase, repair, and maintenance of all police department vehicles and all technological, mechanical, and defensive equipment contained within police department vehicles, and used by police officers and support staff. The Community Resources Unit is responsible for working hand-in-hand with the community to help with crime reduction through education programs, and is responsible for handling quality -of -life issues throughout the City. In addition to those functions, the Community Resources Unit also coordinates the department's response to all of the City's special events such as, Tustin Tiller Days, Fourth of July Fireworks show, Tustin Street Fair It Chili Cook -Off, and Hanger Half Marathon. The Community Resources Unit is comprised of a Police Sergeant, a Homeless Liaison Officer, a Community Impact Officer, and two Police Services Officers. The SWAT Team's primary role is to resolve potentially dangerous incidents through experience, training, and the use of highly specialized tools and equipment. The SWAT team is a joint team with the Irvine Police Department. The SRT Team compliments the SWAT Team by providing specialized immediate tactical response to serious situations beyond the capacity of our Patrol Division. TASKS: ➢ Traffic Unit/Fleet/SWAT/Canine - Respond to all criminal, service and traffic calls for service. ➢ Traffic Unit/Fleet/SWAT/Canine - Investigate, write police reports, follow-up, and apprehend violators as appropriate. ➢ Traffic Unit/Fleet/SWAT/Canine - Work with parole and probation officers to monitor the activities of those individuals on parole or probation who reside in Tustin. ➢ Traffic Unit/Fleet/SWAT/Canine - Provide crime and traffic accident suppression through specific crime analysis, special enforcement, and proactive problem solving. ➢ Traffic Unit/Fleet/SWAT/Canine - Conduct educational and other crime/traffic accident prevention presentations. ➢ Traffic Unit/Fleet/SWAT/Canine - Coordinate community special event plans. ➢ Traffic Unit/Fleet/SWAT/Canine - Continue the implementation of the overall Departmental Mission, Vision and Values in order to resolve community problems; reduce citizen fear of crime; and increase citizen satisfaction with service provided by local government. ➢ Traffic Unit/Fleet/SWAT/Canine - Performs Police Fleet Coordination to maintain fleet to optimal efficiency. ➢ Community Relations - Manage numerous community outreach programs such as Neighborhood Watch, Town Hall meetings, Block Captains meetings, Nixle internet crime prevention and notification program, DEA Take Back Day, Read Across America, and Tustin Tiller Days. ➢ Community Relations - Manage school related programs such as project "Think About It", Officer Friendly presentations, station tours, and Walk to School program. ➢ Community Relations - Arrange public safety presentations regarding identity theft, personal safety, and holiday safety. ➢ Community Relations - Organize public relations programs such as Open House, Santa Sleigh, Santa Cop, Foothill Regional Hospital special needs donation program, and National Night Out. 2021-2023 GOALS: ➢ Traffic Unit ➢ Reduce injury traffic collisions through enforcement and education. 881 Page ➢ Decreased DUI traffic collisions by 4%. ➢ Increased effective traffic training and documentation. ➢ Coordinated 4 DUI Checkpoints and 4 DUI Saturation patrols. ➢ Made significant progress with the City's consultant in revamping the permit parking program which will help facilitate the Fall of 2022 launch expectation. ➢ Fleet ➢ Acquired several new patrol vehicles. ➢ Established a new system that allows patrol vehicles to be assigned to officers rather than pool system. This has dramatically improved the overall quality of the patrol fleet. ➢ Community Relations ➢ Successfully moved into The Annex with Parks Et Recreation. ➢ Acquired the supervision of the volunteer program. ➢ Revitalized the Neighborhood Watch Groups after COVID-19. ➢ Update of the Community Relation information pamphlets. ➢ Completed the organization of the Community Relations area in the basement at City Hall. ➢ Continued participation in Neighborhood Improvement Task Force (NITF) meetings. ➢ Emergency Management ➢ Hired an experienced Emergency Manager. ➢ Conducted our first CERT training course since the COVID-19 shutdown. ➢ Continued with organization and workability of the Department Operation Center (DOC). ➢ Began updating the City's Emergency Operations Plans. ➢ Continued to work on the operability of the new City EOC. 891 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB ➢ Improve the quality of monthly training. ➢ Staff the vacant motor officer positions. ➢ Establish a motor officer to be a certified trainer. ➢ Re-establish the OTS operations to include DUI Checkpoints. ➢ Fleet ➢ Purchase and convert new vehicles based on the needs of the department. ➢ Repair and maintain all department vehicles to ensure personnel safety. ➢ Community Relations ➢ Continue the buildout of the Annex. ➢ Publish the first virtual Open House. ➢ Increase community participation in the Neighborhood Watch Program. ➢ Re-establish and improve the Volunteer Program. ➢ Emergency Management ➢ Re-establish and dramatically increase the CERT Program. ➢ Complete the City's new Emergency Operation Center. ➢ Participate on OCHCA Point of Dispensing exercise. ➢ Create a three-year NIMS/SIMS/ICS training program for police department and City personnel. ➢ Review and update all Emergency Plans. ➢ Homeless Outreach ➢ Provide resources and shelter to homeless population in Tustin. ➢ Staff the Community Impact Officer position to compliment the Homeless Liaison Officer. ➢ Volunteer Unit ➢ Continue to use Citizen Academy and CERT programs as recruitment pools for the Volunteer Unit. ➢ Expand the use of Volunteer members at community events. ➢ Recognize the achievements of current Volunteers at Volunteer Appreciation dinner. 2021-2022 ACCOMPLISHMENTS ➢ Traffic Unit ➢ Decreased DUI traffic collisions by 4%. ➢ Increased effective traffic training and documentation. ➢ Coordinated 4 DUI Checkpoints and 4 DUI Saturation patrols. ➢ Made significant progress with the City's consultant in revamping the permit parking program which will help facilitate the Fall of 2022 launch expectation. ➢ Fleet ➢ Acquired several new patrol vehicles. ➢ Established a new system that allows patrol vehicles to be assigned to officers rather than pool system. This has dramatically improved the overall quality of the patrol fleet. ➢ Community Relations ➢ Successfully moved into The Annex with Parks Et Recreation. ➢ Acquired the supervision of the volunteer program. ➢ Revitalized the Neighborhood Watch Groups after COVID-19. ➢ Update of the Community Relation information pamphlets. ➢ Completed the organization of the Community Relations area in the basement at City Hall. ➢ Continued participation in Neighborhood Improvement Task Force (NITF) meetings. ➢ Emergency Management ➢ Hired an experienced Emergency Manager. ➢ Conducted our first CERT training course since the COVID-19 shutdown. ➢ Continued with organization and workability of the Department Operation Center (DOC). ➢ Began updating the City's Emergency Operations Plans. ➢ Continued to work on the operability of the new City EOC. 891 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB ➢ Homeless Outreach ➢ Partnered with Tustin Temporary Emergency Shelter and assisted with providing resources to the homeless population during the COVID-19 pandemic. ➢ Volunteer Unit ➢ To ensure all volunteers' health and safety during the COVID-19 pandemic, the department suspended all volunteer activities for the majority of the year. ➢ Coordinators communicated with all volunteers on a routine basis and offered resources as well as updates of department activities. DESCRIPTION: The North Area Command consists of the area in the City north of the 1-5 freeway. North Area Command is responsible for all reactive and proactive police problem solving in the north end of the City, including responding to citizen calls for service 24 hours a day, and 365 days a year. North area command is currently staffed by one Lieutenant, five Sergeants, and 18 Patrol Officers and includes 2 Detention Officers. TASKS: ➢ Respond to all criminal, service, and traffic calls for service. ➢ Investigate, write police reports, follow-up, and apprehend violators as appropriate. ➢ Work with parole and probation officers in monitoring the activities of those individuals on Parole or Probation who reside in Tustin. ➢ Provide crime and traffic accident suppression through specific crime analysis, special enforcement, and proactive problem solving. ➢ Conduct educational and other crime/traffic accident prevention presentations. ➢ Coordinate community special event plans. ➢ Continue the implementation of the overall Departmental Mission, Vision and Values in order to resolve community problems; reduce citizen fear of crime; and increase citizen satisfaction with service provided by local government. 2021-2023 GOALS: ➢ Protect the Community. ➢ Engage the Community. ➢ Improve Internal Operations. 2021-2022 ACCOMPLISHMENTS: ➢ Implemented Mark43 CAD/RMS. ➢ Maintained a fully -staff patrol operation during the COVID-19 pandemic. ➢ Reengaged with the community as regular operations resume following the COVID-19 pandemic. ➢ Prioritized employee wellness by equipping the City gym with improved exercise equipment. ➢ Created the mat training room for employees to perform Brazilian jiujitsu and arrest Et control training. DESCRIPTION: South Area Command is responsible for all reactive and proactive police problem solving in the south end of the City, including responding to citizen calls for service 24 hours a day, and 365 days a year. South area command is currently staffed by one Lieutenant, six Sergeants and 19 Patrol Officers. TASKS: ➢ Respond to all criminal, service, and traffic calls for service. ➢ Investigate, write police reports, follow-up, and apprehend violators as appropriate. ➢ Work with parole and probation officers in monitoring the activities of those individuals on Parole or Probation who reside in Tustin. 901 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB ➢ Provide crime and traffic accident suppression through specific crime analysis, special enforcement, and proactive problem solving. ➢ Conduct educational and other crime/traffic accident prevention presentations. ➢ Coordinate community special event plans. ➢ Continue the implementation of the overall Departmental Mission, Vision and Values in order to resolve community problems; reduce citizen fear of crime; and increase citizen satisfaction with service provided by local government. 2021-2023 GOALS: ➢ Protect the Community. ➢ Engage the Community. ➢ Improve Internal Operations. 2021-2022 ACCOMPLISHMENTS: ➢ Implemented Mark43 CAD/RMS. ➢ Maintained a fully -staff patrol operation during the COVID-19 pandemic. ➢ Reengaged with the community as regular operations resume following the COVID-19 pandemic. ➢ Prioritized employee wellness by equipping the City gym with improved exercise equipment. ➢ Created the mat training room for employees to perform Brazilian jiujitsu and arrest Et control training. DESCRIPTION: The Special Operations Division includes the Criminal Investigations Unit and the GRADE Unit, which are responsible for the investigation and disposition of a wide variety of crimes and suspicious activities within the City of Tustin. The Criminal Investigations Unit includes the Major Crimes Team and Property Crimes Team. These two teams are responsible for comprehensive follow-up investigations on the majority of crimes reported to the Tustin Police Department. Detectives assigned to these teams are on-call around the clock to respond to crime scenes throughout the City. The Criminal Investigations Unit detectives are supported by civilian investigators, a court liaison, a Police Records Specialist, and a Crime Analyst. The investigators assigned to the unit are trained to handle criminal investigations in the same manner as a sworn police detective. The court liaison is a Police Services Officer who serves as a crucial link in daily communications with the Orange County District Attorney's Office, working to achieve the successful filing of charges in criminal complaints. The Crime Analyst uses state of the art technology and systems to not only document crime trends throughout the city, but predict the potential location of future crimes. The Crime Analyst also works as a liaison with other municipal, state, and federal police agencies to maintain up-to-date information on relevant criminal activity in other jurisdictions. The Criminal Investigations Unit also includes a full-time School Resource Officer, assigned as a liaison to the Tustin Unified School District, and detectives assigned to specialized regional task forces. Some of these task forces include Orange County Auto Theft Task Force, the Regional Narcotics Suppression Program, the Orange County Intelligence Assessment Center, and the Joint Terrorism Task Force. The GRADE Unit (Gang Reduction and Directed Enforcement) is responsible for the investigation of gang activity. Gang Detectives and associated GRADE Officers further serve as an educational and proactive enforcement detail to combat and suppress gang activity within the community. GRADE Detectives are assigned a caseload of gang crimes and all crimes requiring follow-up from GRADE Officer arrests and/or investigations. The GRADE Unit is also responsible for conducting high visibility and strategic policing in high crime or emerging crime areas identified through the CTAPS (Crime Traffic and Policing Strategies) policing model. The GRADE Unit supplements patrol officers without the responsibility of handling calls for service. This allows GRADE Officers to focus on community concerns and see problems through to the end. GRADE Officers are also available to supplement the Special Operations Division with the apprehension and surveillance of suspects. The Tustin Police Department often receives reports of criminal activity related to narcotics and vice activity. Due to the nature of these types of crimes, the need for a specialty unit to have the ability to function in an undercover 91 1 Page City of Tustin ' N 2022-23 Fiscal Operating 8t Capital Improvement Program Budget i UJB capacity exists. Detectives assigned to the GRADE Unit are responsible for the investigation of narcotics and vice related crimes. TASKS: ➢ Follow-up on all cases with workable leads. ➢ Investigate incidents dealing with vice, narcotics, and white-collar crimes. ➢ Follow-up on unsolved homicide cases, and "cold" DNA hits in sexual assault, burglary and vehicle theft cases. ➢ Respond to community needs concerning juveniles, including using juvenile diversion programs and maintaining a School Resource Officer program. ➢ Coordinate community special event plans. ➢ Provide personnel to the Orange County Regional Narcotics Suppression Program (RNSP), the Orange County Auto Theft Task Force (OCATT). ➢ Provide personnel to the Orange County Intelligence Assessment Center (OCIAC), and the Joint Terrorism Task Force (JTTF). 2021-2023 GOALS: ➢ Attend briefings weekly to improve communication. ➢ Strive to attain and maintain an average case clearance rate of 20%. ➢ Improve efficiency by continuing to seek out and deploy new investigative technology and systems. ➢ Continue to improve and implement the Crime Analyst's predictive policing model deployed near the end of 2020. ➢ Make arrests in 10% of cleared cases (approximately 80 arrests per year). ➢ Send all CIU detectives and investigators to the ICI Core two-week investigations course. 2021-2022 ACCOMPLISHMENTS: ➢ Investigated 970 cases. ➢ Closed 881 cases, only 89 cases remained under investigation at year's end. ➢ Made 42 arrests. ➢ Submitted 143 cases to the Orange County District Attorney's Office for DA review. ➢ In the year 2021, the Criminal Investigations Unit investigated a series of incidents involving carjacking and vehicle theft relating to a Facebook scam. CIU worked in conjunction with the FBI to investigate the coordinators of this ongoing scam and international vehicle theft ring to establish a RICO case. ➢ The Criminal Investigation Unit also investigated a drive-by shooting resulting from a road rage incident. During the ongoing investigation into that crime, a CIU detective located the suspect vehicle. When the suspect was arrested, a loaded firearm was located and the suspect made a full confession. DESCRIPTION: The Professional Standards Division operates under the Community Policing Bureau. Personnel assigned to the Professional Standards Division (PSD) include the following: one Police Lieutenant, one Police Sergeant, one Police Officer, one Police Services Officers, one Police Records Specialist, and three Master Reserve Officers. The Professional Standards Division is responsible for the recruitment and hiring of police department personnel. Additionally, the PSD is home to the department's press information officer who works with various media outlets regarding the release of relevant information. The PSD is also responsible for conducting and tracking complaints of employee misconduct as well as oversight of the department's information technology. TASKS: ➢ Personnel Et Training Unit ➢ Recruit and hire all departmental employees. ➢ Manage internal affairs files, background files, training files. ➢ Manage the employee performance evaluation system. ➢ Represent the agency as custodian of records for all Pitchess Motion court appearances. ➢ Manage the Cadet Program. 921 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB ➢ Manage the Explorer Program. ➢ Investigate all serious complaints of misconduct or uses of force as determined by command staff. ➢ Prepare yearly administrative statistical reports and state cost recovery reports. ➢ Coordinate and track all formal training. ➢ Author and track all internally generated training documents. ➢ Ensure P.O.S.T. compliance with mandated training requirements. ➢ Manage the Power DMS computer data system. ➢ Coordinate new employee departmental orientations. ➢ Manage citizen academy program. ➢ Serve as liaison with P.O.S.T. police training academies. ➢ Information Technology ➢ Facilitate and address department's current and future Information Technology needs. ➢ Research, selection and implementation of new CAD/RMS system. ➢ Responsible for departmental scheduling oversight. 2021-2023 GOALS: ➢ Personnel Et Training Unit ➢ Fill vacancies in all open positions throughout the year. ➢ Complete applicant background investigations within a timely manner. ➢ Ensure all employees are compliant with P.O.S.T. training requirements. ➢ Incorporate recruitments in Facebook and others social media outlets. ➢ Ensure IA notification letters are sent out within set deadlines. ➢ Public Information Officer ➢ Update the PIO press contact list on a quarterly basis. ➢ Coordinate for Lieutenant and Sergeant to attend PIO Training. ➢ Effectively utilize Social Media outlets with information regarding Press releases and other community issues. ➢ Information Technology ➢ Ensure the department's information technology needs are addressed in a timely manner. ➢ Research feasibility of adding an on-site IT PD tech to address department needs and improve efficiency. ➢ Implement the Mark43 CAD/RMS solution. 2021-2022 ACCOMPLISHMENTS: ➢ Facilitated the educational training and education of department employees through courses provided by on-site and off-site presenters throughout the year. Twenty (20) employees were sent to supervisory and leadership related sessions totaling 1,098 hours; and 102 employees were sent to a variety of other law enforcement related training sessions totaling 7,966 hours. The total number of formal training hours for 2021 was 9,064. ➢ PSD investigated 27 Uses of Force, 18 Vehicle Pursuits, 10 Traffic Collisions, 16 Administrative Investigations, 1 Citizen Complaint and 15 Internal Administrative Investigations. ➢ During 2021, the Professional Standards Division focused on filling sworn and civilian vacancies. By year's end, the division hired eight (8) new sworn employees, six (6) new police recruits, and seven (7) new civilian employees. ➢ With the help of many others, PSD implemented a new CAD/RMS system in 2021. ➢ On the technology front, PSD implemented a new quartermaster system to track department issued equipment. We also rolled out department issued cell phones to act as ticket writers, implemented new mobile fingerprint systems to be used in the field and assisted with the Civic Center camera project. To round out the year, PSD began to research the replacement of our body worn cameras and our mobile data computers. Both of these projects will be implemented in 2022. 93 1 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB DESCRIPTION: The Field Support Division is comprised of two units: Police Service Officers/Crime Scene Investigations and Communications. These units provide support services necessary to daily Police Department operations. Often the first interaction the public has with the Tustin Police Department is the experience with the Communication Unit. The Communications Unit maintains a "how can we help" mentality and takes pride in providing a professional and positive experience, in what may be the worst day the person has ever experienced. The Unit's primary goal is to keep the public and members of the department safe. This is accomplished by properly questioning callers and providing resources, striving for perfection in radio traffic, telecommunications work, and commitment to continued training and improvement of job skills. Police Services Officers perform a wide variety of duties that play an important role in the day-to-day operations of the police department. Police Services Officers assigned to Field Operations take police reports in the field and at the front counter of the Police Department. The efforts of the Police Services Officers enable patrol officers to remain available for emergencies and implementation of crime suppression strategies in the field. Field Operations personnel also staff the Crime Scene Investigations Unit where they specialize in crime scene mapping and photography, forensic evidence collection, and preservation of evidence for laboratory analysis. TASKS: ➢ Communications Unit ➢ Responsible for receiving and relaying all calls for service to field personnel, including all 9-1-1 calls. ➢ Monitor police radio 24/7 in support of patrol operations. ➢ PSO/CSI Unit ➢ Responsible for writing approximately 45% of all non -arrest reports taken by Police Department personnel. ➢ Conducts all mid-level Crime Scene Investigation functions. ➢ Assists field patrol units with a variety of functions including traffic control and parking violations. 2021-2023 GOALS: ➢ Communications Unit ➢ Recruit, train and become fully staffed in the Communications Center. ➢ Redesign the Communications Training Manual to reflect the implementation of Mark43 CAD. ➢ Continue to surpass the state requirement of answering 90% of all 911 calls within 15 seconds. ➢ Build, train, and implement Mark43 CAD. ➢ Complete the Emergency Operations Dispatch Center at the City Yard. ➢ Continue to develop and mentor both Leads and Communications Officers. ➢ Ensure all Communications Officers begin their 24 hours of continuing education for the new two-year cycle. ➢ Continue to build morale through teambuilding activities and holding employees accountable. ➢ PSO/CSI Unit ➢ Send more experienced PSOs who are interested in training new employees to the Field Training Officer course for certification. ➢ Provide department -wide training to patrol officers related to CSI and traffic collision investigation techniques. ➢ Explore the possibility of employing part-time PSOs and Cadets to staff the front counter for the purpose of increasing full-time field support. 2021-2022 ACCOMPLISHMENTS: ➢ Communications Unit ➢ In 2021 the Communications Unit received 103,279 calls, 23,033 of those calls were 911 calls. The Communications Unit answered 99.59%, of those calls within 15 seconds, well above the standard set by the National Emergency Number Association (NENA) of answering 90% of all 911 calls within 15 seconds. ➢ Implemented Mark43 CAD/RMS and fully trained all Communications Officers 941 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB ➢ The Communications Unit remained staffed and fully functional during the COVID-19 pandemic. ➢ PSO/CSI Unit ➢ Trained four new part-time and full time Police Services Officers. ➢ Modified front desk and registrant procedures as needed to keep up with ever-changing COVID-19 guidelines. ➢ Received and implemented training through "train -the -trainer" technique in the department's new Mark 43 CAD/RMS system. ➢ Assisted Patrol Division and Traffic Unit with traffic control during planned protests and special events. DESCRIPTION: The Operations Support Division is comprised of two units: Records and Property and Evidence. Each of these units functions independently, providing functional services necessary to daily Police Department operations. The Property and Evidence Unit is a vital part of the Police Department, and is an essential piece of the criminal justice system. The staff is highly trained to maintain control and keep the chain of custody for all evidence items which are booked into the department. All laws and procedures are followed to ensure that the evidence maintains its integrity when presented in court. The Records Unit consists of 14 staff members who work around the clock to perform police -related records management duties. Staff members strive to meet the Tustin Police Department's needs in a timely and efficient manner by providing support to both sworn and civilian personnel, as well as the citizens of Tustin. TASKS: ➢ Property Et Evidence Unit ➢ Currently maintains and controls approximately 55,000 items of property and evidence. ➢ Records Unit ➢ Process and maintain Police Department files. ➢ Process reports and citations to be forwarded to the District Attorney's Office and Court for prosecution. ➢ Respond to requests for police reports. 2021-2023 GOALS: ➢ Property Et Evidence Unit ➢ Complete audit of the Property Et Evidence Unit. ➢ Remodel the unit's bike cage area to properly address areas addressed in the department's audit results. ➢ Remodel the property booking area to properly address areas addressed in the department's audit results. ➢ Implement a consistent property booking training guide for field personnel. ➢ Records Unit ➢ Update Records Unit training manual. ➢ Continue career training and development of Records Unit staff. ➢ Complete implementation of new records management system, and transition to National Incident Based Reporting System (NIBRS) statistical reporting system. ➢ Implement new records management system. 