HomeMy WebLinkAbout2019-2021 Adopted Budget
ADOPTED
BIENNIAL BUDGET
FISCAL YEAR 2019-2021
(i)
TUSTIN CITY COUNCIL
CHARLES E. “CHUCK” PUCKETT, MAYOR
DR. ALLAN BERNSTEIN, MAYOR PRO TEM
LETITIA CLARK, COUNCIL MEMBER
BARRY W. COOPER, COUNCIL MEMBER
AUSTIN LUMBARD, COUNCIL MEMBER
DAVID E. KENDIG, CITY ATTORNEY
MANAGEMENT STAFF
MATTHEW S. WEST, CITY MANAGER / CITY TREASURER
ELIZABETH A. BINSACK, DIRECTOR OF COMMUNITY DEVELOPMENT
JOHN A. BUCHANAN, DIRECTOR OF FINANCE/
ECONOMIC DEVELOPMENT
STUART A. GREENBERG, CHIEF OF POLICE
DOUGLAS S. STACK, DIRECTOR OF PUBLIC WORKS
DAVID A. WILSON, DIRECTOR OF PARKS AND RECREATION
DERICK L. YASUDA, DIRECTOR OF HUMAN RESOURCES
(ii)
TABLE OF CONTENTS
PAGE
Contents
CITY OF TUSTIN ORGANIZATIONAL CHART ..................................................................................... 2
RESOLUTIONS ............................................................................................................................................... 3
FINANCIAL SUMMARY ............................................................................................................................. 33
FUND BALANCE PROJECTIONS BY FUND ................................................................................................... 34
GENERAL FUND FUND BALANCE DETAIL .................................................................................................. 38
REVENUE SUMMARY ................................................................................................................................... 41
EXPENDITURE SUMMARY ........................................................................................................................... 42
GENERAL FUND REVENUES ........................................................................................................................ 44
GENERAL FUND EXPENSES ................................................................................................................. 46
CAPITAL IMPROVEMENT PROJECTS .......................................................................................................... 48
TOTAL BUDGET REVENUES ................................................................................................................. 50
TOTAL BUDGET EXPENSES ................................................................................................................. 52
SALES TAX REVENUE ......................................................................................................................... 54
GANN LIMIT ................................................................................................................................................. 55
FY 2019-20 APPROPRIATIONS LIMIT ................................................................................................. 55
CLASSIFICATION PLAN – PERSONNEL BUDGETING ...................................................................... 56
GENERAL FUND REVENUE ..................................................................................................................... 64
REVENUE SUMMARY ................................................................................................................................... 65
GENERAL FUND EXPENDITURES ......................................................................................................... 67
CITY COUNCIL ............................................................................................................................................ 68
DESCRIPTION: ......................................................................................................................................... 69
EXPENDITURE SUMMARY ........................................................................................................................... 69
CITY MANAGER ......................................................................................................................................... 71
ORGANIZATIONAL CHART .......................................................................................................................... 72
DESCRIPTION: ......................................................................................................................................... 73
TASKS: ........................................................................................................................................................ 73
EXPENDITURE SUMMARY ........................................................................................................................... 73
(iii)
ECONOMIC DEVELOPMENT .................................................................................................................. 75
ORGANIZATIONAL CHART ................................................................................................................. 76
DESCRIPTION ........................................................................................................................................... 77
TASKS ......................................................................................................................................................... 77
EXPENDITURE SUMMARY............................................................................................................................ 77
SUCCESSOR AGENCY ............................................................................................................................... 78
DESCRIPTION ........................................................................................................................................... 79
RECOGNIZED OBLIGATION PAYMENT SCHEDULE (ROPS) ...................................................................... 79
CITY CLERK ................................................................................................................................................ 80
DESCRIPTION: ......................................................................................................................................... 81
TASKS: ........................................................................................................................................................ 81
EXPENDITURE SUMMARY............................................................................................................................ 81
CITY ATTORNEY ........................................................................................................................................ 82
DESCRIPTION: ......................................................................................................................................... 83
TASKS: ........................................................................................................................................................ 83
EXPENDITURE SUMMARY............................................................................................................................ 83
FINANCE ....................................................................................................................................................... 84
ORGANIZATIONAL CHART .......................................................................................................................... 85
DESCRIPTION: ......................................................................................................................................... 86
TASKS: ........................................................................................................................................................ 86
EXPENDITURE SUMMARY............................................................................................................................ 87
HUMAN RESOURCES ................................................................................................................................. 88
ORGANIZATIONAL CHART .......................................................................................................................... 89
DESCRIPTION: ......................................................................................................................................... 90
TASKS: ........................................................................................................................................................ 90
EXPENDITURE SUMMARY............................................................................................................................ 91
COMMUNITY DEVELOPMENT ............................................................................................................... 92
ORGANIZATIONAL CHART .......................................................................................................................... 93
PLANNING DIVISION .................................................................................................................................... 94
DESCRIPTION: .................................................................................................................................... 94
TASKS: ................................................................................................................................................... 94
BUILDING DIVISION ..................................................................................................................................... 95
DESCRIPTION: .................................................................................................................................... 95
TASKS: ................................................................................................................................................... 95
(iv)
EXPENDITURE SUMMARY ........................................................................................................................... 97
PUBLIC WORKS .......................................................................................................................................... 98
ORGANIZATIONAL CHART .......................................................................................................................... 99
ADMINISTRATION ...................................................................................................................................... 100
DESCRIPTION: .................................................................................................................................. 100
TASKS: ................................................................................................................................................. 100
ENGINEERING ............................................................................................................................................ 100
DESCRIPTION: .................................................................................................................................. 100
TASKS: ................................................................................................................................................. 100
STREETS ..................................................................................................................................................... 101
DESCRIPTION: .................................................................................................................................. 101
TASKS: ................................................................................................................................................. 101
LANDSCAPE ................................................................................................................................................ 101
DESCRIPTION: .................................................................................................................................. 101
TASKS: ................................................................................................................................................. 101
WATER QUALITY ....................................................................................................................................... 102
DESCRIPTION: .................................................................................................................................. 102
TASKS: ................................................................................................................................................. 102
VEHICLES ................................................................................................................................................... 102
DESCRIPTION: .................................................................................................................................. 102
TASKS: ................................................................................................................................................. 102
FACILITIES ................................................................................................................................................. 103
DESCRIPTION: .................................................................................................................................. 103
TASKS: ................................................................................................................................................. 103
EXPENDITURE SUMMARY ......................................................................................................................... 104
POLICE DEPARTMENT ............................................................................................................................... 106
ORGANIZATIONAL CHART ........................................................................................................................ 107
POLICE MANAGEMENT ............................................................................................................................. 108
DESCRIPTION: .................................................................................................................................. 108
TASKS: ................................................................................................................................................. 108
ACCOMPLISHMENTS: .................................................................................................................... 109
CITY OPERATIONS COMMAND ........................................................................................................ 109
DESCRIPTION: .................................................................................................................................. 109
TASKS: ................................................................................................................................................. 110
2018 PATROL GOALS: .......................................................................................................................... 110
(v)
PATROL CITY WIDE ACCOMPLISHMENTS .......................................................................................... 111
2018 TRAFFIC UNIT ACCOMPLISHMENTS ........................................................................................... 111
2018 GRADE UNIT ACCOMPLISHMENTS ........................................................................................... 111
NORTH AREA PATROL .............................................................................................................................. 112
DESCRIPTION: .................................................................................................................................. 112
TASKS: ................................................................................................................................................. 112
2018 PATROL CITY WIDE ACCOMPLISHMENTS: .................................................................... 113
2019 PATROL GOALS: ...................................................................................................................... 113
SOUTH AREA PATROL ............................................................................................................................... 113
DESCRIPTION: .................................................................................................................................. 113
TASKS: ................................................................................................................................................. 114
PATROL CITY WIDE ACCOMPLISHMENTS: ............................................................................ 114
2019 PATROL GOALS: ...................................................................................................................... 114
SPECIAL OPERATIONS ............................................................................................................................... 115
DESCRIPTION: .................................................................................................................................. 115
TASKS: ................................................................................................................................................. 115
2018 GENERAL INVESTIGATIONS ACCOMPLISHMENTS:.................................................... 116
2019 GENERAL INVESTIGATIONS GOALS: ............................................................................... 116
PROFESSIONAL STANDARDS ..................................................................................................................... 117
DESCRIPTION: .................................................................................................................................. 117
TASKS: ...................................................................................................................................................... 117
2017-2018 PSD ACCOMPLISHMENTS: .......................................................................................... 119
2019-2020 PSD GOALS: ...................................................................................................................... 120
FIELD SUPPORT.......................................................................................................................................... 122
DESCRIPTION: ................................................................................................................................... 122
TASKS (COMMUNICATIONS UNIT): ..................................................................................................... 122
2018 ACCOMPLISHMENTS: ............................................................................................................ 122
2019 GOALS: ........................................................................................................................................ 122
TASKS (POLICE SERVICES OFFICERS UNIT): ...................................................................................... 123
2018 ACCOMPLISHMENTS: ............................................................................................................ 123
2019 GOALS: ....................................................................................................................................... 123
OPERATIONS SUPPORT .............................................................................................................................. 124
DESCRIPTION: ................................................................................................................................... 124
TASKS: ................................................................................................................................................. 124
2018 ACCOMPLISHMENTS: ............................................................................................................ 124
2019 GOALS: ....................................................................................................................................... 125
(vi)
EXPENDITURE SUMMARY ......................................................................................................................... 127
FIRE .............................................................................................................................................................. 130
DESCRIPTION: ....................................................................................................................................... 131
EXPENDITURE SUMMARY ......................................................................................................................... 131
PARKS AND RECREATION .................................................................................................................... 132
ORGANIZATIONAL CHART ........................................................................................................................ 133
ADMINISTRATION ...................................................................................................................................... 134
DESCRIPTION: .................................................................................................................................. 134
TASKS: ................................................................................................................................................. 134
SPORTS ....................................................................................................................................................... 134
DESCRIPTION: .................................................................................................................................. 134
TASKS: ................................................................................................................................................. 134
2019-2021 GOALS: .............................................................................................................................. 135
2017-2019 ACCOMPLISHMENTS: .................................................................................................. 135
CLASSES/CULTURAL ARTS ....................................................................................................................... 136
DESCRIPTION: .................................................................................................................................. 136
TASKS: ................................................................................................................................................. 136
2019-2021 GOALS: .............................................................................................................................. 136
2017-2019 ACCOMPLISHMENTS: .................................................................................................. 137
TUSTIN FAMILY AND YOUTH CENTER ..................................................................................................... 137
DESCRIPTION: .................................................................................................................................. 137
TASKS: ................................................................................................................................................. 137
2019-2020 GOALS: .............................................................................................................................. 138
2017-2019 ACCOMPLISHMENTS: .................................................................................................. 138
SUPPORT SERVICES ................................................................................................................................... 139
DESCRIPTION: .................................................................................................................................. 139
TASKS: ................................................................................................................................................. 139
2019-2020 GOALS: .............................................................................................................................. 140
2017-2019 ACCOMPLISHMENTS: .................................................................................................. 140
SENIOR SERVICES ...................................................................................................................................... 140
DESCRIPTION: .................................................................................................................................. 140
TASKS: ................................................................................................................................................. 140
2019-2020 GOALS: .............................................................................................................................. 141
2017-2019 ACCOMPLISHMENTS: .................................................................................................. 141
EXPENDITURE SUMMARY ......................................................................................................................... 142
(vii)
NON-DEPARTMENTAL............................................................................................................................ 144
EXPENDITURE SUMMARY.......................................................................................................................... 145
ASSESSMENT DISTRICTS & COMMUNITY FACILITY DISTRICTS ............................................ 146
DESCRIPTION: ....................................................................................................................................... 147
EXPENDITURE SUMMARIES ....................................................................................................................... 148
ASSESSMENT DISTRICTS ...................................................................................................................... 148
COMMUNITY FACILITIES DISTRICT .................................................................................................... 148
TUSTIN LANDSCAPE LIGHTING DISTRICT & STREET LIGHTING ........................................... 150
EXPENDITURE SUMMARY.......................................................................................................................... 151
LIGHTING LANDSCAPE DISTRICT ........................................................................................................ 151
STREET LIGHTING ................................................................................................................................ 151
WATER ENTERPRISE .............................................................................................................................. 152
ORGANIZATIONAL CHART ........................................................................................................................ 153
BILLING ...................................................................................................................................................... 154
DESCRIPTION: .................................................................................................................................. 154
TASKS: ................................................................................................................................................. 154
ADMINISTRATION ...................................................................................................................................... 154
DESCRIPTION: .................................................................................................................................. 154
TASKS: ................................................................................................................................................. 154
DISTRIBUTION ............................................................................................................................................ 155
DESCRIPTION: .................................................................................................................................. 155
TASKS: ................................................................................................................................................. 155
MAIN STREET WATER FACILITY ............................................................................................................. 155
DESCRIPTION: .................................................................................................................................. 155
TASKS: ................................................................................................................................................. 155
17TH STREET DESALTER ............................................................................................................................ 155
DESCRIPTION: .................................................................................................................................. 155
TASKS: ................................................................................................................................................. 156
IMPORTED WATER .................................................................................................................................... 156
DESCRIPTION: .................................................................................................................................. 156
TASKS: ................................................................................................................................................. 156
GROUNDWATER ......................................................................................................................................... 156
DESCRIPTION: .................................................................................................................................. 156
TASKS: ................................................................................................................................................. 156
EXPENDITURE SUMMARY.......................................................................................................................... 157
(viii)
SPECIAL REVENUE FUNDS ................................................................................................................... 161
COMMUNITY DEVELOPMENT BLOCK GRANTS ....................................................................................... 162
DESCRIPTION: .................................................................................................................................. 162
EXPENDITURE SUMMARY .................................................................................................................... 162
CABLE PEG FEES ...................................................................................................................................... 163
DESCRIPTION: .................................................................................................................................. 163
EXPENDITURE SUMMARY .................................................................................................................... 163
SOUTH COAST AIR QUALITY MANAGEMENT DISTRICT FUND .............................................................. 163
DESCRIPTION: .................................................................................................................................. 163
EXPENDITURE SUMMARY .............................................................................................................. 163
ASSET FORFEITURE FUND ........................................................................................................................ 164
DESCRIPTION: .................................................................................................................................. 164
EXPENDITURE SUMMARY .................................................................................................................... 164
SUPPLEMENTAL LAW ENFORCEMENT FUND ........................................................................................... 164
DESCRIPTION: .................................................................................................................................. 164
EXPENDITURE SUMMARY .................................................................................................................... 164
MEASURE M/M2 FUNDS ............................................................................................................................ 165
DESCRIPTION: .................................................................................................................................. 165
EXPENDITURE SUMMARY .................................................................................................................... 165
GAS TAX FUND .......................................................................................................................................... 166
DESCRIPTION: .................................................................................................................................. 166
EXPENDITURE SUMMARY .................................................................................................................... 166
PARK ACQUISITION & DEVELOPMENT FUND .......................................................................................... 167
DESCRIPTION: .................................................................................................................................. 167
EXPENDITURE SUMMARY .................................................................................................................... 167
INTERNAL SERVICE FUNDS ....................................................................................................................... 168
EXPENDITURE SUMMARY .................................................................................................................... 168
BACKBONE & LAND HELD FOR RESALE FUNDS ...................................................................................... 169
EXPENDITURE SUMMARY .................................................................................................................... 169
ROAD MAINTENANCE & REHAB FUNDS .......................................................................................... 170
EXPENDITURE SUMMARY .................................................................................................................... 170
SOLID WASTE FUNDS ...................................................................................................................... 170
EXPENDITURE SUMMARY .............................................................................................................. 170
SPECIAL EVENTS FUNDS ............................................................................................................... 171
EXPENDITURE SUMMARY .............................................................................................................. 171
(ix)
INFORMATION TECHNOLOGY (INTERNAL SERVICE FUND) .................................................... 172
DESCRIPTION: ....................................................................................................................................... 173
TASKS: ...................................................................................................................................................... 173
EXPENDITURE SUMMARY.......................................................................................................................... 173
HOUSING AUTHORITY ........................................................................................................................... 174
EXPENDITURE SUMMARY.......................................................................................................................... 175