2021-2022 ACCOMPLISHMENTS: ➢ Property Et Evidence Unit ➢ Completed review of data in preparation to migrate information into new records management system. ➢ Reorganized and renamed property storage location, and added shelving to accommodate storage needs. ➢ Inventoried approximately 30% of items in Property Et Evidence. ➢ Booked 9,845 items of property. ➢ Records Unit 951 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB ➢ Processed 8,029 police reports. ➢ Completed 3,033 court packages. ➢ Processed 854 citations. ➢ Handled 4,476 records requests. ➢ Implemented Mark43 CAD/RMS. DESCRIPTION: The Behavioral Health Response Unit (BHRU) was established in November of 2021 to address the increased calls for service related to the multi -layered problem of homelessness, substance use and abuse, mental health, and family issues. The BHRU works to reduce the need for Tustin PD patrol officers to respond to non-violent and/or non -criminal calls for service and/or dramatically reduce the amount of time patrol officers spend at an incident before transferring authority to a member of BHRU. The BHRU personnel works collaboratively with Orange County's Health Care Agency, mental health professionals, the police department, City of Tustin personnel, non- profit organizations, and community stakeholders. Examples of the departments staff would collaborate with include: City Net, Psychiatric Emergency Response Team (PERT), "Be Well" Orange County, Homeless Liaison Officer, and Community Impact Officer. The BHRU mission would be to develop and utilize innovative methods to reduce recidivism of mental health-related calls for service and increase the crisis intervention services for the residents of the City of Tustin. TASKS: ➢ The scope and competency of the BHRU would provide mental health services to individuals in the following circumstances, including but not limited to: ➢ Mental health services and emotional support for individuals in crisis. ➢ Clinical supervision of all mental health services. ➢ Follow-up contact to the initial call within an appropriate time frame to ensure individuals have the needed resources. ➢ Follow-up care programs specific to the individuals' needs. 2021-2023 GOALS: ➢ The Behavioral Health Bureau Commander would establish and utilize a comprehensive Quality Control Plan to ensure a consistently high level of service is delivered to the public and the City. The plan must include a method for measuring the effectiveness of the services provided and the outcome data. ➢ Provide monthly reporting to the Chief of Police and City Manager that would include: ➢ The number of calls for service handled. ➢ The number of calls for service handled that end up requiring police response. ➢ Call types. ➢ The number of individuals accepting follow-up. ➢ The number of individuals who were successfully reached through follow-up. ➢ Provide linkage to mental health/substance use/homeless shelters/other community services. 96 1 P a e City of Tustin ' 2022-23 Fiscal Operating &t Capital Improvement Program Budget II UUj �l 2019-20 2020-21 2021-22 2021-22 2022-23 Percent Actual Actual Budget Estimated Budget Change EXPENSES POLICE DEPARTMENT 1,184,$7.5 1,150,008 1,250,941 1,207,268 1,445,518 19.5.5% ALL Funds 1,972,200 1,6571F938 1,404,000 1,000,000 1,761,700 76.17% Salaries & Benefits 22,611,894 23,656,805 26,,352,701 26,,436,488 27,515,238 4.41% Internal Service Charges 1,972,200 1,657,988 1,000,000 1,000,000 1,761,70D 76.17% Operating Expense 3,164,766 2,356,703 2,553,673 2,618,114 2,541,353 1.4S% Total Police Exnenditures 27.748.860 27.671.495 29.906.374 30.054.602 31.868.291 6.56% EXPENSES BY DIVISION General Fund Police - Administration Salaries & Benefits 1,184,$7.5 1,150,008 1,250,941 1,207,268 1,445,518 19.5.5% Internal Service Charges 1,972,200 1,6571F938 1,404,000 1,000,000 1,761,700 76.17% Operating Expense 1,146,.523 448,924 406,360 406,360 377,36D -7.14% Total 4,353,598 3,266,921 2,657,301 2,1513,1528 3,634,578 36.78% Police - City Operations Salaries & Benefits 31185,928 2,541,442 3,045,469 3,053,314 3,240,245 5.40% Internal Service Charges - - - - - 0.00% Operating Expense 538,.520 634,238 870,054 882,548 917,960 5.51% Total 3,724,448 3,190,680 3,915,523 3,935,962 4,158,205 6.20% Police - North Area Patrol Salaries & Benefits 4,454,442 3,966,033 4,374,313 4,332,684 4,687,175 7.03`,ti Internal Service Charges - - - - - 0.00% Operating Expense 105,153 91,063 53,434 58,705 52,434 -1.87% Total 4,560,144 4,057,096 4,432,747 4,391,389 4,739,610 5.92% Police - South Area Patrol Salaries & Benefits 4,477,9.50 4,826,596 5,746,948 5,728,348 5,856,135 1.90% Internal Service Charges - - - - - 0.00% Operating Expense 87,029 77,795 48,334 54,.533 48,334 0.00% Total 4,564,979 4,904,391 5,795,292 5,792,881 5,904,470 1.88% Police - Special Operations Salaries & Benefits 3,042,900 4,477,61.5 4,79.5,3.5.5 4,920,447 5,03.5,778 5.01% Internal Service Charges - - - - - 0.00% Operating Expense 134,441 169,.537 178,62.5 203,824 179,795 0.65% Total 3.177.341 4.647.152 4.973.990 5.124.271 5.215.563 4.815% 971 Page City of Tustin ' 2022-23 Fiscal Operating Et Capital Improvement Program Budget II UUj �l 2019-20 2020-21 2021-22 2021-22 2022-23 Percent Actual Actual Budget Estimated Budget Change Police- Professional Standards Salaries & Benefits 2,141,749 2,084,539 2,297,372 2,363,112 2,032,753 -11..52`16 Internal Service Charges - - - - - 0.00`16 Operating Expense 519,174 400,687 474,718 499,577 489,718 3.165 Total 2,660,923 2,485,227 2,772,090 2,862,699 2,522,472 -9.00% Police - Field Support Salaries & Benefits 2,472,115 2,723,699 2,890,029 2,859,517 3,059,027 5.85% Internal Service Charges - - - - - 0.00% Operating Expense 244,896 211,324 257,025 246,025 257,025 0.00% Total 2,717,012 2,935,023 3,147,054 3,105,542 3,316,052 5.37% Police- Operations Support Salaries & Benefits 1,511,895 1,750,839 1,699,001 1,740,180 1,801,556 6.04% Internal Service Charges - - - - - 0.00% Operating Expense 223,1.99 307,581 26.5,122 254,372 200,122 -1.895E Total 1,735,093 2,058,420 1,964,123 1,994,552 2,061,678 4.97% Police - Behavioral Response Salaries & Benefits 102,.547 98,642 198,372 93.44% Internal Service Charges - - - 0.00% Operating Expense - - - - - 0.00`6 Total - - 102,547 98,642 198,372 93.4496 Total General Fund Expenditures 27,493,539 27,534,909 29,760,648 29,909,556 31,750,999 696 EXPENSES BY DIVISION AH other Funds Asset Forfeiture Salaries & Benefits - - - - - 0.0% Internal Service Charges - 0.096 Operating Expense 2.5 2.5 40 - 0.096 Total 25 25 - 40 - 0.0% RVSP Asset Forfeiture Salaries & Benefits - - - - - 0.0% Internal Service Charges - - - - - 0.0% Operating Expense 109,791 68 - 120 - 0.0% Total 109,791 6s - 120 - 0.0 981 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget I UJI POLICE 2019-20 2420-21 2021-22 1021-22 2022-23 Percent Actual Actual Budget Estimated Budget Change RNSP Asset Forfeiture Salaries & Benefits 139,490 126,033 145,726 132,977 108,677 -2-5.4% Internal Service Charges - - - - - 0.09 Operating Expense 5,010 10,454 - 11,900 8,615 0.9% Total 145,499 136,487 145,726 144,877 117,292 -19.596 RNSP Asset Forfeiture Salaries & Benefits - - - 0.0` Internal Service Charges - - - 0.0% Operating Expense 5 6 - 10 0.0`b Total 5 6 - 10 0.0% Total Other Funds 255,321 136,586 145,726 144,047 117,292 -19.596 2022-23 Budget Breakdown (All Funds) Police Department 32,000,000 31,000,000 30,000,000 29,000,000 28,000,000 27,000,000 26,000,000 25,000,000 2022-23 Budget ■ Sala ries&Ben efits ■InternaIServiceCha rges Operating Expense 2422-23 Police Expenditures (All Funds) -Supplemental Law Operations - Enforcement Field Support 0% Support -,. 7% 10% I Administration .�►�^..- 11°6 " Behavioral Response 1% Professional city Standards Operations 8% 1.3% South Area Patrol 19% Ncwth Area Special N -I " Patrol 15% Operations 99 1 Page PARKS & ^�__ RECREATION ,t ,40007�.Wo L i's "ri -k City of Tustin 2022-23 Fiscal Operating Et Capital Improvement Program Budget iu�UJB -W 2018-19 2019-20 2020-21 2021-22 2022-23 Department Position Budget Budget Budget Budget Proposed Incl(Dec) Parks 6t Recreation Administrative Assistant 2.00 2.00 2.00 MO 2.00 Mo Deputy Director of Parks 8t Rec 1.00 IM 1,00 0.00 0.00 0.00 Director of Parks 8t Recreation 1.00 1.00 1.00 1.00 1.00 0.00 Executive Assistant 1.00 IM 1.00 0.00 0.00 0.00 Recreation Coordinator 5.00 5.00 5,00 0.00 6,00 0.00 Recreation Facilities Lead 2.00 2.00 MO 2.00 2.00 0,00 Recreation Program Specialist 1.00 1.00 1.00 0.00 0.00 Mo Recreation Superintendent 0.00 0.00 Mo 1.00 1.00 Mo Recreation Supervisor 2.00 2.00 2.00 2.00 2.00 0.00 Sr. Management Assistant 0.00 0.00 Mo 1.00 1.00 0.00 Transportation Coordinator 2.00 2.00 2.00 2.00 2.00 0.00 ITotal Parks Ek Recreation 17.00 17.00 17-00 17-00 17.00 0.00 1001 P a. ",5 e� City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB ADMINISTRATION DESCRIPTION: The Administrative Services Division provides coordination to manage the planning, acquisition, and rehabilitation of park and recreation facilities and provides administration services and leadership to department operations. TASKS: ➢ Coordinate and implement a one-year strategic plan for the Community Services Commission and Public Art Committee. ➢ Provide management and oversight of Capital Improvement Program. ➢ Provide budgetary control and fiscal responsibility. ➢ Maintain accurate position control document. ➢ Provide staff support to City Council, Community Services Commission, Public Art Committee, and related committees. ➢ Facilitate communication and collaboration with community organizations and resident groups through multiple avenues, including social media. ➢ Provide annual department goals and objectives. ➢ Ensure consistency with Department Vision, Mission Statement, and Values. ➢ Investigate and secure grant funding. 2021-2023 GOALS: ➢ Remove and replace the playground and shade sails and construct an awning of the cafe seating area at Tustin Sports Park. ➢ Design and construct courtyard improvements at the Tustin Family and Youth Center. ➢ Collaborate with Public Works to renovate Pine Tree Park. ➢ Install shade structures at Laurel Glen and Camino Real Parks. ➢ Update Public Art Committee strategic priorities. ➢ Secure donors for the Creative Signals Et Sculpture Walk Public Art programs. 2021-2022 ACCOMPLISHMENTS: ➢ Developed a strategic plan for the Community Services Commission and formulated a Seven -Year Capital Improvement Priority List. ➢ Installed a picnic shelter and (2) bleacher shade structures at Columbus Tustin Park. ➢ Completed murals at Laurel Glen Park and Peppertree Park. ➢ Finalized the painting of planter boxes to beautify the streets of Old Town Tustin. ➢ Oversaw the implementation all applicable State, County, and CDC guidelines for City programs and facilities in response to the COVID-19 pandemic. 101 1 Paye City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB DESCRIPTION: The Sports Services Section provides active recreation programs through the utilization of sports, fitness, and instructional classes that provide all ages the opportunity for supervised, active recreation programs. In addition, this division is responsible for coordination of an after-school program, Little Folks pre-school, and summer day camps at Columbus Tustin Recreation Center. TASKS: ➢ Coordinate and implement special events to include a safe and free Egg Hunt, Halloween Howl, Fourth of July, and Tustin Tiller Days Festival and Parade. ➢ Coordinate the Tustin Youth Track Meet. ➢ Provide organized and value based Adult Sports Leagues and Tournaments to include softball, volleyball, and basketball. ➢ Provide safe and wholesome summer day camp experiences for local children. ➢ Provide fun and affordable youth sports camps throughout the year. ➢ Implement safe and enriching after school activities for local area youth at the Columbus Tustin Recreation Center. ➢ Provide community service and leadership opportunities to high school teenagers through Tustin Teens in Action and Counselors in Training programs. ➢ Provide non-profit youth organizations with access to City facilities, including the gymnasium and sports fields. 2021-2023 GOALS: ➢ Research and develop new programming for Adult Sports to include a non-traditional softball league and an adult volleyball league. ➢ Resume the Adult Sports program to an average of 50-60 teams per season. ➢ Keep annual special events viable by adapting, changing, adding elements each year. ➢ Administer and implement an Adult Sports Participant Survey to measure satisfaction and elicit suggestions for improvement. ➢ Ensure the equitable distribution of the City's sports fields to local youth sports organizations per Department's Field Allocation Policy. ➢ Increase the cost of summer camps by 10% to meet expenditures by FY 2022-2023. ➢ Secure a total of $40,000 in sponsorship support (money/in-kind) from the local business community. ➢ Expand the Tustin Teens in Action program to incorporate seminars on teen subjects (e.g. how to apply for a job, how to apply for college, finances, and how to prepare for interviews). 2021-2022 ACCOMPLISHMENTS: ➢ Ensured the equitable distribution of the City's sports fields to local youth sports organizations per the Department's Field Allocation Policy and reinforced a fee policy that charges these organizations for their field use. ➢ Secured over $30,000 in sponsorship support (money/in-kind) from the local business community. ➢ Conducted a modified Summer Day Camp program following all CDC, State, and County COVID-19 related guidelines. ➢ Hosted two food box giveaway drive through events in collaboration with the Heritage Council of Orange County and the Tustin Community Foundation at Columbus Tustin Park. 102 1 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB DESCRIPTION: The Contract Class Section promotes and coordinates recreational classes for community adults and youth. The section is responsible for program publicity, including the production of the Tustin Today quarterly brochure, procurement of instructors and classroom space, and implementation of class registration procedures. TASKS: ➢ Provide a diverse selection of valuable contract classes for children, adults, and seniors. ➢ Produce and publish the quarterly Tustin Today activity guide. ➢ Maintain an accessible and customer friendly registration system to include online, phone-in, and walk- in options. ➢ Manage and evaluate contract class instructors to assure quality programs. ➢ Ensure community awareness of department classes, programs, and special events throughout the year with new and innovative marketing techniques. ➢ Coordinate and implement the annual Tustin Tiller Days Parade. ➢ Coordinate and implement the annual Summer Movies in the Park. ➢ Manage the Tustin Community Center at The Market Place events and facility reservations. 2021-2023 GOALS: ➢ Research and develop tennis classes and clinics for special needs families. ➢ Research and develop new Special Interest classes for adults and youth. ➢ Increase summer camp offerings from dance and youth sports contract instructors utilizing The Annex at Tustin Legacy and Veterans Sports Park. ➢ Grow tennis and youth sports revenues by 5% through marketing campaigns and added class offerings in the Tustin Today Activity Guide. ➢ Transition events hosted at the Tustin Community Center at The Market Place from adult focused to family focused. ➢ Increase special event sponsorships from local merchants through in-person meetings promoting social media Share for Share and giveaway campaigns with merchant features on Instagram, Facebook, and City web pages. ➢ Increase Parks and Recreation website and social media engagement with entertaining and original quarterly eblasts utilizing the CivicRec registration software. 2021-2022 ACCOMPLISHMENTS: ➢ Increased revenue generated from contract classes by over 50% through new and expanded classes and increased patron and contract instructor communication and cooperation. ➢ Effective social media campaigns growing Instagram following by over 500%. ➢ Established tennis clinics for special needs youth. 103 1 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB DESCRIPTION: The Veterans Sports Park / The Annex Section provides active recreation programs through the utilization of sports, fitness, and instructional activities that provide all ages the opportunity for supervised, active, recreation programs at Veterans Sports Park and The Annex at Tustin Legacy facility. In addition, this division is responsible for coordination of the classes, camps, and programs at The Annex. TASKS: Develop programs and ---- policies to ensure the safe use of Veterans Sports Park and The Annex at Tustin Legacy. Coordinate and implement special events to include a safe and free Memorial Day Remembrance Event and Veterans Day Celebration. Provide organized and value based Adult Pickleball Sports Leagues and tournaments. Provide safe and wholesome summer day camp programming for local children. Implement safe and enriching after school K-6 and drop-in programing for local area youth at The Annex. Provide non-profit youth organizations with access to City facilities and fields. 2021-2023 GOALS: ➢ Create Adult Pickleball Leagues and tournaments that generate revenue for the city. ➢ Research and develop activities, groups, and programs to promote a positive culture at the Veterans Sports Park Skate Park. ➢ Create quarterly community events at Veterans Sports Park that residents of the Tustin Legacy area can walk to, such as food truck events or community picnics. ➢ Further expand the childcare and youth programs at the community center at The Annex at Tustin Legacy. ➢ Create and develop an impactful online presence for The Annex at Tustin Legacy and Veterans Sports Park. ➢ Create and develop volunteer programs and opportunities for both youth and adults at The Annex at Tustin Legacy. 2021-2022 ACCOMPLISHMENTS: ➢ Managed very high participant levels at the skate park and pickleball courts to ensure equity and public safety. ➢ Created the Memorial Day Remembrance and Veterans Day Celebration in as new events in 2021. 104 1 Paye City of Tustin 2022-23 Fiscal Operating Et Capital Improvement Program Budget DESCRIPTION: The Senior Services Section is responsible for the operation and programming of the Tustin Area Senior Center. The primary mission of this section is to provide a wide variety of recreational, educational, social, and human services to seniors in the Tustin area. These activities are accomplished in collaboration with a variety of regional and local service organizations. TASKS: ➢ 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 life enriching interests. ➢ Provide staff leadership and direction to the Senior Advisory Board, which includes the Senior Advisory Board Ways and Means Committee through fundraising activities and planning. ➢ Provide staff support and manage all bookkeeping for the nonprofit Tustin Area Senior Center Fund, Inc. ➢ Manage the Senior Center Gift Shop. ➢ Manage over 130 volunteers for the following areas at the center: Front Desk, Bingo Committee, Food Distribution, Congregate Meal Program, special events, Senior Advisory Board, instructors, Art Gallery, Gift Shop, Quilting, and Tax Aid. ➢ Coordinate City-wide Parks and Recreation special events such as Street Fair and Chili Cook -Off, Casino Night, Concerts in the Park, Tree Lighting, and Broadway in the Park. 2021-2023 GOALS: ➢ Continue to grow the senior transportation program to include transportation for seniors and disabled Veterans. ➢ Offer classes which target baby boomers and / or working seniors. ➢ Continue to provide more diverse seminars covering an array of topics affecting seniors to include mental well-being and technology tips. ➢ Increase revenue by 5% through various new and improved programs such as contract classes, excursions, and events for senior participants. ➢ Increase awareness of resources to adult children of seniors. ➢ Identify guidelines for the Volunteer Program. ➢ Establish guidelines for the Senior Center Garden. 2021-2022 ACCOMPLISHMENTS: ➢ Expanded transportation program to seniors residing on the outskirts of Tustin bordering Santa Ana and southwest Tustin. ➢ Developed clear and prominent roles for Senior Advisory Board members. ➢ Created new and innovative ways of handling food programs during the COVID-19 pandemic. ➢ Managed funding of $127,500 through the Federal CARES Act, which included identifying and reaching out to seniors in need and dispersing grocery store and restaurant gift cards to over 300 seniors in the Tustin area. ➢ Offered training on use of Zoom application in order to facilitate online classes for seniors. ➢ Facilitated over ten Zoom programs for seniors including fitness classes, lectures, and virtual Bingo. ➢ Instituted social calls for seniors who were homebound due to the COVID-19 pandemic. 105 1 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB DESCRIPTION: The Support Services Section is responsible for providing logistical support for City special events and meetings at City Hall / Civic Center, Columbus Tustin Recreation Center, Tustin Area Senior Center (TASC), Tustin Family and Youth Center (TFYC), The Annex, Tustin Library, and City parks and community centers. In addition, this division performs custodial duties in providing a clean, safe environment for city employees and the general public. TASKS: ➢ Responsible for the care and light maintenance of the Civic Center, recreation facilities, Senior Center, Tustin Library Meeting Rooms, and community centers. ➢ Provide support to the Parks and Recreation Services Department for contract classes and special events by performing set-up and tear down of a wide variety of equipment. ➢ Provide support and supervision of facility rentals. ➢ Provide support for over 20 city-wide special events. ➢ Provide support on a daily basis for all facilities with special dedication to the Tustin Family and Youth Center, Columbus Tustin Recreation Center (CTRC), and the Tustin Area Senior Center. 2021-2023 GOALS: ➢ Ensure that City facilities are kept clean and organized by utilizing the facility checklist as a guide. ➢ Ensure that outdoor equipment is kept dry as mandated by the OC Vector Control. ➢ Continue to purge closets and storage rooms at facilities as requested by the site Coordinators. ➢ Continue to project a professional image by providing quality customer service for both internal and external reservations. ➢ Provide adequate part-time staff coverage at all City events, meetings, rentals, daily operations, etc. ➢ Continue to provide COVID-19 cleaning and disinfecting of City facilities as recommended by CDC and OC Health Care Agency guidelines. ➢ Establish professional standards and / or values for part-time Recreation Facilities Assistants. ➢ Provide support and light maintenance of the Senior Center Garden. 2021-2022 ACCOMPLISHMENTS: ➢ Continued to provide support to over 3,000 recreational classes and facility rentals. ➢ Provided support and new ideas for operating drive through and walk-up food programs at TASC and TFYC. ➢ Maintained City facilities; cleaned and disinfected as recommended by COVID-19 CDC and OC Health Care Agency guidelines. 106 1 Paye City of Tustin 2022-23 Fiscal Operating Et Capital Improvement Program Budget DESCRIPTION: This section is responsible for the operation and programming of the Tustin Family and Youth Center. The primary mission of this section 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 presented in collaboration with a variety of regional and local service organizations and agencies. TASKS: ➢ Provide educational, recreational, social, and human services programs and services for southwest Tustin area children 4-17 years of age and their families. ➢ Conduct free After -School Program / Homework Club during the school year. ➢ Provide a Summer Drop -In Recreation program at two sites for area youth. ➢ Coordinate the Kids Corner Recreation Preschool Program. ➢ Collaborate with local non -profits to distribute free food to area residents. ➢ Coordinate volunteer opportunities for seniors, adults, youth, and service club members. ➢ Organize and present the annual Cinco de Mayo event for neighborhood residents. ➢ Organize and present the Holiday Basket Program to the community. 2021-2023 GOALS: ➢ Continue to engage young adults in the area through Teen Nights, sports competitions, and personal enrichment instruction. ➢ Conduct an evening fitness class for adults. ➢ Partner with local health organizations to offer health and wellness seminars for children, teens, and adults. ➢ Continue to expand intergenerational opportunities with the Tustin Area Senior Center Lunch Program and neighborhood senior apartments. ➢ Continue to maintain a top score on all of the Safe Food, Good Handling Guidelines from Second Harvest Food Bank. ➢ Conduct Mandated Reporting trainings for staff. ➢ Conduct quarterly staff meetings to ensure that the Tustin Family and Youth Center is providing a fun and safe environment that includes appropriate interactions and education assistance for area families. ➢ Offer a spring break or summer excursion for teens. ➢ Provide awareness of the Senior Center personal enrichment and recreational programs available to seniors in southwest Tustin. ➢ Increase the number of students in the Tustin Teens in Action program through mentorship opportunities and educational classes. 