CAPITAL IMPROVEMENT PROGRAM ............................................................................................... 176
CIP ............................................................................................................................................................... 177
EXPENDITURE SUMMARY.......................................................................................................................... 177
MCAS 2010 TAX ALLOCATION BONDS ................................................................................................... 177
EXPENDITURE SUMMARY.......................................................................................................................... 177
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN
ORGANIZATIONAL CHART
FISCAL YEAR 2019-21
MAYOR
CITY COUNCIL
SUCCESSOR AGENCY TO THE TUSTIN
REDEVELOPMENT AGENCY
CITY CLERK
CITY MANAGER
HUMAN
RESOURCES
FINANCE
CITY ATTORNEY
COMMUNITY
DEVELOPMENT
POLICE
PUBLIC WORKS
PRIVATE
UTILITIESCable T.V.ElectricityNatural GasTelephone
CONTRACT
SERVICES
FireRefuse
Animal Control
PARKS &
RECREATION
COORDINATION AND
COOPERATION
SPECIAL
DISTRICTS
Library
Lighting
Sewers
Flood Control
Re-Assessment District 95-1CFD s
CITIZENS OF
TUSTIN
ECONOMIC
DEVELOPMENT
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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RESOLUTIONS
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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FINANCIAL SUMMARY
FUND BALANCE PROJECTIONS BY FUND
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 35
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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City of Tustin
FY 2019-2021 Biennial Budget
Year End Projected Fund Balance for ALL FUNDS
Projected 19/20 19/20 19/20 19/20 Projected
Ending Proposed Proposed Proposed Proposed Ending
Balance Balance
Fund Description 06/30/19
One-Time
Transfer In /
Cash Revenues Expenditures
One-Time
Transfer Out 06/30/20
100 General Fund $18,659,558 $8,737,416 $59,539,989 70,030,368 50,000 $16,856,595
101 General Fund - Emergency Fund $1,000,000 $0 $0 0 0 $1,000,000
186 Oblg Reimb Frm Successor Agncy $1,975,216 $0 $11,000 0 1,986,216 ($0)
187 Backbone Fee Fund $26,600,210 $0 $500,000 21,577,135 0 $5,523,075
189 Land Held for Resale $47,580,071 $0 $3,000,000 24,070,250 3,398,300 $23,111,521
200 Capital Projects Fund—CIP $4,426,976 $0 $5,880,441 7,469,650 0 $2,837,767
120 CDBG $317,730 $0 $1,448,900 1,055,045 0 $711,585
129 Cable PEG Fees Fund $332,406 $0 $150,000 50,000 0 $432,406
130 Gas Tax $5,464,864 $0 $2,231,100 3,100,580 0 $4,595,384
131 Park Development $3,788,029 $0 $243,900 1,927,164 0 $2,104,765
132 Park Development Tustin Legacy $338,728 $0 $0 114,650 0 $224,078
133 SCAQMD $284,881 $0 $96,900 100,000 0 $281,781
134 Asset Forfeiture $47,282 $0 $0 0 0 $47,282
135 RNSP Asset Forfeiture $111,688 $0 $0 0 0 $111,688
136 Supplemental Law Enforcement $149,048 $0 $176,000 133,800 0 $191,248
137 Treasury RNSP Asset Forfeiture $5,839 $0 $0 0 0 $5,839
138 Measure M $51 $0 $0 0 0 $51
139 Measure M2 $6,240,869 $0 $1,696,900 5,060,969 40,000 $2,836,800
140 Road Maint & Rehab Alloc $1,540,977 $0 $1,353,300 2,675,000 0 $219,277
141 Tustin LLD $11,000 $551,000 $669,000 1,220,000 0 $11,000
142 Tustin SL $1,843,889 $0 $1,160,000 460,500 500,000 $2,043,389
171 Solid Waste Fund $8,204 $0 $217,500 213,400 0 $12,304
180 Special Events $413,107 $0 $404,000 317,153 66,400 $433,554
181 Workers Compensation $2,424,998 $0 $1,084,300 1,105,110 0 $2,404,188
182 Liability $1,409,048 $1,101,000 $0 1,259,624 0 $1,250,424
183 Unemployment $16,241 $50,000 $0 25,000 0 $41,241
184 Equipment Replacement Fund $2,924,132 $0 $834,100 1,527,550 0 $2,230,682
185 Information Technology $509,119 $225,000 $3,364,600 3,594,100 0 $504,619
191 Hangar Fund $0 $0 $0 0 0 $0
300 Water Enterprise $9,039,182 $0 $16,919,000 18,522,230 0 $7,435,952
301 Water Capital Fund $6,929,609 $0 $1,590,000 5,798,762 0 $2,720,847
302 Water Enterprise Emergency Fund $2,000,000 $0 $0 0 0 $2,000,000
305 2011 Water Revenue Bond Fund $282,047 $0 $0 282,000 0 $47
306 2013 Water Revenue Bond Fund $9,353,826 $0 $0 9,326,498 0 $27,328
431 Assessment Dist. 95-1 Construction $1,505,422 $0 $0 0 551,000 $954,422
433 CFD 04-1 $974,511 $0 $1,303,455 1,345,319 0 $932,647
434 CFD 06-1 Construction $2,864,278 $0 $3,000 2,862,846 0 $4,432
435 CFD 06-1 Debt Service $5,671,816 $0 $5,146,964 5,340,913 0 $5,477,867
436 CFD 07-1 Debt Service $1,539,921 $0 $1,129,647 1,122,725 0 $1,546,843
437 CFD 07-1 Construction $598,804 $0 $2,500 575,713 0 $25,591
438 CFD 06-1 Annex Construction $0 $0 $0 0 0 $0
440 CFD 13-01 $209,319 $0 $0 0 0 $209,319
441 CFD 14-01 Debt Service $3,340,834 $0 $1,467,893 1,443,175 0 $3,365,551
442 Special Tax B $8,872 $0 $4,072,500 0 4,072,500 $8,872
443 CFD 14-01 Construction $9,876,468 $0 $0 9,844,150 0 $32,318
561 MCAS 2010 TAB Proceeds $2,578,777 $0 $0 1,717,703 0 $861,074
570 Successor Agency (Trust Fund)$1,707,308 $0 $0 0 0 $1,707,308
571 PARS OPEB $1,000,159 $0 $0 0 0 $1,000,159
575 Tustin Housing Authority $2,824,472 $0 $301,120 1,422,645 0 $1,702,947
577 Inclusionary Housing Fee $525,701 $0 $0 0 0 $525,701
TOTAL ALL FUNDS $191,255,487 $10,664,416 $115,998,008 $206,691,726 $10,664,416 $100,561,769
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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City of Tustin
FY 2019-2021 Biennial Budget
Year End Projected Fund Balance for ALL FUNDS
Projected 20/21 20/21 20/21 20/21 Projected
Ending Proposed Proposed Proposed Proposed Ending
Balance Balance
Fund Description 06/30/20
One-Time
Transfer In /
Cash Revenues Expenditures
One-Time
Transfer Out 06/30/21
100 General Fund $16,856,595 $9,029,100 $60,507,610 72,014,309 0 $14,378,996
101 General Fund - Emergency Fund $1,000,000 $0 $0 0 0 $1,000,000
186 Oblg Reimb Frm Successor Agncy ($0)$0 $0 0 0 ($0)
187 Backbone Fee Fund $5,523,075 $0 $500,000 6,021,147 0 $1,928
189 Land Held for Resale $23,111,521 $0 $500,000 10,856,406 5,786,700 $6,968,415
200 Capital Projects Fund—CIP $2,837,767 $0 $2,825,000 2,825,000 0 $2,837,767
120 CDBG $711,585 $0 $552,900 522,845 0 $741,640
129 Cable PEG Fees Fund $432,406 $0 $150,000 50,000 0 $532,406
130 Gas Tax $4,595,384 $0 $2,224,100 1,598,180 0 $5,221,304
131 Park Development $2,104,765 $0 $244,900 22,164 0 $2,327,501
132 Park Development Tustin Legacy $224,078 $0 $0 0 0 $224,078
133 SCAQMD $281,781 $0 $96,900 100,000 0 $278,681
134 Asset Forfeiture $47,282 $0 $0 0 0 $47,282
135 RNSP Asset Forfeiture $111,688 $0 $0 0 0 $111,688
136 Supplemental Law Enforcement $191,248 $0 $176,000 140,500 0 $226,748
137 Treasury RNSP Asset Forfeiture $5,839 $0 $0 0 0 $5,839
138 Measure M $51 $0 $0 0 0 $51
139 Measure M2 $2,836,800 $0 $1,696,900 160,000 40,000 $4,333,700
140 Road Maint & Rehab Alloc $219,277 $0 $1,353,300 0 0 $1,572,577
141 Tustin LLD $11,000 $551,000 $669,000 1,220,000 0 $11,000
142 Tustin SL $2,043,389 $0 $1,160,000 460,500 500,000 $2,242,889
171 Solid Waste Fund $12,304 $0 $217,500 223,500 0 $6,304
180 Special Events $433,554 $0 $404,000 317,153 66,400 $454,001
181 Workers Compensation $2,404,188 $0 $1,084,300 1,148,299 0 $2,340,189
182 Liability $1,250,424 $1,101,000 $0 1,254,418 0 $1,097,006
183 Unemployment $41,241 $0 $0 25,000 0 $16,241
184 Equipment Replacement Fund $2,230,682 $0 $834,100 728,500 0 $2,336,282
185 Information Technology $504,619 $517,000 $2,892,500 3,413,800 0 $500,319
191 Hangar Fund $0 $0 $0 0 0 $0
300 Water Enterprise $7,435,952 $0 $16,919,000 18,964,950 0 $5,390,002
301 Water Capital Fund $2,720,847 $0 $1,590,000 2,200,000 0 $2,110,847
302 Water Enterprise Emergency Fund $2,000,000 $0 $0 0 0 $2,000,000
305 2011 Water Revenue Bond Fund $47 $0 $0 0 0 $47
306 2013 Water Revenue Bond Fund $27,328 $0 $0 0 0 $27,328
431 Assessment Dist. 95-1 Construction $954,422 $0 $0 0 551,000 $403,422
433 CFD 04-1 $932,647 $0 $1,353,455 1,345,319 0 $940,784
434 CFD 06-1 Construction $4,432 $0 $3,000 6,540 0 $892
435 CFD 06-1 Debt Service $5,477,867 $0 $5,146,964 5,340,913 0 $5,283,918
436 CFD 07-1 Debt Service $1,546,843 $0 $1,129,647 1,122,725 0 $1,553,765
437 CFD 07-1 Construction $25,591 $0 $2,500 27,713 0 $378
438 CFD 06-1 Annex Construction $0 $0 $0 0 0 $0
440 CFD 13-01 $209,319 $0 $0 0 0 $209,319
441 CFD 14-01 Debt Service $3,365,551 $0 $1,467,893 1,443,175 0 $3,390,269
442 Special Tax B $8,872 $0 $4,154,000 0 4,154,000 $8,872
443 CFD 14-01 Construction $32,318 $0 $0 2,150 0 $30,168
561 MCAS 2010 TAB Proceeds $861,074 $0 $0 241,290 0 $619,784
570 Successor Agency (Trust Fund)$1,707,308 $0 $0 0 0 $1,707,308
571 PARS OPEB $1,000,159 $0 $0 0 0 $1,000,159
575 Tustin Housing Authority $1,702,947 $0 $301,120 1,420,945 100,000 $483,122
577 Inclusionary Housing Fee $525,701 $0 $0 0 0 $525,701
TOTAL ALL FUNDS $100,561,769 $11,198,100 $110,156,588 $135,217,440 $11,198,100 $75,500,917
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 38
FY 2018-2019
Projected Beginning Fund Balance $22,694,847
Projected Revenue $66,652,130
Projected Expense ($70,687,419)
Projected Undesignated/Ending Fund Balance $18,659,558
FY 2019-2020
Projected Beginning Fund Balance $18,659,558
Proposed Revenue $68,277,405
Proposed Expense ($70,080,368)
Projected Undesignated/Ending Fund Balance $16,856,595
FY 2020-2021
Projected Beginning Fund Balance $16,856,595
Proposed Revenue $69,536,710
Proposed Expense ($72,014,309)
Projected Undesignated/Ending Fund Balance $14,378,996
GENERAL FUND FUND BALANCE DETAIL
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 39
FY 2018-2019 Projected
Balanced Budget
Transfer In $6,548,852
Planned Use of Excess Reserves $4,035,289
Revenue $60,103,278
Expenditures ($69,701,076)
Transfer Out ($986,343)
$0
Projected General Fund Fund Balance $18,659,558
Projected GF Reserves as % of GF Exp 26.8%
FY 2019-2020 Proposed
Balanced Budget
Transfer In $8,737,416
Planned Use of Excess GF Balance $1,802,963
Revenue $59,539,989
Expenditures ($70,030,368)
Transfer Out ($50,000)
$0
Projected General Fund Fund Balance $16,856,595
Projected GF Reserves as % of GF Exp 24.1%
FY 2020-2021 Proposed
Balanced Budget
Transfer In $9,029,100
Planned Use of Excess GF Balance $2,477,599
Revenue $60,507,610
Expenditures ($72,014,309)
Transfer Out $0
$0
Projected General Fund Fund Balance $14,378,996
Projected GF Reserves as % of GF Exp 20.0%
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 41
REVENUE SUMMARY
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 42
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
100 General Fund
City Council 31,780 43,844 46,925 47,900 50,800 50,800
City Clerk 442,953 556,246 572,929 651,160 712,600 740,000
City Attorney 530,515 525,687 469,505 550,000 550,000 550,000
City Manager 817,467 623,042 669,599 752,400 713,400 751,300
Economic Development 556,288 984,720 1,230,869 1,481,695 1,399,985 1,446,285
Finance 1,140,417 1,264,772 1,330,785 1,533,600 1,573,100 1,628,500
Human Resources 717,706 719,394 842,504 923,430 1,012,515 1,145,806
Community Development 3,075,132 3,634,690 3,988,879 4,168,660 4,138,050 4,300,250
Public Works 11,030,648 12,792,824 12,438,619 15,676,886 15,020,350 14,984,200
Police Services 22,482,175 25,283,085 26,600,095 28,981,911 29,704,543 30,579,043
Fire Services 6,985,045 7,181,784 7,580,663 8,026,800 8,740,000 9,309,400
Parks and Recreation 3,342,600 3,651,681 3,947,514 4,383,709 4,511,225 4,592,425
Successor Agency / RDA 0 0 0 0 0 0
Non-Departmental, Other 7,722,047 6,197,264 8,055,472 3,509,268 1,953,800 1,936,300
100 General Fund 58,874,774 63,459,032 67,774,357 70,687,419 70,080,368 72,014,309
101 Emergency Fund 0 0 0 0 0 0
186 Oblg Reimb Frm Successor Agncy 1,339 1,528 1,324 600 1,986,216 0
187 Backbone Fee Fund 82,246 777,050 1,081,633 10,375,000 21,577,135 6,021,147
189 Land Held for Resale 45,552,220 30,806,222 20,194,647 34,371,306 27,468,550 16,643,106
200 Capital Projects Fund—CIP 3,280,154 5,574,150 8,118,626 4,234,003 7,469,650 2,825,000
120 CDBG 738,738 494,454 570,729 1,458,109 1,055,045 522,845
129 Cable PEG Fees 14,526 513,292 0 50,000 50,000 50,000
130 Gas Tax 1,645,889 1,702,170 1,527,700 2,320,080 3,100,580 1,598,180
131 Park Development 577,249 567,223 279,012 846,928 1,927,164 22,164
132 Park Develop. Tustin Legacy 205,533 508,611 3,631,953 1,268,738 114,650 0
133 SCAQMD 153 198,172 159 100,000 100,000 100,000
134 Asset Forfeiture 351,514 27 2,989 0 0 0
135 RNSP Asset Forfeiture 144,302 38 54,324 0 0 0
136 Supplemntal Law Enforcement 107,675 113,512 239,953 135,639 133,800 140,500
137 Treasury RNSP Asset Forfeiture 26,375 6 4 0 0 0
138 Measure M 481 637,929 74,347 0 0 0
139 Measure M2 2,679,423 1,029,881 7,128,866 1,773,225 5,100,969 200,000
140 Road Maint & Rehab Alloc 0 0 0 135,000 2,675,000 0
141 Tustin LLD 1,484,075 1,056,423 1,096,963 1,120,000 1,220,000 1,220,000
142 Tustin SL 619,521 588,639 1,919,094 572,500 960,500 960,500
171 Solid Waste 0 0 0 64,930 213,400 223,500
180 Special Events 0 0 390,668 398,853 383,553 383,553
181 Workers Compensation 1,559,194 1,012,490 1,174,605 974,735 1,105,110 1,148,299
182 Liability 821,377 760,243 2,255,147 1,087,787 1,259,624 1,254,418
183 Unemployment 17,913 10,653 3,723 15,600 25,000 25,000
184 Equipment Replacement Fund 1,566,584 2,456,129 2,410,484 714,476 1,527,550 728,500
185 Information Technology 1,563,396 1,588,440 1,845,795 3,819,491 3,594,100 3,413,800
300 Water Enterprise 19,821,091 16,464,730 16,583,484 17,322,795 18,522,230 18,964,950
301 Water Capital Fund 290,185 673,046 2,367,677 3,130,880 5,798,762 2,200,000
302 Water Emergency Fund 0 0 0 0 0 0
305 2011 Water Rev Bond Fund 356,960 2,274,915 4,306,278 0 282,000 0
306 2013 Water Rev Bond Fund 9,689 10,629 1,628,472 3,768,039 9,326,498 0
430 Assess Dist. 95-1 0 0 0 0 0 0
431 Assess Dist. 95-1 Construction 745,200 550,000 539,264 491,000 551,000 551,000
432 Assess Dist. 95-2 Debt Service 0 0 0 0 0 0
433 CFD 04-1 1,324,720 1,306,936 717,384 1,415,319 1,345,319 1,345,319
434 CFD 06-1 Construction 2,961,156 31,894 87,416 252,846 2,862,846 6,540
435 CFD 06-1 Debt Service 67,426,205 6,334,134 3,251,778 3,520,000 5,340,913 5,340,913
436 CFD 07-1 Debt Service 17,055,901 1,365,485 929,131 1,267,725 1,122,725 1,122,725
437 CFD 07-1 Construction 0 208,439 758,534 549,016 575,713 27,713
EXPENDITURE SUMMARY
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 43
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
438 CFD 06-1 Annex Construction 161,881 0 0 0 0 0
440 CFD 13-1 218,103 221,457 287,204 0 0 0
441 CFD 14-1 836,392 1,615,132 1,475,994 1,443,175 1,443,175 1,443,175
442 Special Tax B 3,427,578 3,477,116 3,573,713 3,690,600 4,072,500 4,154,000
443 CFD 14-1 Construction 132,730 3,997,097 3,653,154 3,072,844 9,844,150 2,150
561 2010 MCAS TABs 10,868,920 4,937,631 3,960,265 10,114,382 1,717,703 241,290
570 Successor Agency (Trust Fund)5,787,481 8,317,661 2,668,543 2,400,000 0 0
571 PARS OPEB 0 0 0 0 0 0
575 Tustin Housing Authority 292,495 361,844 416,804 1,252,787 1,422,645 1,520,945
577 Inclusionary Housing 0 0 0 0 0 0
TOTAL 253,631,338 166,004,459 168,982,197 190,215,827 217,356,142 146,415,540
EXPENDITURE SUMMARY
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 44
GENERAL FUND REVENUES
$70,069,868
FY 2019-20 General Fund Revenues
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 45
GENERAL FUND REVENUES
$72,001,209
FY 2020-21 General Fund Revenues
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 46
GENERAL FUND EXPENSES
$70,080,368
FY 2019-20 General Fund Expenses
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 47
GENERAL FUND EXPENSES
$72,014,309
FY 2020-21 General Fund Expenses
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 48
CAPITAL IMPROVEMENT PROJECTS
FY 2019-20
Capital Improvement Program
$90,085,130
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 50
TOTAL BUDGET REVENUES
$126,662,424
FY 2019-20 Total Budget Revenues
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 51
TOTAL BUDGET REVENUES
$121,354,688
FY 2020-21 Total Budget Revenues
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 52
TOTAL BUDGET EXPENSES
$217,356,142
FY 2019-20 Total Budget Expenses
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 53
TOTAL BUDGET EXPENSES
$146,415,540
FY 2020-21 Total Budget Expenses
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 54
SALES TAX REVENUE
Sales Tax
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 55
GANN LIMIT
FY 2019-20 APPROPRIATIONS LIMIT
Article XIII B of the California Constitution (enacted with the passage of Proposition 4 in 1979 and modified
with the passage of Proposition 111 in 1990) restricts the appropriations growth rate for cities and other local
jurisdictions. The growth rate is tied to changes in the population and the change in California Per Capita
Personal Income. On May 1, 2019, the State Department of Finance notified each city of the population
changes and per capita personal income factor to be used in determining appropriation limits. Effective January
1, 2019, the change in the California Per Capita Personal Income is 3.85% and the change in Orange County’s
population is 0.29%. Attached is the City’s calculation for the permitted appropriations growth rate based on
the above information from the State. In accordance with state law, the FY 1986-87 appropriation limit is to be
used as the base year in calculating annual appropriation limits thereafter. The City of Tustin’s FY 2019-20
Appropriation Limit is 6.6067 times the base year limit of $14,249,831, which equals $94,144,067. Total
appropriations for FY 2019-20, subject to the limitation equal $70,080,368, which is $24,063,699 below the
City’s FY 2019-20 Appropriations Limit.
$14,249,831
(a)(b)(a)x(b)
Per Capita City/County Current
P. Income Population Calculation Cumulative Amended
Fiscal Year Change Change Factor Factor Limit
2008-09 1.0429 1.0258 1.0698 4.3946 $62,622,954
2009-10 1.0062 1.0147 1.0210 4.4869 $63,937,481
2010-11 0.9746 1.0139 0.9881 4.4337 $63,179,627
2011-12 1.0251 1.0039 1.0291 4.5627 $65,018,020
2012-13 1.0377 1.0105 1.0486 4.7845 $68,177,626
2013-14 1.0512 1.0178 1.0699 5.1189 $72,944,017
2014-15 0.9977 1.0037 1.0014 5.1261 $73,045,518
2015-16 1.0382 1.0160 1.0548 5.4070 $77,049,230
2016-17 1.0537 1.0216 1.0765 5.8204 $82,940,408
2017-18 1.0369 1.0069 1.0441 6.0769 $86,594,316
2018-19 1.0367 1.0069 1.0439 6.3434 $90,391,756
2019-20 1.0385 1.0029 1.0415 6.6067 $94,144,067
Population Change:
City of Tustin: -0.47%
Orange County: 0.29%
Exhibit A
City of Tustin
Appropriations Limits
Appropriations Limit for the Base Year Ending June 30, 1987:
19-20 Factors as reported by the State Department of Finance
Per Capita Personal Income change over Prior Year: 3.85%
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 56
CLASSIFICATION PLAN – PERSONNEL BUDGETING
18-19 18-19 18-19 19-20 19-20 20-21 20-21
CURRENT YTD VACAN-PROPOSED NEW PROPOSED NEW
POSITION CONTROL REPORT BUDGET ACT CIES BUDGET REQ BUDGET REQ
City Clerk
Administrative Assistant 2.50 2.50 - 2.50 - 2.50 -
City Clerk 1.00 1.00 - 1.00 - 1.00 -
Management Analyst I/II 1.00 1.00 - 1.00 - 1.00 -
4.50 4.50 0.00 4.50 - 4.50 0.00
LEGISLATION TOTAL 4.50 4.50 0.00 4.50 - 4.50 0.00
ADMINISTRATION
City Manager's Office
City Manager 1.00 1.00 - 1.00 - 1.00 -
Assistant City Manager 1.00 0.00 (1.00) 1.00 - 1.00 -
Executive Assistant 1.00 1.00 - 1.00 - 1.00 -
Executive Coordinator 1.00 1.00 - 1.00 - 1.00 -
Senior Management Analyst 1.00 1.00 - 1.00 - 1.00 -
5.00 4.00 (1.00)5.00 - 5.00 0.00
Economic Development
Executive Assistant 1.00 1.00 - 1.00 - 1.00 -
Deputy Director - Econ. Dev.1.00 2.00 1.00 2.00 1.00 2.00 -
Director, Economic Development 0.00 0.00 - - - - -
Senior Management Analyst 2.00 1.00 (1.00) 1.00 (1.00) 1.00 -
Management Analyst II 1.00 1.00 - 1.00 - 1.00 -
Management Assistant 1.00 1.00 - 1.00 - 1.00 -
6.00 6.00 0.00 6.00 - 6.00 0.00
Finance
Accountant 1.00 1.00 - 1.00 - 1.00 -
Deputy Director - Finance 2.00 2.00 - 2.00 - 2.00 -
Director, Finance 1.00 1.00 - 1.00 - 1.00 -
Executive Assistant 1.00 1.00 - 1.00 - 1.00 -
Management Analyst I/II 1.00 1.00 - 1.00 - 1.00 -
Senior Accountant 1.00 1.00 - 1.00 - 1.00 -
Senior Management Assistant 2.00 2.00 - 2.00 - 2.00 -
Senior Accounting Specialist 1.00 1.00 - 1.00 - 1.00 -
10.00 10.00 0.00 10.00 - 10.00 0.00
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 57
18-19 18-19 18-19 19-20 19-20 20-21 20-21
CURRENT YTD VACAN-PROPOSED NEW PROPOSED NEW
POSITION CONTROL REPORT BUDGET ACT CIES BUDGET REQ BUDGET REQ
Human Resources
Administrative Assistant 0.50 0.50 - 0.50 - 0.50 -
Director, Human Resources 1.00 1.00 - 1.00 - 1.00 -
Management Analyst I/II 0.75 0.75 - 0.75 - 0.75 -
Management Assistant 2.00 2.00 - 2.00 - 2.00 -
Senior Management Analyst 1.00 1.00 - 1.00 - 1.00 -
5.25 5.25 0.00 5.25 - 5.25 0.00
Information Technology
IT Specialist 3.00 3.00 - 3.00 - 3.00 -
Senior Information Tech Specialist 2.00 0.00 (2.00) 2.00 - 2.00 -
5.00 3.00 (2.00)5.00 - 5.00 0.00
ADMINISTRATION TOTAL 31.25 28.25 (3.00)31.25 - 31.25 0.00
COMMUNITY DEVELOPMENT
Planning
Assistant Director, Comm. Dev.1.00 1.00 - 1.00 - 1.00 -
Associate Planner 0.31 0.31 - 1.31 1.00 1.31 -
Assistant Planner 1.00 1.00 - - (1.00) - -
Director, Community Development 1.00 1.00 - 1.00 - 1.00 -
Executive Assistant 1.00 1.00 - 1.00 - 1.00 -
Principal Planner 1.00 1.00 - 1.00 - 1.00 -
Management Analyst II 1.00 1.00 - 1.00 - 1.00 -
Senior Planner 2.75 2.75 - 2.75 - 2.75 -
9.06 9.06 0.00 9.06 0.00 9.06 0.00
Building
Administrative Assistant 1.00 1.00 - 1.00 - 1.00 -
Assistant Director, Comm. Dev.1.00 1.00 - 1.00 - 1.00 -
Building Inspector 1.00 1.00 - 1.00 - 1.00 -
Building Permit Technician 2.00 2.00 - 2.00 - 2.00 -
Principal Plan Check Engineer 1.00 1.00 - 1.00 - 1.00 -
Senior Building Inspector 2.00 1.00 (1.00) 2.00 - 2.00 -
8.00 7.00 (1.00)8.00 - 8.00 0.00
Code Enforcement
Code Enforcement Officer 1.00 1.00 - 1.50 0.50 1.50 -
1.00 1.00 0.00 1.50 0.50 1.50 0.00
CDBG
Associate Planner 0.69 0.69 - 0.69 0.00 0.69 -
Code Enforcement Officer 1.00 1.00 - 1.00 - 1.00 -
Senior Planner 0.25 0.25 - 0.25 - 0.25 -
1.94 1.94 0.00 1.94 0.00 1.94 0.00
COMMUNITY DEVELOPMENT TOTAL 20.00 19.00 (1.00)20.50 0.50 20.50 0.00
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 58
18-19 18-19 18-19 19-20 19-20 20-21 20-21
CURRENT YTD VACAN-PROPOSED NEW PROPOSED NEW
POSITION CONTROL REPORT BUDGET ACT CIES BUDGET REQ BUDGET REQ
PUBLIC WORKS
PW Administration
Deputy Pub. Works Director 1.00 1.00 - 1.00 - 1.00 -
Dir. Pub. Works/City Eng.1.00 1.00 - 1.00 - 1.00 -
Executive Assistant 1.00 1.00 - 1.00 - 1.00 -
Public Works Manager 1.00 1.00 - 1.00 - 1.00 -
4.00 4.00 0.00 4.00 0.00 4.00 0.00
Engineering
Assistant Engineer 2.00 2.00 - 2.00 - 2.00 -
Management Assistant 1.00 1.00 - 0.00 (1.00) 0.00 -
Principal Engineer 2.00 1.00 (1.00) 2.00 - 2.00 -
Public Works Manager 1.00 1.00 - 1.00 - 1.00 -
Senior Management Assistant 1.00 1.00 - 2.00 1.00 2.00 -
Senior Public Works Inspector 2.00 2.00 - 2.00 - 2.00 -
9.00 8.00 (1.00)9.00 0.00 9.00 0.00
Streets
Administrative Assistant 0.25 0.25 - 0.00 (0.25) 0.00 -
Management Assistant 0.00 0.00 - 0.25 0.25 0.25 -
Equipment Operator 3.00 3.00 - 3.00 - 3.00 -
Field Services Manager 0.25 0.25 - 0.25 - 0.25 -
Maintenance Leadworker 1.00 1.00 - 1.00 - 1.00 -
Maintenance Supervisor 0.50 0.50 - 0.50 - 0.50 -
Maintenance Worker 1.50 1.50 - 1.50 - 1.50 -
Senior Maintenance Worker 2.00 2.00 - 2.00 - 2.00 -
8.50 8.50 0.00 8.50 0.00 8.50 0.00
Landscape
Administrative Assistant 0.25 0.25 - 0.00 (0.25) 0.00 -
Management Assistant 0.00 0.00 - 0.25 0.25 0.25 -
Field Services Manager 0.25 0.25 - 0.25 - 0.25 -
Maintenance Leadworker 2.00 2.00 - 2.00 - 2.00 -
Maintenance Supervisor 3.00 3.00 - 3.00 - 3.00 -
Maintenance Worker 6.00 6.00 - 6.00 - 6.00 -
Senior Maintenance Worker 6.00 6.00 - 6.00 - 6.00 -
17.50 17.50 0.00 17.50 0.00 17.50 0.00
Water Quality
Senior Management Analyst 1.00 1.00 - 1.00 - 1.00 -
1.00 1.00 0.00 1.00 0.00 1.00 0.00
Vehicles
Administrative Assistant 0.25 0.25 - 0.00 (0.25) 0.00 -
Management Assistant 0.00 0.00 - 0.25 0.25 0.25 -
Equipment Mechanic 3.00 3.00 - 3.00 - 3.00 -
Field Services Manager 0.25 0.25 - 0.25 - 0.25 -
Maintenance Supervisor 1.00 1.00 - 1.00 - 1.00 -
Maintenance Worker 0.00 0.00 - - - - -
Sr. Maintenance Worker 1.00 1.00 - - (1.00) - -
5.50 5.50 0.00 4.50 (1.00)4.50 0.00
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 59
18-19 18-19 18-19 19-20 19-20 20-21 20-21
CURRENT YTD VACAN-PROPOSED NEW PROPOSED NEW
POSITION CONTROL REPORT BUDGET ACT CIES BUDGET REQ BUDGET REQ
Facilities
Administrative Assistant 0.25 0.25 - 0.00 (0.25) 0.00 -
Management Assistant 0.00 0.00 - 0.25 0.25 0.25 -
Field Services Manager 0.25 0.25 - 0.25 - 0.25 -
Maintenance Leadworker 1.00 1.00 - 1.00 - 1.00 -
Sr. Maintenance Worker 1.00 1.00 - 2.00 1.00 2.00 -
Maintenance Supervisor 0.50 0.50 - 0.50 - 0.50 -
Maintenance Worker 0.00 0.00 - - - - -
3.00 3.00 0.00 4.00 1.00 4.00 0.00
PW Emergency Services
Administrative Assistant 0.00 0.00 - 0.00 - 0.00 -
0.00 0.00 0.00 0.00 0.00 0.00 0.00
PUBLIC WORKS TOTAL 48.50 47.50 (1.00)48.50 0.00 48.50 0.00
POLICE
Police Department Management Division
Police Civilian Commander 1.00 1.00 - 1.00 - 1.00 -
Deputy Police Chief 1.00 1.00 - 1.00 - 1.00 -
Executive Assistant 1.00 1.00 - 1.00 - 1.00 -
Managment Assistant 1.00 1.00 - 1.00 - 1.00 -
Police Captain 1.00 0.00 (1.00) 1.00 - 1.00 -
Police Chief 1.00 1.00 - 1.00 - 1.00 -
Police Lieutenant 1.00 1.00 - - (1.00) - -
7.00 6.00 (1.00)6.00 (1.00) 6.00 0.00
City Operations
Police Lieutenant 0.00 0.00 - 1.00 1.00 1.00 -
Police Sergeant 0.00 0.00 - 3.00 3.00 3.00 -
Police Officer 0.00 0.00 - 18.00 18.00 18.00 -
Police Services Officer I, II, III 0.00 0.00 - 1.00 1.00 1.00 -
Police Records Specialist 0.00 0.00 - 1.00 1.00 1.00 -
0.00 0.00 0.00 24.00 24.00 24.00 0.00
North Area Patrol
Police Lieutenant 1.00 1.00 - 1.00 - 1.00 -
Police Officer 26.00 23.00 (3.00) 19.00 (7.00) 19.00 -
Police Sergeant 7.00 7.00 - 6.00 (1.00) 6.00 -
Police Services Officer I, II, III 1.00 1.00 - - (1.00) - -
35.00 32.00 (3.00)26.00 (9.00) 26.00 0.00
South Area Patrol
Police Lieutenant 1.00 1.00 - 1.00 - 1.00 -
Police Officer 21.00 20.00 (1.00) 19.00 (2.00) 19.00 -
Police Sergeant 6.00 6.00 - 5.00 (1.00) 5.00 -
28.00 27.00 (1.00)25.00 (3.00) 25.00 0.00
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 60
18-19 18-19 18-19 19-20 19-20 20-21 20-21
CURRENT YTD VACAN-PROPOSED NEW PROPOSED NEW
POSITION CONTROL REPORT BUDGET ACT CIES BUDGET REQ BUDGET REQ
Special Operations
Police Lieutenant 1.00 1.00 - 1.00 - 1.00 -
Police Officer 22.00 19.00 (3.00) 12.00 (10.00) 12.00 -
Police Records Specialist 2.00 1.00 (1.00) 1.00 (1.00) 1.00 -
Police Sergeant 4.00 4.00 - 2.00 (2.00) 2.00 -
Police Services Officer I, II, III 4.00 3.00 (1.00) 4.00 - 4.00 -
33.00 28.00 (5.00)20.00 (13.00) 20.00 0.00
Professional Standards
Police Lieutenant 1.00 1.00 - 1.00 - 1.00 -
Police Officer 1.00 1.00 - 2.00 1.00 2.00 -
Police Records Specialist 1.00 1.00 - 1.00 - 1.00 -
Police Sergeant 1.00 1.00 - 2.00 1.00 2.00 -
Police Services Officer I, II, III 3.00 3.00 - 3.00 - 3.00 -
Senior Management Analyst 1.00 1.00 - 1.00 - 1.00 -
8.00 8.00 0.00 10.00 2.00 10.00 0.00
Field Support
Communications Officer I, II 10.00 8.00 (2.00) 10.00 - 10.00 -
Communications Officer Lead 2.00 2.00 - 2.00 - 2.00 -
Police Services Officer I, II, III 7.00 7.00 - 7.00 - 7.00 -
Police Services Officer Supervisor 2.00 2.00 - 2.00 - 2.00 -
Police Support Services Manager 1.00 1.00 - 1.00 - 1.00 -
22.00 20.00 (2.00)22.00 - 22.00 0.00
Operations Support
Police Fleet Coordinator 1.00 1.00 - 1.00 - 1.00 -
Police Records Specialist 8.00 5.00 (3.00) 7.00 (1.00) 7.00 -
Police Records Specialist Lead 2.00 2.00 - 2.00 - 2.00 -
Police Support Services Supervisor 2.00 2.00 - 2.00 - 2.00 -
Police Support Services Manager 1.00 1.00 - 1.00 - 1.00 -
Property And Evidence Specialist 2.00 1.00 (1.00) 2.00 - 2.00 -
Management Assistant 0.00 0.00 - 1.00 1.00 1.00 -
16.00 12.00 (4.00)16.00 - 16.00 0.00
POLICE TOTAL 149.00 133.00 (16.00)149.00 - 149.00 0.00
POLICE GRANT FUND
Crime Analyst (SLESF)1.00 1.00 - 1.00 - 1.00 -
1.00 1.00 0.00 1.00 - 1.00 0.00
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 61
18-19 18-19 18-19 19-20 19-20 20-21 20-21
CURRENT YTD VACAN-PROPOSED NEW PROPOSED NEW
POSITION CONTROL REPORT BUDGET ACT CIES BUDGET REQ BUDGET REQ
PARKS & RECREATION
P & R Administration
Director, Parks & Recreation 1.00 1.00 - 1.00 - 1.00 -
Deputy Director of Parks & Rec 1.00 1.00 - 1.00 - 1.00 -
Executive Assistant 1.00 1.00 - 1.00 - 1.00 -
3.00 3.00 0.00 3.00 - 3.00 0.00
Sports
Administrative Assistant 1.00 1.00 - 1.00 - 1.00 -
Recreation Coordinator 1.00 1.00 - 1.00 - 1.00 -
Recreation Supervisor 1.00 1.00 - 1.00 - 1.00 -
Recreation Program Specialist 1.00 1.00 - 1.00 - 1.00 -
4.00 4.00 0.00 4.00 - 4.00 0.00
Classes/Cultural Arts
Recreation Coordinator 2.00 2.00 - 2.00 - 2.00 -
Administrative Assistant 1.00 1.00 - 1.00 - 1.00 -
3.00 3.00 0.00 3.00 - 3.00 0.00
Senior Programs
Recreation Coordinator 1.00 1.00 - 1.00 - 1.00 -
Recreation Supervisor 1.00 1.00 - 1.00 - 1.00 -
Transportation Coordinator 2.00 2.00 - 2.00 - 2.00 -
4.00 4.00 0.00 4.00 - 4.00 0.00
P & R Support Services
Recreation Facilities Lead 2.00 2.00 - 2.00 - 2.00 -
2.00 2.00 0.00 2.00 - 2.00 0.00
Tustin Youth Center
Recreation Coordinator 1.00 1.00 - 1.00 - 1.00 -
1.00 1.00 0.00 1.00 - 1.00 0.00
PARKS & RECREATION TOTAL 17.00 17.00 0.00 17.00 - 17.00 0.00
WATER ENTERPRISE
Water Billing
Accounting Specialist 2.50 2.50 - 2.50 - 2.50 -
Senior Accounting Specialist 1.00 1.00 - 1.00 - 1.00 -
Senior Management Assistant 1.00 1.00 - 1.00 - 1.00 -
Code Enforcement Officer 1.00 1.00 - 1.00 - 1.00 -
Water Meter Reader 2.00 2.00 - 2.00 - 2.00 -
7.50 7.50 - 7.50 - 7.50 -
Water Administration
Administrative Assistant 1.00 1.00 - 1.00 - 1.00 -
Associate Engineer 1.00 0.00 (1.00) 1.00 - 1.00 -
Principal Engineer 1.00 1.00 - 1.00 - 1.00 -
Water Service Manager 2.00 2.00 - 2.00 - 1.00 (1.00)
Water Treatment Supervisor 0.25 0.25 - 0.25 - 0.25 -
5.25 4.25 (1.00)5.25 - 4.25 (1.00)
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 62
18-19 18-19 18-19 19-20 19-20 20-21 20-21
CURRENT YTD VACAN-PROPOSED NEW PROPOSED NEW
POSITION CONTROL REPORT BUDGET ACT CIES BUDGET REQ BUDGET REQ
Water Operations
Maintenance Worker 0.50 0.50 - 0.50 - 0.50 -
Water Const. Maint. Supervisor 1.00 1.00 - 1.00 - 1.00 -
Water Distribution Leadworker 1.00 1.00 - 1.00 - 1.00 -
Water Distribution Operator I, II 6.20 6.20 - 6.20 - 6.20 -
Water Equipment Operator 2.00 2.00 - 2.00 - 2.00 -
Water Treatment Operator II 0.50 0.50 - 0.50 - 0.50 -
Water Treatment Supervisor 0.13 0.13 - 0.13 - 0.13 -
11.33 11.33 0.00 11.33 - 11.33 0.00
Main Street Plant
Water Distribution Operator II 0.10 0.10 - 0.10 - 0.10 -
Water Treatment Operator II 1.25 1.25 - 1.25 - 1.25 -
Water Treatment Supervisor 0.13 0.13 - 0.13 - 0.13 -
1.48 1.48 0.00 1.48 - 1.48 0.00
17th St Desalter
Water Distribution Operator II 0.10 0.10 - 0.10 - 0.10 -
Water Treatment Operator II 1.25 1.25 - 1.25 - 1.25 -
Water Treatment Supervisor 0.25 0.25 - 0.25 - 0.25 -
1.60 1.60 0.00 1.60 - 1.60 0.00
Imported Water
Water Distribution Operator II 0.30 0.30 - 0.30 - 0.30 -
Water Treatment Operator II 0.50 0.50 - 0.50 - 0.50 -
Water Treatment Supervisor 0.00 0.00 - 0.00 - 0.00 -
0.80 0.80 0.00 0.80 - 0.80 0.00
Groundwater
Water Distribution Operator II 1.30 1.30 - 1.30 - 1.30 -
Water Treatment Operator II 0.50 0.50 - 0.50 - 0.50 -
Water Treatment Supervisor 0.25 0.25 - 0.25 - 0.25 -
2.05 2.05 0.00 2.05 - 2.05 0.00
WATER TOTAL 30.00 29.00 (1.00)30.00 - 29.00 (1.00)
TOTAL CITY 301.25 279.25 (22.00)301.75 0.50 300.75 (1.00)
GENERAL FUND REVENUE
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 65
REVENUE SUMMARY
GENERAL FUND EXPENDITURES
CITY COUNCIL
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 69
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
City Council
Personnel 0 0 0 0 0 0
Operations 31,780 43,844 46,925 47,900 50,800 50,800
Capital 0 0 0 0 0 0
31,780 43,844 46,925 47,900 50,800 50,800
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.
EXPENDITURE S UMMARY
CITY MANAGER
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 72
CITY MANAGER’S OFFICE
ORGANIZATIONAL CHART
CITY MANAGER
(1)
CITY CLERK
(1)
POLICE CHIEF
(1)
SR.
MANAGEMENT
ANALYST
(1)
DIRECTOR OF
FINANCE /
ECONOMIC
DEVELOPMENT
(1)
DIRECTOR OF
PUBLIC WORKS/
CITY ENGINEER
(1)
DIRECTOR OF
COMMUNITY
DEVELOPMENT
(1)
DIRECTOR OF
PARKS &
RECREATION
(1)
ADMINISTRATIVE
ASSISTANT
(2.5)
EXECUTIVE
COORDINATOR
(1)
EXECUTIVE
ASSISTANT
(1)
MANAGEMENT
ANALYST I/II
(1)
ASSISTANT
CITY MANAGER
(1)
DIRECTOR OF
HUMAN
RESOURCES
(1)
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 73
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
City Manager
Personnel 734,527 523,887 568,153 642,900 641,800 683,900
Operations 82,941 99,155 101,446 109,500 71,600 67,400
Capital 0 0 0 0 0 0
817,467 623,042 669,599 752,400 713,400 751,300
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:
1. Keep the City Council constantly apprised as to the status of City programs and activities;
2. Respond to, and resolve, citizen complaints concerning City services;
3. Provide staff support, when required, to members of the City Council serving on regional agencies;
4. 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;
5. Submit to the City Council the Fiscal Year 2019-21 operating and seven-year capital improvement
budgets;
6. Provide management oversight of economic development and housing programs;
7. Serve as the Director of the Local Reuse Authority for the former MCAS Tustin;
8. Serve as the Master Developer for City properties at Tustin Legacy;
9. Manage the City’s public communications program.
EXPENDITURE S UMMARY
ECONOMIC DEVELOPMENT
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 76
ECONOMIC DEVELOPMENT
ORGANIZATIONAL CHART
MANAGEMENT
ANALYST I/II
(1)
DIRECTOR OF
ECONOMIC
DEVELOPMENT
(1)
MANAGEMENT
ASSISTANT
(1)
SR. MANAGEMENT
ANALYST
(1)
EXECUTIVE
ASSISTANT
(1)
DEPUTY DIRECTOR
ECONOMIC
DEVELOPMENT
(1)
DEPUTY DIRECTOR
ECONOMIC
DEVELOPMENT
(1)
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 77
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Economic Development Division
Personnel 421,119 848,068 886,721 980,000 1,005,400 1,070,600
Operations 128,528 136,651 344,148 501,695 394,585 375,685
Capital 6,641 0 0 0 0 0
556,288 984,720 1,230,869 1,481,695 1,399,985 1,446,285
DESCRIPTION
The Economic Development Department provides leadership as the Master Developer of Tustin Legacy, assists
businesses and property owners, manages City real estate, facilitates workforce housing, and oversees
Successor Agency activities.
TASKS
1. Master Developer of Tustin Legacy
a. Land use planning and project identification
Concept plans
Feasibility analysis
b. Implement Disposition Strategy
Negotiations
Project monitoring
2. Assist Business and Property Owners
a. Facilitate relationship with Tustin Chamber of Commerce
b. Host business workshops
c. Provide business resources on City website
d. Assist property owners through:
Retail recruitment
Development review
Relationship building
3. Manage City Real Estate
a. Manage short- and long-term uses of City -owned property
Tustin Legacy
Pacific Center East
Old Town
4. Facilitate Workforce Housing
a. Manage 279 affordable ownership units
b. Oversee 468 affordable rental units
c. Create/facilitate opportunities for new workforce, senior and homeless housing units
d. Coordinate housing policy
EXPENDITURE S UMMARY
SUCCESSOR AGENCY
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 79
DESCRIPTION
The Successor Agency to the former Tustin Community Redevelopment Agency (RDA) was formed on February
1, 2012 as the RDA was dissolved by AB X1 26. The Successor Agency is tasked with winding down the former
RDA. The Successor Agency can only pay enforceable obligations that are on the Recognized Obligation
Payment Schedule (ROPS) that have been approved by the State Department of Finance (DoF). The ROPS
needs to be approved by the Oversight Board and DoF annually. The dissolution act included a provision for
administrative costs associated with the winding down of the former redevelopment agency and, as such, a
transfer to $250,000 was included in the budget to offset some General Fund costs.