2021-2022 ACCOMPLISHMENTS: ➢ In partnership with Dental Care for Children, free dental services were offered to over 70 children and 30 adults. ➢ Conducted the Kids Corner Preschool Program for 25 4 -year- old children to ensure their Kindergarten readiness. ➢ Built a partnership with Heideman Elementary School to relocate the summer program to that site thus allowing for programming in two different underserved areas of town. ➢ Provided inter -generational opportunities for TFYC youth participants to interact with seniors at the Tustin Area Senior Center through the monthly Saturday hiking program and special events. ➢ Distributed over 3,000 food boxes to community members. ➢ Provided 250 families with gifts and food for the whole family through the Holiday Gift Basket Program. wY A E, - W_ !,y2r Yui C"I T� 107 1 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB ,MCI - EXPENSES PARKS & RECREATION ALL Funds Salaries & Benefits Internal Service Charges Operatine Expense PARKS PARKS & RECREATION 2019-20 2020-21 2021-22 2021-22 2422-23 Percent Actual Actual Budget Estimated Budget Change 2,481,247 2,502,787 2,920,919 2,780,518 3,121,592 6.9% 591,3D0 4.59,353 508,800 508,800 508,800 0.0% 4,099,830 2,438,164 3,667,461 2,760,699 8,358,016 127.9% ITotal Parks & Rec Expenditures 7.172.377 5.400.304 7.097.180 6.050.017 11.988.408 68.9% 1 EXPENSES BY DIVISION General Fund Parks & Recreation - Administration Salaries & Benefits 377,977 350,538 468,701 476,233 535,428 14.39E Internal. Service Charges .591,300 459,353 5,D8,800 508,8()D 508,800 0.0% Operating Expense 123,599 94,228 97,.500 98,577 108,.500 11.3% Total 1,092,876 904,118 1,075,001 1,083,710 1,153,228 7.3% Parks & Recreation - Sports Salaries & Benefits 638,014 734,454 7.54,197 6.50,419 776,750 3.0% Internal Service Charges - - - - - 0.0% Operating Expense 178,484 188,596 310,900 310,900 323,900 4.2% Total 816,498 928,550 1,065,097 961,319 1,100,650 3.3% Parks & Recreation - Classes/Cultural Services Salaries & Benefits 332,655 305,066 3.55,408 25.5,963 264,833 -2.5.5`. Internal. Service Charges - - - - - 0.0% Operating Expense 485,215 348,662 396,200 514,373 641„700 62.0°x6 Total 817,870 703,729 751, 608 770,341 906,533 20.6% Parks & Recreation - Veterans Sports Park/Annex Salaries & Benefits 206,.552 214,274 23.5,301 13.9% Internal Service Charges - - - - 0.0% Operating Expense - 67,700 115,600 105,600 .56.09E Total - - 274,252 329,874 340,901 24.3% Parks & Recreation - Senior Programs Salaries & Benefits 433,470 452,405 369,964 434,448 489,8.51 32.49E Internal Service Charges - - - - - 0.09E Operating Expense .58,267 14,535 103,700 89,20D 10.5,200 1.49E Total 491,737 466,940 473,664 523,648 595,051 25.6% 108 1 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget II UUJJII �� PARKS & RECREATION 2019-20 2020-21 2021-22 2021-22 2022-23 Percent Actual Actual Budget Estimated Budget Change Parks & Recreation - Support Services 2,236,112 1,681,598 2,339,308 1,274,330 6,668,963 185.1% Salaries & Benefits 331,27.5 292,449 361,949 362,183 349,824 -3.4% Internal Service Charges - - - - - 0.0% Operating Expense 13,820 8,917 9,000 9,086 10,200 13.3% Total 345,095 301,366 370,949 371,269 360,424 -2.9% Parks & Recreation - Youth Center 114,639 2 - - 0.096 Salaries & Benefits 367,856 362,375 390,310 381,998 39.5,607 1.4% Internal Service Charges - - - - - 0.0% Operating Expense 27,583 27,020 39,500 39,899 40,800 3.3% Total 395,439 389,395 429,810 421,897 436,407 1.5% Total '38,562 (16) 122,278 127,129 142,153 16.3% Total General Fund Expenditures 3,959,516 3,694,097 4,440,381 4,462,058 4,892,792 10.296 EXPENSES BY DIVISION - - 8,713 - 48,500 455.5 All Other Funds - - - - - 0.0% Park Development 195,914 11,098 131,000 131,000 131,000 0.095 Salaries & Benefits - 11,098 - 131,004 - 0.0% Internal Service Charges - - - - - 0.0% Operating Expense 2,236,112 1,681598 2,339,308 1,274,330 6,668,963 185.196 Total 2,236,112 1,681,598 2,339,308 1,274,330 6,668,963 185.1% Park development - Tustin Legacy Salaries & Benefits - - - - 0.0% Internal Service Charges - - - 0.0% Operating Expense 714,639 2 - 0.095 Total 114,639 2 - - 0.096 Special Events- Street Fair Salaries & Benefits - - 5,125 5,000 25,000 387.8% Internal Service Charges - - - - - 0.0% Operating Expense 38,562 116) 117,153 122,129 117,153 0.0% Total '38,562 (16) 122,278 127,129 142,153 16.3% .Special Events- Tiller Days Salaries & Benefits - - 8,713 - 48,500 455.5 Internal Service Charges - - - - - 0.0% Operating Expense 195,914 11,098 131,000 131,000 131,000 0.095 Total 195,914 11,098 139,713 131,004 119,500 28.5% 109 1 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB ,MCI - PARKS PARKS & RECREATION 2019-20 2024-21 2021-22 2021-22 2022-23 Percent Actual Actual Budget Estimated Budget Change Special Events - Other Salaries & Benefits - - - 0.0% Internal Service Charges 0.09 Operating Expense 27,63.5 13,.525 .55,.500 .5.5,.500 1.0.5,000 S9.2% Total 27,635 13,525 55,500 55,500 105,040 89.2% Total Other Funds 3,212,862 1,706,207 2,656,799 1,587,959 7,095,616 167.196 2022-23 Budget Breakdown (All Funds) 2022-23 Parks & Recreation Expenditures Parks & Recreation (Till Funds) 12,000,000 10,000,000 8,000,000 6,,000,000 +x,000,000 2,000,000 2022-23 Budget ■ Salaries & Benefits ■ Internal Service Charges Operating. Expense pa Develo 56�16 Special Events Administraticr, 3% 1 VA Classes 7% Senior Programs, 5% iPPort ,rvires 3% :enter 4% 110 1 Page x i a:INA NON= PARTMENTAL - _ v City of Tustin ' 2022-23 Fiscal Operating Et Capital Improvement Program Budget II UUJJII �l 11214mall uMEL DESCRIPTION: The City's non -departmental costs are reflective of city-wide expenditures that are not directly associated with a department, division, or activity. These costs include, but are not limited to, the City's legally required contribution to CalPERS to pay the ongoing unfunded accrued liability (UAL), post -employment retirement benefits, animal control service contract, animal control facilities cost, and transfers for liability insurance. NON -DEPARTMENTAL 2019-20 2020-21 2021-22 2021-22 2022-23 Percent Actual Actual Budget Estimated Budget Change EXPENSES NON -DEPARTMENTAL Non -Departmental Item Detail ALL Fun ds (All Funds) Non -Departmental Salaries & Benefits 4,095,206 4,652,042 .5,332,986 5,343,837 6,507,048 22.0% Internal Service Charges - - - - - 0.096 Operating Expense 1,650,021 2,970,623 2,15.5,00.5 2,155,304 3,261,946 51.4% Total Non-Dersartment Exnend. 5.745.227 7.622.'666 7.487.991 7.499.141 9.768.994 30.5% EXPENSES BY DIVISION Genei-al Fund Non -Departmental Non -Departmental Item Detail (All Funds) Non -Departmental Salaries & Benefits Salaries & Benefits 4,095,206 4,6.52,042 5,332,966 5,343,837 6,507,048 22.0% Internal Service Charges - - - - - 0.0`16 Operating Expense 1,6.50,021 2,970,623 2,15.5,00.5 2,155,304 3,261,946 51.4`16 Total 5,745,227 7,622,666 7,487,991 7,499,141 9,769,994 30.59±n 739,900 2022-23 Budget Total Operating 3,261,946 ■ Salaries & Ben efits ■InternaISeraireCha rges Total Non -Departmental 9,768,994 Total General Fund Expenditures 5,745,227 7,622,666 7,487,991 7,499,141 9,768,994 30.590 2022-23 Budget Breakdawn Non -Departmental Item Detail (All Funds) Non -Departmental Salaries & Benefits CalPERS UAL- Public Safety 3,548,71.5 CalPERS UAL- Miscellaneous 2,368,333 1{;I' ,Oda Retiree Health 594,000 8,000,00D Total Salaries & Benefits 6,507,048 6,D00,000 Operating Transfer Out 1,237,096 ,0n0,0a0 Animal Control Service 805,500 2,000,000 Animal Control Shelter 811200 ?rcfessional & Consulting 398,250 - Other Operating 739,900 2022-23 Budget Total Operating 3,261,946 ■ Salaries & Ben efits ■InternaISeraireCha rges Total Non -Departmental 9,768,994 E Operating Expense 111 1 Page PF - - 4�A c 'I3 i��Ljs"rl CAPITAL IMPROVEMENT PROGRAM City of Tustin ' 2022-23 Fiscal Operating Et Capital Improvement Program Budget I Ui I CAPITAL IMPROVEMENT PROGRAM - PROJECTS a FUNDING Proposed CIP Fund 131 Fund 187 Fund 189 Fund 341 Proj # Project Name Budget MCAS Proceeds of Water Capital Other Funds 2422 - Park Rev 2423 Backbone Fee Land Sale Public Facilities Projects 3,236,662 1,987,662 1,249,000 TBD Vandenberg Well 10032 Ann u a[ Major Building Main ten an ce 250,000 - - - - 250,000 10069 Civic Center Generator 1,475,000 - - - - 1,475,000 TBD Police Department Improvements 250,000 - - - - 250,000 TBD Legacy Annex Improvements 830,000 - - - - 830,000 - - - 200,000 Total Public Facilities Projects 2,845,468 - 720,835 2,805,666 Park Facilities Projects 470,835 - - - - 470,835 70254 Old Town Improvements 20054 Annual Major Park Maintenance 135,000 135,.000 - - - - 20087 Pine Tree Park Improvements 2,258,275 427,240 - - - 1,831,035 20089 Heideman School Park 5,437,395 5,437,395 - - - - 20091 Tustin Legacy Dog Park 800,.000 - - 800,000 - - TBD Sports Park Turf Renovation 100,.000 100,000 - - - - TBD Centennial Park Improvements 175,.000 175,000 - - - - TBD Pioneer Park Playground Renovation 350,.000 350,000 - - - - Total Park Projects 9,255,676 6,624,635 866,000 1,831,635 Traffic Projects 40080 Traffic Signal Equipment Upgrades 8 Replacement 160,000 - - 160,000 40086 Seventeenth Street Signal Synchronization Project 3,323 - - - - 3,323 40087 Main Street Improvements 3„950,000 - - 3,900,000 - 50,000 40088 Edinger Ave/Irvine Center Dr Traffic Signal Synchronization Proj 15,564 - - - - 15,564 40089 Tustin Ranch Road/Von Karman Ave Traffic Signal Synchronization Project 4,000 - - - - 4,000 40093 Red Hill Avenue Traffic Signal Synchronization Project 214,496 - - - - 214,496 40094 First Street Signal Synchronization 200,000 - - - - 200,000 40095 Tustin Ave Signal Synchronization 45,000 - - - - 45,000 Total Traffic Projects 4,592,383 3,946,444 692,383 Flood Projects 50043 Citywide Storm Drain Improvements 119,706 - - - - 119,706 Total Flood Projects 119,746 119,706 Water Distribution Projects TBD OC -43 150,000 - - - 150,000 - Total Water Distribution Projects 150,466 150,400 Water Production Projects 60151 Conjunctive Use Welt @ Beneta Well Site 3,236,662 1,987,662 1,249,000 TBD Vandenberg Well 250,000 - - - 250,000 - 1,.140,000 Total Water Production Projects 3,486,662 2,237,662 1,249,666 Maintenance Projects 70021 Zone 3 - Annual Roadway 8 Public Infrastructure Maintenance Program 2,627,000 - - - - 2,627,000 70022 Zone 4 - Annual Roadway 8 Public Infrastructure Maintenance Program 910,000 - - - - 910,000 70220 Red Hill Ave Rehabilitation -San Juan St to First St 1,600,000 - - - - 1,600,000 70236 Citywide Pedestrian Oriented Accessibility Improvement Program 200,000 - - - - 200,000 70244 Newport Ave Rehabilitation between 1-5 Freeway 8 Holt Avenue 720,835 720,835 70245 Newport Ave Rehabilitation between Sycamore Avenue and 1-5 Freeway 470,835 - - - - 470,835 70254 Old Town Improvements 735,.000 - - 735,000 - - TBD Red Hill Ave Rehabilitation -Walnut to 5 1,050,.000 - - - - 1,050,000 TBD Red Hill Ave Utility Undergrounding 2,.000 - - - - 2,000 Total Maintenance Projects 8,315,670 - 735,460 7,580,670 10076 South Hanger Rehabilitation Phase 1 20083 Tustin Legacy Linear Park btw Armstrong Ave a Warner 20084 Altey Grove Promenade TBD Armstrong Pedestrian Bridge Design 8. Construction TBD Warner Pedestrian Bridge Design 4,383,416 - - 4,383,416 - - 13,662,185 - 4,208,550 9,411,530 - 42,105 2,570,000 - 2,1 a0,000 320,000 - 70,000 5,.000,000 - 5,000,000 - - - 1,.140,000 - 1,140,000 - - - 112 1 Page City of Tustin 2022-23 Fiscal Operating Et Capital Improvement Program Budget Proposed CIP Fund 131 Fund 187 Fund 189 Fund 341 Proj # Project Name Budget Park Cev Water Capital MCAS Proceeds of Other FundE 2422-2423 Backbone Fee Land Sale TBD Neighborhood D South Infrastructure - Phase 2 5,.700,000 - - 5,700,000 - - Total Legacy Projects 32,455,641 12,528,554 19,814,946 112,145 TOTAL ALL PROJECTS 61,184,692 6,624,635 12,528,554 25,249,946 2,387,662 14,389,899 Project. Fund Note: Other Funds includes CDBG, Gas Tax., Measure M2, Road Maint. 8 Rehab Alloc. (SB1), Equipment Replacement, GF CIP, 2013.Water Bond, and CFD 14-1. 113 1 0 HEIDEMAN Y ds+l ! ! i"L 13 I ti { City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB PROJECTS SUMMARIES HEIDEMAN SCHOOL PAROL PROJECT CATEGORY Park Facilities PROJECT NUMBER 20089 PROJECT NAME Heideman School Park TOTAL PROJECT COST 5,637,395 PROJECT MANAGER Chad Clanton FUNDING SOURCE Park Dev. LOCATION Heideman School Park Description L14A THAM bV LA GE Create a new Heideman School Park with an athletic field, exercise loop, lighting, fitness equipment, playground, picnic shelter, renovated basketball courts, tactile experience garden, perimeter fencing, and small stafflrestroom facility. Expenses to FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY22-23 Total Project Funding Source 613012022 Request Planned Planned Planned Planned Planned Cost 131 PD 200,000 5,437,395 5,637,315 Tectal 200,000 5,437,395 5,637,395 Expenditure Design 200,000 535,313 735,313 Fright -of -Way - Construction 4,902,082 4,902,082 Total 200,000 5,437, 395 5,637,395 'NIP 0 HEIDEMAN Y ds+l ! ! i"L 13 I ti { 6 RQBV) T HEIDEM" F ,n 1.5=2 I 155 t 53:'S 553,= 1553 1.556 I WILLIAMS MEET 114 1 Page 1 I1 7 a4�'I IEl?I a L14A THAM bV LA GE "' ,y?5t IS?01 ' i5al � Ln r- is Daum 6 RQBV) T HEIDEM" F ,n 1.5=2 I 155 t 53:'S 553,= 1553 1.556 I WILLIAMS MEET 114 1 Page 115 1 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB Dog Park at Tustin Legacy Park PROJECT CATEGORY Park Facilities PROJECT NUMBER 20091 PROJECT NAME Dog Park at Tustin Legacy Park TOTAL PROJECT COST 890,000 PROJECT MANAGER Chad Clanton FUNDING SOURCE Land Proceeds LOCATION Tustin Legacy Park Description Construct a one (1 ) acre dog park within Tustin Legacy Park, Expenses to FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY22-23 Total Project Funding Source 613012022 Request Planned Planned Planned Planned Planned Cost 189 WAS Land 90,000 800,000 890,000 TotaL 90,000 800,000 890,000 Expenditure Design 90,000 90,000 Right -of -Nay - Construction 800,000 800,000 Total 90,000 800,000 890,000 115 1 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB Police Substation it Recreation Annex PROJECT CATEGORY Public Facilities PROJECT NUMBER TEA PROJECT NAME Police Substation 9t Recreation Annex TOTAL PROJECT COST 830,000 PROJECT MANAGER Jason Churchill FUNDING SOURCE GF CIPIM2 LOCATION 15545 Lansdowne Road Description Design and construct improvements for the facility based on needs of the Police Department and Park 8t Recreation Department MAP KOJECT L�TIiNkv- 116 1 Page Expenses to FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY22-23 Total Project Funding Source 613G12G22 Request Planned Planned Planned Planned Planned Cost 200-GF-CIP 600,000 600,000 139 M2 -FS 230,000 230,000 Total 830,000 830,000 Expenditure Design 130,000 130,000 Right -of -Way - Construction 700,000 700,000 Total 830,000 830,000 MAP KOJECT L�TIiNkv- 116 1 Page Description Public improvements on Main Street between Newport Avenue and Prospect Avenue including installation of raised landscaped medians, narrowing of curb -to -curb street width, traffic striping with addition of buffered Class II bike lanes and sharrows, enhanced parkway landscaping, widening of sidewalks, reconstruction of library driveway to align with Tustin Plaza driveway, installation of street furniture, and installation of a gateway arch sign spanning the street. In -pavement lighted crosswalks to be installed on Main St. at C Street, Prospect Avenue, and library driveway. Expensestn City of Tustin ' N Funding Source 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB Planned Planned Planned Planned Cost 139 M2 -FS Main Street Improvements PROJECT CATEGORY Traffic Control Facilities PROJECT NUMBER 40087 PROJECT NAME Main Street Improvements TOTAL PROJECT COST 4,337,089 PROJECT MANAGER Eric Johnson FUNDING SOURCE Various LOCATION Main Street 8t El Camino Real Total 387,089 Description Public improvements on Main Street between Newport Avenue and Prospect Avenue including installation of raised landscaped medians, narrowing of curb -to -curb street width, traffic striping with addition of buffered Class II bike lanes and sharrows, enhanced parkway landscaping, widening of sidewalks, reconstruction of library driveway to align with Tustin Plaza driveway, installation of street furniture, and installation of a gateway arch sign spanning the street. In -pavement lighted crosswalks to be installed on Main St. at C Street, Prospect Avenue, and library driveway. MAP PHOTO ZIELIuNLF 5 -Li :i � w p �ry -y w r V T �� W� LIB MAJN E. MAIN T w i LOCATION o "PARKLET '� l SIXTH ST. ✓[ G 117 1 Page Expensestn FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY22-23 Total Project Funding Source 6/3012022 Request Planned Planned Planned Planned Planned Cost 139 M2 -FS 188,393 50,000 238,393 133 AB2766 1 98, 000 198,000 10OGeneral Fund 696 696 189 MCAS Land 3,900,000 3,900,000 Total 387,089 3,950,000 4,337,089 Expenditure Design 384,726 50,000 434,726 Right -of -Way - Construction 2,363 3,900,000 3,902,363 Total 387,089 3,950,000 4,337,089 MAP PHOTO ZIELIuNLF 5 -Li :i � w p �ry -y w r V T �� W� LIB MAJN E. MAIN T w i LOCATION o "PARKLET '� l SIXTH ST. ✓[ G 117 1 Page 1I AP 118 1 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB Tustin Legacy Linear Park PROJECT CATEGORY Tustin Legacy Facilities PROJECT NUMBER 20083 PROJECT NAME Tustin Legacy Linear Park TOTAL PROJECT COST 13,817,185 PROJECT MANAGER Ryan Swiontek I Joann Wu FUNDING SOURCE Various LOCATION Armstrong to Warner Description Design and construction of Tustin Legacy Linear Park from Armstrong Avenue to Warner Avenue in Neighborhood D South, This project is part of the Tustin Legacy Backbone Infrastructure Program, This projectwill be designed in conjunction with the Armstrong Avenue and Warner Avenue pedestrian bridges and Neighborhood D South Phase 2 Improvements to address overlapping infrastructure elements. Rough grading of the park site will include initial elements of the pedestrian bridges and will take into account project boundaries and limits associated with the roadway improvements constructed as part of the Neighborhood D South Phase 2 Improvements project. Expensesto FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY22-23 Total Project Funding Source 613012022 Request Planned Planned Planned Planned Planned Cost 187 MCAS Fee 55,000 4,208,550 4,263,550 189 MCAS Land 9,411,530 9,411,530 443 CFD 14-1 100,000 42,105 142,105 Total 155,000 13, 662,185 13, 817,185 Expenditure Design 155,000 662,185 817,185 Right -of -Way - Construction 13,000,000 13,000,000 Total 155,000 13, 662,185 13, 817,185 1I AP 118 1 Page / 50 i��Ljs"rl APPENDIX City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB Gann Appropriations Limit In November 1979 the voters of the State of California approved Proposition 4, commonly known as the "Gann Initiative" or "Gann Limit." The Proposition created Article XIIIB of the State Constitution placing limits on the amount of revenue which can be spent by all entities of government from the "proceeds of taxes." Proposition 4 became effective for the 1980-81 fiscal year, but the formula for calculating the limit was based on the 1978- 79 "base year" revenues, with adjustments being made annually to reflect increase in population and cost of living. Section 9710 of the California Government Code, added in 1980 by the State Legislature, provides that "each year, the governing body of each local jurisdiction shall, by resolution, establish its appropriations limit for the following year." In June of 1990 the California Voters approved Proposition 111. Among other things, Proposition 111 provided new adjustment formulas, which make the Appropriations Limit more responsive to local growth issues. Only tax proceeds are subject to the limit. Charges for services, regulatory fees, grants, loans, donations and other non -tax proceeds are not subject to the limit. Proposition 111 also established a requirement for an annual review of Limit calculations. Each year the City Council must adopt by resolution the City's appropriations limit for the following year. The following is the calculation for the City's Gann Appropriations Limit for FY 2022- 23. Tustin's annual appropriation limit has been determined in accordance with Article XIIIB of the California State Constitution and Section 7902 of the California Government Code. The City will be below its legal appropriations limit by $109,904,672 using the per capita personal income growth and county population growth factors. 120,000,000 80,000,000 60,000,000 40,000,000 20,000,000 City of Tustin - Appropriation Limit by Year 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 ■ Limit 119 1 Page City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB 2022-23 GANN Appropriations Limit Calculation Appropriations Limit City of Tustin Fiscal Year 2022/23 AMOUNT Last Year's Limit (2021/22) $102,424,952 Adjustment Factors 1. Population(') 0.9977 2. Inflation(') 1.0755 Total Adjustment Factor (3) 1.0730 Total Adjustments 7,479,720 Appropriations Limit for Fiscal Year 2022/23 $109,904,672 Appropriations Subject to Limit: Proceeds of Taxes $60,943,021 Minus Exclusions Appropriations Subject to Limit $60,943,021 Fiscal Year 2022/23 Appropriations Limit 109,904,672 Less Appropriations Subject to the Limit 60,943,021 Difference Under the Limit 548,961,651 0)The population factor may be based on the change in population of 1) the City; or 2) the County of Orange, as provided by the State of California's Department of Finance. The population factor adopted by the City for the current year appropriation limit represents the change in population of the County of Orange. MThe inflation factor may be based on 1) the change in per capita personal income for the State of California as provided by the State of California's Department of Finance; or 2) the change in assessed valuation due to new nonresidential construction within the City. The inflation factor adopted by the City for the current year appropriation limit represents the change in per capita personal income for the State of California. (3 )The total adjustment factor is calculated by multiplying the population factor by the inflation factor. 120 1 Page City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB Financial Et Budget Policies FUND BALANCE POLICY General Fund Reserves The General Fund Reserve Policy established on October 16, 2012 provides that the City will maintain a reserve of at least 15% to 20% of annual General Fund expenditures. General Fund Reserves may fall to less than 15% if the City Council declares a financial emergency. Pension Reserves In 2018, the City established a trust with Public Agency Retirement Services (PARS) to hold assets that are legally restricted for pension expenses of the City. The City has made two contributions into a Pension Trust: $5.6 million in June 2018 and $2 million in March 2022. The Pension Trust provides for rate stabilization since Pension Trust assets can be used to offset unanticipated increases in CalPERS pension costs. Pension Trust assets are managed in a customized investment strategy that balances risk and return and provides for diversification. The 2022/23 Budget reflects an additional projected contribution of $2 million. Emergency Reserves On October 16, 2012, the City Council established an Emergency Reserve Fund in the amount of $1 million for use in a City Council declared emergency such as earthquake, flood, and fire. Other Post -Employment Benefits (OPEB) Trust In 2018, the City established a trust with PARS to hold assets that are legally restricted for other post -employment benefit (OPEB) expenses of the City. Over the past four years, the City has made $2.5 million in contributions into the OPEB Trust. The OPEB Trust assets are managed in a customized investment strategy that balances risk and return and provides. The 2022/23 Budget reflects an additional projected contribution of $500,000. REVENUE MANAGEMENT POLICIES Fees and Cost Recovery User fees and charges shall be established at a level related to the direct and indirect cost of providing the service, wherever possible. On July 20, 2021, the City Council directed the City's Finance Director to annually review and, as appropriate, recommend to the City Council approval of an increase of the user fees and charges in accordance with the Consumer Price Index (CPI) reported in the month of March for the corresponding year for the Los Angeles -Long Beach -Anaheim area for all Urban Consumers. On July 20, 2021, the City Council also directed the City Manager to submit an updated user fee study and report to the City Council at least every five (5) years. PENSION FUNDING POLICY The City's net pension liability was $76 million as of June 30, 2020, which is based on the most recent CaIPERS actuarial valuation report, which was issued in July 2021. The City has also deposited funds into a separate Pension Trust, which is held by Public Agency Retirement Services (PARS). The PARS Pension Trust has a balance of approximately $8 million, which brings the City's net pension liability to $68 million, which is 77% funded. The Pension Trust provides for rate stabilization since Pension Trust assets can be used to offset unanticipated increases in CalPERS pension costs. Pension Trust assets are managed in a customized investment strategy that balances risk and return and provides for diversification. The City plans to make annual contributions of $2 million to the PARS Pension Trust while also continuing to make additional discretionary payments of $2 million to CaIPERS each year, which is in addition to the amount required to be paid annually to CalPERS. Based on this Pension Funding Policy, it is projected that the City will achieve a 90% funded status within the next 5 years and 121 1 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB Financial Et Budget Policies (Continued) all pension debt will be paid off in 2030. However, this is dependent on CalPERS earning 6.8% on investments on average through 2030. This Pension Funding Policy is based on a comprehensive long-term fiscal strategy designed to mitigate against risk exposure through diversification and utilizing a dollar -cost averaging approach in order to provide for fiscal sustainability. INVESTMENT POLICY This investment policy applies to the City of Tustin's pooled investment portfolio, which encompasses all monies under the direct oversight of the Treasurer. The funds covered by this policy are accounted for and incorporated in the City of Tustin's Annual Comprehensive Financial Report (ACFR) and include: ➢ General Fund ➢ Special Revenue Funds ➢ Capital Project Funds ➢ Proprietary Funds ➢ Successor Agency to the Dissolved Tustin Community Redevelopment Agency ➢ Other funds that may be created Investment of bond proceeds will be made in accordance with applicable bond indentures. The scope of this policy excludes funds invested in the PARS investment trust, as these funds are subject to the IRS rules, the trust agreement, and PARS investment guidelines. The standard of prudence, according to California Code section 53600.3, to be used by the Treasurer and designated representative(s), shall be the "prudent investor" standard and shall be applied in the context of managing the overall portfolio. Persons authorized to make investment decisions on behalf of the City are trustees and therefore fiduciaries subject to the prudent investor standard which states, "When investing, reinvesting, purchasing, acquiring, exchanging, selling, or managing public funds, a trustee shall act with care, skill, prudence, and diligence under the circumstances then prevailing, including, but not limited to, the general economic conditions and the anticipated needs of the City, that a prudent person acting in the like capacity and familiarity with those matters would use in the conduct of funds of a like character and with like aims, to safeguard the principal and maintain the liquidity needs of the City". Within the limitations of this section and considering individual investments as part of an overall strategy, investments may be acquired as authorized by law. The primary objectives of the City of Tustin's cash management and investment program, in priority order, shall be: ➢ Safety: It is the primary duty and responsibility of the City, City Council, City Treasurer (Treasurer), City Manager, and City Staff to diligently protect, preserve, and maintain intact the principal placed in trust with the City on behalf of the citizens of the community. Investments by the City Treasurer and/or designated representative (s) shall be undertaken in a manner that seeks to ensure the preservation of principal in the overall portfolio. To attain this objective, the City Treasurer will diversify investments by investing funds among a variety of security types, credit counterparties, and individual financial institutions. This will be done while continually assessing risks inherent in fixed income investing, including but not limited to: interest rate risk, default risk, reinvestment risk and inflation risk. ➢ Liquidity: The City's investment portfolio will remain sufficiently liquid to enable the City to meet all operating requirements which might be reasonably anticipated. The City will keep enough cash and cash equivalents on hand to ensure a minimum of six months of expenditures can be met. 122 1 Paye City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB Financial >:t Budget Policies (Continued) ➢ Return on Investments: The City's investment portfolio shall have the objective of attaining a market rate of return throughout budgetary and economic cycles. Comparative performance measurements will be commensurate with the City's investment risk constraints as outlined in this investment policy and the City's cash flow requirements. PURCHASING POLICY Purchasing Card Policy This policy establishes guidelines for the distribution and use of purchasing cards issued by the City of Tustin for all employees excluding the Executive Coordinator in the City Manager's Department. Purchasing cards may be provided to employees in certain positions within the City as determined by the Finance Director, in consultation with the employee's immediate supervisor. The Finance Director is responsible for the issuance of purchasing cards, accounting, monitoring, and generally overseeing compliance with this Purchasing Card Policy. Purchasing card limits will be determined by the Finance Director. There is no cash access feature (cash advance) on the purchasing cards. Purchasing cards must be safeguarded to prevent loss, theft of public funds or unauthorized use. In addition to following the purchasing card company's procedures for lost or stolen cards, the Finance Director shall be notified immediately if the purchasing card or purchasing card number is lost or stolen, or in any way compromised. Purchasing cards must only be used by City employees for proper City business purposes. Use of purchasing cards for personal transactions is strictly prohibited. Employees using purchasing cards must complete a Purchasing Card Authorization Form for each purchase or credit processed on their purchasing card. The Authorization Form must be signed by their supervisor or director, depending on the dollar amount of their signing authority. An employee having a purchasing card, who also has sufficient signing authority, may sign their own Authorization Forms. The Authorization Form, along with all documentation, receipts, and packing slips, must be submitted to Accounts Payable within five (5) days of the transaction. In the case of meals and business travel expenses, each receipt must include the names of all persons involved in the purchase, and a brief description of the business purpose. Receipts are reconciled to the monthly purchasing card statement by Accounts Payable. Failure to provide receipts to the Finance Department in a timely manner could result in loss of purchasing card privileges. The purchasing card issued in the name of the employee and the City of Tustin will be kept in a safe place and used by that employee only, under the ultimate authority of the Finance Director. Examples of allowable uses: ➢ Conferences/training/seminars (registration, airline/car rental, hotel accommodations, meals and fuel) ➢ Business lunch with representatives from other government agencies or consultants under contract to the City, furnishing lunch for interview panels and/or evaluation review boards ➢ Publications/ manuals ➢ Providing meals, equipment and material to work crews in cases of emergency Purchasing cards are the property of the City and must be returned to the employee's supervisor upon termination of employment with the City. 123 1 Page City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB Financial £t Budget Policies (Continued) Before being issued a purchasing card, employees must complete and sign the Acknowledgement Form stating that they understand and will comply with the City's Purchasing Card Policy for all employees excluding the executive Coordinator. Individuals who do not adhere to these policies and procedures risk revocation of their purchasing card privileges and/or disciplinary action. INTERNAL CONTROL - Integrated Framework The City of Tustin has adopted and implemented the Internal Control - Integrated Framework developed by the Committee of Sponsoring Organizations of the Treadway Commission (COSO), which is comprised of the following: ➢ Control Environment - Based on ethical conduct, competence, and accountability, this is the foundation for the City's internal control system. It provides the support and structure to help the City achieve its objectives and establishes a control environment that is conducive to public accountability. ➢ Risk Assessment - Identifies and analyzes the risks facing the City as it seeks to achieve its objectives. This assessment provides the basis for prioritizing and developing appropriate internal controls to eliminate or reduce risks. ➢ Control Activities - This component represents the actions management establishes through policies and procedures to achieve objectives and respond to risks in the internal control system. ➢ Information and Communication - This component is comprised of the control structure that provides for identification, capture, and exchange of information both within the City and with external parties. ➢ Monitoring - These are the processes managers establish and operate to assess the execution and quality of internal control activities over time and to promptly resolve the findings of audits and other reviews. The Internal Control Framework serves as the underpinning of the City's internal controls. Management is responsible for the design, implementation, and maintenance of internal control over financial reporting, and is responsible for evaluating the effectiveness of internal control. The City Council is responsible for ensuring that management fulfills its internal control responsibilities. The California State Controller's Office has published Internal Control Guidelines applicable to local governments, which incorporate internal control standards and best practices established by COSO and the Government Finance Officers Association (GFOA). The State Controller's Internal Control Guidelines shall be utilized by management to establish, maintain and monitor the effectiveness of internal control. The City has developed standards of conduct that outline the City's commitment to integrity and ethical values, demonstrates a commitment to competence that includes a process for attracting, developing and retaining employees, and outlines mechanisms to hold individuals accountable for performance. To demonstrate the City's commitment to the Internal Control Framework, the City Manager and Finance Director shall annually acknowledge in writing to the City's independent auditor of management's responsibility for the design, implementation, and maintenance of internal control. 124 1 Page City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB Budget Glossary Accrual Basis of A method of accounting that recognizes the financial effect of transactions, Accounting events, and inter -fund activities when they occur, regardless of the timing of related cash flows. Adjusted / Amended The adopted budget plus any modifications (increases, decreases and Budget transfers) approved by the City Council during the fiscal year. Annual Comprehensive The summarization of the City's financial activity for the previous fiscal Financial Report year which also includes a summarization of significant milestones that (ACFR) were accomplished during the year by department, fiscal policies, and statistical information. The ACFR is prepared by December of each year. Air Quality The air pollution control agency for the four -county region including Los Management District Angeles and Orange counties, as well as parts of Riverside and San (AQMD) Bernardino counties (www.agmd.pov). Air Quality A plan developed by the AQMD that serves as the blueprint for all the future Management Plan rules necessary to bring the area into compliance with federal and state (AQMP) clean air standards. Allocation of Funds Setting aside funds for a specific purpose or program. An allocation of funds makes them available for expenditure. Appropriation A specific amount of money authorized by the City Council for an approved work program. American Rescue Plan Signed into law on March 11, 2021, The American Rescue Plan Act of 2021 Act (ARPA) ("ARPA") provides $350 billion in additional funding for state and local governments. Arterial Highway A Measure M funded program for pavement rehabilitation projects on Financing Program arterial roadways in the county. AHFP Assessed Property The value set upon real estate or other property by the County Tax Assessor. Assessed Valuation A measure of the taxable value of property located within the City against which the tax rate is applied. Assessed Valuation That part of the assessment roll containing state assessed property and (Secured) property the taxes on which are a lien on real property sufficient to secure payment of taxes. Assessed Valuation The remainder of the assessment roll that is not on the secured roll. The (Unsecured) taxes on the unsecured roll are a personal liability of the assessed owner. Assessment District A separate unit of government that manages specific resources within (AD) defined boundaries. Through self-financing, it can raise predictable funds, such as taxes, user fees or bonds, directly from the people who benefit from the services. 125 1 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB Audit Prepared by an independent certified public accountant (CPA), the primary objective of an audit is to determine if the City's financial statements fairly represent the City's financial position and results of operations in conformity with generally accepted accounting principles. In conjunction with performing an audit, independent auditors customarily issue a Management letter stating the adequacy of the City's internal controls as well as recommending improvements to the City's financial management practices. Balanced Budget A budget in which planned expenditures do not exceed planned revenues. Bond Refinancing The pay off and re -issuance of bonds to obtain better interest rates and/or bond conditions. Bonds A certificate of debt issued by an entity, guaranteeing payment of the original investments, plus interest. Bradley Burns Uniform A 1% local sales tax is collected by the State of California as part of the Local Sales Et Use Tax larger sales and use tax levied on the total retail price of tangible personal property based on business location. Use Tax is the complement of sales tax and imposed on the purchaser, usually for goods purchased out-of-state for local use. Budget Surplus The difference between operating revenues and operating expenditures. The Budget Surplus may be used for ongoing expenses (as opposed to year- end balance, which may be used only for one-time expenses). Budget Amendment The Council has the sole responsibility for adopting the City's budget and may amend or supplement the budget at any time after adoption by majority vote. California A state statute enacted in 1970 that requires state and local agencies to Environmental Quality identify the significant environmental impacts of their actions and to avoid Act or mitigate those impacts, if feasible (www.opr.ca.pov/cegal) (CEQA) California The agency responsible for programming and allocating funds for the Transportation construction of highway, passenger rail and transit improvements Commission throughout California (www.catc.ca.gov) CTC Capital Equipment Equipment (fixed assets) with an initial individual cost of $5,000 or more and an expected useful life greater than two years, such as automobiles, microcomputers and furniture. Capital Expenditure Expenditure for tangible property with an initial individual cost of $5,000 or more and an expected useful life greater than two years per item. Capital Improvement A multi-year financial plan for construction of infrastructure, facilities, and Program Budget (CIP) rehabilitation such as buildings, streets, storm drains, and recreational facilities. Certificates of Tax-exempt bonds issued by state entities usually secured with revenue Participation from an equipment or facility lease. COPS enable governmental entities to (COPS) finance capital projects without technically issuing long-term debt. This can be advantageous, as the issuance of tong -term debt is commonly 126 1 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB 127 1 Page subject to voter approval and other state constitutional and statutory requirements. COPS have been used by municipalities to pay for prisons, office buildings, vehicles, and even parks. City Council Comprised of five City Council members who are elected at large by (CC) registered voters of the City. The City Council adopts legislation, sets policy, adjudicates issues and establishes the budget of the City. Community Provides eligible metropolitan cities and urban counties with annual direct Development Block grants to revitalize neighborhoods; expand affordable housing and Grant (CDBG) economic opportunities; and/or improve community facilities and services, principally to benefit low- and moderate -income persons. Community Facilities A special district that can issue tax-exempt bonds as a mechanism by which District public entities finance construction and/or acquisition of facilities and (CFD) provide public services to the district. Community Oriented A grant program that provides partial funding of salaries for several front Policing Services line law enforcement positions. (COPS) Conditional Use Permit Allows a city or county to consider special uses which may be essential or (CUP) desirable to a particular community, but which are not allowed as a matter of right within a zoning district, through a public hearing process. Congestion Defines a network of state highways and arterials, level of service standards Management Plan and related procedures. (CMP) Consumer Price Index A statistical description of price levels provided by the U.S. Department of (CPI) Labor. The change in this index from year to year is used to measure the cost of living and economic inflation. Contingency Reserve The City has established a policy to set aside a percentage of its General Fund operating expenditures as a contingency reserve. Cost Allocated A method used to charge General Fund costs budgeted in one department to another department or another fund. Debt Service The payment of principal and interest on borrowed funds such as bonds. Department, Section Organizational units within the Operations Budget that group (Function) Division resources together to provide related types of services. Discretionary Funding Pertains to funds, grants or other resources that are not restricted as to Opportunities use. Drug Abuse Resistance DARE - a police officer -led series of classroom lessons that teaches children Program from kindergarten through 12th grade how to resist peer pressure and live productive drug- and violence -free lives (www.dare.com). Encumbrance An encumbrance is not an expenditure, but a reservation of funds to be expended at a future date. A commitment is usually made through a purchase order for the future payment of goods and services not yet received or paid for. 127 1 Page City of Tustin ' N 2022-23 Fiscal Operating 8t Capital Improvement Program Budget i UJB 128 1 Page Enterprise Fund This fund type is used to account for operations that are: (a) financed and operated in a manner similar to private sector enterprises and it is the City's intent that the costs (including depreciation) of providing goods or services to the general public be financed or recovered primarily through user charges. Enterprise Resource Tustin utilizes Springbrook as its ERP. Springbrook is a computerized Planning System accounting system used to coordinate the City's general accounting, (ERP) purchasing and utility billing processes. Environmental A state funded grant program for projects related to environmental Enhancement and enhancement or design, particularly of transportation facilities. Mitigation Program (EEMP) Environmental Impact A public document used by governmental agencies to analyze the Report significant environmental effects of a proposed project, to identify (EIR) alternatives and disclose possible ways to reduce or avoid potential environmental damage. The California Environmental Quality Act requires an EIR whenever the initial study or other evidence in the record has produced substantial evidence that the proposed project might produce significant environmental effects. Expenditure The outflow of funds paid or to be paid for an asset, goods or services regardless of when the invoice is actually paid. This term applies to all funds. Fair Housing Council of A private non-profit organization which fosters diversity in housing through Orange County education and the enforcement of state and federal fair housing laws (FHCOC) (www.fairhousingoc.org). Fees A general term used for any charge levied by government for providing a service or permitting an activity. Fiscal Year Any period of 12 consecutive months designated as the budget year. (FY) Tustin's budget year begins on July 1 and ends on June 30. Fixed Asset Assets that are long-term in nature such as land, buildings, machinery, furniture and other equipment. The City has defined such assets as those with an expected life in excess of one year and an acquisition cost in excess of $5,000. Franchise Tax Revenue generated from taxes paid by a business that gave an exclusive contractual agreement to operate and use the public right-of-way in the City. Fringe Benefits These include retirement/ pension; health, life, and disability insurance; workers' compensation; and vacation, administrative, medical and special leave of absence time. Full -Time Equivalent Refers to part-time hours converted to one full-time equivalent position, (FTE) which equals 40 hours per week, 52 weeks per year. (2080 hours per year) 128 1 Page City of Tustin ' N 2022-23 Fiscal Operating 8t Capital Improvement Program Budget i UJB Fund A self -balancing set of accounts to record revenues and expenditures associated with a specific purpose. Fund Balance Within a specific fund, the funds remaining when all current and prior year liabilities (expenditures) are subtracted from current and prior year assets (revenues). Gas Tax State tax received from gasoline sales utilized solely for street related purposes, such as new construction, rehabilitation or maintenance. General Fund The primary operating fund of the City (as opposed to all other City funds, which are designated as "Special Funds"). General Plan A comprehensive, long-range, policy document required by state law. The document establishes the City's overall spatial and temporal development pattern. Geographical A computer system capable of assembling, storing, manipulating and Information System displaying geographically referenced information. (GIS) Goal A time/phased strategy that will implement a specific course of action or plan, typically, a long-term process. Government Finance A professional association of state/ provincial and local finance officers in Officers Association the United States and Canada (www.foa.oru,). (GFOA) Governmental Organized in 1984 by the Financial Accounting Foundation to establish Accounting Standards standards of financial accounting and reporting for state and local Board governmental entities (www.agasb.orp). (GASB) Grants Contributions of cash or other assets from another governmental agency to be used or expended for a specified purpose, activity or facility. Gross Domestic Product The total of the goods and services produced by labor and property located (Real) in the United States. (GDP) Gross State Product The total of the goods and services produced by labor and property located (GSP) in the State of California. Growth Management Inter -jurisdictional planning regions within Orange County. Area (GMA) Growth Management A Measure M funded program intended to address the cumulative regional Program traffic impacts of development not addressed by specific project mitigation (GMP) and existing system deficiencies. Hotel Tax (TOT) Also known as the Transient Occupancy Tax (TOT) or bed tax - a 13% tax added to the cost of renting a hotel room within the City. Infrastructure Inputs Includes the City's street, bridge, traffic signal, landscaping, and trail networks. To be capitalized as part of the City's infrastructure 129 1 Page City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB 130 1 Page network, a related component must have an initial individual cost of at least $50,000 and an estimated useful life greater than two years. Resources (e.g. dollars, staff and other assets) required to accomplish a job or provide a service. Inter -Fund Transfers Payments from one fund to another fund, primarily for work or services provided. Landscape, Lighting, An assessment district to provide funds for park and parkway landscaping, and Park Maintenance lighting and park maintenance. (LLPM) Lease -Purchase Contractual agreements which are termed leases, but whose lease amount Agreement is applied to the purchase. Level of Effort Generally used to identify the number of staff providing a particular service. Level of services generally used to define the existing or current services, programs and facilities provided by government. Levy To impose taxes, special assessments or service charges for the support of governmental activities. Local Agency Reviews proposals for the formation of new local governmental agencies Formation Commission and changes of organization in existing agencies (www.oclafco.orQ). (LAFCO) Local Agency A voluntary program created by statute in 1977 in which participating Investment Fund agencies (local governments and special districts) invest public funds. (LAIF) Long -Term Debt Debt with a maturity of more than one year after issuance. Major Fund A fund that comprises more than 10% of total citywide budgeted revenues and transfers -in and/or 10% of total budgeted appropriations and transfers - out. Please see the "Major Funds - Summary by Budget Category" tables presented in the Budget Summary chapter. Measure M County -wide sales tax measure used to fund a variety of transportation related projects. Measure M - Growth A county grant program that provides funding for projects that benefit the Management Area greatest number of jurisdictions within a designated growth management (M-GMA) area (GMA) in Orange County. The primary objective of this program is to address current traffic deficiencies and the cumulative regional traffic impacts of development not addressed by specific project mitigation and existing system deficiencies. Measure M - Turnback The non-competitive portion of the sales tax revenue generated through Measure M that is "turned back" to the City. Funds are restricted to circulation related projects (street, traffic signal, etc.) and are received quarterly. Memorandum of An agreement outlining the terms of employment entered into between the Understanding City and employees of various bargaining units. 130 1 Page City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB (MOU) Modified Accrual Basis of accounting according to which (a) revenues are recognized in the accounting period in which they become available and measurable and (b) expenditures are recognized in the accounting period in which the fund liability is incurred, or measurable, except for un -matured interest on general long-term debt and certain similar accrued obligations, which should be recognized when due. National Pollutant NPDES - a permit program authorized by the Clean Water Act that controls Discharge Elimination water pollution by regulating point sources that discharge pollutants into System waters of the United States. Objective Describes an outcome to be accomplished in specific, well-defined and measurable terms and is achievable within a specific timeframe; generally, programs have objectives. Operating Budget A budget for General Fund department service delivery expenditures such as salaries, utilities and supplies. The day-to-day costs of delivering essential City services. Orange County Fire An agency that provides fire prevention/suppression and emergency Authority services to 22 cities and all the unincorporated areas in Orange County (OCFA) (www.ocfa.org). Orange County A pooling of cash by the county, local agencies and school districts for Investment Pool investment purposes run by the Orange County Treasurer. OCIP Orange County A regional transportation agency formed in 1991 to develop and implement Transportation unified transportation programs and services for Orange County Authority (www.octa. net). (OCTA) Ordinances A formal legislative enactment by the governing board (i.e. City Council) of a municipality. If it is not in conflict with any higher form of law, it has the full force and effect of law within the boundaries of the municipality to which it applies. Outputs The general results expected from programs and functions. Part I Crimes The most serious criminal offenses, including murder, rape, robbery, aggravated assault, burglary, larceny/theft, auto theft and arson. Part II Crimes All other criminal offenses not defined as Part I crimes. Pavement Management PMS - a computer-assisted decision-making process designed to help cities System and counties prevent pavement problems through maintenance and repair in a timely, cost-effective manner. Pavement Quality A scale from 1 to 10 that measures the structure, surface condition and Index riding comfort of the roadway. (PQI) Performance Budget A budget wherein expenditures are tied to the measurable performance of activities and work programs. 131 1 Page City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB Performance Statistical measures that are collected to show the impact of dollars spent Measurements on City services. Personnel Expenses Salaries and fringe benefits, such as pensions and insurance, for full-time and part-time employees of the City. Priority E Calls referred to as the most serious calls for emergency response for serious emergencies, in -progress calls and potentially life-threatening incidents that require a Code 3 (use of lights and siren) response. Priority I Calls Refers to calls for emergency response for serious emergencies, in progress calls and potentially life-threatening incidents that do not require a Code 3 (use of lights and siren) response. Program Represents major areas or support functions that can be defined as a service provided to citizens, other departments or other agencies. Program Budget A budget wherein expenditures are displayed primarily on programs of work and secondarily by the character and object class of the expenditure. Property Tax A tax levied on the assessed value of real property; also known as ad valorem tax. In California, this tax is limited to 1% with the exception of pre -Proposition 13 approved bond debt service. Proposition 13 On June 6, 1978, the California electorate approved Proposition 13, the "People's Initiative to Limit Property Taxation," which limited the tax rate for real estate as follows: the maximum amount of any tax on real property shall not exceed 1% of the full cash value of such property. The City of Tustin receives $0.13 cents per dollar of the Prop 13 tax. Proposition 218 On November 5, 1996, the California electorate approved Proposition 218, the self -titled "Right to Vote on Taxes Act." Proposition 218 added articles XIIIC and XIIID to the California Constitution and made numerous changes to local government finance law. Public officials are required to conduct the public's business in compliance with Proposition 218. Public Employees' Provides retirement and health benefit services to members from the state, Retirement System school districts and local public agencies (www.calpers.ca.Qov). (PERS) Ralph M. Brown Act The Brown Act is a California law that insures the public can attend and participate in meetings of local government. Redevelopment Agency Formerly charged with the oversight for the redevelopment process for the (RDA) City of Tustin. In June 2011, the Redevelopment Dissolution Act, AB1x26, was signed by the Governor and later upheld by the California Supreme Court. As a result, all redevelopment agencies in California were dissolved effective February 1, 2012. Regional Surface A federal and state funded grant program used for projects located on Transportation highway systems (classified higher than local roads or rural minor Program collectors), bridges on any public highway, and transit systems. (RSTP Reserve A designated amount of funds set aside from a fund's balance which is legally restricted for a specific purpose and is therefore not available for general appropriations. 