Approved ROPS can be found on the Successor Agency Website at www.tustinca.org
RECOGNIZED O BLIGATION PAYMENT SCHEDULE
(ROPS)
The Successor Agency received a letter dated September 4, 2018 from the State Department of Finance on the
Last and Final Recognized Obligation Payment Schedule. The total approved obligation is associated with the
use of reserve balances in the Successor Agency Fund. The following table shows the reconciliation of the ROPS
approval:
ROPS 19-20
Total RPTTF Request: $ 3,912,825
Total DOF Denials: $ 0
Administrative Allowance: $ 23,376
Total RPTTF Amount Approved: $ 3,936,201
Amount Reclassified to Other Funds/Reserve Balance: $ 0
Other Adjustments: $ 0
Total RPTTF Distributed to Successor Agency: $ 3,936,201
CITY CLERK
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 81
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
City Clerk
Personnel 365,607 406,146 448,172 497,700 533,900 566,900
Operations 76,542 142,907 122,384 146,100 173,700 168,100
Capital 804 7,193 2,373 7,360 5,000 5,000
442,953 556,246 572,929 651,160 712,600 740,000
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:
1. Coordinate the preparation and distribution of official City Council agendas;
2. Maintain a centralized records management system or contracts/agreements, deeds, resolutions,
ordinances, and other City documents;
3. Process public records requests;
4. Conduct municipal elections in accordance with the Tustin City Code, the Elections Code, and the
Political Reform Act of 1974;
5. Serve as filing officer for Campaign Disclosure and conflict of interest statements required by the Fair
Political Practices Commission;
6. Coordinate legislative updates in the Tustin City Code;
7. Administer the recruitment process for the City's Planning Commission, the Community Services
Commission, Audit Commission, Building Board of Appeals, and Public Art Committee;
8. Implement the City’s Citizen Academy program;
9. Process legal documents, including: liability claims, subpoenas, summons, appeals, and petitions;
10. Prepare and coordinate ceremonial recognitions such as presentations during the City Council
meeting, proclamations and certificates of recognition;
11. Publish legal notices;
12. Provide citywide phone reception services;
13. Provide citywide duplication, scanning services and mail delivery;
14. Maintain subscription and distribution of City Council and Planning Commission agendas and minutes;
15. Receive bids and RFPs for city projects and conduct bid openings respectively;
16. Manage the citywide public shredding program;
17. 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;
18. Manage the electronic document imaging system (Laserfiche).
EXPENDITURE SUMMARY
CITY ATTORNEY
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 83
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
City Attorney
Personnel 0 0 0 0 0 0
Operations 530,515 525,687 469,505 550,000 550,000 550,000
Capital 0 0 0 0 0 0
530,515 525,687 469,505 550,000 550,000 550,000
DESCRIPTION:
The City Attorney’s office provides legal advice and services pertaining to City affairs to the City Council, City
Manager and other City officials.
TASKS:
1. Attend City Council, Redevelopment Agency, Planning Commission and Audit Commission meetings for
the purpose of providing legal advice;
2. Review and prepare ordinances, resolutions, franchises, agreements, contracts and other documents;
3. Provide legal advice to City departments;
4. Represent the City in court proceedings;
5. Review and monitor general liability claims processed by the City’s claims administrator.
EXPENDITURE SUMMARY
FINANCE
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 85
FINANCE DEPARTMENT’S
ORGANIZATIONAL CHART
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 86
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.
TASKS:
1. Deposit, monitor and record all revenues of the City.
2. Responsible for the City’s cash management.
3. Maintain the General Ledger and all financial records;
4. Ensure proper internal controls are in place throughout the City Departments.
5. Serve as the City Treasurer and invest and manage the City’s funds.
6. Provide management support for Water Utility billing.
7. Prepare the quarterly investment reports.
8. Complete the State Controller’s Annual Report of Operations, Annual Street Report and other reports
as required.
9. Monitor the City’s Fixed Asset Accounting System.
10. Administer the payroll, accounts receivable and accounts payable functions.
11. Prepare the annual Operating and Capital Improvement Budget.
12. Represent the City and provide information for various City, County, State and federal audits.
13. Assist in the formation and administration of special assessment districts created to finance public
infrastructure at the Tustin Legacy project.
14. Prepare the Comprehensive Annual Financial Report to the City.
15. Manage debt service and issue bonds when appropriate.
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 87
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Finance
Personnel 940,027 899,217 1,033,714 1,182,900 1,231,000 1,301,200
Operations 199,908 365,555 297,071 348,200 339,100 324,300
Capital 482 0 0 2,500 3,000 3,000
1,140,417 1,264,772 1,330,785 1,533,600 1,573,100 1,628,500
EXPENDITURE S UMMARY
HUMAN RESOURCES
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 89
HUMAN RESOURCES
ORGANIZATIONAL CHART
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 90
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:
1. Collaborate with managers and employees to provide support, services and solutions that ensure a
positive and productive work environment;
2. Conduct valid and defensible recruitment and selection processes to fill vacancies in all City departments;
3. 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;
4. Maintain the City’s classification and compensation plan and review/recommend position classification and
salary levels for all City positions;
5. Administer employee benefit programs, including medical, retirement, and COBRA benefits;
6. Process all employee personnel actions, including promotions, transfers, and compensation and benefit
adjustments;
7. Review and update policies, procedures and internal controls to ensure compliance with legal
requirements and effectiveness with organizational operations;
8. Facilitate and implement employee training programs for professional development and legal compliance;
9. Oversee performance and misconduct issues with employees including handling grievances, conducting
administrative investigations and managing disciplinary processes and appeals;
10. Administer family and medical leaves of absence and oversee the interactive process and reasonable
accommodation requests for individuals with disabilities;
11. 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;
12. Serve as the program administrator for the City’s safety program including compliance with OSHA
regulations;
13. 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)
14. 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);
15. Monitor and ensure compliance with state and federal laws related to public sector labor and employment
issues;
16. Maintain employee personnel and medical records.
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 91
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Human Resources
Personnel 552,245 559,377 623,771 699,405 746,540 792,731
Operations 165,461 160,016 218,733 224,025 265,975 353,075
Capital 0 0 0 0 0 0
717,706 719,394 842,504 923,430 1,012,515 1,145,806
EXPENDITURE S UMMARY
COMMUNITY DEVELOPMENT
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 93
COMMUNITY DEVELOPMENT
ORGANIZATIONAL CHART
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 94
PLANNING DIVISION
DESCRIPTION:
The Planning Division includes current and advance planning/special project functions. 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:
1. Implement the Downtown Commercial Core Specific Plan to encourage economic development and
coordinated improvements.
2. Implement the Red Hill Avenue Specific Plan to encourage development within the Redhill corridor and
explore potential mixed uses while protecting existing commercial corridor.
3. Commence with a comprehensive update to the City of Tustin’s General Pan.
4. Commence, if prioritized, 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.
5. Process discretionary entitlements, including design reviews, conditional use permits, variances,
subdivisions, minor adjustments, etc.
6. Perform plan checks for new development, tenant improvements, and other building projects.
7. Process temporary use permits, large gathering use permits, temporary sign permits, and film permits.
8. Continue primary responsibility for planning and development monitoring tasks associated with the Tustin
Legacy project.
9. 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 with an annual allocation of $680,000.
10. 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.
11. Continue the City’s current program for monitoring aircraft noise associated with flights to and from John
Wayne Airport.
12. Review proposed State and federal legislation for potential impacts to Tustin and prepare position papers
and correspondences on pending legislation.
13. Review Business License related land use inquiries and requests and provide Zoning Code and other
information to new/existing businesses.
14. Continue to provide phone and counter support as a one-stop planning and community development
counter to maintain quality of service throughout the City.
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 95
15. Assist the Public Works Department in preparing environmental documents for major capital improvement
projects.
16. Complete the comprehensive revisions to the City’s General Plan with consultant assistance and schedule
Planning Commission and City Council workshops, budget permitting.
17. Maintain current demographic information and provide updated information to the public. Work with the
Center for Demographic Research, State Department of Finance, and Southern California Association of
Governments on updating demographic projections.
18. Administer and oversee the City’s Cultural Resources District. Develop and implement a Cultural
Resources District work program for the Planning Commission. Process Mills Act program contracts and
administer the Tustin Historic Register Plaque Program.
19. Commence an update to the City’s Historical Resources Survey Report.
20. Continue to implement goals associated with the Old Town Parking Study and Old Town Parking
Exception.
21. Continue to implement updates and improvements to the Department’s web page.
22. Continue to implement efficiency improvements to the department’s processes, procedures, etc.
23. Complete Code Updates related to signs, parking and alcoholic beverage sales establishments.
BUILDING DIVISION
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:
1. Administer and enforce the California Building Standards Codes.
2. Adopt and implement 2019 California Building Standards Code.
3. Continue to implement new permit tracking software.
4. Continue to work with developers, allocate resources and coordinate with other agencies and departments
to ensure continued progress at the Tustin Legacy.
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5. 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.
6. Continue to support a Permit-by-Appointment program for relatively routine construction projects prepared
by licensed design professionals such as residential remodels and additions (envisioned as a one-stop
permit process).
7. Continue to utilize inspection staff to 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 correction process for persons unfamiliar with the City’s
construction application, plan check and inspection requirements).
8. 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.
9. Update the City’s Building Codes to facilitate the installation of electric vehicle charging stations, in
compliance with State mandates.
10. Continue to develop Code Interpretation Bulletins/Policies for the public and development community to
ensure a uniform understanding of City Code requirements.
11. Update the City’s grading and private street design standards to be compatible with the current practice
while maintaining quality standards.
12. Complete a Code update necessary to implement an appointed Building Board of Appeals to hold potential
hearings on appeals of the Building Official’s interpretation of the State Building Code Standards.
13. Continue to update the Building Division pages on the City website to provide the public and contractors
with Building Code information, useful links, and City handouts.
14. Continue to update the Building Division’s Procedure Manual and develop comprehensive internal
operational policies.
15. Continue to support OCFA and Tustin Police emergency response needs related to evaluating structural
safety following structure fires and vehicle accidents involving structures.
16. Continue an excellent standard of plan check and inspection to maintain code compliance and safety,
while also preventing disruptions during construction.
17. Monitor and recommend measures to ensure the City’s compliance with the National Pollutant Discharge
Elimination System (NPDES) Permit and Air Quality Management Plan.
18. Administer the City’s graffiti-removal program and actively participate in the City’s Neighborhood
Improvement Program.
19. Continue to implement property maintenance and zoning code enforcement, including the issuance of
administrative citations as necessary, and perform water quality inspections at all active construction sites
and developed commercial and industrial sites.
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EXPENDITURE S UMMARY
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Community Development
Planning
Personnel 1,299,019 1,493,178 1,659,605 1,450,212 1,515,950 1,599,650
Operations 215,828 521,000 461,867 475,148 342,350 342,350
Capital 0 0 0 0 0 0
1,514,847 2,014,179 2,121,472 1,925,360 1,858,300 1,942,000
Building
Personnel 564,525 671,975 559,508 940,600 1,018,800 1,074,800
Operations 880,210 815,841 1,048,817 1,101,000 1,009,200 1,024,000
Capital 0 0 0 0 0 0
1,444,735 1,487,816 1,608,324 2,041,600 2,028,000 2,098,800
Code Enforcement
Personnel 87,113 116,724 239,840 106,100 154,800 162,500
Operations 28,437 15,972 19,242 95,600 96,950 96,950
Capital 0 0 0 0 0 0
115,550 132,696 259,082 201,700 251,750 259,450
Community Development
Personnel 1,950,657 2,281,878 2,458,953 2,496,912 2,689,550 2,836,950
Operations 1,124,475 1,352,813 1,529,926 1,671,748 1,448,500 1,463,300
Capital 0 0 0 0 0 0
Comm. Development Total 3,075,132 3,634,690 3,988,879 4,168,660 4,138,050 4,300,250
PUBLIC WORKS
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PUBLIC WORKS
ORGANIZATIONAL CHART
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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:
1. Perform interagency coordination and administer County, State and Federally funded projects and
programs.
2. Provide oversight and management of the Public Works and Water Capital Improvement and Operations
Budgets.
3. Manage the City’s Solid Waste Program.
4. Administer contract agreements for various City Services.
5. Manage City records including all record plans with respect to Public Works and Engineering.
6. Administer the Tustin Landscape and Lighting District.
ENGINEERING
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:
1. Prepare plans, cost estimates, reports and provides oversight for the construction of Capital
Improvement Projects.
2. Conduct plan checks on subdivision/parcel maps and perform construction inspection involving public
improvements.
3. Conduct City-wide traffic studies.
4. Maintain maps, records and reports for all public improvements.
5. Provide public assistance in response to engineering and traffic related concerns and complaints.
6. Perform contract administration and provide technical assistance to other City departments and
outside agencies.
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7. Administer contracts for pavement management system, signal maintenance, pavement repair and
pavement striping.
8. Provide technical engineering support to the Tustin Legacy development program.
STREETS
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:
1. Support and monitor street sweeping program.
2. Administer streets and alley repair contract.
3. Perform litter control in the public rights-of-way.
4. Performs traffic sign maintenance and striping/marking program as directed by the Engineering Division,
Traffic Section.
5. Performs sidewalk maintenance and grinding as needed.
6. Provide support for special events.
LANDSCAPE
DESCRIPTION:
The Landscape Division maintains all City parks and playground equipment; all landscaped median and
parkway areas; and all trees located in the public right-of-way to enhance the aesthetic image of the
community, promote the general environmental quality of the community, and ensure the safety of all citizens
and the general public.
TASKS:
1. Maintains the turf in the parks.
2. Operate and maintain parks landscape irrigation systems.
3. Maintain foliage through chemical application, removing and/or replacing as required.
4. Perform graffiti removal and manage the weed abatement program in the parks and public rights-of-
way.
5. Conduct regular inspection, maintenance, and repair of park grounds and play equipment, structures,
lights, and picnic facilities.
6. Administer the citywide tree trimming and landscape maintenance contracts.
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WATER QUALITY
DESCRIPTION:
The Water Quality Division provides coordinates and 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:
1. Ensure City compliance with the NPDES and MS4 permits.
2. Assess the environmental issues associated with all development activities and provides regulatory
framework to ensure that standards set are implemented.
3. Provide technical assistance to other City departments and outside agencies.
4. Maintain a complete inventory of storm water facilities and perform annual inspections.
5. Develop and implement public programs to inform and involve the public in controlling urban runoff.
6. Provide public assistance for storm water related concerns and complaints.
7. Coordinate maintenance of all publicly owned storm drains, catch basins and surface drainage facilities,
in accordance with National Pollutant Discharge Elimination System guidelines.
VEHICLES
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:
1. Perform repairs on vehicles and other mechanical equipment.
2. Administer a preventative maintenance program for vehicles and other mechanical equipment.
3. Provide fuel and maintain fueling facilities for the City and the Tustin Unified School District.
4. Conduct licensing/inspection of vehicles as required by the State Department of Motor Vehicles.
5. Administer the licensing and permits for City generators, fuel island, underground storage tank and other
equipment.
6. Administer the forklift certification program.
7. Administers the Vehicle/Equipment Lease Fund.
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FACILITIES
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:
1. Provide information on facility maintenance problems and cyclical replacement items, and coordinate
correction through the budgetary process;
2. Monitor progress on facilities maintenance projects and cyclical maintenance through site visits and
service request;
3. Perform regular maintenance and building repairs for all public facilities including structural, mechanical,
plumbing, electrical, carpentry, and painting;
4. Administer maintenance contracts including, but not limited to janitorial, building security, elevators, pest
control and HVAC.
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EXPENDITURE SUMMARY
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Public Works
Administration
Personnel 388,375 476,347 609,124 441,230 424,400 444,300
Operations 577,582 597,258 636,304 788,035 760,200 685,400
Capital 0 0 0 0 0 0
965,957 1,073,605 1,245,428 1,229,265 1,184,600 1,129,700
Engineering
Personnel 844,757 808,008 889,351 1,242,120 1,210,400 1,277,000
Operations 75,880 128,322 39,327 62,903 154,000 154,000
Capital 14,675 0 0 0 0 0
935,312 936,330 928,678 1,305,023 1,364,400 1,431,000
Streets
Personnel 682,981 699,697 634,486 586,600 608,500 644,800
Operations 113,879 117,314 111,766 110,800 130,300 130,300
Capital 1,910,000 3,325,000 2,197,665 4,377,090 3,044,650 2,825,000
2,706,860 4,142,012 2,943,916 5,074,490 3,783,450 3,600,100
Landscape
Personnel 1,405,978 1,432,400 1,595,001 1,750,300 1,819,400 1,904,600
Operations 2,239,964 2,400,912 2,648,813 2,681,489 3,031,900 3,031,900
Capital 0 0 0 0 0 0
3,645,942 3,833,311 4,243,814 4,431,789 4,851,300 4,936,500
Water Quality
Personnel 141,346 146,374 182,625 167,200 183,800 192,800
Operations 293,859 276,118 324,754 398,402 393,000 380,000
Capital 0 0 0 0 0 0
435,205 422,492 507,379 565,602 576,800 572,800
Fleet Maintenance
Personnel 467,246 468,752 486,119 593,300 625,400 655,700
Operations 477,992 433,974 435,820 541,767 498,500 498,500
Capital 0 0 0 0 0 0
945,238 902,726 921,939 1,135,067 1,123,900 1,154,200
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Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Building Facilities
Personnel 221,106 258,583 363,644 312,600 335,200 359,200
Operations 1,174,570 1,223,405 1,283,821 1,623,050 1,800,700 1,800,700
Capital 0 0 0 0 0 0
1,395,676 1,481,988 1,647,465 1,935,650 2,135,900 2,159,900
Emergency Services
Personnel 0 0 0 0 0 0
Operations 459 360 0 0 0 0
Capital 0 0 0 0 0 0
459 360 0 0 0 0
Public Works
Personnel 4,151,789 4,290,160 4,760,348 5,093,350 5,207,100 5,478,400
Operations 4,954,185 5,177,663 5,480,606 6,206,446 6,768,600 6,680,800
Capital 1,924,675 3,325,000 2,197,665 4,377,090 3,044,650 2,825,000
Public Works Total 11,030,648 12,792,824 12,438,619 15,676,886 15,020,350 14,984,200
POLICE DEPARTMENT
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POLICE DEPARTMENT
ORGANIZATIONAL CHART
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POLICE MANAGEMENT
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:
1. Provide administrative leadership to the entire Department.
2. Provide budget direction and control.
3. Review and implement new programs to enhance effectiveness of the Department;
4. Ensure free flow of internal and external information;
5. Participate in citywide team management concepts;
6. Provide direction and analysis to staff projects;
7. Coordinate with other local, state, and federal law enforcement agencies;
8. Coordinate Police Department activities with other City Departments;
9. Anticipate future needs and plan activities accordingly;
10. Provide oversight of day to day activities and ensure employees are able to work in
a safe and productive environment;
11. Provide Department wide training and coordination of the CALEA re-accreditation
process;
12. Serve as the leadership and clearing house of the CALEA accreditation team;
13. Compile and maintain the CALEA accreditation files consisting of 460 law
enforcement standards organized into 38 chapters and;
14. 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.
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ACCOMPLISHMENTS:
1. On July 30, 2017, Tustin Police Department received reaccreditation with CALEA.
2. In 2018, the Tustin Police Department Management provided oversight and
support regarding establishing department annual goals.
CITY OPERATIONS COMMAND
DESCRIPTION:
The City Operations Command consists of police personnel assigned to specialty
assignment units which impact all areas within the City of Tustin borders. Its personnel
are dedicated to supplement the Patrol Division in a variety of capacities such as the
GRADE Unit, Traffic Unit, K-9 Unit, and SRT/SWAT. City Operations Command is
currently staffed by one Lieutenant, three Sergeants, two Detectives, ten Officers and
one police service dog.
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 capacity exists. Detectives
assigned to the GRADE Unit are responsible for the investigation of narcotics and vice
related crimes.
The Traffic Unit is responsible for traffic enforcement within the Tustin
city limits. TheTraffic Unit includes one Sergeant, four Motor Officers, one
Police Services Officer, one Master Reserve Officer and two part-time
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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 Traffic 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, Chili Cook-Off and Hanger Half Marathon.
The SWAT Team’s primary role is to solve potentially dangerous
incidents through experience, training, and the use of highly specialized
tools and equipment. The SRT Team compliments the SWAT Team by
providing specialized immediate tactical response to serious situations
beyond the capacity of our Patrol Unit.
TASKS:
1. Respond to all criminal, service and traffic calls for service;
2. Investigate, write police reports, follow-up, and apprehend
violators as appropriate;
3. Work with Parole and Probation officers in monitoring the
activities of those individuals on Parole or Probation who
reside in Tustin;
4. Provide crime and traffic accident suppression through
specific crime analysis, special enforcement, and proactive
problem solving;
5. Conduct educational and other crime/traffic accident
prevention presentations;
6. Coordinate community special event plans;
7. 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.
2018 Patrol Goals:
1. Protect the Community
a. Reduction in Part I Crime
b. Reduction in Injury Traffic Collisions
2. Engage the Community
a. Enhance current programs
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i. (Citizens Academy, Spanish Speaking Citizens
Academy, Open House, Run with a Cop, Coffee with
Cop, Police-Community Dialogues)
3. Improve Internal Operations
a. Making employees’ jobs easier and more efficient
i. (CTAPS policing model, Equipment improvements,
Utilization of BWCs, Begin the CAD/RMS project)
b. Rebuild Pride and Esprit de Corps
c. Foster employee wellness and satisfaction
i. Wellness committee
4. Reduce Workplace Injuries
a. Increase patrol tactics training
Patrol City Wide Accomplishments
1. 22% reduction in aggravated assault
2. 38% reduction in commercial burglaries
3. 13% reduction in residential burglary
4. 15% reduction in auto theft
5. Increased the use of GPS technology through the bait program resulting
in multiple felony arrests
6. No reported homicides for all of 2018
2018 Traffic Unit Accomplishments
1. 4% decrease in total traffic collisions
2. 8% decrease in injury traffic collisions
3. 4 DUI Checkpoints & 4 DUI Saturation patrols
4. 130 total DUI Arrests
5. 4% increase in parking citations
6. 4 “Know Your Limits” campaigns conducted
2018 GRADE Unit Accomplishments
1. 3,076 Field contacts
2. 255 Misdemeanor arrests
3. 181 Felony arrests
4. 704 Probation and/or /Parole searches
5. 355g Methamphetamine seized
6. 18g Cocaine seized
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7. 78g Heroin seized
North Area Patrol
DESCRIPTION:
The North Area Command consists of the area in the City north of the I-5
freeway. Within the area, there are single family residences, high-density
housing, commercial, and retail properties. North Area Command is
currently staffed by one Lieutenant, seven Sergeants, and 25 Patrol
Officers and includes a canine partner. Included in North Area Command,
is the Traffic Unit and one police officer assigned as a Community Impact
Officer (CIO). The CIO is responsible for addressing on-going community
concerns and quality of life issues in the area. The CIO works closely
with patrol officers, city officials, business owners and non-profit groups
to address community issues.
TASKS:
1. Respond to all criminal, service and traffic calls for service;
2. Investigate, write police reports, follow-up, and apprehend
Violators as appropriate;
3. Work with Parole and Probation officers in monitoring the
activities of those individuals on Parole or Probation who
reside in Tustin;
4. Provide crime and traffic accident suppression through
specific crime analysis, special enforcement, and proactive
problem solving;
5. Conduct educational and other crime/traffic accident
prevention presentations;
6. Coordinate community special event plans;
7. 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.
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2018 PATROL CITY WIDE ACCOMPLISHMENTS:
1. 26.7% reduction in auto theft
2. 50% reduction in aggravated assault
3. 32% reduction in commercial burglary
2019 PATROL GOALS:
1. Protect the Community
a. Reduction in Part I Crime
b. Reduction in Injury Traffic Collisions
2. Engage the Community
a. Enhance current programs (Citizens Academy, Spanish
Speaking Citizens Academy, Open House, Run with a Cop,
Coffee with a Cop, Police-Community Dialogues)
3. Improve Internal Operations
a. Making employees’ jobs easier and more efficient (CTAPS
2.0, Reporting efficiencies, Equipment improvements,
complete implementation of BWCs, Begin the CAD/RMS
project)
b. Rebuild Pride and Esprit de Corps
c. Foster employee wellness and satisfaction
SOUTH AREA PATROL
DESCRIPTION:
Area Command is comprised of the entire Patrol Division. The Area Command model divides
the city into two geographical areas, North and South. Lieutenant Duane Havourd serves as
the North Area Commander, responsible for policing matters North of the I-5 Freeway and
Lieutenant Stephanie Nichols serves as the South Area Commander, responsible for policing
matters South of the I-5 freeway.
Within the South Area Command, there are single family residences, high-density housing,
commercial and retail properties. The southwest portion of the city is densely populated with
apartment dwellings and in areas, has a high crime rate and gang related incidents. South
CITY OF TUSTIN
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Area command is currently staffed by one Lieutenant, five Sergeants and 19 Patrol Officers
and includes a canine partner.
The Area Commanders are committed to the new challenges and opportunities 2019 will
present. We will continue to focus on community needs such as reducing crime, traffic
concerns and quality of life issues. Through innovative policing strategies, predictive
analytics, and partnerships with the community we are dedicated to preserving the safety of
our community.
TASKS:
1. Respond to all criminal, service and traffic calls for service;
2. Investigate, write police reports, follow-up, and apprehend violators
as appropriate;
3. Work with Parole and Probation officers in monitoring the activities
of those individuals on Parole or Probation who reside in Tustin;
4. Provide crime and traffic accident suppression through specific crime
analysis, special enforcement, and proactive problem solving;
5. Conduct educational and other crime prevention presentations;
6. Coordinate community special event plans;
7. Continue the implementation of the overall Departmental Mission,
Vision and Values in order to resolve community problems; reduce
citizen’s fear of crime; and increase citizen satisfaction with service
provided by local government.
PATROL CITY WIDE ACCOMPLISHMENTS:
1. 5% reduction in robbery
2. 26% reduction in aggravated assault
3. 19% reduction in residential burglary
4. Increased the use of GPS technology through the bait program
resulting in over 60 felony arrests
5. Increased our community outreach program to include: Run with a
Cop, Team Kids, Coffee with a Cop and other programs.
2019 PATROL GOALS:
1. Protect the Community
a. Reduction in Part I Crime
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PAGE 115
b. Reduction in Injury Traffic Collisions
2. Engage the Community
a. Enhance current programs (Citizens Academy, Spanish
Speaking Citizens Academy, Open House, Run with a Cop,
Coffee with a Cop, Police-Community Dialogues)
3. Improve Internal Operations
a. Making employees’ jobs easier and more
efficient (CTAPS 2.0, Reporting efficiencies, equipment
improvements, complete implementation of BWCs, begin the
CAD/RMS project)
b. Rebuild Pride and Esprit de Corps
c. Foster employee wellness and satisfaction (Wellness Committee)
4. Reduce Workplace Injuries
SPECIAL OPERATIONS
DESCRIPTION:
The Special Operations Division includes the General Investigations Unit, which conducts
widely varied and specialized criminal investigations, as well as proactive surveillance
operations.
The General Investigations Unit is divided into the Major Crimes Team and Property Crimes
Team. These two teams are responsible for conducting comprehensive follow-up
investigations for the majority of crimes that are reported to the Tustin Police Department.
Detectives assigned to this unit are on-call 24 hours a day to respond to crime scenes
throughout the city. The Detectives from the General Investigations Unit are supported by
Police Services Officers, a Police Records Specialist and civilian personnel from the
Crime Analysis Unit who utilize state-of-the-art technology to analyze crime patterns.
The General Investigations Unit also includes a full-time School Resource Officer and
detectives assigned to specialized task forces such as, the Orange County Auto Theft Task
Force, the Regional Narcotics Suppression Program team, the Orange County Intelligence
Assessment Center, and the Joint Terrorism Task Force.
TASKS:
1. Follow-up on all cases with workable leads;
2. Investigate incidents dealing with vice, narcotics, and white-collar crimes;
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3. Follow-up on unsolved homicide cases, and “cold” DNA hits in sexual assault,
burglary and vehicle theft cases
4. Respond to community needs concerning juveniles, including using juvenile diversion
programs and maintaining a School Resource Officer program;
5. Coordinate community special event plans;
6. Provide personnel to the Orange County Regional Narcotics Suppression Program
(RNSP), the Orange County Auto Theft Task Force (OCATT), the Orange
County Intelligence Assessment Center (OCIAC), and the Joint Terrorism
Task Force (JTTF).
2018 GENERAL INVESTIGATIONS ACCOMPLISHMENTS:
1. The Unit Investigated 942 cases in 2018
2. 2 Arrests of Tustin Most Wanted suspects
3. 88 Arrests were made
4. 27 Warrants served
5. 28 DNA hits
2019 GENERAL INVESTIGATIONS GOALS:
1. Attend briefings weekly to improve communication
2. Strive to attain and maintain an average case clearance rate
of 20%
3. Improve technology including but not limited to current software
programs (forecasting/predictive analysis), smart board and GPS
equipment
4. Create a model for predictive policing crime analysis data
5. Utilize the crime analyst to obtain accurate information on
crime trends
6. Make arrests in 10% of cleared cases (approx. 80 arrests per year)
7. Ensure all fugitive cases and ‘John Doe’ sexual assault
investigations are up to date
8. Ensure each detective and investigator is properly and thoroughly
trained within their discipline
9. Solve a cold case homicide
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PROFESSIONAL STANDARDS
DESCRIPTION:
The Professional Standards Division operates under the Community Policing Bureau.
Personnel assigned to the Professional Standards Division include the following: one Police
Lieutenant, two Police Sergeants, one Police Officer, three Police Services Officers, one
Police Records Specialist, one Master Reserve Officer, one Community Impact Officer, one
Homeless Liaison Officer and one Emergency Operations Manager. The Division consists
of three specific operational units; Personnel & Training Unit, Community Relations Unit,
Emergency Operations, and Homeless Outreach.
TASKS:
Personnel Unit
1. Recruitment and hiring of all departmental employees.
2. Management of internal affairs files, background files, training files.
3. Management of the employee performance evaluation system.
4. Representing the agency as custodian of records for all Pitchess
Motion court appearances.
5. Management of the Cadet Program.
6. Management of the Explorer Program.
7. Management of the Volunteer Program.
8. Investigate all serious complaints of misconduct or uses of force as
determined by command staff.
9. Prepare yearly administrative statistical reports and state cost recovery
reports.
Training Unit
1. Coordinate and track all formal training.
2. Author and track all internally generated training documents.
3. Ensure P.O.S.T. compliance with mandated training
requirements.
4. Management of the Power DMS computer data system.
5. Coordinate new employee departmental orientations.
6. Manage citizen academy program.
7. Serve as liaison with P.O.S.T. police training academies.
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 118
Community Relations Unit
1. 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.