132 1 Page City of Tustin ' N 2022-23 Fiscal Operating &t Capital Improvement Program Budget i UJB 133 1 Page Resolution A special or temporary order of a legislative body (e.g. City Council or Planning Commission) requiring less formality than an ordinance. Resources Units of dollars or physical input, such as work years or work hours, and other assets used to support and attain program objectives. Revenue Annual income received by the City. Right of Way ROW - a strip of land occupied or intended to be occupied by a street, crosswalk, railroad, electric transmission line, oil or gas pipeline, water main, sanitary or storm sewer main, shade trees, or special use. Recognized Obligation Recognized Obligation Payment Schedule (ROPS), prepared by the Payment Schedule Successor Agency pursuant to the Dissolution Act (including HSC Section (ROPS) 34177 and Section 34191.6), on which the Successor Agency's anticipated payments for enforceable obligations for the upcoming ROPS Payment Period(s) are listed. Service Center Used for budgetary reporting, an organizational unit that provides a distinct and unique service. Various sections within a department that provide substantially similar services may be combined into one service center - for instance, the City Clerk's Office and City Clerk Records are combined into one service center. Southern California The Metropolitan Planning Organization for Los Angeles, Orange, San Association of Bernardino, Riverside, Ventura and Imperial counties, that is mandated by Governments the federal government to research and draw up plans for transportation, (SCAG) growth management, hazardous waste management and air quality (www.scao,.ca.gov). Special Revenue Funds The City's accounts are broken into distinct funds, each earmarked for a different purpose, with the principle and interest of the funds tracked separately. The City's main operating fund is its General Fund, while other City funds are designated as Special Revenue Funds. These funds are legally restricted for a specific purpose and are therefore not available for general use. Strategic Plan In 2018 the City of Tustin established a five-year Strategic Plan, which identified the City's vision and mission and established a set of values, goals and strategies as a guide for decision making. In 2021, the City Council identified its top priorities for the remaining two years of the Strategic Plan whereby the City's overall goal is to continue to focus on economic vitality, neighborhoods, public safety, financial strength, community relationships and organizational excellence. Strategic Financial SBP - a five-year planning "blueprint," updated annually, that evaluates Business Plan the City's financial capability to achieve its goals; helps set priorities for City operations and the annual budget; and guides the City's capital improvement and rehabilitation program. Traffic Enforcement The number of moving citations divided by the number of injury accidents. Index 133 1 Page City of Tustin ' N 2022-23 Fiscal Operating Et Capital Improvement Program Budget i UJB Transaction Sales Tax Similar to the Bradley Burns Sales Tax, a transaction and use sales tax is (District Tax) allocated to the district where the tangible goods are delivered or placed into use. Voter approved district taxes are levied within incorporated city limits. Transfers-In/Out A transfer of resources between different City funds (see glossary definition of "Fund"). A transfer of cash from the City's General Fund to a City Special Fund, for example, would be designated as a transfer -out in the General Fund, and then a transfer -in in the receiving Special Fund. Transient Occupancy A 13% tax added to the cost of renting a hotel room within the City. Also Tax known as the Hotel or Bed Tax. (TOT) Transportation An association comprised of employers and property owners that promotes Management the use of alternative forms of commuting to the single occupant vehicle. Association Traffic congestion relief and air quality benefits are the primary goals of (TMA) TMA. Transportation A plan that promotes the reduction of single occupant vehicle use in order Management Plan to improve air quality and relieve congestion. Transportation Subventions (TMP) Funds from outside sources used to construct transportation improvements that must be used for specific projects. Unencumbered That portion of an allocation not yet expended or committed to a specific Appropriation purpose. Unexpended Appropriation is that portion of an allocation not yet actually paid. Voice Over Internet Used to manage the delivery of voice information over the Internet. Year - Protocol End Surplus Funds remaining at the end of a fiscal year that are available (VoIP) for allocation or for one-time purchases (not for on-going programs or services). 134 1 Page EXH I BIT A Remembering what connects us. Capital Improvement Program Fiscal Year 2022 / 2023 Mayor Austin Lumbard Mayor Pro Tem Barry W. Cooper Council Members Letitia Clark Ryan Gallagher Rebecca "Beckie" Gomez 135 1 CITY OF TUSTIN CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2022/2023 TABLE OF CONTENTS Proiects Completed in FY 2021/2022 Citywide Capital Improvement Program Summaries I • City Funded Maintenance of Effort (MOE) Expenditures Required by Measure M / Renewed Measure M 1 • Total Expenditure by Project Category 2 • Summary of Expenditures by Fund 3 • Summary of Funding Sources 4 Flood Control Facilities Summary 5 • Citywide Storm Drain Catch Basin Improvements (50043) 7 • San Juan Street Storm Drain from Falmouth Drive to 600' E/O Red Hill Avenue 8 • Tustin Village Way Drainage Improvements (N/O McFadden) 9 • Yorba Street Storm Drain from 17"' Street to Laurie Lane 10 • Irvine Boulevard Storm Drain between Holt Avenue and SR -55 (Phase 1) 11 • Irvine Boulevard Storm Drain between Holt Avenue and SR -55 (Phase 11) 12 Park Facilities Summary 13 • Lauel Glen and Camino Real Park Shade Structures (20088) 16 • Tustin Sports Park Playground Renovation (20086) 17 • Annual Major Park Maintenance (20054) 18 • Pine Tree Park Picnic Shelter Replacement (20087) 19 • Heideman School Park (20089) 20 • Tustin Legacy Dog Park (20091) 21 • Tustin Sports Park Turf Renovation 22 • Centennial Park Renovation 23 • Pioneer Road Park Playground Renovations 24 • Tustin Sports Park Diamonds 1 & 3 Renovation (20062) 25 • Camino Real Park Playground Renovation 26 • Southwest Park Site Acquisition 27 CITY OF TUSTIN CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2022/2023 TABLE OF CONTENTS Public Facilities Summary 28 • Tustin Family and Youth Center Courtyard Improvements (10085) 30 • Annual Major Building Maintenance (10032) 31 • Police Department Facility Improvements 32 • Civic Center Alternate Power Source Improvements (10069) 33 • Annex at Tustin Legacy Improvements 34 • Tustin Area Senior Center Expansion 35 • Tustin Family and Youth Center Expansion (20061) 36 Traffic Control Facilities Summary 37 • Seventeenth Street Signal Synchronization Project (40086) 39 • Red Hill Avenue Signal Synchronization 40 • Edinger Avenue/Irvine Center Drive Traffic Signal Synchronization Project (40088) 41 • Tustin Ranch RoadNon Karman Avenue Traffic Signal Synchronization Project (40089) 42 • First Street Signal Synchronization 43 • Tustin Avenue Signal Synchronization 44 • Main Street Improvements (40087) 45 • Traffic Signal Controller Equipment Upgrades and Replacements (40080) 46 Transportation Facilities Maintenance Projects Summary 47 • Del Amo Avenue and Newport Avenue Improvements (70249) 50 • Annual Roadway and Public Infrastructure Maintenance Program (MOE) (70020) 51 • Red Hill Median Improvements (70252) 52 • Annual Roadway and Public Infrastructure Maintenance Program (MOE) (7002 1) 53 • Annual Roadway and Public Infrastructure Maintenance Program (MOE) (70022) 54 • Annual Roadway and Public Infrastructure Maintenance Program (MOE) (70023) 55 • Newport Avenue Rehabilitation between 1-5 Freeway and Sycamore Avenue (70244) 56 • Newport Avenue Rehabilitation between Sycamore Avenue and 1-5 Freeway (70245) 57 • Old Town Improvements (70254) 58 • Citywide Pedestrian Oriented Accessibility Improvement Program (70236) 59 • Red Hill Avenue Rehabilitation between San Juan Street and City Limit (70220) 60 • Red Hill Avenue Rehabilitation between Walnut Avenue and I-5 Freeway 61 • Utility Undergrounding on Red Hill Avenue between El Camino Real and 230' North of San Juan Street ( 62 • Jamboree Road Pavement Rehabilitation between Barranca Parkway and OCTA / SCRRA 63 CITY OF TUSTIN CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2022/2023 TABLE OF CONTENTS Transportation Facilities Capacity Enhancement Projects Summary • Newport Avenue Extension N/O Edinger Avenue — Phase II (7013 1) • Valencia Avenue Widening between Newport Avenue and Red Hill Avenue • Jamboree Road Widening between Tustin Ranch Road and North City Limit • Red Hill Avenue Widening between Melvin Way and 200 feet southerly (70196) Tustin Legacy Facilities Summary • Neighborhood D South Backbone Infrastructure Construction - Phase 1 (70246) • Neighborhood D South Non -Backbone Infrastructure Construction - Phase 1 (70250) • Tustin Legacy Linear Park between Armstrong Avenue and Tustin Ranch Road (20083) • Alley Grove (20084) • Neighborhood D South Infrastructure Construction - Phase 2 (70256) • South Hangar Renovation —Phase 1 (10076) • Armstrong Avenue Pedestrian Bridge • Warner Avenue Pedestrian Bridge • Tustin Ranch Road Pedestrian Bridge (70243) Water Division Capital Improvement Program Summaries Water Distribution Summary 64 65 66 67 68 69 71 72 73 74 75 76 77 78 79 • OC -43 Improvement 81 • Mardick Road Water Main Replacement between Red Hill Avenue and Beverly Glen Drive (60160) 82 • Water Main Replacement — Simon Ranch Road to Racquet Hill via Tustin Hills Racquet Club Parking Lc 83 • Browning Avenue Water Main Replacement between Beverly Glen and La Colina (60172) 84 Water Storage Summary 85 • Simon Ranch Reservoir, Booster Pump Station and Pipeline Replacement Project (60114) 86 • John Lyttle Reservoir Tank Evaluation, Site Improvements and Safety Upgrades (60148) 87 • Foothill Reservoir Phase 2 Improvements 88 • Newport Avenue Reservoir Repairs (60149) 89 CITY OF TUSTIN CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2022/2023 TABLE OF CONTENTS Water Production Summary Conjunctive Use Well at Beneta Well Site • Vandenberg Well Rehabilitation 90 91 92 CITY OF TUSTIN CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2022/2023 PROJECTS COMPLETED IN FY 2021/2022 FLOOD CONTROL FACILITIES • None. PARK FACILITIES • Lauel Glen and Camino Real Park Shade Structures (20088) PUBLIC FACILITIES • Tustin Family and Youth Center Courtyard Improvements (10085) TRAFFIC CONTROL FACILITIES • None. TRANSPORTATION FACILITIES MAINTENANCE • Del Amo Avenue and Newport Avenue Improvements (70249) • Annual Roadway and Public Infrastructure Maintenance Program (MOE) (70020) TRANSPORTATION FACILITIES CAPACITY ENHANCEMENT • None. TUSTIN LEGACY FACILITIES • None. WATER DISTRIBUTION • None. WATER STORAGE • None. WATER PRODUCTION • None. I City of Tustin City Funded Maintenance of Effort (MOE) Expenditures Required by Measure M / Renewed Measure M (M2) FY 20-21 FY 21-22 FY 21-22 FY 22-23 Actual Current Projected Proposed CIP Project No. Project Description Expenditures Budget Expenditures Budget 70019 Annual Roadway and Public Infrastructure Maintenance Program $ 1,592,868 70020 Annual Roadway and Public Infrastructure Maintenance Program $ 107,683 $ 1,700,000 $ 1,700,000 70021 Annual Roadway and Public Infrastructure Maintenance Program $ 1,700,000 TOTAL MOE EXPENDITURES $ 1,700,551 $ 1,700,000 $ 1,700,000 $ 1,700,000 MOE Benchmark Requirement $ 1,697,045 $ 1,697,045 $ 1,697,045 $ 1,697,045 Page 1 of 92 City of Tustin AL Total Expenditure by Project Category FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total Request Reauest Planned Planned Planned Planned Planned & Planned Flood Control Facilities Summary $ 119,706 $ - $ 225,000 $ 300,000 $ 3,900,000 $ 3,600,000 $ 8,144,706 Park Facilities Summary $ 9,255,670 $ 5,625,000 $ 400,000 $ 300,000 $ 700,000 $ - $ 16,280,670 Public Facilities Summary $ 2,805,000 $ 500,000 $ 5,550,000 $ 500,000 $ 850,000 $ - $ 10,205,000 Traffic Control Facilities Summary $ 4,592,383 $ 160,000 $ 160,000 $ 160,000 $ 160,000 $ - $ 5,232,383 Transportation Facilities Maintenance Summary $ 8,315,670 $ 2,910,000 $ 3,100,000 $ 200,000 $ 200,000 $ 400,000 $ 15,125,670 Transportation Facilities Capacity Enhancement $ - $ - $ - $ - $ 1,500,000 $ 58,900,000 $ 60,400,000 Tustin Legacy Facilities Summary $ 32,455,601 $ 10,860,000 $ - $ 10,000,000 $ 11,000,000 $ - $ 64,315,601 Water Distribution Summary $ 150,000 $ 250,000 $ 1,800,000 $ 2,300,000 $ - $ - $ 4,500,000 Water Storage Summary $ - $ - $ 165,000 $ 930,000 $ 100,000 $ - $ 1,195,000 Water Production Summary $ 3,486,662 $ - $ - $ - $ - $ - $ 5,061,802 TOTAL $ 61,180,692 $ 20,305,000 $ 11,400,000 $ 14,690,000 $ 18,410,000 $ 62,900,000 $ 190,460,832 Page 2 of 92 City of justinm Summary of Expenditures by Fund Funding FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total Request Fund Source Request Planned Planned Planned Planned Planned & Planned 0 OF $ - $ 4,725,000 $ 225,000 $ 300,000 $ 5,850,000 $ 61,100,000 $ 72,200,000 120 CDBG $ 1,831,035 $ - $ - $ - $ - $ - $ 1,831,035 130 GT $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 400,000 $ 1,400,000 131 PD $ 6,624,635 $ 900,000 $ 450,000 $ 800,000 $ 1,100,000 $ - $ 9,874,635 132 PDL $ - $ - $ - $ - $ - $ - $ - 133 AB2766 $ - $ - $ - $ - $ - $ - $ - 139 Measure M2 $ 2,879,089 $ 1,070,000 $ 160,000 $ 160,000 $ 160,000 $ - $ 4,429,089 140 Senate Bill 1 $ 3,841,670 $ 100,000 $ 1,200,000 $ - $ - $ - $ 5,141,670 184 Equip Repl $ 1,475,000 $ - $ - $ - $ - $ - $ 1,475,000 187 MCAS FEE $ 12,528,550 $ 10,860,000 $ - $ - $ 11,000,000 $ - $ 34,388,550 189 WAS Land $ 25,249,946 $ - $ - $ 10,000,000 $ - $ - $ 35,249,946 200 GF-CIP $ 2,802,000 $ 2,200,000 $ 7,200,000 $ - $ - $ 1,400,000 $ 13,602,000 301 WCF $ 2,387,662 $ 250,000 $ 1,965,000 $ 3,230,000 $ 100,000 $ - $ 9,507,802 306 2013 WBF $ 1,249,000 $ - $ - $ - $ - $ - $ 1,249,000 434 CFD 06-1 $ - $ - $ - $ - $ - $ - $ - 443 CFD 14-1 $ 112,105 $ - $ - $ - $ - $ - $ 112,105 TOTAL $ 61,180,692 $ 20,305,000 $ 11,400,000 S 14,690,000 S 18,410,000 $ 62,900,000 $ 190,460,832 Page 3 of 92 ------ City of Tustin Summary of Funding Sources Funding FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total Request Fund Source Request Planned Planned Planned Planned Planned & Planned 0 OF $ - $ 4,725,000 $ 225,000 $ 300,000 $ 5,850,000 $ 61,100,000 $ 72,200,000 120 CDBGy17 $ 167,509 $ - $ - 5 - $ - $ - $ 167,509 120 CDBGy19 $ 211,116 $ - $ - $ - $ - $ - $ 211,116 120 CDBGy21 $ 513,145 $ - $ - $ - $ - $ - $ 513,145 120 CDBGy22 $ 501,810 $ - $ - $ - $ - $ - $ 501,810 120 CDBGy23 $ 437,455 $ - $ - $ - $ - $ - $ 437,455 130 GT $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 400,000 $ 1,400,000 131 PD $ 6,624,635 $ 900,000 $ 450,000 $ 800,000 $ 1,100,000 $ - $ 9,874,635 131 PD -Grant $ - $ - $ - $ - $ - $ - $ - 132 PDL $ - $ - $ - $ - $ - $ - $ - 133 AB2766 $ - $ - $ - $ - $ - $ - $ - 139 M2 -C $ - $ - $ - $ - $ - $ - $ - 139 M2 -FS $ 2,879,089 $ 1,070,000 $ 160,000 $ 160,000 $ 160,000 $ - $ 4,429,089 140 SB 1 $ 3,841,670 $ 100,000 $ 1,200,000 $ - $ - $ - $ 5,141,670 184 Equip Repl $ 1,475,000 $ - $ - $ - $ - $ - $ 1,475,000 187 MCAS FEE $ 12,528,550 $ 10,860,000 $ - $ - $ 11,000,000 $ - $ 34,388,550 189 WAS Land $ 25,249,946 $ - $ - $ 10,000,000 $ - $ - $ 35,249,946 200 DEV $ 2,000 $ - $ - $ - $ - $ 1,400,000 $ 1,402,000 200 GF-CIP $ 2,800,000 $ 2,200,000 $ 7,200,000 $ - $ - $ - $ 12,200,000 200 IRWD Reimb $ - $ - $ - $ - $ - $ - $ - 301 WCF $ 2,387,662 $ 250,000 $ 1,965,000 $ 3,230,000 $ 100,000 $ - $ 7,932,662 301 SARCCUP $ - $ - $ - $ - $ - $ - $ 1,575,140 306 2013 WBF $ 1,249,000 $ - $ - $ - $ - $ - $ 1,249,000 434 CFD 06-1 $ - $ - $ - $ - $ - $ - $ - 443 CFD 14-1 $ 112,105 $ - $ - $ - $ - $ - $ 112,105 TOTAL $ 61,180,692 $ 20,305,000 $ 11,400,000 $ 14,690,000 $ 18,410,000 $ 62,900,000 $ 190,460,832 Page 4 of 92 Citv of Tustin summary of Vroj ects and Funding sources Flood Control Facilities FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total Request Project Request Planned Planned Planned Planned Planned & Planned No. 50043 Citywide Storm Drain Catch Basin Improvements Fund 139 M2 -FS $ 119,706 $ - $ - $ - $ - $ - $ 119,706 Project Total $ 119,706 $ - $ - $ - $ - $ - $ 119,706 TBA San Juan Street Storm Drain Fund 000 OF TBA Tustin Village Way Storm Drain Fund 000 OF TBA Yorba Street Storm Drain Fund 000 OF TBA Irvine Boulevard Storm Drain Phase 1 Fund 000 OF $ - $ - $ 75,000 $ - $ - $ - $ 75,000 Project Total $ - $ - $ 75,000 $ - $ - $ - $ 75,000 $ - $ - $ 75,000 $ - $ - $ - $ 75,000 Project Total $ - $ - $ 75,000 $ - $ - $ - $ 75,000 Project Total $ - $ - $ 75,000 $ - $ - $ - $ 75,000 - $ - $ 75,000 $ - $ - $ - $ 75,000 $ - $ - $ - $ 300,000 $ 3,600,000 $ - $ 3,900,000 Project Total $ - $ - $ - $ 300,000 $ 3,600,000 $ - $ 3,900,000 Page 5 of 92 Citv of Tustin summary of Vroj ects and Funding sources Flood Control Facilities Project No. TBA Irvine Boulevard Storm Drain Phase 2 Fund 000 OF Flood Control Facilities Total Total Uncertain Funding FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total Request Request Planned Planned Planned Planned Planned & Planned $ - $ - $ - $ - $ 300,000 $ 3,600,000 $ 3,900,000 Project Total $ - $ - $ - $ - $ 300,000 $ 3,600,000 $ 3,900,000 $ 119,706 $ - $ 225,000 $ 300,000 $ 3,900,000 $ 3,600,000 $ 8,144,706 - - 225,000 300,000 3,900,000 3,600,000 8,025,000 Page 6 of 92 Project Detail Sheet PROJECT CATEGORY Flood Control Facilities PROJECT NAME Citywide Storm Drain Improvements PROJECT MANAGER Alex Waite LOCATION Various DESCRIPTION PROJECT NO. 50043 TOTAL PROJECT COST $ 220,000 Reconstruction of storm water infrastructure at various locations throughout the community to bring structures up to current City standards. MAP Various Locations PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 139 M2 -FS $ 100,294 $ 119,706 $ 220,000 TOTAL $ 100,294 $ 119,706 $ $ $ - $ - $ - $ 220,000 Expenditure Design $ $ Right -of -Way $ - $ - Construction $ 100,294 $ 119,706 $ 220,000 TOTAL $ 100,294 $ 119,706 $ - $ - $ $ $ - $ 220,000 Funding Sources 139 M2 -FS Measure "M2" - Fair Share * Estimate FY 21-22 year-end Page 7 of 92 Project Detail Sheet PROJECT CATEGORY Flood Control Facilities PROJECT NO. TBA PROJECT NAME San Juan Street Storm Drain TOTAL PROJECT COST $ 75,000 PROJECT MANAGER To Be Determined LOCATION Falmouth Drive to 600' E/O Red Hill Avem DESCRIPTION Develop plans to alleviate drainage concerns in the area. Project includes preliminary design studies and hydrology and hydraulics analysis to determine scope of improvements. This represents the first phase of a possible future construction project. MAP PHOTO Design $ 75,000 $ 75,000 Right -of -Way $ - Construction $ $ - TOTAL $ - $ - $ - $ 75,000 $ - $ $ $ 75,000 Fundine Sources 000 OF Uncertain Funding * Estimate FY 21-22 year-end Page 8 of 92 Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 000 OF $ 75,000 $ 75,000 TOTAL $ $ $ - $ 75,000 $ $ $ - $ 75,000 Expenditure Design $ 75,000 $ 75,000 Right -of -Way $ - Construction $ $ - TOTAL $ - $ - $ - $ 75,000 $ - $ $ $ 75,000 Fundine Sources 000 OF Uncertain Funding * Estimate FY 21-22 year-end Page 8 of 92 Project Detail Sheet PROJECT CATEGORY Flood Control Facilities PROJECT NAME Tustin Village Way Storm Drain PROJECT MANAGER To Be Determined LOCATION North of McFadden DESCRIPTION PROJECT NO. TBA TOTAL PROJECT COST $ 75,000 Develop plans to alleviate drainage concerns in the area. Project includes preliminary design studies and hydrology and hydraulics analysis to determine scope of improvements. This represents the first phase of a possible future construction project. MAP PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 000 OF $ 75,000 $ 75,000 TOTAL $ $ $ - $ 75,000 $ $ $ - $ 75,000 Expenditure Design $ 75,000 $ 75,000 Right -of -Way $ - Construction $ $ - TOTAL $ - $ - $ - $ 75,000 $ - $ $ $ 75,000 Fundine Sources 000 OF Uncertain Funding * Estimate FY 21-22 year-end Page 9 of 92 Project Detail Sheet PROJECT CATEGORY Flood Control Facilities PROJECT NAME Yorba Street Storm Drain PROJECT MANAGER To Be Determined LOCATION 17th Street to Laurie Lane PROJECT NO. TBA TOTAL PROJECT COST $ 75,000 DESCRIPTION Develop plans to alleviate drainage concerns in the area. Project includes preliminary design studies and hydrology and hydraulics analysis to determine scope of improvements. This represents the first phase of a possible future construction project. MAP PHOTO PROJECT LOCATION I r___ Design $ 75,000 $ 75,000 Right -of -Way $ - Constructiion $ $ - TOTAL $ - $ - $ - $ 75,000 $ - $ $ $ 75,000 Fundine Sources 000 OF Uncertain Funding * Estimate FY 21-22 year-end Page 10 of 92 Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 000 OF $ 75,000 $ 75,000 TOTAL $ $ $ - $ 75,000 $ - $ - $ - $ 75,000 Expenditure Design $ 75,000 $ 75,000 Right -of -Way $ - Constructiion $ $ - TOTAL $ - $ - $ - $ 75,000 $ - $ $ $ 75,000 Fundine Sources 000 OF Uncertain Funding * Estimate FY 21-22 year-end Page 10 of 92 Project Detail Sheet PROJECT CATEGORY Flood Control Facilities PROJECT NAME Irvine Boulevard Storm Drain -Phase 1 PROJECT MANAGER To Be Determined LOCATION Holt Avenue to Prospect Avenue DESCRIPTION PROJECT NO. TBA TOTAL PROJECT COST $ 3,900,000 New storm drain, catch basins and junction structures within Irvine Boulevard beginning at Holt Avenue and ending at Prospect Avenue. MAP PHOTO PHASE 1 INE BOU"AW L„_ PHASEI Design $ 300,000 $ 300,000 Right -of -Way $ - Construction $ - $ 3,600,000 $ 3,600,000 TOTAL $ - $ - $ - $ - $ 300,000 $ 3,600,000 $ - $ 3,900,000 Fundine Sources 000 OF Uncertain Funding * Estimate FY 21-22 year-end Page 11 of 92 Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 000 OF $ 300,000 $ 3,600,000 $ 3,900,000 TOTAL $ $ $ $ $ 300,000 $ 3,600,000 $ - $ 3,900,000 Expenditure Design $ 300,000 $ 300,000 Right -of -Way $ - Construction $ - $ 3,600,000 $ 3,600,000 TOTAL $ - $ - $ - $ - $ 300,000 $ 3,600,000 $ - $ 3,900,000 Fundine Sources 000 OF Uncertain Funding * Estimate FY 21-22 year-end Page 11 of 92 Project Detail Sheet PROJECT CATEGORY Flood Control Facilities PROJECT NAME Irvine Boulevard Storm Drain -Phase 2 PROJECT MANAGER To Be Determined LOCATION Prospect Avenue to SR -55 DESCRIPTION PROJECT NO. TBA TOTAL PROJECT COST $ 3,900,000 New storm drain, catch basins and junction structures within Irvine Boulevard beginning at Prospect Avenue and ending at SR -55 Freeway. MAP PHOTO PHASE 1 INE BOU"AW L„_ PHASEI Design $ 300,000 $ 300,000 Right -of -Way $ - Construction $ - $ 3,600,000 $ 3,600,000 TOTAL $ - $ - $ - $ - $ - $ 300,000 $ 3,600,000 $ 3,900,000 Fundine Sources 000 OF Uncertain Funding * Estimate FY 21-22 year-end Page 12 of 92 Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 000 OF $ 300,000 $ 3,600,000 $ 3,900,000 TOTAL $ $ $ $ $ - $ 300,000 $ 3,600,000 $ 3,900,000 Expenditure Design $ 300,000 $ 300,000 Right -of -Way $ - Construction $ - $ 3,600,000 $ 3,600,000 TOTAL $ - $ - $ - $ - $ - $ 300,000 $ 3,600,000 $ 3,900,000 Fundine Sources 000 OF Uncertain Funding * Estimate FY 21-22 year-end Page 12 of 92 Park Facilities Citv of Tustin summary of Vroj ects and Funding sources FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total Request Project Request Planned Planned Planned Planned Planned & Planned No. 20088 Laurel Glen and Camino Real Park Shade Structures Fund 131 PD COMPLETE Project Total 20086 Tustin Sports Park Playground Renovation Fund 131 PD $ - $ - $ - $ - $ - $ - $ - Fund 131 PD -Grant $ - $ - $ - $ - $ - $ - $ - - $ Project Total $ - $ - $ - $ - $ - $ - $ - 20054 Annual Major Park Maintenance - $ - $ - $ - $ 501,810 - $ - $ Fund 131 PD $ 135,000 $ - $ - $ - $ - $ - $ 135,000 Project Total $ 135,000 $ - $ - $ - $ - $ - $ 135,000 20087 Pine Tree Park Improvements Fund 131 PD Fund 120 CDBGyl7 Fund 120 CDBGyl9 Fund 120 CDBGy21 Fund 120 CDBGy22 Fund 120 CDBGy23 20089 Heideman School Park Fund 131 PD $ 427,240 $ $ 167,509 $ $ 211,116 $ $ 513,145 $ $ 501,810 $ $ 437,455 $ Project Total $ 2,258,275 $ - $ - $ - $ - $ - $ 427,240 - $ - $ - $ - $ - $ 167,509 - $ - $ - $ - $ - $ 211,116 - $ - $ - $ - $ - $ 513,145 - $ - $ - $ - $ - $ 501,810 - $ - $ - $ - $ - $ 437,455 - $ - $ - $ - $ - $ 2,258,275 $ 5,437,395 $ - $ - $ - $ - $ - $ 5,437,395 Project Total $ 5,437,395 $ - $ - $ - $ - $ - $ 5,437,395 Page 13 of 92 Park Facilities Project No. 20091 Tustin Legacy Dog Park Fund 189 MCAS Land Citv of Tustin summary of Vroj ects and Funding sources TBA Tustin Sports Park Turf Renovation Fund 131 PD 20090 Centennial Park Renovations Fund 131 PD Fund 000 OF FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total Request Request Planned Planned Planned Planned Planned & Planned $ 800,000 $ - $ - $ - $ - $ - $ 800,000 Project Total $ 800,000 $ - $ - $ - $ - $ - $ 800,000 $ 100,000 $ 900,000 $ - $ - $ - $ - $ 1,000,000 Project Total $ 100,000 $ 900,000 $ - $ - $ - $ - $ 1,000,000 $ 175,000 $ - $ - $ - $ - $ - $ 175,000 $ - $ 4,725,000 $ - $ - $ - $ - $ 4,725,000 Project Total $ 175,000 $ 4,725,000 $ - $ - $ - $ - $ 4,900,000 TBA Pioneer Road Park Playground Renovation Fund 131 PD $ 350,000 $ - $ - $ - $ - $ - $ 350,000 Project Total $ 350,000 $ - $ - $ - $ - $ - $ 350,000 20062 Tustin Sports Park Diamonds 1 &3 Renovation Fund 131 PD $ - $ - $ 400,000 $ - $ - $ - $ 400,000 Project Total $ - $ - $ 400,000 $ - $ - $ - $ 400,000 TBA Camino Real Park Playground Renovation Fund 131 PD $ - $ - $ - $ 300,000 $ - $ - $ 300,000 Project Total $ - $ - $ - $ 300,000 $ - $ - $ 300,000 Page 14 of 92 Park Facilities Citv of Tustin summary of Vroj ects and Funding sources Project No. TBA Southwest Park Site Acquisition Fund 131 PD Park Facilities Total Total Uncertain Funding FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total Request Request Planned Planned Planned Planned Planned & Planned $ - $ - $ - $ - $ 700,000 $ - $ 700,000 Project Total $ - $ - $ - $ - $ 700,000 $ - $ 700,000 $ 9,255,670 $ 5,625,000 $ 400,000 $ 300,000 $ 700,000 $ - 4,725,000 - - - Page 15 of 92 $ 16,280,670 4,725,000 City nprovement Program pr Project Detail Sheet PROJECT CATEGORY Park Facilities PROJECT NAME Shade Structures PROJECT MANAGER Chad Clanton LOCATION Laurel Glen and Camino Real Parks DESCRIPTION Installation of shade structures at Laurel Glen and Camino Real Parks. MAP Various Locations Funding Source PROJECT NO. 20088 TOTAL PROJECT COST $ 175,000 PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost 131 PD $ 175,000 $ $ 175,000 TOTAL S 175,000 S $ - $ - $ - $ - $ - $ 175,000 Expenditure Design $ $ Right -of -Way $ - Construction $ 175,000 $ $ 175,000 TOTAL $ 175,000 $ $ - $ - $ - $ - $ - $ 175,000 Funding Sources 131 PD Park Development Fund * Estimate FY 21-22 year-end Page 16 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Park Facilities PROJECT NAME Tustin Sports Park Improvements PROJECT MANAGER Marilyn Buescher LOCATION Tustin Sports Park DESCRIPTION PROJECT NO. 20086 TOTAL PROJECT COST $ 445,783 Replace the existing playground equipment, surfacing and shade structure fabric at Tustin Sports Park. Project to be partially funded by the Prop 68 Per Capita Grant administered by the California Department of Parks and Recreation Office of Grants and Local Services. MAP PHOTO TUS TUSTIN SNORTS RANCH I�PARK �•- a �' t' �. •.