2. Manage school related programs such as project “Think
About It,” Officer Friendly presentations, station tours, and
Walk to school
3. Arrange public safety presentations regarding identity theft,
personal safety, and holiday safety.
4. Organize public relations programs such as Open House,
Santa Sleigh, Santa Cop, Foothill Regional Hospital special
Needs donation program, and National Night Out.
Emergency Operations
1. Coordination of emergency planning and training.
2. Recruitment and Management of the Community Emergency
Response Team (CERT).
3. Establish and maintain inter-agency coordination with local,
state, and federal emergency response agencies.
4. Maintain the City’s emergency operations center (EOC) in a
Maximum state of readiness, which allows the EOC to be
operational within one hour.
Homeless Outreach
1. Provide outreach and resources to homeless individuals who
have a connection to the City of Tustin.
2. Partner with private entities, local and county government
agencies to assist the homeless with finding long-term shelter
and/or services.
3. Advocate for the homeless.
Information Technology and Special Projects
1. Facilitate and address department’s current and future
Information Technology needs.
2. Research, selection and implementation of new CAD/RMS
system.
3. Responsible for departmental scheduling oversight.
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 119
2017-2018 PSD ACCOMPLISHMENTS:
Personnel Unit
Chief recruitment
Deputy Chief promotion
Captain promotion
Lieutenant promotion
Field Support Division Manager promotion
Two police sergeants promotion
82 Background Investigations were conducted which resulted in the
hiring of 24 employees, 23 were non-selected, 27 failed backgrounds,
eight withdrew and two are still being processed.
Community Relations
1. Increased the attendance of National Night Out.
2. Acquired the supervision of the volunteer program.
3. Revitalize inactive Neighborhood Watch Groups.
4. Update of the Community Relation information pamphlets.
5. Continued with organization of the Community Relations
area in the basement at City Hall.
6. Continued participation in Neighborhood Improvement Task Force
(NITF) meetings.
Emergency Management
1. Conducted three CERT training courses.
2. Continued with organization and workability of the EOC.
3. Planned and coordinated City’s first annual disaster
preparedness exposition.
4. Participated in the planning for new EOC located at the
re-located Public Works facility.
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 120
Volunteer Unit
1. Continue to recruit volunteers from the Citizen’s Academy.
2. Hosted volunteer appreciation dinner.
3. Added new training topics to each volunteer monthly
meeting.
4. Volunteers continue to assist with various duties within the
agency.
2019-2020 PSD GOALS:
Personnel Unit
1. Fill vacancies in all open positions throughout the year.
2. Complete applicant background investigations within a
timely manner.
3. Ensure all employees are compliant with P.O.S.T. training
requirements.
4. Incorporate recruitments in Facebook and others social
media outlets.
Community Relations
1. Re-organize Community Relations section in City Hall’s
basement.
2. Update Citizen Academy curriculum.
3. Increase department participation at National Night Out.
4. Increase community attendance numbers at the Tustin
Police Department’s annual Open House.
Emergency Management
1. Continue to train and certify graduates of the CERT
academy.
2. Continue EOC training exercises.
3. Participate in OCHCA Point of Dispensing exercise.
4. Conduct at least two CERT courses per year.
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 121
5. Supervisors attend Wildan emergency management
training.
Volunteer Unit
1. Continue to use Citizen Academy and CERT
programs as recruitment pools for the Volunteer Unit.
2. Expand the use of Volunteer members at community events.
3. Recognize the achievements of current Volunteers at Volunteer
Appreciation dinner.
PIO
1. Update the PIO press contact list on a quarterly basis
2. Lieutenant and Sergeant attend PIO Training
3. Effectively utilize Social Media outlets with information
regarding Press releases and other community issues.
Administrative
1. Ensure IA notification letters are sent out within set deadlines.
Homeless Outreach
1. Provide resources and shelter to homeless population in Tustin.
2. Develop and implement strategies to enforce camping
ordinances within the City of Tustin.
Information Technology and Special Projects
1. Ensure department’s information technology needs are
addressed in a timely manner.
2. Research feasibility of adding an on-site IT PD tech to
address department needs and improve efficiency.
3. Select vendor for CAD/RMS and begin implementation.
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 122
FIELD SUPPORT
DESCRIPTION:
The Field Support Division is comprised of two units: Police Service Officers/CS and
Communications. These units function independently, providing functional services necessary
to daily Police Department operations.
TASKS (Communications Unit):
1. Responsible for receiving and relaying all calls for service to
Field Patrol officers, including all 9-1-1 calls.
2. Monitoring police radio 24/7 in support of patrol operations.
2018 ACCOMPLISHMENTS:
1. In 2018 the Communications Unit received 97,723 calls.
21,772 were 911 calls. The Communications Unit are
answering 98 percent of all 911 calls within 5 seconds, which
is prior to the caller even hearing a ring. This is well within the
standard set by the National Emergency Number Association
(NENA) of answering 90% of 911 calls within 10 seconds.
2. In 2018 the Communications Unit generated 37,346 calls for
service, and helped to keep emergency response time for
police services to just over 4 minutes.
2019 GOALS:
1. Recruit, train and become fully staffed in the communications
center.
2. Continue to meet the state requirement of answering 90
percent of all 911 calls within 10 seconds.
3. Have all Communications Officers attend training to
ensure they remain compliant with POST standards for
continuing education.
4. Complete final testing, and accept Text to 9-1-1 calls in
our Communications Center.
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 123
TASKS (Police Services Officers Unit):
1. Responsible for writing approximately 45% of all non-arrest
reports taken by Police Department personnel.
2. Conducts all mid-level Crime Scene Investigation
functions.
3. Assists field patrol units with a variety of functions including
traffic control and parking violations.
2018 ACCOMPLISHMENTS:
1. PSOs took 2,544 original reports, 517 supplemental reports
and wrote 1,029 parking citations, handled 628 citation sign-offs
and handled 170 vehicle releases. Overall PSO’s took 41.7% of
non-arrest reports for 2018.
2. The PSO Unit placed a greater emphasis on community
outreach and participated in a variety of community events.
3. The PSO Unit engaged the community by providing educational
presentations on CSI to students and community members.
4. Greater emphasis was placed on employee development and training
with the majority of our PSO Unit completing the POST Traffic Collision
Investigation course providing CVC 40600 certification.
2019 GOALS:
1. Complete renovations to front counter area of the
police department andPSO/CSI office to ensure
workstations and CSI processing areas are up to
date.
2. Ensure all of the PSO personnel attend Field Evidence
Technician (FET) collection course so all our
technician receive proper certification.
3. Provide department wide training related to CSI and
traffic collision investigation techniques.
4. Continue to improve communication and increase
interaction within the department through ride-a-longs, sit-a-longs,
and through briefing presentations.
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 124
OPERATIONS SUPPORT
DESCRIPTION:
The Operations Support Division is comprised of two units: Records and Property and
Evidence. The Fleet Coordinator is also an integral part of the Operations Division. Each of
these units functions independently, providing functional services necessary to daily Police
Department operations.
TASKS:
Records Unit
1. Process and maintain Police Department files.
2. Process reports and citations to be forwarded to the District
Attorney’s Office and Court for prosecution.
3. Respond to requests for police reports.
Property and Evidence Unit
1. Currently maintains and controls approximately 55,000 items of
property and evidence.
2. Responsible for purchasing and invoice processing for entire
department.
3. Performs Police Fleet Coordination to maintain fleet to optimal
efficiency.
4. Maintains Temporary Holding Facility to State Correctional
Standards Authority guidelines.
5. Responsible for the facilities management including overall
cleanliness and equipment functionality of the police building.
2018 ACCOMPLISHMENTS:
Records Unit
1. 8,239 Reports were processed
2. 2,587 Court packages
3. 558 Citations were processed
4. Handled 3,529 Records Requests
5. Completed Records Unit remodel
6. Created the discovery desk specialty assignment
7. Partnered with third party vendor for the implementation of alarm
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 125
permit and false alarm billing management
Property and Evidence Unit
1. Covered outdoor bike cage to protect safekeeping Property from the
elements
2. Designed and completed Property & Evidence office remodel
3. Completed Uniform Changeover project that included New uniform pants
and shirts for both Sworn and Civilian personnel, as well as newly designed
badges, patches and name bars
Fleet
1. Installed new electronic systems in Patrol vehicles including:
a. Mobile data computers
b. In-Car Video system
c. Mobile radios
2019 GOALS:
Records Unit
1. Update Records Unit training manual
2. Continue career training and development of Records Unit staff
3. Implement new records management system
4. Research and development of position to handle California Public Records
Acts requests.
Property and Evidence Unit
1. Replace ballistic vests that are nearing expiration dates
2. Purchase tactical vests for all Field personnel
3. Do a complete audit of the Property & Evidence Unit
4. Inventory and reorganize sheds in the lower parking garage to create
additional space that would allow the Fleet Coordinator to have a more
functional work area
5. Install temperature-controlled equipment in upper and lower warehouse
6. Continue to maintain consistent booking/purging stats
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 126
Fleet
1. Purchase three 2019 Dodge Chargers for Patrol use and four
vehicles for Admin/Support use
2. Purchase five 2019 BMW Police motorcycles
3. Incorporate a more functional work space for the Fleet
Coordinator
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 127
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Police
Administration
Personnel 957,848 1,157,336 1,442,464 1,544,900 1,408,600 1,357,400
Operations 1,169,325 1,571,238 2,006,837 2,032,394 2,394,560 2,084,060
Capital 0 0 0 0 0 0
2,127,173 2,728,573 3,449,301 3,577,294 3,803,160 3,441,460
City Operations
Personnel 0 0 0 0 4,557,543 4,788,543
Operations 0 0 0 0 593,094 593,094
Capital 0 0 0 0 0 0
0 0 0 0 5,150,637 5,381,637
North Area Division
Personnel 5,369,766 6,284,231 6,635,181 6,867,200 4,944,100 5,201,100
Operations 466,095 534,129 493,010 526,443 45,934 45,934
Capital 0 0 0 0 0 0
5,835,862 6,818,360 7,128,191 7,393,643 4,990,034 5,247,034
South Area Division
Personnel 4,638,300 5,576,585 5,459,922 5,475,200 4,926,533 5,201,533
Operations 130,908 168,842 149,995 145,975 45,834 45,834
Capital 0 0 0 0 0 0
4,769,208 5,745,428 5,609,917 5,621,175 4,972,367 5,247,367
Special Operations Division
Personnel 3,841,732 3,650,450 3,517,915 5,800,300 3,225,500 3,344,400
Operations 141,800 172,841 144,315 223,697 160,285 160,285
Capital 0 0 0 0 0 0
3,983,532 3,823,292 3,662,230 6,023,997 3,385,785 3,504,685
EXPENDITURE S UMMARY
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 128
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Professional Standards Division
Personnel 1,600,457 1,986,045 2,368,354 1,295,800 1,949,200 2,125,500
Operations 146,816 273,579 289,583 361,922 593,560 513,560
Capital 0 0 0 0 0 0
1,747,273 2,259,625 2,657,937 1,657,722 2,542,760 2,639,060
Field Support Services
Personnel 2,066,878 2,004,631 2,152,411 2,473,200 2,697,000 2,854,600
Operations 334,736 267,435 226,183 452,838 406,425 406,425
Capital 0 0 0 0 0 0
2,401,614 2,272,066 2,378,594 2,926,038 3,103,425 3,261,025
Operations Support Services
Personnel 1,374,368 1,367,798 1,492,736 1,578,600 1,562,300 1,662,700
Operations 243,144 267,943 221,190 203,443 194,075 194,075
Capital 0 0 0 0 0 0
1,617,513 1,635,741 1,713,926 1,782,043 1,756,375 1,856,775
Police
Personnel 19,849,349 22,027,076 23,068,983 25,035,200 25,270,776 26,535,776
Operations 2,632,826 3,256,009 3,531,112 3,946,711 4,433,767 4,043,267
Capital 0 0 0 0 0 0
Police Total 22,482,175 25,283,085 26,600,095 28,981,911 29,704,543 30,579,043
FIRE
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 131
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Fire Service Contract
Personnel 0 0 0 0 0 0
Operations 6,985,045 7,181,784 7,580,663 8,026,800 8,740,000 9,309,400
Capital 0 0 0 0 0 0
Fire Service Contract Total 6,985,045 7,181,784 7,580,663 8,026,800 8,740,000 9,309,400
DESCRIPTION:
The City contracts with the Orange County Fire Authority for fire suppression, prevention, inspection, public
education, and paramedic services. The Fire Authority serves twenty-three cities and the County of Orange
through a Joint Powers Agreement. One member of the Tustin City Council serves on the Board of Directors
of the Fire Authority. In fiscal year 2007-08 the City Council authorized an extension of the contract with the
Fire Authority for an additional twenty years.
EXPENDITURE S UMMARY
PARKS AND RECREATION
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 133
PARKS AND RECREATION
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CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 134
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:
1. Coordinate and implement a one-year strategic plan for the Community Services Commission.
2. Provide management and oversight of Capital Improvement Program.
3. Provide budgetary control and fiscal responsibility.
4. Maintain accurate position control document.
5. Provide staff support to City Council and Community Services Commission, Public Art Committee, and
related committees.
6. Facilitate communication and collaboration with community organizations and resident groups.
7. Provide annual department goals and objectives.
8. Develop Department Mission Statement including Vision and Department Values.
9. Investigate and secure grant funding.
SPORTS
DESCRIPTION:
The Sports Services Division 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 the after school program and summer day camps at
Columbus Tustin Activity Center.
TASKS:
1. Coordinate and implement Special Events to include a safe and free Egg Hunt, Halloween Howl, and
Tustin Tiller Days Festival and Parade.
2. Continue growth in the Youth Track and Field Meet.
3. Provide organized and value based Adult Sports Leagues and Tournaments to include softball, volleyball,
and basketball.
4. Provide safe and wholesome summer day camp experiences for local children.
5. Provide fun and affordable youth sports camps throughout the year.
6. Implement safe and enriching after school activities for local area youth at the Columbus Tustin Activity
Center.
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 135
7. Provide community service and leadership opportunities to middle school and high school teenagers
through Tustin Teens in Action.
8. Provide non-profit youth organizations with access to City facilities, including the gymnasium and sports
fields.
2019-2021 GOALS:
1. Increase activity in the Adult Sports program to an average of 65 teams per season.
2. Keep annual special events viable by changing/adding elements each year.
3. Reach out to diversify the volunteer base from Tustin residents for special events such as Tustin Tiller Days
Festival and Parade with new volunteers.
4. Increase participation in sports camps and tennis classes by 15% by hiring additional instructors and making
improvements to the existing program.
5. Administer and implement an Adult Sports Participant Survey to measure satisfaction and elicit suggestions
for improvement.
6. Create and distribute a one-page questionnaire to participants at the Tustin Tiller Days Festival and Parade
to collect data on likes/dislikes of the event and why they attend Create ides for future changes and/or
programs.
7. Ensure the equitable distribution of the City’s sports fields to local youth sports organizations per
Department’s Field Allocation Policy.
8. Continue to secure a total of $40,000 in sponsorship support (money/in-kind) from the local business
community.
9. Reach out to the Hispanic population in Tustin by providing all marketing materials in both Spanish and
English.
10.Reach out to Spanish media outlets, such as Spanish Radio stations, for sponsorship opportunities at both
large and small community events.
11.Implement cost-neutral events and programs at the new Veterans Sports Park for both youth and adult
participation.
2017-2019 ACCOMPLISHMENTS:
1. Made significant changes to Tustin Tiller Days program, layout and marketing to increase revenues and
ensure the event is cost neutral.
2. Ensured the equitable distribution of the City’s sports fields to local youth sports organizations per the
Department’s Field Allocation Policy.