� \ s - � . gyp_ f Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 131 PD $ 208,721 $ $ 208,721 131 PD -Grant $ 237,062 $ $ 237,062 TOTAL $ 445,783 $ - $ - $ - $ - $ - $ - $ 445,783 Expenditure Design $ 8,783 $ 8,783 Right -of -Way $ - Construction $ 437,000 $ $ 437,000 TOTAL $ 445,783 $ $ - $ - $ - $ - $ - $ 445,783 Funding Sources 131 PD Park Development Fund 131 PD Park Development Fund Grant * Estimate FY 21-22 year-end Page 17 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Park Facilities PROJECT NAME Annual Major Park Maintenance PROJECT MANAGER Jason Churchill LOCATION Various 21/22 Various Parks - Drinking Fountains 21/22 Various Parks - Court Resurfacing 21/22 Various Parks - Structure repairs 21/22 Ball Field Repairs at Various Parks MAP DESCRIPTION PROJECT NO. 20054 TOTAL PROJECT COST $ 3,129,606 $25,000 22/23 Various Parks - Drinking Fountains $25,000 $25,000 22/23 Various Parks - Court Resurfacing $25,000 $60,000 22/23 Various Parks - Structure repairs $60,000 $25,000 22/23 Ball Field Repairs at Various Parks $25,000 Various Locations Funding Source PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost 131 PD $ 2,994,606 $ 135,000 $ 3,129,606 TOTAL $ 2,994,606 $ 135,000 S $ $ - $ - $ - $ 3,129,606 Expenditure Design $ Right -of -Way $ - Construction $ 2,994,606 $ 135,000 $ $ $ 3,129,606 TOTAL $ 2,994,606 $ 135,000 $ $ $ - $ - $ - $ 3,129,606 Funding Sources 131 PD Park Development Fund * Estimate FY 21-22 year-end Page 18 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Park Facilities PROJECT NAME Pine Tree Park Improvements PROJECT MANAGER Jason Churchill LOCATION Pine Tree Park DESCRIPTION PROJECT NO. 20087 TOTAL PROJECT COST $ 2,309,035 Improvements to the irrigation and turf, and replacement of the picnic shelter and reconfiguration of the volleyball court. Funding Source MAP PHOTO moo Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost 131 PD $ 50,760 $ 427,240 $ 478,000 120 CDBGy17 $ - $ 167,509 $ 167,509 120 CDBGy19 $ $ 211,116 $ 211,116 120 CDBGy21 $ $ 513,145 $ 513,145 120 CDBGy22 $ $ 501,810 $ 501,810 120 CDBGy23 $ $ 437,455 $ 437,455 TOTAL $ 50,760 $ 2,258,275 $ - $ - $ - $ - $ - $ 2,309,035 Expenditure Design $ 50,760 $ 50,760 Right -of -Way $ - Construction $ 2,258,275 $ 2,258,275 TOTAL $ 50,760 $ 2,258,275 $ - $ - $ - $ - $ - $ 2,309,035 Funding Sources 131 PD Park Development Fund 120 CDBGyl7 Community Development Block Grant - Year 16/17 120 CDBGyl9 Community Development Block Grant - Year 18/19 * Estimate FY 21-22 year-end Page 19 of 92 120 CDBGy21 Community Development Block Grant - Year 20/21 120 CDBGy22 Community Development Block Grant - Year 21/22 120 CDBGy23 Community Development Block Grant - Year 22/23 PROJECT CATEGORY Park Facilities PROJECT NAME Heideman School Park PROJECT MANAGER Chad Clanton LOCATION Heideman School Project Detail Sheet DESCRIPTION PROJECT NO. 20089 TOTAL PROJECT COST $ 5,637,395 Create a new Heideman School Park with an athletic field, exercise loop, lighting, fitness equipment, playground, picnic shelter, renovated basketball courts, tactile experience garden, perimeter fencing, and small staff/restroom facility. MAP PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 131 PD $ 200,000 6331 16341 5,637,395 HEIDEMAN Er MONTEREY PINES 1fi5 PARK7/ $ 5,437,395 $ $ $ $ - $ - $ 6351 STONEBROOK- ' 15721 16401 16421 I 15J1' q 15525 — ROBERT lsszs 16x11 HEIDEMAN 15133 - m p CHATHAM VILLAGE I Q 15751 ill 517 LL 15701 15541 ' 6411 STATION 15545 UOUOR WILLIAMS STREET Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 131 PD $ 200,000 $ 5,437,395 $ 5,637,395 $ TOTAL S 200,000 $ 5,437,395 $ $ $ $ - $ - $ 5,637,395 Expenditure Design $ 200,000 $ 535,313 $ 735,313 Right -of -Way $ - $ - Construction $ 4,902,082 $ 4,902,082 TOTAL $ 200,000 $ 5,437,395 $ - $ - $ - $ - $ - $ 5,637,395 Funding Sources 131 PD Park Development Fund * Estimate FY 21-22 year-end Page 20 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Park Facilities PROJECT NAME Dog Park at Tustin Legacy Park PROJECT MANAGER Chad W. Clanton LOCATION Tustin Legacy Park DESCRIPTION Construct a 1 acre dog park within Tustin Legacy Park. MAP PROJECT NO. 20091 TOTAL PROJECT COST $ 890,000 Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 189 MCAS Land $ 90,000 $ 800,000 $ 890,000 TOTAL S 90,000 S 800,000 S - $ - $ - $ - $ - $ 890,000 Expenditure Design $ 90,000 $ 90,000 Right -of -Way $ - Construction $ 800,000 $ 800,000 TOTAL $ 90,000 $ 800,000 $ - $ - $ - $ - $ - $ 890,000 Funding Sources 189 WAS Land Land Sale Proceeds * Estimate FY 21-22 year-end Page 21 of 92 WARNER AVENUE 2 2 NSRN LEGACY PARK £ Q1*4 2 BARRANCA PARKWAY Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 189 MCAS Land $ 90,000 $ 800,000 $ 890,000 TOTAL S 90,000 S 800,000 S - $ - $ - $ - $ - $ 890,000 Expenditure Design $ 90,000 $ 90,000 Right -of -Way $ - Construction $ 800,000 $ 800,000 TOTAL $ 90,000 $ 800,000 $ - $ - $ - $ - $ - $ 890,000 Funding Sources 189 WAS Land Land Sale Proceeds * Estimate FY 21-22 year-end Page 21 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Park Facilities PROJECT NAME Sports Park Turf Renovation PROJECT MANAGER Chad Clanton LOCATION Tustin Sports Park DESCRIPTION PROJECT NO. TBA TOTAL PROJECT COST $ 1,000,000 Replacement of irrigation and turf and improve drainage for the multi-purpose field area, soccer fields #1 and #2 at Tustin Sports Park. MAP PHOTO TUS TI \ TUSTIN SPORTS RANCH IVPARK f;- �!� •\•'y-''� ,; � �� ;,J' may; : 6 � �- 7 O sw•- �.- \ u ut . 0 Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 131 PD $ 100,000 $ 900,000 $ 1,000,000 TOTAL $ - S 100,000 S 900,000 $ - $ - $ - $ - $ 1,000,000 Expenditure Design $ 100,000 $ 100,000 Right -of -Way $ - Construction $ - $ 900,000 $ 900,000 TOTAL $ - $ 100,000 $ 900.000 S - S - $ - $ - $ 1,000,000 Funding Sources 131 PD Park Development Fund * Estimate FY 21-22 year-end Page 22 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Park Facilities PROJECT NAME Centennial Park Improvements PROJECT MANAGER Jason Churchill LOCATION Centennial Park DESCRIPTION PROJECT NO. 20090 TOTAL PROJECT COST $ 4,925,000 Project includes replacement of irrigation, landscaping, and turf and drainage improvements. The existing playground for 2-5 year-olds will be replaced and will include playground equipment, surfacing, and a shade structure. Design to be completed up front to position the project for shovel ready grant opportunities, special funds, and/or future park development fees. MAP PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 131 PD $ 25,000 $ 175,000 $ 200,000 000 OF $ 4,725,000 $ 4,725,000 TOTAL S 25,000 S 175,000 S 4,725,000 S - $ - $ - $ - S 4,925,000 Expenditure Design $ 25,000 $ 175,000 $ 200,000 Right -of -Way $ - Construction $ - $ 4,725,000 $ 4,725,000 TOTAL $ 25,000 $ 175,000 $ 4,725,000 $ - $ $ $ $ 4,925,000 Funding Sources 131 PD Park Development Fund 000 OF Unfunded * Estimate FY 21-22 year-end Page 23 of 92 City nprovement Program IF Project Detail Sheet PROJECT CATEGORY Park Facilities PROJECT NAME Pioneer Road Park Playground Renovation PROJECT MANAGER Chad Clanton LOCATION Pioneer Road Park DESCRIPTION Replace the existing playground equipment and surfacing at Pioneer Road Park. PROJECT NO. TBA TOTAL PROJECT COST $ 350,000 MAP PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 131 PD $ 350,000 $ 350,000 TOTAL $ - S 350,000 S - $ - $ - $ - $ - $ 350,000 Expenditure Design $ Right -of -Way $ - Construction $ 350,000 $ 350,000 TOTAL $ - $ 350,000 $ - $ - $ - $ - $ - $ 350,000 Funding Sources 131 PD Park Development Fund * Estimate FY 21-22 year-end Page 24 of 92 CCEER .. _ ARK Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 131 PD $ 350,000 $ 350,000 TOTAL $ - S 350,000 S - $ - $ - $ - $ - $ 350,000 Expenditure Design $ Right -of -Way $ - Construction $ 350,000 $ 350,000 TOTAL $ - $ 350,000 $ - $ - $ - $ - $ - $ 350,000 Funding Sources 131 PD Park Development Fund * Estimate FY 21-22 year-end Page 24 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Park Facilities PROJECT NAME Sports Park Field Diamonds 1 &3 PROJECT MANAGER Chad Clanton LOCATION Tustin Sports Park DESCRIPTION Renovation of softball diamonds #1 and #3 at Tustin Sports Park. PROJECT NO. 20062 TOTAL PROJECT COST $ 400,000 MAP PHOTO E" � ^1ti; ! ��. 1 Rasa' �`,`" k �, # �• - _ f. _ \ TUSTIN SPS Sri ORTS RANCH I�PARK �!� •\�'y-•'� ,; � �� ;,J' may; : 6 � �- 7 O sw•- �.- '•� �\ a gut. ,' 0� Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 131 PD $ $ 400,000 $ 400,000 TOTAL $ - $ $ - $ 400,000 $ - $ - $ - $ 400,000 Expenditure Design $ $ 50,000 $ 50,000 Right -of -Way $ - Construction $ $ $ 350,000 $ 350,000 TOTAL $ $ $ - $ 400,000 $ - $ $ $ 400,000 Funding Sources 131 PD Park Development Fund * Estimate FY 21-22 year-end Page 25 of 92 A'Mm Capital Improvement Program r Project Detail Sheet PROJECT CATEGORY Park Facilties PROJECT NAME Camino Real Playground Renovation PROJECT MANAGER Marilyn Buescher LOCATION Camino Real Playground DESCRIPTION Remove and replace playground at Camino Real Park. PROJECT NO. TBA TOTAL PROJECT COST $ 300,000 ANA" 1)iT� Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 131 PD $ $ 300,000 $ 300,000 TOTAL $ $ $ $ $ 300,000 S - $ - $ 300,000 Expenditure Design $ $ Right -of -Way $ - Construction $ $ $ 300,000 $ 300,000 TOTAL $ $ $ $ $ 300,000 $ - $ - $ 300,000 Funding Sources 131 PD Park Development Fund Page 26 of 92 City nprovement Program r Project Detail Sheet PROJECT CATEGORY Park Facilities PROJECT NAME Southwest Park Site Acquisition PROJECT MANAGER Chad Clanton LOCATION TBD DESCRIPTION PROJECT NO. TBA TOTAL PROJECT COST $ 700,000 The Community Services Commission is interested in acquiring any available acreage as parkland to serve the residents of southwest Tustin. MAP PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 131 PD $ $ 700,000 $ 700,000 TOTAL $ - $ $ - $ - $ - S 700.000 S - $ 700,000 Expenditure Design $ - Right -of -Way $ $ 700,000 $ 700,000 Construction $ - $ - TOTAL $ - $ $ $ - $ - $ 700,000 $ $ 700,000 Funding Sources 131 PD Park Development Fund * Estimate FY 21-22 year-end Page 27 of 92 Public Facilities Citv of Tustin summary of Vroj ects and Funding sources FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total Request Project Request Planned Planned Planned Planned Planned & Planned No. 10085 Tustin Family & Youth Center Courtyard Fund 131 PD COMPLETE Project Total $ - $ - $ - $ - $ - $ - $ - 10032 Annual Major Building Maintenance Fund 200 GF-CIP Fund 133 AB2766 $ 250,000 $ 500,000 $ Project Total $ 250,000 $ 500,000 $ $ 750,000 - $ - $ - $ - $ 750,000 TBA Police Department Facility Improvements Fund 200 GF-CIP $ 250,000 $ - $ 5,500,000 $ - $ - $ - $ 5,750,000 Project Total $ 250,000 $ - $ 5,500,000 $ - $ - $ - $ 5,750,000 10069 Civic Center Alternate Power Source Fund 184 Equip Repl TBA Annex at Tustin Legacy Improvements Fund 200 GF-CIP Fund 139 M2 -FS $ 1,475,000 $ Project Total $ 1,475,000 $ - $ - $ - $ - $ - $ 1,475,000 - $ - $ - $ - $ - $ 1,475,000 $ 600,000 $ - $ - $ - $ - $ - $ 600,000 $ 230,000 $ - $ - $ - $ - $ - $ 230,000 Project Total $ 830,000 $ - $ - $ - $ - $ - $ 830,000 Page 28 of 92 Public Facilities City of Tustin Summary of Projects and Funding Sources Page 29 of 92 FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total Request Project Request Planned Planned Planned Planned Planned & Planned No. TBA Tustin Area Senior Center Expansion Fund 131 PD $ - $ - $ 50,000 $ 500,000 $ - $ - $ 550,000 Project Total $ - $ - $ 50,000 $ 500,000 $ - $ - $ 550,000 20061 Tustin Family & Youth Center Expansion Fund 000 OF $ - $ - $ - $ - $ 450,000 $ - $ 450,000 Fund 131 PD $ - $ - $ - $ - $ 400,000 $ - $ 400,000 Project Total $ - $ - $ - $ - $ 850,000 $ - $ 850,000 Public Facilities Total $ 2,805,000 $ 500,000 $ 5,550,000 $ 500,000 $ 850,000 $ - $ 10,205,000 Total Uncertain Funding - - - - 450,000 - 450,000 Page 29 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Public Facilities PROJECT NAME Tustin Family & Youth Center Courtyard PROJECT MANAGER Marilyn Buescher LOCATION Tustin Family & Youth Center DESCRIPTION PROJECT NO. 10085 TOTAL PROJECT COST $ 132,000 Convert the north end of the TFYC parking lot to a programmable courtyard space to accommodate the growth of the programs at the facility. A4AD DIJ"9r" Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 131 PD $ 132,000 $ 132,000 TOTAL $ 132,000 $ - $ - $ - $ - $ - $ - $ 132,000 Expenditure Design $ 12,000 $ 12,000 Right -of -Way $ - Construction $ 120,000 $ 120,000 TOTAL $ 132,000 $ - $ - $ - $ - $ - $ - $ 132,000 Funding Sources 131 PD Park Development Fund * Estimate FY 21-22 year-end Page 30 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Public Facilities PROJECT NAME Annual Major Building Maintenance PROJECT MANAGER Jason Churchill LOCATION Various DESCRIPTION 22/23 CT Gym HVAC Replacement $250,000 23/24 CT Gym Operable Wall Replacement $500,000 MAP Various Locations Funding Source PROJECT NO. 10032 TOTAL PROJECT COST $ 7,022,118 PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost 200 GF-CIP $ 5,822,812 $ 250,000 $ 500,000 $ 6,572,812 301 WCF $ 165,708 $ - $ 165,708 134 Asset $ 246,067 $ $ 246,067 133 AB2766 $ 37,531 $ $ 37,531 TOTAL $ 6,272,118 $ 250,000 S 500,000 $ - $ - $ - $ - $ 7,022,118 Expenditure Design $ Right -of -Way $ - Construction $ 6,272,118 $ 250,000 $ 500,000 $ 7,022,118 TOTAL $ 6,272,118 $ 250,000 $ 500,000 $ - $ - $ - $ - $ 7,022,118 Funding Sources 200 GF-CIP General Fund - Capital Improvement Program 301 WCF Water Capital Fund 134 Asset Asset Forfeiture Fund 133 AB2766 AB2766 Motor Vehicle Funds * Estimate FY 21-22 year-end Page 31 of 92 City PROJECT CATEGORY PROJECT NAME PROJECT MANAGER LOCATION Public Facilities nprovement Program Project Detail Sheet Police Department Improvements Thao Nguyen / Jason Churchill 300 Centennial Way DESCRIPTION PROJECT NO. TBA TOTAL PROJECT COST $ 6,250,000 Design, preparation of plans and specifications, bid, and construction of long-term and short-term improvements. Conduct space study/needs assessment for the Police Department. Short term improvements include: improving the evidence booking room, remodel Watch Commanders Office to accommodate an additional work station, remodel men's and women's locker rooms to better accommodate growing staff needs, remodel and improve report writing room for greater comfort and efficiency for officers, remodel sally port area to improve process of booking suspects, add storage equipment, and provide necessary supplies for officers. Long term improvements to be determined in the space study/needs assessment. MAP PHOTO Funding Source Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost 200 GF-CIP $ $ 250,000 $ 5,500,000 $ 5,750,000 S 500,000 $ 500,000 TOTAL $ S 250,000 S 500,000 $ 5,500,000 $ - $ - $ - $ 6,250,000 Expenditure Design $ $ 150,000 $ 500,000 $ 500,000 $ 1,150,000 Right -of -Way $ - Construction $ $ 100,000 $ 5,000,000 $ 5,100,000 TOTAL $ $ 250,000 $ 500,000 $ 5,500,000 $ - $ - $ - $ 6,250,000 Funding Sources 200 GF-CIP General Fund - Capital Improvement Program * Estimate FY 21-22 year-end Page 32 of 92 City PROJECT CATEGORY PROJECT NAME PROJECT MANAGER LOCATION Public Facilities nprovement Program Project Detail Sheet Civic Center Alternate Power Source Jason Churchill 300 Centennial Way DESCRIPTION PROJECT NO. 10069 TOTAL PROJECT COST $ 1,800,157 To install a 500kW / 625kVa or equivalent, emergency standby diesel driven generator complete with fuel capacity for 24 hour run time. The installation shall include electrical construction that reflects the addition of the generator, all associated underground feeders and electrical distribution equipment. The new generator will be moved from its present location to the a new exterior sound attenuated enclosure located at the rear of City Hall adjacent to the parking structure. The old generator location will be upgraded with new switch gear for the new generator. Security gates will be installed adjacent to the generators location. ■ OF. NUEN ■000 NINON ROOM I MAP PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 184 Equip Repl $ 325,157 $ 1,475,000 $ 1,800,157 TOTAL $ 325,157 $ 1,475,000 S $ $ $ $ - $ 1,800,157 Expenditure Design $ 325,157 $ - $ 325,157 Right -of -Way $ - Construction $ 1,475,000 $ 1,475,000 TOTAL $ 325,157 $ 1,475,000 $ Funding Sources 184 Equip Repl Equipment Replacement Fund 200 GF-CIP General Fund - Capital Improvement Program * Estimate FY 21-22 year-end - $ - $ - $ - $ - $ 1,800,157 Page 33 of 92 A'Mm Capital Improvement Program r Project Detail Sheet PROJECT CATEGORY Public Facilities PROJECT NAME Police Substation & Recreation Annex PROJECT MANAGER Jason Churchill LOCATION 15545 Lansdowne Road DESCRIPTION PROJECT NO. TBA TOTAL PROJECT COST $ 830,000 Design and construct improvements for facility based on needs of the Police Department and Park & Recreation Department. MAP r �l PHOTO Expenditure Design $ 130,000 $ 130,000 Right -of -Way $ - Construction $ 700,000 $ 700,000 TOTAL $ $ 830,000 $ - $ - $ - $ - $ - $ 830,000 200 GF-CIP General Fund - Capital Improvement Program 139 M2 -FS Measure M2 - Fairshare * Estimate FY 21-22 year-end Page 34 of 92 Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 200 GF-CIP $ 600,000 $ 600,000 139 M2 -FS $ 230,000 TOTAL $ - $ 830,000 $ - $ - $ - $ - $ - $ 600,000 Expenditure Design $ 130,000 $ 130,000 Right -of -Way $ - Construction $ 700,000 $ 700,000 TOTAL $ $ 830,000 $ - $ - $ - $ - $ - $ 830,000 200 GF-CIP General Fund - Capital Improvement Program 139 M2 -FS Measure M2 - Fairshare * Estimate FY 21-22 year-end Page 34 of 92 City nprovement Program IF Project Detail Sheet PROJECT CATEGORY Public Facities PROJECT NAME Tustin Area Senior Center Expansion PROJECT MANAGER Chad Clanton LOCATION Tustin Area Senior Center DESCRIPTION PROJECT NO. TBA TOTAL PROJECT COST $ 550,000 Expand the senior center to include additional indoor programmable space (i.e. classsrooms and fitness center) as identified in the Senior Center Needs Assessment (2017). MAP PHOTO SECOND 0 co ■ . ADIaNFT Dc1r. _THIRD E E. MAIN StREETr Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 131 PD $ $ 50,000 $ 500,000 $ 550,000 TOTAL $ - $ - $ - $ 50,000 $ 500,000 S - $ - $ 550,000 Expenditure Design $ 50,000 $ 50,000 Right -of -Way $ $ - Construction $ - $ 500,000 $ 500,000 TOTAL $ $ $ - $ 50,000 $ 500,000 S - $ - $ 550,000 Funding Sources 131 PD Park Development Fund * Estimate FY 21-22 year-end Page 35 of 92 City nprovement Program IF Project Detail Sheet PROJECT CATEGORY Public Facilities PROJECT NAME Tustin Family & Youth Center Expansion PROJECT MANAGER Chad Clanton LOCATION Tustin Family & Youth Center DESCRIPTION Acquisition of additional property for the Tustin Family & Youth Center. A4AD PROJECT NO. TBA TOTAL PROJECT COST $ 850,000 I03!raL"0 Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 000 OF $ $ 450,000 $ 450,000 131 PD $ 400,000 $ 400,000 TOTAL $ - $ - $ - $ - $ - S 850,000 S - $ 850,000 Expenditure Design $ - Right -of -Way $ S 850,000 $ 850,000 Construction $ - $ - TOTAL $ - $ $ - $ - S - S 850,000 S - $ 850,000 Funding Sources 000 OF Uncertain Funding 131 PD Park Development Fund * Estimate FY 21-22 year-end Page 36 of 92 Citv of Tustin Summary of Prod ects and Funding Sources Traffic Control Facilities FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total Request Project Request Planned Planned Planned Planned Planned & Planned No. 40086 Seventeenth Street Signal Synchronization Fund 139 M2 -FS $ 3,323 $ - $ - $ - $ - $ - $ 3,323 Project Total $ 3,323 $ - $ - $ - $ - $ - $ 3,323 40093 Red Hill Avenue Signal Synchronization Fund 139 M2 -FS $ 214,496 $ - $ - $ - $ - $ - $ 214,496 Project Total $ 214,496 $ - $ - $ - $ - $ - $ 214,496 40088 Endinger Avenue Signal Synchronization Fund 139 M2 -FS $ 15,564 $ - $ - $ - $ - $ - $ 15,564 Project Total $ 15,564 $ - $ - $ - $ - $ - $ 15,564 40089 Tustin Ranch Road / Von Karman Signal Synchronization Fund 139 M2 -FS $ 4,000 $ - $ - $ - $ - $ - $ 4,000 Project Total $ 4,000 $ - $ - $ - $ - $ - $ 4,000 40094 First Street Signal Synchronization Fund 139 M2 -FS $ 200,000 $ - $ - $ - $ - $ - $ 200,000 Project Total $ 200,000 $ - $ - $ - $ - $ - $ 200,000 40095 Tustin Avenue Signal Synchronization Fund 139 M2 -FS $ 45,000 $ - $ - $ - $ - $ - $ 45,000 Project Total $ 45,000 $ - $ - $ - $ - $ - $ 45,000 Page 37 of 92 City of Tustin Summary of Projects and Funding Sources Traffic Control Facilities Project No. 40087 Main Street Improvements Fund 139 M2 -FS Fund 189 WAS Land 40080 Traffic Signal Equipment Fund 139 M2 -FS Traffic Control Facilities Total Total Uncertain Funding FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total Request Request Planned Planned Planned Planned Planned & Planned $ 50,000 $ - $ - $ - $ - $ - $ 50,000 $ 3,900,000 $ - $ - $ - $ - $ - $ 3,900,000 Project Total $ 3,950,000 $ - $ - $ - $ - $ - $ 3,950,000 $ 160,000 $ 160,000 $ 160,000 $ 160,000 $ 160,000 $ - $ 800,000 Project Total $ 160,000 $ 160,000 $ 160,000 $ 160,000 $ 160,000 $ - $ 800,000 $ 4,592,383 $ 160,000 $ 160,000 $ 160,000 $ 160,000 $ Page 38 of 92 - $ 5,232,383 City PROJECT CATEGORY Traffic Control Facilities PROJECT NAME Signal Synchronization PROJECT MANAGER Krys Saldivar LOCATION Seventeenth Street nprovement Program Project Detail Sheet DESCRIPTION PROJECT NO. 40086 TOTAL PROJECT COST $ 43,847 This project was developed in collaboration with the OCTA as lead agency and the County of Orange and Cities of Santa Ana, Garden Grove, Westminster and Seal Beach in competition for Measure M2 funds under the OCTA Traffic Signal Synchronization Project (Project P). Provide design and implementation of traffic signal coordination along Seventeenth Street, including installation of traffic signal controllers and fiber optic interconnect. ARAD Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 139 M2 -FS $ 40,524 $ 3,323 $ 43,847 TOTAL S 40,524 S 3,323 $ - $ - $ - $ - $ - $ 43,847 Expenditure Design $ 10,038 $ - $ 10,038 Right -of -Way $ - Construction $ 30,487 $ 3,323 $ 33,810 TOTAL $ 40,524 $ 3,323 S - $ - $ - $ - $ - $ 43,847 Funding Sources 139 M2 -FS Measure M2 Fair Share * Estimate FY 21-22 year-end Page 39 of 92 City PROJECT CATEGORY Traffic Control Facilities PROJECT NAME Signal Synchronization PROJECT MANAGER Krys Saldivar LOCATION Red Hill Avenue nprovement Program Project Detail Sheet DESCRIPTION PROJECT NO. 40093 TOTAL PROJECT COST $ 255,000 Project submitted to OCTA under the Regional Traffic Signal Synchronization Program (Project P). The goal of Project P is to enhance traffic flow and reduce congestion and delay on arterial roadways. Provide studies, install new signal equipment and implement new timing to synchronize signals on Red Hill Avenue. A4AD Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 139 M2 -FS $ 40,504 $ 214,496 $ 255,000 TOTAL S 40,504 S 214,496 S - $ - $ - $ - $ - $ 255,000 Expenditure Design $ 40,504 $ 9,496 $ 50,000 Right -of -Way $ - $ - Construction $ 205,000 $ 205,000 TOTAL $ 40,504 $ 214,496 $ - $ - $ - $ - $ - $ 255,000 Funding Sources 139 M2 -FS Measure M2 Fair Share * Estimate FY 21-22 year-end Page 40 of 92 City PROJECT CATEGORY PROJECT NAME PROJECT MANAGER LOCATION Traffic Control Facilities nprovement Program Project Detail Sheet Signal Synchronization Krys Saldivar Edinger Avenue/Irvine Center Drive DESCRIPTION PROJECT NO. 40088 TOTAL PROJECT COST $ 143,290 This project was developed in collaboration with the City of Irvine. Project was approved by OCTA Board in April 2016 under the Regional Traffic Signal Synchronization Program (Project P). The goal of Project P is to enhance traffic flow and reduce congestion and delay on arterial roadways. Provide studies, install new signal equipment and implement new timing to synchronize signals on Edinger Avenue/Irvine Center Drive between Newport Avenue in Tustin and Protocol Street in Irvine. MAP PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 139 M2 -FS $ 127,726 $ 15,564 $ 143,290 TOTAL $ 127,726 $ 15,564 S - $ - $ - $ - $ - $ 143,290 Expenditure Design $ 23,290 $ - $ 23,290 Right -of -Way $ - Construction $ 104,436 $ 15,564 $ 120,000 TOTAL $ 127,726 $ 15,564 $ - $ Funding Sources 139 M2 -FS Measure M2 Fair Share * Estimate FY 21-22 year-end - $ - $ - $ - $ 143,290 Page 41 of 92 City Me alm nprovement Program Project Detail Sheet PROJECT CATEGORY Traffic Control Facilities PROJECT NAME Signal Synchronization PROJECT MANAGER Krys Saldivar LOCATION Tustin Ranch RoadNon Karman Avenue DESCRIPTION PROJECT NO. 40089 TOTAL PROJECT COST $ 276,619 This project was developed in collaboration with the City of Irvine. Project was approved by OCTA Board in April 2016 under the Regional Traffic Signal Synchronization Program (Project P). The goal of Project P is to enhance traffic flow and reduce congestion and delay on arterial roadways. Provide studies, install new signal equipment and implement new timing to synchronize signals on Tustin Ranch Road/VonKarman Avenue between Pioneer Road in Tustin and Campus Drive in Irvine. MAP PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 139 M2 -FS $ 272,619 $ 4,000 $ 276,619 TOTAL $ 272,619 $ 4,000 S - $ - $ - $ - $ - $ 276,619 Expenditure Design $ 252,315 $ - $ 252,315 Right -of -Way $ - Construction $ 20,304 $ 4,000 $ 24,304 TOTAL $ 272,619 $ 4,000 $ - $ $ $ - $ - $ 276,619 Funding Sources 139 M2 -FS Measure M2 Fair Share * Estimate FY 21-22 year-end Page 42 of 92 City PROJECT CATEGORY Traffic Control Facilities PROJECT NAME Signal Synchronization PROJECT MANAGER Krys Saldivar LOCATION First Street nprovement Program Project Detail Sheet DESCRIPTION PROJECT NO. 40094 TOTAL PROJECT COST $ 200,615 This project was developed in collaboration with the Cities of Huntington Beach, Westminster, and Santa Ana and the County of Orange with OCTA leading due to the many jurisdictions involved. Project was approved by OCTA Board in April 2021 under the Regional Traffic Signal Synchronization Program (Project P). The goal of Project P is to enhance traffic flow and reduce congestion and delay on arterial roadways. Project involves providing studies, installing new signal equipment including improved communications via fiber optic cable and implementing new timing to synchronize signals on First Street between Tustin Avenue and Newport Avenue in Tustin. A4 A D Dul1'IYl Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 139 M2 -FS $ 615 $ 200,000 $ 200,615 TOTAL $ 615 $ 200,000 S $ $ $ - $ - $ 200,615 Expenditure Design $ 615 $ 200,000 $ 200,615 Right -of -Way $ - Construction $ - $ - TOTAL $ 615 $ 200,000 S - S - $ - $ - $ - $ 200,615 Funding Sources 139 M2 -FS Measure M2 Fair Share * Estimate FY 21-22 year-end Page 43 of 92 City PROJECT CATEGORY Traffic Control Facilities PROJECT NAME Signal Synchronization PROJECT MANAGER Krys Saldivar LOCATION Tustin Avenue nprovement Program Project Detail Sheet DESCRIPTION PROJECT NO. 40095 TOTAL PROJECT COST $ 50,000 This project is in collaboration with the Cities of Orange, Anaheim, Placentia, Santa Ana and Yorba Linda with the City of Orange as the lead. Work will be performed under the Orange County Transportation Authority (OCTA) Competitive Measure M2 Regional Traffic Signal Synchronization Program (Project P). Within the City of Tustin, the project includes the existing traffic signals on Tustin Avenue at First Street. Because of the proximity and the key role in optimal traffic flow along Tustin Avenue specifically at the Santa Ana intersection of Tustin Avenue and Fourth Street, the Fourth Street/Irvine Boulevard interchange with SR -55 Freeway (northbound ramps), have been identified as part of the project as well as the intersection of Yorba Street at Irvine Boulevard both of which are in the City of Tustin. MAP PHOTO VINtWVVU RV. STREET FIVM a�w. Q r Z ■ ■ cn to z ¢ m FR i 0 MIT 8 TRE -ET ■ 14 1 A 11 SFnnNn CT o a Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 139 M2 -FS $ 5,000 $ 45,000 $ 50,000 TOTAL $ 5,000 S 45,000 S - $ - $ - $ - $ - $ 50,000 Expenditure Design $ 5,000 $ 45,000 $ 50,000 Right -of -Way $ - Construction $ - $ - $ - TOTAL $ 5,000 $ 45,000 S - S - $ - $ - $ - $ 50,000 139 M2 -FS Measure M2 Fair Share * Estimate FY 21-22 year-end Page 44 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Traffic Control Facilities PROJECT NAME Main Street Improvements PROJECT MANAGER Eric Johnson LOCATION Main Street and El Camino Real DESCRIPTION PROJECT NO. 40087 TOTAL PROJECT COST $ 4,337,089 Public improvements on Main Street between Newport Avenue and Prospect Avenue including installation of raised landscaped medians, narrowing of curb -to -curb street width, traffic striping with addition of buffered Class Il bike lanes and sharrows, enhanced parkway landscaping, widening of sidewalks, reconstruction of library driveway to align with Tustin Plaza driveway, installation of street furniture, and installation of a gateway arch sign spanning the street. In -pavement lighted crosswalks to be installed on Main St. at C Street, Prospect Avenue, and library driveway. MAP PHOTO a Ee ruD sr. Z LJ IL THIRD T. a } WD LIB MAIM STREET < E. MAIN STREET °C PROJECT 9tio��4q LOCATION ° rl T o IPARiCLET" �& SIXTH ST. +- Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 139 M2 -FS $ 188,393 $ 50,000 $ 238,393 133 AB2766 $ 198,000 $ - $ 198,000 100 GF $ 696 $ - $ 696 189 WAS Land $ 3,900,000 $ 3,900,000 TOTAL $ 387,089 $ 3,950,000 $ - $ - $ - $ - $ - $ 4,337,089 Expenditure Design $ 384,726 $ 50,000 $ 434,726 Right -of -Way $ - $ - Construction $ 2,363 $ 3,900,000 $ 3,902,363 TOTAL $ 387,089 $ 3,950,000 $ - $ - $ - $ - $ - $ 4,337,089 Funding Sources 100 GF General Fund 139 M2 -FS Measure M2 Fair Share 133 AB2766 CA Motor Vehicle Subvention Program 189 MCAS Land Land Sale Proceeds * Estimate FY 21-22 year-end Page 45 of 92 City PROJECT CATEGORY Traffic Control Facilities PROJECT NAME Traffic Signal Equipment PROJECT MANAGER Krys Saldivar LOCATION Citywide nprovement Program Project Detail Sheet DESCRIPTION PROJECT NO. 40080 TOTAL PROJECT COST $ 1,699,443 Upgrades or replacement of aging traffic signal equipment at various locations throughout the city. Funding Source MAP Citywide PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost 139 M2 -FS $ 801,680 $ 160,000 $ 160,000 $ 160,000 $ 160,000 $ 160,000 $ 1,601,680 138 Measure M $ 97,763 $ 97,763 TOTAL $ 899,443 $ 160,000 S 160,000 $ 160,000 S 160,000 S 160,000 S - $ 1,699,443 Expenditure Design $ Right -of -Way $ - Construction $ 899,443 $ 160,000 $ 160,000 $ 160,000 $ 160,000 $ 160,000 $ 1,699,443 TOTAL $ 899,443 $ 160,000 $ 160,000 $ 160,000 $ 160,000 $ 160,000 $ - $ 1,699,443 Funding Sources 139 M2 -FS Measure M2 Fair Share 138 Measure M Measure M * Estimate FY 21-22 year-end Page 46 of 92 of Tustin Summary of Projects and Funding Sources Transportation Facilities Maintenance Project No. 70249 Del Amo Avenue and Newport Avenue FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total Request Request Planned Planned Planned Planned Planned & Planned Project Total COMPLETE 70020 Annual Pavement Maintenance and Public Infrastructure Maintenance Program (MOE) Fund 139 M2 -FS Fund 200 GF-CIP Project Total COMPLETE 70252 Red Hill Median Improvements Fund 130 GT $ - $ - $ - $ - $ - $ - $ - Fund 139 M2 -FS $ - $ - $ - $ - $ - $ - $ - Project Total $ - $ - $ - $ - $ - $ - $ - 70021 Annual Pavement Maintenance and Public Infrastructure Maintenance Program (MOE) Fund 139 M2 -FS $ 927,000 $ - $ - $ - $ - $ - $ 927,000 Fund 200 GF-CIP $ 1,700,000 $ - $ - $ - $ - $ - $ 1,700,000 Project Total $ 2,627,000 $ - $ - $ - $ - $ - $ 2,627,000 70022 Annual Pavement Maintenance and Public Infrastructure Maintenance Program (MOE) Fund 139 M2 -FS $ 910,000 $ - $ - $ - $ - $ - $ 910,000 Fund 200 GF-CIP $ - $ 1,700,000 $ - $ - $ - $ - $ 1,700,000 Project Total $ 910,000 $ 1,700,000 $ - $ - $ - $ - $ 2,610,000 Page 47 of 92 of Tustin Summary of Projects and Funding Sources Transportation Facilities Maintenance Page 48 of 92 FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total Request Project Request Planned Planned Planned Planned Planned & Planned No. 70023 Annual Pavement Maintenance and Public Infrastructure Maintenance Program (MOE) Fund 139 M2 -FS $ - $ 910,000 $ - $ - $ - $ - $ 910,000 Fund 200 GF-CIP $ - $ - $ 1,700,000 $ - $ - $ - $ 1,700,000 Project Total $ - $ 910,000 $ 1,700,000 $ - $ - $ - $ 2,610,000 70244 Newport Avenue Rehabilitation between I-5 Freeway and Holt Avenue Fund 140 SB 1 $ 720,835 $ - $ - $ - $ - $ - $ 720,835 Project Total $ 720,835 $ - $ - $ - $ - $ - $ 720,835 70245 Newport Avenue Rehabilitation between I-5 Freeway and Sycamore Avenue Fund 140 SB 1 $ 470,835 $ - $ - $ - $ - $ - $ 470,835 Project Total $ 470,835 $ - $ - $ - $ - $ - $ 470,835 70254 Old Town Improvements Fund 200 GF-CIP $ - $ - $ - $ - $ - $ - $ - Fund 189 WAS Land $ 735,000 $ - $ - $ - $ - $ - $ 735,000 Project Total $ 735,000 $ - $ - $ - $ - $ - $ 735,000 70236 Citywide Pedestrian Oriented Accessibility Improvement Program Fund 130 GT $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 400,000 $ 1,400,000 Project Total $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 400,000 $ 1,400,000 Page 48 of 92 Citv of Tustin summary of Vroj ects and Funding sources Transportation Facilities Maintenance FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total Request Project Request Planned Planned Planned Planned Planned & Planned No. 70220 Red Hill Avenue Rehabilitation Between San Juan Street and City Limit Fund 140 SB 1 $ 1,600,000 $ - $ - $ - $ - $ - $ 1,600,000 Project Total $ 1,600,000 $ - $ - $ - $ - $ - $ 1,600,000 TBA Red Hill Avenue Rehabilitation between Walnut Avenue and I-5 Freeway Fund 140 SB 1 $ 1,050,000 $ - $ - $ - $ - $ - $ 1,050,000 Project Total $ 1,050,000 $ - $ - $ - $ - $ - $ 1,050,000 70255 Utility Undergrounding on Red Hill Avenue between El Camino Real and 230' North of San Juan Street Fund 200 DEV $ 2,000 $ - $ - $ - $ - $ - $ 2,000 Project Total $ 2,000 $ - $ - $ - $ - $ - $ 2,000 TBA Jamboree Road Rehabilitation between Barranca Parkway and OCTA/SCRRA Fund 140 SB 1 $ - $ 100,000 $ 1,200,000 $ - $ - $ - $ 1,300,000 Project Total $ - $ 100,000 $ 1,200,000 $ - $ - $ - $ 1,300,000 Transportation Facilities Maintenance Total $ 8,315,670 $ 2,910,000 $ 3,100,000 $ 200,000 $ 200,000 $ 400,000 $ 15,125,670 Total Uncertain Funding - - - - - - - Page 49 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Transportation Facilities Maintenance PROJECT NAME Del Amo/Newport Improvements PROJECT MANAGER Eric Johnson LOCATION SR55 On Ramp and Edinger Avenue DESCRIPTION PROJECT NO. 70249 TOTAL PROJECT COST $ 1,752,883 Roadway and median improvements completed near Schools First campus. City to reimburse Schools First. MAP PHOTO F,p PROJECT LOCA11ON Expenditure Design $ Right -of -Way $ - Construction $ 1,752,883 $ $ 1,752,883 TOTAL $ 1,752,883 $ $ $ $ $ $ $ 1,752,883 Funding Sources 130 GT Gas Tax 139 M2 -FS Measure M2 - Fair Share * Estimate FY 21-22 year-end Page 50 of 92 Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 130 GT $ 736 $ $ 736 139 M2 -FS $ 1,752,147 $ $ 1,752,147 TOTAL S 11752,883 $ $ $ - $ - $ - $ - $ 1,752,883 Expenditure Design $ Right -of -Way $ - Construction $ 1,752,883 $ $ 1,752,883 TOTAL $ 1,752,883 $ $ $ $ $ $ $ 1,752,883 Funding Sources 130 GT Gas Tax 139 M2 -FS Measure M2 - Fair Share * Estimate FY 21-22 year-end Page 50 of 92 City PROJECT CATEGORY PROJECT NAME PROJECT MANAGER LOCATION nprovement Program Project Detail Sheet Transportation Facilities Maintenance Annual Pavement Maintenance 20/21 MOE Joann Wu Pavement - Zone 2 Sidewalk - Citywide DESCRIPTION PROJECT NO. 70020 TOTAL PROJECT COST $ 2,770,746 The City is divided into seven pavement maintenance zones. Every year street rehabilitation occurs in one zone. Through a rolling seven year cycle, this program maintains the integrity of City streets. The City maintains a Pavement Management System (PMS) for all MPAH roadways every two years and all non-MPAH roadways every six years. Funding for construction of this project is as follows: Pavement Rehabilitation and County Shared Roads ($1,700,000 - GF-CIP and $150,000 - M2 Fair Share), City-wide Street Striping and Markings Program ($255,000 - M2 Fair Share), City-wide Sidewalk Repair Program ($250,000 - M2 Fair Share), Street and Alley Repair Program ($60,000 - M2 Fair Share), and bridge deck maintenance per annual State recommendations ($195,000 - M2 Fair Share). MAP PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 139 M2 -FS $ 910,000 $ $ 910,000 200 GF-CIP $ 1,860,746 $ $ 1,860,746 TOTAL $ 2,770,746 $ - $ - $ - $ - $ - $ - $ 2,770,746 Expenditure Design $ 237,857 $ 237,857 Right -of -Way $ - Construction $ 2,532,889 $ $ 2,532,889 TOTAL $ 2,770,746 $ $ - $ - $ - $ - $ - $ 2,770,746 Funding Sources 139 M2 -FS Measure M2 Fair Share 200 GF-CIP General Fund - Capital Improvement Projects * Estimate FY 21-22 year-end Page 51 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Transportation Facilities Maintenance PROJECT NAME Red Hill Median Improvements PROJECT MANAGER Eric Johnson LOCATION At Bryan Avenue DESCRIPTION PROJECT NO. 70252 TOTAL PROJECT COST $ 528,160 Reconstruction of medians on Red Hill and Bryan Avenues to lengthen turn pockets and replace turf that can no longer be irrigated with potable water. Funding Source MAP PROJECT 9�F P PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost 130 GT $ 42,706 $ $ 42,706 139 M2 -FS $ 485,454 $ 485,454 TOTAL $ 528,160 $ - $ - $ - $ - $ - $ - $ 528,160 Expenditure Design $ 42,706 $ $ 42,706 Right -of -Way $ - Construction $ 485,454 $ $ 485,454 TOTAL $ 528,160 $ $ - $ - $ - $ - $ - $ 528,160 Funding Sources 130 GT Gas Tax 139 M2 -FS Measure M2 - Fairshare * Estimate FY 21-22 year-end Page 52 of 92 City PROJECT CATEGORY PROJECT NAME PROJECT MANAGER LOCATION nprovement Program Project Detail Sheet Transportation Facilities Maintenance Annual Pavement Maintenance 21/22 MOE Joann Wu Pavement - Zone 3 Sidewalk - Citywide DESCRIPTION PROJECT NO. 70021 TOTAL PROJECT COST $ 3,227,000 The City is divided into seven pavement maintenance zones. Every year street rehabilitation occurs in one zone. Through a rolling seven year cycle, this program maintains the integrity of City streets. The City maintains a Pavement Management System (PMS) for all MPAH roadways every two years and all non-MPAH roadways every six years. Funding for construction of this project is as follows: Pavement Rehabilitation ($1,700,000 - GF-CIP), City- wide Street Striping and Markings Program ($255,000 - M2 Fair Share), City-wide Sidewalk Repair Program ($200,000 - M2 Fair Share), Street and Alley Repair Program ($60,000 - M2 Fair Share), City's portion of County rehabilitation of shared roads ($200,000 - M2 Fair Share), and bridge deck maintenance per annual State recommendations ($195,000 - M2 Fair Share). MAP PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 139 M2 -FS $ 600,000 $ 927,000 $ 1,527,000 200 GF-CIP $ 1,700,000 $ 1,700,000 TOTAL $ 600,000 $ 2,627,000 $ - $ - $ - $ - $ - $ 3,227,000 Expenditure Design $ 200,000 $ 200,000 Right -of -Way $ - Construction $ 400,000 $ 2,627,000 $ 3,027,000 TOTAL $ 600,000 $ 2,627,000 $ - $ - $ - $ - $ - $ 3,227,000 Funding Sources 139 M2 -FS Measure M2 Fair Share 200 GF-CIP General Fund - Capital hnprovement Projects * Estimate FY 21-22 year-end Page 53 of 92 City PROJECT CATEGORY PROJECT NAME PROJECT MANAGER LOCATION nprovement Program Project Detail Sheet Transportation Facilities Maintenance Annual Pavement Maintenance 22/23 MOE Joann Wu Pavement - Zone 4 Sidewalk - Citywide DESCRIPTION PROJECT NO. 70022 TOTAL PROJECT COST $ 2,610,000 The City is divided into seven pavement maintenance zones. Every year street rehabilitation occurs in one zone. Through a rolling seven year cycle, this program maintains the integrity of City streets. The City maintains a Pavement Management System (PMS) for all MPAH roadways every two years and all non-MPAH roadways every six years. Funding for construction of this project is as follows: Pavement Rehabilitation ($1,700,000 - GF-CIP), City- wide Street Striping and Markings Program ($255,000 - M2 Fair Share), City-wide Sidewalk Repair Program ($200,000 - M2 Fair Share), Street and Alley Repair Program ($60,000 - M2 Fair Share), City's portion of County rehabilitation of shared roads ($200,000 - M2 Fair Share), and bridge deck maintenance per annual State recommendations ($195,000 - M2 Fair Share). MAP PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 139 M2 -FS $ 910,000 $ 910,000 200 GF-CIP $ - $ 1,700,000 $ 1,700,000 TOTAL $ - $ 910,000 $ 1,700,000 $ - $ - $ - $ - $ 2,610,000 Expenditure Design $ 400,000 $ 400,000 Right -of -Way $ - Construction $ 510,000 $ 1,700,000 $ 2,210,000 TOTAL $ - $ 910,000 $ 1,700,000 $ - $ - $ - $ - $ 2,610,000 Funding Sources 139 M2 -FS Measure M2 Fair Share 200 GF-CIP General Fund - Capital Improvement Projects * Estimate FY 21-22 year-end Page 54 of 92 City PROJECT CATEGORY PROJECT NAME PROJECT MANAGER LOCATION nprovement Program Project Detail Sheet Transportation Facilities Maintenance Annual Pavement Maintenance 22/23 MOE Joann Wu Pavement - Zone 5 Sidewalk - Citywide DESCRIPTION PROJECT NO. 70023 TOTAL PROJECT COST $ 2,610,000 The City is divided into seven pavement maintenance zones. Every year street rehabilitation occurs in one zone. Through a rolling seven year cycle, this program maintains the integrity of City streets. The City maintains a Pavement Management System (PMS) for all MPAH roadways every two years and all non-MPAH roadways every six years. Funding for construction of this project is as follows: Pavement Rehabilitation ($1,700,000 - GF-CIP), City- wide Street Striping and Markings Program ($255,000 - M2 Fair Share), City-wide Sidewalk Repair Program ($200,000 - M2 Fair Share), Street and Alley Repair Program ($60,000 - M2 Fair Share), City's portion of County rehabilitation of shared roads ($200,000 - M2 Fair Share), and bridge deck maintenance per annual State recommendations ($195,000 - M2 Fair Share). MAP PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 139 M2 -FS $ $ 910,000 $ 910,000 200 GF-CIP $ $ 1,700,000 $ 1,700,000 TOTAL $ - $ - $ 910,000 $ 1,700,000 $ - $ - $ - $ 2,610,000 Expenditure Design $ 200,000 $ 200,000 Right -of -Way $ - Construction $ $ 710,000 $ 1,700,000 $ 2,410,000 TOTAL $ - $ $ 910,000 $ 1,700,000 $ - $ - $ - $ 2,610,000 Funding Sources 139 M2 -FS Measure M2 Fair Share 200 GF-CIP General Fund - Capital Improvement Projects * Estimate FY 21-22 year-end Page 55 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Transportation Facilities Maintenance PROJECT NAME Newport Avenue Rehabilitation PROJECT MANAGER Eric Johnson LOCATION I-5 Freeway to Holt Avenue DESCRIPTION PROJECT NO. 70244 TOTAL PROJECT COST $ 1,200,000 Removal and deep lift repairs of asphalt concrete pavement failure areas, repair of sidewalk and curb & gutter, ramp reconstruction, cold plane, construction of asphalt concrete resurfacing, traffic loops, and traffic striping. MAP F R$T � MPROJECT � LOCATION P a� ^P Funding Source PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost 140 SB 1 $ 479,165 $ 720,835 $ 1,200,000 TOTAL $ 479,165 $ 720,835 $ - $ - $ - $ - $ - $ 1,200,000 Expenditure Design $ 79,165 $ - $ 79,165 Right -of -Way $ - $ - Construction $ 400,000 $ 720,835 $ 1,120,835 TOTAL $ 479,165 $ 720,835 $ - $ - $ - $ - $ - $ 1,200,000 Funding Sources 140 SB 1 Senate Bill 1 * Estimate FY 21-22 year-end Page 56 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Transportation Facilities Maintenance PROJECT NAME Newport Avenue Rehabilitation PROJECT MANAGER Eric Johnson LOCATION I-5 Freeway to Sycamore Avenue DESCRIPTION PROJECT NO. 70245 TOTAL PROJECT COST $ 900,000 Removal and deep lift repairs of asphalt concrete pavement failure areas, repair of sidewalk and curb & gutter, ramp reconstruction, cold plane, construction of asphalt concrete resurfacing, traffic loops, and traffic striping. MAP PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 140 SB1 $ 429,165 $ 470,835 $ 900,000 TOTAL $ 429,165 $ 470,835 $ - $ - $ - $ - $ - $ 900,000 Expenditure Design $ 79,165 $ $ 79,165 Right -of -Way $ - $ - Construction $ 350,000 $ 470,835 $ 820,835 TOTAL $ 429,165 $ 470,835 $ - $ - $ - $ - $ - $ 900,000 Funding Sources 140 SB 1 Senate Bill l * Estimate FY 21-22 year-end Page 57 of 92 y j PROJECT LOCATION i I 9� 1 F 1 Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 140 SB1 $ 429,165 $ 470,835 $ 900,000 TOTAL $ 429,165 $ 470,835 $ - $ - $ - $ - $ - $ 900,000 Expenditure Design $ 79,165 $ $ 79,165 Right -of -Way $ - $ - Construction $ 350,000 $ 470,835 $ 820,835 TOTAL $ 429,165 $ 470,835 $ - $ - $ - $ - $ - $ 900,000 Funding Sources 140 SB 1 Senate Bill l * Estimate FY 21-22 year-end Page 57 of 92 City PROJECT CATEGORY PROJECT NAME PROJECT MANAGER LOCATION nprovement Program Project Detail Sheet Transportation Facilities Maintenance Old Town Improvements Mark Khudadatov El Camino Real / Main Street DESCRIPTION PROJECT NO. 70254 TOTAL PROJECT COST $ 1,000,000 Utilizing the Downtown Community Core Specific Plan as a guide, design and construct enhancements to improve outdoor connectivity, mobility, walkability, traffic calming and way finding within the public right-of-way, with emphasis on safety and circulation. MAP Various Locations Funding Source PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost 200 GF-CIP $ 200,000 $ - $ 200,000 189 WAS Land $ 65,000 $ 735,000 $ 800,000 TOTAL $ 265,000 $ 735,000 $ Expenditure $ - $ - $ - $ 1,000,000 Design $ 265,000 $ 60,000 $ 325,000 Right -of -Way $ - Construction $ 675,000 $ 675,000 TOTAL $ 265,000 $ 735,000 $ $ - $ - $ - $ 1,000,000 Funding Sources 200 GF-CIP General Fund - Capital Improvement Program 189 MCAS Land Land Sale Proceeds * Estimate FY 21-22 year-end Page 58 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Transportation Facilities Maintenance PROJECT NAME Citywide Pedestrian ADA Improvements PROJECT MANAGER Krys Saldivar LOCATION Citywide DESCRIPTION PROJECT NO. 70236 TOTAL PROJECT COST $ 2,561,905 Reconstruction of pedestrian infrastructure and installation of equipment to make pedestrian travel through the city more accessible to person's with disabilities in the community. MAP Various Locations Funding Source PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost 200 GF-CIP $ 845,325 $ 845,325 130 GT $ 316,580 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 400,000 $ 1,716,580 TOTAL $ 1,161,905 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 400,000 $ 2,561,905 Expenditure Design $ Right -of -Way $ - Construction $ 1,161,905 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 400,000 $ 2,561,905 TOTAL $ 1,161,905 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 400,000 $ 2,561,905 Funding Sources 200 GF-CIP General Fund - Capital Improvement Projects 130 GT Gas Tax * Estimate FY 21-22 year-end Page 59 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Transportation Facilities Maintenance PROJECT NAME Red Hill Avenue Rehabilitation PROJECT MANAGER To Be Determined LOCATION San Juan Street to City Limit DESCRIPTION PROJECT NO. 70220 TOTAL PROJECT COST $ 1,600,000 Removal and deep lift repairs of asphalt concrete pavement failure areas, repair of sidewalk and curb & gutter, ramp reconstruction, cold plane, construction of asphalt concrete resurfacing, traffic loops, and traffic striping. The lighted crosswalk at Olwyn Drive will be reconstructed. MAP PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 140 SB 1 $ $ 1,600,000 $ 1,600,000 TOTAL $ $ 1,600,000 $ - $ - $ - $ - $ - $ 1,600,000 Expenditure Design $ $ 100,000 $ 100,000 Right -of -Way $ - Construction $ 1,500,000 $ 1,500,000 TOTAL $ $ 1,600,000 $ - $ - $ - $ - $ - $ 1,600,000 Funding Sources 140 SB 1 Senate Bill 1 * Estimate FY 21-22 year-end Page 60 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Transportation Facilities Maintenance PROJECT NAME Red Hill Avenue Rehabilitation PROJECT MANAGER To Be Determined LOCATION Walnut Avenue to I-5 Freeway DESCRIPTION PROJECT NO. TBA TOTAL PROJECT COST $ 1,050,000 Removal and deep lift repairs of asphalt concrete pavement failure areas, repair of sidewalk and curb & gutter, ramp reconstruction, cold plane, construction of asphalt concrete resurfacing, traffic loops, and traffic striping. MAP PHOTO 44 PROJECT ! — LOCATION {� ail �&�y�fi �,•� .. - Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 140 SB 1 $ 1,050,000 $ 1,050,000 TOTAL $ - $ 1,050,000 $ - $ - $ - $ - $ - $ 1,050,000 Expenditure Design $ 50,000 $ 50,000 Right -of -Way $ - $ - Construction $ 1,000,000 $ 1,000,000 TOTAL $ - $ 1,050,000 $ - $ - $ - $ - $ - $ 1,050,000 Funding Sources 140 SB 1 Senate Bill 1 * Estimate FY 21-22 year-end Page 61 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Transportation Facilities Maintenance PROJECT NAME Red Hill Avenue Utility Undergrounding PROJECT MANAGER Eric Johnson LOCATION El Camino Real to 230' North of San Juan DESCRIPTION PROJECT NO. 70255 TOTAL PROJECT COST $ 10,000 Coordination with Southern California Edison and property developer to underground existing overhead utilities. MAP PHOTO 70T� 0 4 - r` L-�--art �y N I N Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 200 DEV $ 8,000 $ 2,000 $ 10,000 TOTAL $ 8,000 $ 2,000 $ - $ - $ - $ - $ - $ 10,000 Expenditure Design $ 8,000 $ 2,000 $ 10,000 Right -of -Way $ - Construction $ - TOTAL $ 8,000 $ 2,000 $ - $ - $ - $ - $ - $ 10,000 Funding Sources 200 DEV Developer Contribution * Estimate FY 21-22 year-end Page 62 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Transportation Facilities Maintenance PROJECT NAME Jamboree Road Rehabilitation PROJECT MANAGER To Be Determined LOCATION Barranca Parkway to OCTA/SCRRA DESCRIPTION PROJECT NO. TBA TOTAL PROJECT COST $ 1,300,000 Removal and deep lift repairs of asphalt concrete pavement failure areas, cold plane, construction of asphalt concrete resurfacing, traffic loops, and traffic striping. MAP TUSTIN LEGACY ,a PFKXECT LOCATION CITY 1 OF °4 IRVIN' PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 140 SB 1 $ 100,000 $ 1,200,000 $ 1,300,000 TOTAL $ - $ - $ 100,000 $ 1,200,000 $ - $ - $ - $ 1,300,000 Expenditure Design $ 100,000 $ 100,000 Right -of -Way $ - Construction $ 1,200,000 $ 1,200,000 TOTAL $ - $ - $ 100,000 $ 1,200,000 $ - $ - $ - $ 1,300,000 Funding Sources 140 SBI Senate Bill 1 * Estimate FY 21-22 year-end Page 63 of 92 City of Tustin Summary of Projects and Funding Sources Transportation Facilities Capacity Enhancements FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total Request Project Request Planned Planned Planned Planned Planned & Planned No. 70131 Newport Avenue Extension, N/O Edinger Avenue - Phase II Fund 000 OF $ - $ - $ - $ - $ 1,000,000 $ 50,000,000 $ 51,000,000 Project Total $ - $ - $ - $ - $ 1,000,000 $ 50,000,000 $ 51,000,000 TBA Valencia Avenue Widening between Newport Avenue and Red Hill Avenue Fund 000 OF $ - $ - $ - $ - $ 500,000 $ 5,000,000 $ 5,500,000 Project Total $ - $ - $ - $ - $ 500,000 $ 5,000,000 $ 5,500,000 TBA Jamboree Road Widening between Tustin Ranch Road and North City Limit Fund 000 OF $ - $ - $ - $ - $ - $ 1,400,000 $ 1,400,000 Fund 200 DEV $ - $ - $ - $ - $ - $ 1,400,000 $ 1,400,000 Project Total $ - $ - $ - $ - $ - $ 2,800,000 $ 2,800,000 70196 Red Hill Avenue Widening between Melvin Way and 200 feet southerly Fund 000 OF $ - $ - $ - $ - $ - $ 1,100,000 $ 1,100,000 Project Total $ $ - $ - $ - $ - $ 1,100,000 $ 1,100,000 Transportation Facilities Capacity Enhancement Total Total Uncertain Funding $ 1,500,000 $ 58,900,000 $ 60,400,000 - - - - 1,500,000 57,500,000 59,000,000 Page 64 of 92 PROJECT CATEGORY PROJECT NAME PROJECT MANAGER LOCATION Project Detail Sheet Transportation Facilities Capacity PROJECT NO. 70131 Newport Avenue Extension - Phase II TOTAL PROJECT COST $ 55,700,493 To Be Determined North of Edinger Avenue DESCRIPTION Extension of Newport Avenue from current terminus to south of Edinger Avenue including constructing the railroad underpass and the widening of Newport Avenue from Tustin Grove Drive to Myrtle Avenue. Work also consists of realignment of flood control channel. The existing Newport Avenue will be widened from Tustin Grove Drive to Myrtle Avenue to include 3 lanes in each direction, raised medians, sidewalks on both sides and outside shoulders or bike lanes. Turn lanes will be provided on Newport at Tustin Grove Drive, Sycamore Avenue and Myrtle Avenue. Median and parkway landscape will be incorporated and new signalized intersections along Newport Avenue at Edinger Avenue, Tustin Grove Drive and Sycamore Avenue. Project is on hold until alternative sources of funding are identified. MAP PHOTO PROJECT LOGATIO ■ rnvaJI I, \ corm[ Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 120 CDBG $ 98,808 $ $ 98,808 138 M -T $ 219,892 $ $ 219,892 552 RDA -SC $ 4,354,774 $ 4,354,774 200 GF-CIP $ 2,019 $ 2,019 301 WCF $ 25,000 $ 25,000 000 OF $ 1,000,000 $ 50,000,000 $ 51,000,000 TOTAL $ 4,700,493 $ - $ - $ - $ - $ 1,000,000 $ 50,000,000 $ 55,700,493 Expenditure Design $ 2,536,585 $ 1,000,000 $ 3,536,585 Right -of -Way $ 2,163,908 $ 10,000,000 $ 12,163,908 Construction $ 40,000,000 $ 40,000,000 TOTAL $ 4,700,493 $ - $ - $ - $ - $ 1,000,000 $ 50,000,000 $ 55,700,493 Funding Sources 120 CDBG Community Development Block Grant 138 M -T Measure M Tumback 552 RDA -SC Redevelopment Agency - South Central * Estimate FY 21-22 year-end Page 65 of 92 200 GF-CIP) General Fund -Capital Improvement Projects 301 WCF Water Capital Fund 000 OF Uncertain Funding Project Detail Sheet PROJECT CATEGORY Transportation Facilities Capacity PROJECT NAME Valencia Avenue Widening PROJECT MANAGER To Be Determined LOCATION Between Newport and Red Hill Avenues PROJECT NO. TBA TOTAL PROJECT COST $ 5,500,000 DESCRIPTION Roadway widening and intersection improvements including acquisition of right-of-way to facilitate widening to augmented primary arterial status. Valencia Avenue was restriped to 4 -lanes with the Newport Avenue/SR55 Ramp Reconfiguration Project (CIP No. 70130). This project will complete the widening on both the north and south side of Valencia Avenue and include a landscaped median and bicycle lanes. Project will include intersection improvements at Valencia/Red Hill to include northbound and southbound double left turn lanes and a separate southbound right turn lane. MAP PHOTO F � G o qE PFKXECT L :A Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 000 OF $ $ 500,000 $ 5,000,000 $ 5,500,000 TOTAL $ - $ $ - $ - $ $ 500,000 $ 5,000,000 $ 5,500,000 Expenditure Design $ 500,000 $ 500,000 Right -of -Way $ 2,000,000 $ 2,000,000 Construction $ 3,000,000 $ 3,000,000 TOTAL $ - $ - $ - $ - $ - $ 500,000 $ 5,000,000 $ 5,500,000 Fundine Sources 000 OF Uncertain Funding * Estimate FY 21-22 year-end Page 66 of 92 Project Detail Sheet PROJECT CATEGORY Transportation Facilities Capacity PROJECT NAME Jamboree Road Widening PROJECT MANAGER To Be Determined LOCATION Between Tustin Ranch Road and City Limit PROJECT NO. TBA TOTAL PROJECT COST $ 2,800,000 DESCRIPTION Street widening to 6 -lane major arterial standards. Developer contribution by The Irvine Company, as part of mitigation for Culver Drive deletion north of Portola Parkway for planning areas 1, 2 and 7 in the City of Irvine in the amount of $1,400,000. The Irvine Company to provide funds upon award of design contract. Funding Source MAP �••�P£r£RS� �ewv GANYON •j REGIONAL PARK PROJECC LOCAl1ON PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost 000 OF $ $ 1,400,000 $ 1,400,000 200 DEV $ 1,400,000 $ 1,400,000 TOTAL $ - $ - $ - $ - $ - $ - $ 2,800,000 $ 2,800,000 Expenditure Design $ 400,000 $ 400,000 Right -of -Way $ - Construction $ 2,400,000 $ 2,400,000 TOTAL $ - $ - $ - $ - $ - $ - $ 2,800,000 $ 2,800,000 Fundine Sources 000 OF Uncertain Funding 200 DEV Developer Contribution * Estimate FY 21-22 year-end Page 67 of 92 Project Detail Sheet PROJECT CATEGORY Transportation Facilities Capacity PROJECT NAME Red Hill Avenue Widening PROJECT MANAGER To Be Determined LOCATION Between Melvin Way and 200 feet southerl PROJECT NO. 70196 TOTAL PROJECT COST $ 1,100,000 DESCRIPTION Street widening on the easterly side of Red Hill Avenue within City boundary. Work consists of road widening and drainage improvements. MAP {4- a. O Funding Source PROJECT LOCATION R y� � AGF —es. PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost 000 OF $ $ 1,100,000 $ 1,100,000 TOTAL $ - $ $ - $ - $ - $ $ 1,100,000 $ 1,100,000 Expenditure Design $ 200,000 $ 200,000 Right -of -Way $ 100,000 $ 100,000 Construction $ 800,000 $ 800,000 TOTAL $ - $ - $ - $ - $ - $ - $ 1,100,000 $ 1,100,000 Funding Sources 000 OF Uncertain Funding * Estimate FY 21-22 year-end Page 68 of 92 City of Tustin E�__ Summary of Projects and Funding Sources Tustin Legacy Facilities 70250 Neighborhood D South Non -Backbone Infrastructure Construction - Phase 1 Fund 189 MCAS Land $ Project Total $ 20083 Tustin Legacy Linear Park Between Armstrong Avenue and Warner Avenue Fund 187 MCAS Fee $ FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total Request Project Request Planned Planned Planned Planned Planned & Planned No. 9,411,530 Fund 443 CFD 14-1 $ 42,105 $ - $ - $ - $ 70246 Neighborhood D South Backbone Infrastructure - $ 42,105 Project Total $ 13,620,080 $ - $ - $ Construction - Phase 1 - $ - $ 13,620,080 Fund 434 CFD 06-1 $ - $ - $ - $ - $ - $ - $ - Fund 443 CFD 14-1 $ - $ - $ - $ - $ - $ - $ - Fund 200 IRWD Reimb $ - $ - $ - $ - $ - $ - $ - Project Total $ - $ - $ - $ - $ - $ - $ - 70250 Neighborhood D South Non -Backbone Infrastructure Construction - Phase 1 Fund 189 MCAS Land $ Project Total $ 20083 Tustin Legacy Linear Park Between Armstrong Avenue and Warner Avenue Fund 187 MCAS Fee $ 4,208,550 $ - $ - $ - $ - $ - $ 4,208,550 Fund 189 MCAS Land $ 9,411,530 $ - $ - $ - $ - $ - $ 9,411,530 Fund 443 CFD 14-1 $ 42,105 $ - $ - $ - $ - $ - $ 42,105 Project Total $ 13,620,080 $ - $ - $ - $ - $ - $ 13,620,080 20084 Alley Grove Fund 187 MCAS Fee $ 2,180,000 $ - $ - $ - $ - $ - $ 2,180,000 Fund 443 CFD 14-1 $ 70,000 $ - $ - $ - $ - $ - $ 70,000 Fund 189 MCAS Land $ 320,000 $ - $ - $ - $ - $ - $ 320,000 Project Total $ 2,570,000 $ - $ - $ - $ - $ - $ 2,570,000 Page 69 of 92 City of Tustin Summary of Projects and Funding Sources Tustin Legacy Facilities Tustin Legacy Facilities Total Total Uncertain Funding $ 32,455,601 $ 10,860,000 $ - $ 10,000,000 $ 11,000,000 $ - Page 70 of 92 $ 64,315,601 FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total Request Project Request Planned Planned Planned Planned Planned & Planned No. 70256 Neighborhood D South Infrastructure Construction - Phase 2 Fund 189 MCAS Land $ 5,700,000 $ - $ - $ - $ - $ - $ 5,700,000 Project Total $ 5,700,000 $ - $ - $ - $ - $ - $ 5,700,000 10076 South Hangar Renovation - Phase 1 Fund 189 MCAS Land $ 4,383,416 $ - $ - $ 10,000,000 $ - $ - $ 14,383,416 Project Total $ 4,383,416 $ - $ - $ 10,000,000 $ - $ - $ 14,383,416 TBA Armstrong Avenue Pedestrian Bridge Fund 187 MCAS Fee $ 5,000,000 $ - $ - $ - $ - $ - $ 5,000,000 Project Total $ 5,000,000 $ - $ - $ - $ - $ - $ 5,000,000 TBA Warner Avenue Pedestrian Bridge Fund 187 MCAS Fee $ 1,140,000 $ 10,860,000 $ - $ - $ - $ - $ 12,000,000 Project Total $ 1,140,000 $ 10,860,000 $ - $ - $ - $ - $ 12,000,000 70243 Tustin Ranch Road Pedestrian Bridge Fund 187 MCAS Fee $ - $ - $ - $ - $ 11,000,000 $ - $ 11,000,000 Project Total $ - $ - $ - $ - $ 11,000,000 $ - $ 11,000,000 Tustin Legacy Facilities Total Total Uncertain Funding $ 32,455,601 $ 10,860,000 $ - $ 10,000,000 $ 11,000,000 $ - Page 70 of 92 $ 64,315,601 City nprovement Program Project Detail Sheet PROJECT CATEGORY Tustin Legacy Facilities PROJECT NAME Neighborhood D South Phase 1 Backbone PROJECT MANAGER Ken Nishikawa LOCATION Tustin Ranch Road/Warner/Barranca/Annstrong DESCRIPTION PROJECT NO. 70246 TOTAL PROJECT COST $ 4,829,830 Design and construction of backbone infrastruction in the area generally bounded by Tustin Ranch Road, Warner Avenue, Barranca Parkway, and Armstrong Avenue. This project is part of the Tustin Legacy Backbone Infrastructure Program. MAP 4 kARNe�PF10J CT AIRSHIP DRIVE LOCATION c� w 61RANCHJ ROAD Funding Source PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost 187 MCAS Fee $ 324,853 $ $ 324,853 434 CFD 06-1 $ 330,221 $ $ 330,221 443 CFD 14-1 $ 4,111,987 $ $ 4,111,987 200 IRWD Reimb $ 62,769 $ $ 62,769 TOTAL $ 4,829,830 $ - $ - $ - $ - $ - $ - $ 4,829,830 Expenditure Design $ 408,521 $ 408,521 Right -of -Way $ - Construction $ 4,421,309 $ 4,421,309 TOTAL $ 4,829,830 $ - $ - $ - $ - $ - $ - $ 4,829,830 Funding Sources 187 WAS Fee WAS Backbone Fees 434 CFD 06-1 Community Facilities District 06-1 443 CFD 14-1 Community Facilities District 14-1 200 IRWD Reimb IRWD Reimbursement * Estimate FY 21-22 year-end Page 71 of 92 City M I nprovement Program Project Detail Sheet PROJECT CATEGORY Tustin Legacy Facilities PROJECT NAME Neighborhood D South Phase 1 Non -Backbone PROJECT MANAGER Ken Nishikawa LOCATION Tustin Ranch Road/Warner/Barranca/Armstrong DESCRIPTION PROJECT NO. 70250 TOTAL PROJECT COST $ 7,089,068 Design and construction of non -backbone infrastruction in the area generally bounded by Tustin Ranch Road, Warner Avenue, Barranca Parkway, and Armstrong Avenue. MAP 4 kARNe�PflOJPCT AIRSHIP DRIVE LOCATION c� w 61RANCHJ ROAD Funding Source PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost 189 WAS Land $ 7,089,068 $ $ 7,089,068 TOTAL $ 7,089,068 $ $ - $ - $ - $ - $ - $ 7,089,068 Expenditure Design $ 721,230 $ 721,230 Right -of -Way $ - Construction $ 6,367,838 $ $ 6,367,838 TOTAL $ 7,089,068 $ $ - $ - $ - $ - $ - $ 7,089,068 Funding Sources 189 WAS Land Land Sale Proceeds * Estimate FY 21-22 year-end Page 72 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Tustin Legacy Facilities PROJECT NAME Tustin Legacy Linear Park PROJECT MANAGER Ryan Swiontek / Joann Wu LOCATION Armstrong to Warner DESCRIPTION PROJECT NO. 20083 TOTAL PROJECT COST $ 13,817,185 Design and construction of Tustin Legacy Linear Park from Armstrong Avenue to Warner Avenue in Neighborhoor D South. This project is part of the Tustin Legacy Backbone Infrastructure Program. This project will be designed in conjunction with the Armstrong Avenue and Warner Avenue pedestrian bridges and Neighborhood D South Phase 2 Improvements to address overlapping infrastructure elements. Rough grading of the park site will include initial elements of the pedestrian bridges and will take into account project boundaries and limits associated with the roadway improvements constructed as part of the Neighborhood D South Phase 2 Improvements project. Aii A D Dumm" Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 187 MCAS Fee $ 55,000 $ 4,208,550 $ 4,263,550 189 WAS Land $ 9,411,530 $ 9,411,530 443 CFD 14-1 $ 100,000 $ 42,105 $ 142,105 TOTAL $ 155,000 $ 13,662,185 $ - $ - $ - $ - $ - $ 13,817,185 Expenditure Design $ 155,000 $ 662,185 $ 817,185 Right -of -Way $ - $ - Construction $ 13,000,000 $ 13,000,000 TOTAL $ 155,000 $ 13,662,185 $ - $ - $ - $ - $ - $ 13,817,185 Funding Sources 187 WAS Fee WAS Backbone Fees 189 MCAS Land Land Sale Proceeds 443 CFD 14-1 Community Facilities District 14-1 * Estimate FY 21-22 year-end Page 73 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Tustin Legacy Facilities PROJECT NAME Alley Grove Promenade PROJECT MANAGER Ryan Swiontek / Joann Wu LOCATION Neigborhood D South DESCRIPTION PROJECT NO. 20084 TOTAL PROJECT COST $ 2,720,000 Alley Grove includes the design and construction of a 2 acre pedestrian connection from Armstrong Avenue to Tustin Ranch Road through Neighborhood D South at Tustin Legacy. This links the Flight office campus to the District shopping center. In addition, the project includes a sports area at the corner of Armstrong Avenue and Flight Way. MAP PHOTO v pR � p\RSN\p N6 x� 6 0 S� dy FOwl WAY FLIGHT WAY BARRANCA PARKWAY Funding Source Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost 187 MCAS Fee $ 2,180,000 $ 2,180,000 443 CFD 14-1 $ 150,000 $ 70,000 $ 220,000 189 MCAS Land $ 320,000 $ 320,000 TOTAL 3 150.000 $ 2,570,000 $ - $ - $ - $ - $ - $ 2,720,000 Expenditure Design $ 150,000 $ 70,000 $ 220,000 Right -of -Way $ - Construction $ 2,500,000 $ 2,500,000 TOTAL $ 150,000 $ 2,570,000 $ - $ - $ - $ - $ - $ 2,720,000 Funding Sources 187 MCAS Fee MCAS Backbone Fee 443 CFD 14-1 Community Facilities District 14-1 189 MCAS Land Land Sale Proceeds * Estimate FY 21-22 year-end Page 74 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Tustin Legacy Facilities PROJECT NAME Neighborhood D South Phase 2 PROJECT MANAGER Mark Khudadatov LOCATION Tustin Ranch Road/Wamer/Barranca/Armsti DESCRIPTION PROJECT NO. 70256 TOTAL PROJECT COST $ 6,000,000 Design and construction of infrastruction in the area generally bounded by Tustin Ranch Road, Warner Avenue, Barranca Parkway, and Armstrong Avenue. This project will be designed in conjunction with the Armstrong Avenue and Warner Avenue pedestrian bridges and the Tustin Legacy Linear Park within Neighborhood D South to address overlapping infrastructure elements. Rough grading for the roadways in this project will be completed with the rough grading of the Tustin Legacy Linear Park project. MAP PHOTO kgRNFR PDRIVEAL rte` J wqr RANCH \ e"q�f3p� �S�N ROAD \ c9 � aq R��qL PAPS, Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 189 MCAS Land $ 300,000 $ 5,700,000 $ 6,000,000 TOTAL $ 300,000 $ 5,700,000 $ - $ - $ - $ - $ - $ 6,000,000 Expenditure Design $ 300,000 $ 300,000 $ 600,000 Right -of -Way $ - Construction $ 5,400,000 $ 5,400,000 TOTAL $ 300,000 $ 5,700,000 $ - $ - $ - $ - $ - $ 6,000,000 Funding Sources 189 WAS Land Land Sale Proceeds * Estimate FY 21-22 year-end Page 75 of 92 City PROJECT CATEGORY Tustin Legacy Facilities PROJECT NAME South Hangar Renovation PROJECT MANAGER Economic Development LOCATION South Hangar nprovement Program Project Detail Sheet DESCRIPTION PROJECT NO. 10076 TOTAL PROJECT COST $ 15,173,001 Improvements to South Hangar to bring permanent power, lighting and electrical distribution throughout the building. Improvements will also make structural upgrades to the building that will be necessary for any future reuse options. Future improvements will upgrade the building occupancy levels to accommodate various types of uses. Funding Source MAP PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost 189 MCAS Land $ 789,585 $ 4,383,416 $ 10,000,000 $ 15,173,001 TOTAL $ 789,585 $ 4,383,416 $ - $ $ 10,00000 $ - $ - $ 15,173,001 Expenditure Design $ 789,585 $ 789,585 Right -of -Way $ - Construction $ 4,383,416 $ 10,000,000 $ 14,383,416 TOTAL $ 789,585 $ 4,383,416 $ - $ - $ 10,000,000 $ - $ - $ 15,173,001 Funding Sources 189 WAS Land WAS Land Sale Proceeds * Estimate FY 21-22 year-end Page 76 of 92 City PROJECT CATEGORY Tustin Legacy Facilities PROJECT NAME Pedestrian Bridge PROJECT MANAGER Mark Khudadatov LOCATION Armstrong Avenue nprovement Program Project Detail Sheet DESCRIPTION PROJECT NO. TBA TOTAL PROJECT COST $ 5,000,000 Design and construction of a pedestrian bridge over Armstrong Avenue. This project is part of the Tustin Legacy Backbone Infrastructure Program. This project will be designed in conjunction with the Tustin Legacy Linear Park in Neighborhood D South, the Warner Avenue pedestrian bridge, and Neighborhood D South Phase 2 Improvements to address overlapping infrastructure elements. The pedestrian bridge will be split into two phases. The first phase will include rough grading, surcharge, and establishment of the structural mounds. The second phase will include final improvements associated with the bridge. MAP PHOTO AIRSHIP DRIVE PROJECT LOCATION o ci 9� o<) AGF Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 187 MCAS Fee $ 5,000,000 $ 5,000,000 TOTAL $ $ 5,000,000 $ - $ - $ - $ - $ - $ 5,000,000 Expenditure Design $ 500,000 $ 500,000 Right -of -Way $ - $ - Construction $ 4,500,000 $ 4,500,000 TOTAL $ $ 5,000,000 $ - $ - $ - $ - $ - $ 5,000,000 Funding Sources 187 MCAS Fee MCAS Backbone Fees * Estimate FY 21-22 year-end Page 77 of 92 City PROJECT CATEGORY Tustin Legacy Facilities PROJECT NAME Pedestrian Bridge PROJECT MANAGER Mark Khudadatov LOCATION Warner Avenue nprovement Program Project Detail Sheet DESCRIPTION PROJECT NO. TBA TOTAL PROJECT COST $ 12,000,000 Design and construction of a pedestrian bridge over Warner Avenue. This project is part of the Tustin Legacy Backbone Infrastructure Program. This project will be designed in conjunction with the Tustin Legacy Linear Park in Neighborhood D South, the Armstrong Avenue pedestrian bridge, and Neighborhood D South Phase 2 Improvements to address overlapping infrastructure elements. The pedestrian bridge will be split into two phases. The first phase will include rough grading, surcharge, and establishment of the structural mounds. The second phase will include final improvements associated with the bridge. MAP PHOTO AIRSITYP DRIVE (� c.D PROJECT o LOCATION � d til Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 187 MCAS Fee $ 1,140,000 $ 10,860,000 $ 12,000,000 TOTAL $ $ 1,140,000 $ 10,860,000 $ - $ - $ - $ - 8 12,000,000 Expenditure Design $ 1,000,000 $ 1,000,000 Right -of -Way $ - Construction $ 140,000 $ 10,860,000 $ 11,000,000 TOTAL $ $ 1,140,000 $ 10,860,000 $ - $ - $ - $ - $ 12,000,000 Funding Sources 187 MCAS Fee MCAS Backbone Fees * Estimate FY 21-22 year-end Page 78 of 92 City PROJECT CATEGORY Tustin Legacy Facilities PROJECT NAME Pedestrian Bridge PROJECT MANAGER To Be Determined LOCATION Tustin Ranch Road nprovement Program Project Detail Sheet DESCRIPTION PROJECT NO. 70243 TOTAL PROJECT COST $ 12,529,211 Design and construction of pedestrian bridges over Tustin Ranch Road. This project is part of the Tustin Legacy Backbone Infrastructure Program. MAP PROJE=CT 9 soya LOC/MOIN F - ,? o � O v �cT oRY �oqa Q RANCH Funding Source PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost 187 MCAS Fee $ 1,529,211 $ $ 11,000,000 $ 12,529,211 TOTAL $ 1,529,211 $ - $ - $ - $ - $ 11,000,000 S - $ 12,529,211 Expenditure Design $ 1,365,966 $ $ 1,365,966 Right -of -Way $ - Construction $ 163,244 $ 11,000,000 $ 11,163,244 TOTAL $ 1,529,211 $ $ - $ - $ - $ 11,000,000 $ - $ 12,529,211 Funding Sources 187 MCAS Fee MCAS Backbone Fees * Estimate FY 21-22 year-end Page 79 of 92 City of Tustin Summary of Projects and Funding Sources Water Distribution Facilities FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total Request Project Request Planned Planned Planned Planned Planned & Planned No. TBA OC -43 Improvement Fund 301 WCF $ 150,000 $ - $ - $ - $ - $ - $ 150,000 Project Total $ 150,000 $ - $ - $ - $ - $ - $ 150,000 60160 Mardick Road Water Main Replacement between Red Hill Avenue and Beverly Glen Drive Fund 301 WCF $ - $ 200,000 $ 1,500,000 $ - $ - $ - $ 1,700,000 Project Total $ - $ 200,000 $ 1,500,000 $ - $ - $ - $ 1,700,000 60171 Water Main Replacement - Simon Ranch Road to Racquet Hill via Tustin Hills Racquet Club Parking Lot Fund 301 WCF $ - $ 50,000 $ - $ 800,000 $ - $ - $ 850,000 Project Total $ - $ 50,000 $ - $ 800,000 $ - $ - $ 850,000 60172 Browning Avenue Water Main Replacement between Beverly Glen and La Colina Fund 301 WCF $ - $ - $ 300,000 $ 1,500,000 $ - $ - $ 1,800,000 Project Total $ - $ - $ 300,000 $ 1,500,000 $ - $ - $ 1,800,000 Water Distribution Facilities Total $ 150,000 $ 250,000 $ 1,800,000 $ 2,300,000 $ Total Uncertain Funding - - - - Page 80 of 92 - $ - $ 4,500,000 City nprovement Program IF Project Detail Sheet PROJECT CATEGORY Water Distribution PROJECT NAME OC -43 Improvement PROJECT MANAGER Mike Grisso LOCATION Walnut Ave. and Newport Ave. DESCRIPTION PROJECT NO. TBA TOTAL PROJECT COST $ 150,000 Construction of new imported water vault structure, pipeline and appurtenances. This project will be completed by East Orange County Water District as the lead agency in accordance with a cost-sharing agreement for the project. MAP u cam AV9M ip H PROJECT LOCATION MD OC 43 TURNOUT VAULT Funding Source PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost 301 WCF $ 150,000 $ 150,000 TOTAL $ - $ 150.000 S - $ - $ - $ - $ - $ 150,000 Expenditure Design $ Right -of -Way $ - Construction $ $ 150,000 $ 150,000 TOTAL $ $ 150,000 $ - $ - $ - $ - $ - $ 150,000 Funding Sources 301 WCF Water Capital Fund * Estimate FY 21-22 year-end Page 81 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Water Distribution PROJECT NAME Mardick Road Main Replacement PROJECT MANAGER To Be Determined LOCATION Red Hill Avenue to Beverly Glen Drive DESCRIPTION PROJECT NO. 60160 TOTAL PROJECT COST $ 1,700,000 Replace deteriorated and undersized 8" cement lined steel pipe with 12" PVC line to improve fire flows. Requires approximately 700' of pipe bursting in steep, heavily wooded areas along property lines. Procure consultant design services and inspection services, bid and have 1500' of 12" pipeline (700' of pipe bursting and 800' of open cut) installed by contractor. MAP PHOTO °`� PROJECT LOCATION L �q ��' � �• f � rte. r Oc �O ��• O �t` E9 O,� Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 301 WCF $ - $ 200,000 $ 1,500,000 $ 1,700,000 TOTAL $ - $ - S 200,000 $ 1,500,000 $ - $ - $ - $ 1,700,000 Expenditure Design $ $ 200,000 $ 200,000 Right -of -Way $ - Construction $ 1,500,000 $ 1,500,000 TOTAL $ - $ $ 200,000 $ 1,500,000 $ $ - $ - $ 1,700,000 Funding Sources 301 WCF Water Capital Fund * Estimate FY 21-22 year-end Page 82 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Water Distribution PROJECT NAME Water Main Replacement PROJECT MANAGER To Be Determined LOCATION Simon Ranch Road to Racquet Hill DESCRIPTION PROJECT NO. 60171 TOTAL PROJECT COST $ 850,000 Replace deteriorated and undersized 6" asbestos cement pipe with 12" ductile iron pipe within existing pipeline easements. Procure consultant design services and inspection services, bid and have 1200' of 10" pipeline installed by contractor. A4AD DlJfArP" Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 301 WCF $ $ 50,000 $ 800,000 $ 850,000 TOTAL $ $ $ 50,000 $ - $ 800,000 $ - $ - $ 850,000 Expenditure Design $ $ 30,000 $ 30,000 Right -of -Way $ 20,000 $ 20,000 Construction $ $ 800,000 $ 800,000 TOTAL $ $ $ 50,000 S - $ 800,000 $ - $ - $ 850,000 Funding Sources 301 WCF Water Capital Fund * Estimate FY 21-22 year-end Page 83 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Water Distribution PROJECT NAME Water Main Replacement PROJECT MANAGER To Be Determined LOCATION Browning Ave - Beverly Glen to La Colina DESCRIPTION PROJECT NO. 60172 TOTAL PROJECT COST $ 1,800,000 Install 16" ductile iron pipe transmission main to improve flow conditions to and from the Simon Reservoir. Procure consultant design services and inspection services, bid and have 2600' of ductile iron pipe installed by contractor. PROJECT - LOCATION Funding Source MAP PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost 301 WCF $ $ 300,000 $ 1,500,000 $ 1,800,000 TOTAL $ - $ $ - $ 300,000 $ 1,500,000 $ $ $ 1,800,000 Expenditure Design $ $ 300,000 $ 300,000 Right -of -Way $ - Construction $ $ 1,500,000 $ 1,500,000 TOTAL $ - $ $ - $ 300,000 $ 1,500,000 $ - $ - $ 1,800,000 Funding Sources 301 WCF Water Capital Fund * Estimate FY 21-22 year-end Page 84 of 92 Citv of Tustin summary of Vroj ects and Funding sources Water Storage Facilities Project No. 60114 Simon Ranch Reservoir, Booster Pump Station and Pipeline Replacement Project Fund 306 2013 WBF $ Project Total $ FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 Request Planned Planned Planned Planned FY27-29 Total Request Planned & Planned 60148 John Lyttle Reservoir Tank Evaluation, Site Improvements and Safety Upgrades Fund 301 WCF $ - $ - $ 100,000 $ 500,000 $ - $ - $ 600,000 Project Total $ - $ - $ 100,000 $ 500,000 $ - $ - $ 600,000 TBA Foothill Reservoir Phase 2 Improvements Fund 301 WCF $ - $ - $ 65,000 $ 400,000 $ - $ - $ 465,000 Project Total $ - $ - $ 65,000 $ 400,000 $ - $ - $ 465,000 60149 Newport Avenue Reservoir Repairs Fund 301 WCF Water Storage Facilities Total Total Uncertain Funding $ - $ - $ - $ 30,000 $ 100,000 $ - $ 130,000 Project Total $ - $ - $ - $ 30,000 $ 100,000 $ - $ 130,000 $ - $ - $ 165,000 $ 930,000 $ 100,000 $ Page 85 of 92 $ 1,195,000 City PROJECT CATEGORY PROJECT NAME PROJECT MANAGER LOCATION Water Storage Simon Ranch Reservoir Eric Johnson nprovement Program Project Detail Sheet Browning Ave - Beverly Glen to La Colina DESCRIPTION PROJECT NO. 60114 TOTAL PROJECT COST $ 18,487,818 Replace undersized 10" asbestos cement pipe with 16" ductile iron pipe to/from Simon Reservoir. Demolish and build a new reservoir and construct a new Booster Pump Station (BPS). Procure engineering services. Complete structural analysis, prepare preliminary design report. Prepare final design and procure construction contract. Complete CEQA due diligence. Procure consultant design and inspection services, bid and install approximately 1700 feet of 16" line by contractor. MAP PHOTO - PROJECT LOCATION Y TUSTIN HILLS RACQUET CLUB cl � w Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 301 WCF $ 3,553,467 $ $ 3,553,467 306 2013 WBF $14,281,059 $ $ 14,281,059 305 2011 WBF $ 289,000 $ 289,000 300 Water Ops $ 364,292 $ 364,292 TOTAL $18,487,818 $ - $ - $ - $ - $ - $ - $ 18,487,818 Expenditure Design $ 2,487,818 $ $ 2,487,818 Right -of -Way $ - Construction $16,000,000 $ $ $ 16,000,000 TOTAL $18,487,818 $ $ $ - $ - $ - $ - $ 18,487,818 Funding Sources 301 WCF Water Capital Fund 306 2013 WBF 2013 Water Bond Fund 305 2011 WBF 2011 Water Bond Fund 300 Water Ops Water Operations Fund * Estimate FY 21-22 year-end Page 86 of 92 City nprovement Program Project Detail Sheet PROJECT CATEGORY Water Storage PROJECT NAME John Lyttle Reservoir Improvements PROJECT MANAGER To Be Determined LOCATION Foothill Boulevard DESCRIPTION PROJECT NO. 60148 TOTAL PROJECT COST $ 600,950 Evaluate tank condition, provide improvements to meet safety standards, replace site access stairway, and construct roadway, grading, and drainage improvements. Procure design services, and construct improvements. Meet with neighboring property owner to discuss possible transfer/purchase of adjacent land. Complete CEQA due diligence. Tank is only storage facility for Zone 3 residents to meet fire flows and daily consumption demands. Tank cannot be taken out of service until new Simon Ranch Reservoir and Booster Pump Station is completed. Tank to be inspected by a qualified contractor to determine appropriate repairs, maintenance or improvements. MAP PHOTO PROJECT LOCATIOP Funding Source Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost 301 WCF $ 950 $ - $ 100,000 $ 500,000 $ 600,950 TOTAL $ 950 $ - $ $ 100,000 $ 500,000 $ - $ - $ 600,950 Expenditure Design $ 950 $ - $ 100,000 $ 100,950 Right -of -Way $ 200,000 $ 200,000 Construction $ - $ 300,000 $ 300,000 TOTAL $ 950 $ $ - $ 100,000 $ 500,000 $ - $ - $ 600,950 Funding Sources 301 WCF Water Capital Fund * Estimate FY 21-22 year-end Page 87 of 92 City nprovement Program r Project Detail Sheet PROJECT CATEGORY Water Storage PROJECT NAME Foothill Reservoir Phase 2 Improvements PROJECT MANAGER To Be Determined LOCATION Hewes Avenue and Fowler Avenue DESCRIPTION PROJECT NO. TBA TOTAL PROJECT COST $ 465,000 Inspect column and footing conditions and make repairs as required. Procure design services and construct needed improvements. Complete CEQA due diligence (if necessary). ARAD Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 301 WCF $ - $ 65,000 $ 400,000 $ 465,000 TOTAL $ $ $ $ 65,000 $ 400,000 $ - $ - $ 465,000 Expenditure Design $ - S 65,000 $ 65,000 Right -of -Way $ - Construction $ - S 400,000 $ 400,000 TOTAL $ - $ $ - S 65,000 S 400,000 S - $ - $ 465,000 Funding Sources 301 WCF Water Capital Fund * Estimate FY 21-22 year-end Page 88 of 92 City PROJECT CATEGORY PROJECT NAME PROJECT MANAGER LOCATION nprovement Program Project Detail Sheet Water Storage Newport Reservoir Improvements To Be Determined Newport Avenue and Lemon Hill Drive DESCRIPTION PROJECT NO. 60149 TOTAL PROJECT COST $ 151,314 Prepare plans and specifications to make recommended safety repairs and improvements to address site grading, reservoir access and on- site utilities. Procure engineering services to prepare plans and specifications. Procure construction contractor. Complete CEQA due diligence. MAP P140TO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 301 WCF $ 21,314 $ - $ 30,000 $ 100,000 $ 151,314 TOTAL $ 21,314 $ - $ - $ - $ 30,000 $ 100,000 $ - $ 151,314 Expenditure Design $ 21,314 $ - $ 30,000 $ 51,314 Right -of -Way $ - Construction $ - $ 100,000 $ 100,000 TOTAL $ 21,314 $ $ $ $ 30,000 $ 100,000 $ - $ 151,314 Funding Sources 301 WCF Water Capital Fund * Estimate FY 21-22 year-end Page 89 of 92 City of Tustin Summary of Projects and Funding Sources Water Production Facilities TBA Vandenberg Well Rehabilitation Fund 301 WCF Water Production Facilities Total Total Uncertain Funding $ 250,000 $ Project Total $ 250,000 $ $ 3,486,662 $ - $ - $ - $ - $ - $ 250,000 - $ - $ - $ - $ - $ 250,000 Page 90 of 92 5,061,802 FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total Request Project Request Planned Planned Planned Planned Planned & Planned No. 60151 Conjunctive Use Well at Beneta Well Site Fund 301 WCF $ 1,987,662 $ - $ - $ - $ - $ - $ 1,987,662 Fund 301 SARCCUP $ - $ - $ - $ - $ - $ - $ 1,575,140 Fund 306 2013 WBF $ 1,249,000 $ - $ - $ - $ - $ - $ 1,249,000 Project Total $ 3,236,662 $ - $ - $ - $ - $ - $ 41811,802 TBA Vandenberg Well Rehabilitation Fund 301 WCF Water Production Facilities Total Total Uncertain Funding $ 250,000 $ Project Total $ 250,000 $ $ 3,486,662 $ - $ - $ - $ - $ - $ 250,000 - $ - $ - $ - $ - $ 250,000 Page 90 of 92 5,061,802 PROJECT CATEGORY Water Production PROJECT NAME Conjunctive Use Well PROJECT MANAGER To Be Determined LOCATION Beneta Well Site Project Detail Sheet DESCRIPTION PROJECT NO. 60151 TOTAL PROJECT COST $ 6,175,140 Potential conjuctive use well at the exisitng Beneta Well site partially funded by a grant from the Santa Ana Conservation and Conjunctive Use Program. MAP PHOTO - - • ■-'�■ 111111111111111 u�- ��; • • 11'1■ limp 1lllllllll 11111 ��■■■��■.��A�a 11!!1! rN 11 ■■■■■ r•'�:• •�,� is Illi 1 X111 ■ ,■' �a ��A� r �n� uu 11111111. � "�-• � .111 11111 �, ■■ �� ■ ■� � �iM1�111111N1N1�� ► Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 301 WCF $ 1,363,338 $ 1,987,662 $ 3,351,000 301 SARCCUP $ 1,575,140 $ - $ 1,575,140 306 2013 WBF $ 1,249,000 $ 1,249,000 TOTAL $ 2,938,478 $ 3,236,662 $ - $ - $ - $ - $ - $ 6,175,140 Expenditure Design $ 307,809 $ 211,662 $ 519,471 Right -of -Way $ - Construction $ 2,630,669 $ 3,025,000 $ 5,655,669 TOTAL $ 2,938,478 $ 3,236,662 $ - $ - $ - $ - $ - $ 6,175,140 Funding, Sources 301 WCF Water Capital Fund 301 SARCCUP Santa Ana Conservation and Conjunctive Use Program 306 2013 WBR 2013 Water Bond Fund * Estimate FY 21-22 year-end Page 91 of 92 Project Detail Sheet PROJECT CATEGORY Water Services PROJECT NAME Vandenberg Well Rehabilitation PROJECT MANAGER Mike Grisso LOCATION 17575 Vandenberg Ln. Tustin, CA 92780 DESCRIPTION PROJECT NO. TBA TOTAL PROJECT COST $ 250,000 Rehabilitation of Vandenberg Well, includes inspection, brushing, bailing, treatment, and pump replacement. MAP PHOTO Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 301 WCF $ 250,000 $ 250,000 TOTAL $ $ 250,000 $ $ $ - $ - $ - $ 250,000 Expenditure Design $ Right -of -Way $ Construction $ $ 250,000 $ 250,000 TOTAL $ $ 250,000 $ - $ - $ $ $ - $ 250,000 Funding Sources 301 WCF Water Capital Fund * Estimate FY 21-22 year-end Page 92 of 92 SEVENTEENTH STREET . 1 Or PROJECT w J o LOCATION e o CD a VANDENBERG J11 ARBOLADA 11 VIA UNDO WY. 1 VIA CALMA FIESTA WY. I 1 co �� WELLINGTON AV. 11 —. �—� Expenses To FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total 6/30/2022* Request Planned Planned Planned Planned Planned Project Cost Funding Source 301 WCF $ 250,000 $ 250,000 TOTAL $ $ 250,000 $ $ $ - $ - $ - $ 250,000 Expenditure Design $ Right -of -Way $ Construction $ $ 250,000 $ 250,000 TOTAL $ $ 250,000 $ - $ - $ $ $ - $ 250,000 Funding Sources 301 WCF Water Capital Fund * Estimate FY 21-22 year-end Page 92 of 92