3. Collected 100% of the field use fees from local youth sports organizations.
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 136
4. Secured over $40,000 in sponsorship support (money/in-kind) from the local business community.
5. Continued to increase Tustin Teens in Action’s participation and involvement in 2018-2019 community
outreach programs.
6. Increased Adult Softball participation to an average of 60 teams per season.
7. Coordinated sold-out Tustin Day Camp each summer at Columbus Tustin Park.
CLASSES/CULTURAL ARTS
DESCRIPTION:
The contract class division promotes and coordinates recreational classes for community adults seniors, and
youth. The division is responsible for program publicity, including the production of the Tustin Today quarterly
activity guide, procurement of instructors and classroom space, and implementation of class registration
procedures.
TASKS:
1. Provide a diverse array of quality contract classes for children, adults and seniors.
2. Produce and publish the quarterly Tustin Today activity guide.
3. Maintain an accessible and customer friendly registration system to include on-line, phone-in, and walk in
options.
4. Manage and evaluate contract class instructors to assure quality programs.
5. Ensure community awareness of department classes, programs, and special events throughout the year
with new and innovative marketing techniques.
6. Coordinate and implement the annual Old Town Art Walk to bring fine art to Tustin.
7. Coordinate and implement the annual July 4th Celebration to include a live band performance and a
fireworks display.
8. Manage the Tustin Community Center at the Market Place to include facility reservations and event
programming.
2019-2021 GOALS:
1. Research and develop new tot, youth, and special interest classes that reflect the changing demographics
of residents.
2. Raise revenue for contract classes by 15%.
3. Continue to hold two concerts and one talent show at the Tustin Community Center at the Market Place.
4. Continue target marketing to expand reservations at the Tustin Community Center at the Market Place to
an average of five per month.
CITY OF TUSTIN
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2017-2019 ACCOMPLISHMENTS:
1. Increased artist vendor participation by 10% for the Old Town Art Walk.
2. Implemented the new registration/reservation software program, CivicRec, as selected through the RFP
process.
3. Raised revenue for contract classes by over 25%.
4. Expanded the market share of the quarterly Tustin Today activity guide to include Tustin businesses, North
Tustin, and portions of Irvine.
5. Implemented an interactive brochure to improve the online registration process.
6. Expanded reservations for the Tustin Community Center at the Market Place to just over four per month
totaling over $203,116.91 in FY 20117-2019 which was more than a 150% increase from FY 2015-2017.
7. Increased social media engagement and followers by 10%.
TUSTIN FAMILY AND YOUTH CENTER
DESCRIPTION:
This division is responsible for the operation and programming of the Tustin Family and Youth Center. The
primary mission of this division is to provide a wide array of recreational activities and human services for
families and youth of the southwest area of Tustin. These activities and services are presented in collaboration
with a variety of regional and local service organizations and agencies.
TASKS:
1. Provide educational, recreational, social, and human services programs and services for southwest Tustin
area children 4-17 years of age and their families.
2. Conduct free After-School Programs/Homework Club during the school year.
3. Provide a Summer Drop-In Recreation program at two sites for area youth.
4. Coordinate the Kids Corner Recreation Preschool Program.
5. Collaborate with local non-profits to distribute free food to area residents.
6. Coordinate volunteer opportunities for seniors, adults, youth, and service club members.
7. Organize and present the annual Cinco de Mayo event for neighborhood residents.
8. Organize and present the Holiday Basket Program to the community.
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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2019-2020 GOALS:
1. Continue to engage young adults in the area through Teen Nights, sports competitions, and personal
enrichment instruction.
2. Conduct an evening fitness class for adults.
3. Partner with local health organizations to offer health and wellness seminars for children, teens, and
adults.
4. Continue to expand intergenerational opportunities with the Tustin Area Senior Center Lunch Program
and neighborhood senior apartments.
5. Continue to maintain a top score on all of the Safe Food, Good Handling Guidelines from Second Harvest
Food Bank.
6. Conduct Mandated Reporting trainings for staff.
7. Conduct quarterly staff meetings to ensure that the Tustin Family Youth Center is providing a fun and safe
environment that includes appropriate interactions and education assistance for area families.
8. Offer a spring break or summer excursion for teens.
9. Provide awareness of the Senior Center personal enrichment and recreational programs available to
seniors in Southwest Tustin.
10.Increase the number of students in the Teens in Action Program through mentorship opportunities and
educational classes.
2017-2019 ACCOMPLISHMENTS:
1. Implemented additional weekend hours for the “Super Saturday” program to engage local youth
participants (age 4-17) in health recreational activities.
2. Expanded the Food Distribution Program by offering a Park-it-Market grocery truck program and weekly
distribution of groceries to the Chatham Village Apartment complex.
3. Began a bi-weekly Friday night skateboard program for teens.
4. Registered participants to utilize the Senior Center’s transportation program for exercise classes.
5. Offered four parenting classes through the OC Health Department.
6. Applied for a scholarship to the OC Fair which provided free transportation, admission tickets, and
spending money for 70 children.
7. Expanded the Cinco de Mayo program by moving it to Thorman Elementary which allowed for additional
vendors, entertainment, and activities.
CITY OF TUSTIN
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8. In partnership with Dental Care for Children, free dental services were offered to over 70 children and 30
adults.
9. Conducted the Kids Corner Preschool Program for twenty-five (25) 4-yar old children to ensure their
Kindergarten readiness.
10.Coordinated field trips for the Tustin Family Youth Center participants to visit the children in the Tustin
Medical Hospital once a week during the summer.
11.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.
12.Collaborated with the Columbus Tustin Activities Center to unite the Teens in Action Programs from each
facility to work together at special events.
13.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.
14.Visited seniors at Heritage Apartments and conducted activities with them.
15.Distributed over 3,000 food boxes to community members.
16.Provided 250 families with gifts and food for the whole family through the Holiday Gift Basket Program.
SUPPORT SERVICES
DESCRIPTION:
The Support Services Division is responsible for providing logistical support for City special events and
meetings at City Hall/Civic Center, Columbus Tustin Activity Center, Tustin Area Senior Center, Tustin Family
and Youth Center, Tustin Library, Citrus Ranch Park, and the Tustin Community Center. In addition, this
division performs custodial duties in providing a clean, safe environment for city employees and the general
public.
TASKS:
1. Responsible for the care and light maintenance of the Civic Center, Senior Center, Youth Center, Activity
Center, Tustin Library Meeting Rooms, and the Tustin Community Center at the Market Place.
2. 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.
3. Provide support and supervision of facility rentals.
4. Provide support for over 20 city-wide special events.
5. Provide support on a daily basis for all facilities with special dedication to the Tustin Family Youth Center,
Columbus Tustin Activity Center, and the Tustin Area Senior Center.
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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2019-2020 GOALS:
1. Ensure that City facilities are kept clean and organized by utilizing the facility checklist as a guide.
2. Ensure that outdoor equipment is kept dry as mandated by the OC Vector Control.
3. Continue to purge closets and storage rooms at facilities as requested by the site Coordinators.
4. Continue to project a professional image by providing quality customer service for both in-house and
outside reservations.
5. Provide adequate part-time staff coverage at all city events, meetings, rentals, daily operations, etc.
2017-2019 ACCOMPLISHMENTS:
1. Provided support to over 3,100 recreational classes and facility rentals.
2. In order to reduce expenses for storing equipment off-site, eliminated one off-site storage unit by
reorganizing the other two units.
3. Offered learning opportunities by allowing part-time staff to train and work meetings such as Planning
Commission, Public Arts Committee, and Community Services Commission.
4. Provided additional part-time support for Saturday hours at TASC.
5. Provided coverage for support of city-wide high-profile events held at the blimp hangar such as the
Disaster Preparedness Expo, Citizen’s Academy, and Totally Tustin.
SENIOR SERVICES
DESCRIPTION:
The Senior Services Division is responsible for the operation and programming of the Tustin Area Senior
Center. The primary mission of this division is to provide a wide variety of recreational, educational, social,
and human services. These activities are accomplished in collaboration with a variety of regional and local
service organizations.
TASKS:
1. Provide recreation, education, social, and human services designed to assist center participants with
activities for daily living, such as transportation and housing assistance, nutrition, physical and mental well-
being, and special life enriching interests.
2. Provide staff leadership and direction to the Senior Advisory Board, which includes the Senior Advisory
Board Ways and Means Committee fundraising activities and planning.
3. Provide staff support and manage all bookkeeping for the Tustin Area Senior Center Fund, Inc.
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 141
4. Manage the Senior Center Gift Shop.
5. 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, Visually
Impaired, Art Gallery, Gift Shop, Quilting, and Tax Aid.
6. Coordinate City-wide Parks and Recreation Special Events such as: Street Fair and Chili Cook-Off, Casino
Night, Tree Lighting, Movies in the Park, Art Walk, and Broadway in the Park.
2019-2020 GOALS:
1. Continue to grow the senior transportation program to include transportation for seniors and disabled
veterans.
2. Offer classes which target baby boomers and/or working seniors.
3. Provide more diverse seminars covering an array of topics affecting seniors.
4. Continue to offer a minimum of ten courses that focus on fitness to attract new retirees to attend the
Center.
5. Increase revenue generation 5% through various program improvements of contract classes, excursions,
and events for senior participants.
6. Provide clear and prominent roles for Senior Advisory Board members.
2017-2019 ACCOMPLISHMENTS:
1. Applied for and obtained a new grant for $72,000 of operational funding for the transportation program..
2. Increased market share of the transportation program by targeting residents in senior homes, those on
the outskirts of Tustin bordering Santa Ana, and southwest Tustin residents.
3. Increased revenue generation by 5% yearly through various contract classes, excursions, and events for
senior participants.
4. Began transportation for residents of southwest Tustin to fitness classes at the Senior Center.
5. Implemented Saturday programming from 8:00 am to 11:00 am consisting of fitness and recreation
classes.
6. Implemented outdoor programming such as bocce ball tournaments, an intergenerational hiking program
with the Tustin Family and Youth Center, and additional ping pong hours.
7. Donations secured from the TASC Fund and the Community Services Commission ensured that no
participants were turned away from obtaining lunch through the Senior Serv program.
8. Hosted an annual meeting of the Orange County Senior Center Directors to discuss best practices and
current issues faced by senior participants.
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 142
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Parks & Recreation
Administration
Personnel 456,743 482,024 513,365 535,900 563,400 589,100
Operations 315,433 407,165 423,301 617,750 680,400 597,900
Capital 0 0 200 850 850 850
772,176 889,190 936,866 1,154,500 1,244,650 1,187,850
Sports
Personnel 693,285 667,903 683,631 722,396 742,800 798,600
Operations 310,339 344,667 333,722 337,200 328,300 330,300
Capital 1,275 7,855 2,342 6,158 5,000 6,000
1,004,898 1,020,426 1,019,695 1,065,754 1,076,100 1,134,900
Classes/Cultural Services
Personnel 170,569 194,529 313,363 362,975 381,975 403,875
Operations 348,503 407,700 397,386 430,100 424,200 424,200
Capital 11,886 6,619 14,434 29,000 19,000 19,000
530,958 608,848 725,183 822,075 825,175 847,075
Senior Citizens
Personnel 345,897 368,177 419,572 464,400 474,500 505,300
Operations 96,505 103,668 112,530 109,000 102,700 102,700
Capital 0 0 0 0 0 0
442,402 471,845 532,103 573,400 577,200 608,000
Support Services
Personnel 257,676 277,960 343,762 347,200 362,300 375,000
Operations 7,185 7,553 14,740 7,750 7,750 7,750
Capital 3,113 2,127 2,000 2,000 2,000 2,000
267,975 287,640 360,502 356,950 372,050 384,750
EXPENDITURE SUMMARY
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 143
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Tustin Youth Center
Personnel 294,217 340,122 344,416 374,280 376,600 390,400
Operations 29,044 32,260 28,372 35,350 38,050 38,050
Capital 929 1,351 377 1,400 1,400 1,400
324,190 373,733 373,165 411,030 416,050 429,850
Parks & Rec
Personnel 2,218,387 2,330,715 2,618,109 2,807,151 2,901,575 3,062,275
Operations 1,107,009 1,303,013 1,310,051 1,537,150 1,581,400 1,500,900
Capital 17,203 17,953 19,353 39,408 28,250 29,250
Parks & Rec Total 3,342,600 3,651,681 3,947,514 4,383,709 4,511,225 4,592,425
NON-DEPARTMENTAL
CITY OF TUSTIN
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PAGE 145
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Non-Departmental
Personnel 1,424,939 423,143 440,177 434,800 441,800 451,800
Operations 6,296,999 5,399,730 7,615,295 3,074,468 1,512,000 1,484,500
Capital 110 374,391 0 0 0 0
7,722,047 6,197,264 8,055,472 3,509,268 1,953,800 1,936,300
EXPENDITURE S UMMARY
ASSESSMENT DISTRICTS &
COMMUNITY FACILITY
DISTRICTS
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 147
DESCRIPTION:
Assessment District (AD) 95-1 – This fund records the deposit of monies held to pay the debt service
requirements of the assessment district.
Assessment District (AD) 95-2 – This fund records the deposit of monies held to pay the debt service
requirements of the assessment district.
Community Facilities District (CFD) 04-01 – This fund records the deposit of monies held to pay
the debt service requirements of the community facilities district.
Community Facilities District (CFD) 06-01 – This fund records the deposit of monies held to pay
the debt service requirements of the community facilities district.
Community Facilities District (CFD) 07-01 – This fund records the deposit of monies held to pay
the debt service requirements of the community facilities district.
Community Facilities District (CFD) 13-01 – This fund records the deposit of monies held to pay
the debt service requirements of the community facilities district.
Community Facilities District (CFD) 14-01 – This fund records the deposit of monies held to pay
the debt service requirements of the community facilities district.
Special Tax B - This fund records the deposit of monies collected in any Fiscal Year to pay for certain
costs as required to meet the needs of the community facilities district in that Fiscal Year.
CITY OF TUSTIN
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EXPENDITURE SUMMARIES
ASSESSMENT DISTRICTS
COMMUNITY FACILITIES DISTRICT
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Assess. District 95-1 Construction
Personnel 0 0 0 0 0 0
Operations 745,200 550,000 539,264 491,000 551,000 551,000
Capital 0 0 0 0 0 0
431 District 95-1 Const. Total 745,200 550,000 539,264 491,000 551,000 551,000
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
CFD 04-1
Personnel 0 0 0 0 0 0
Operations 1,324,720 1,306,936 717,384 1,415,319 1,345,319 1,345,319
Capital 0 0 0 0 0 0
433 CFD 04-1 Total 1,324,720 1,306,936 717,384 1,415,319 1,345,319 1,345,319
CFD 06-1 Construction
Personnel 0 0 0 0 0 0
Operations 80,401 33,621 87,416 6,540 6,540 6,540
Capital 1,320,343 (1,727)0 246,306 2,856,306 0
434 CFD 06-1 Construction Total 1,400,744 31,894 87,416 252,846 2,862,846 6,540
CITY OF TUSTIN
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Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
CFD 06-1 Debt Svs
Personnel 0 0 0 0 0 0
Operations 62,977,127 6,298,021 3,251,778 3,520,000 5,340,913 5,340,913
Capital 0 0 0 0 0 0
435 CFD 06-1 Debt Svs Total 62,977,127 6,298,021 3,251,778 3,520,000 5,340,913 5,340,913
CFD 07-1 Debt Svs
Personnel 0 0 0 0 0 0
Operations 17,055,901 1,365,485 929,131 1,267,725 1,122,725 1,122,725
Capital 0 0 0 0 0 0
436 CFD 07-1 Debt Svs Total 17,055,901 1,365,485 929,131 1,267,725 1,122,725 1,122,725
CFD 07-1 Construction
Personnel 0 0 0 0 0 0
Operations 0 208,439 120,163 27,713 27,713 27,713
Capital 0 0 638,372 521,303 548,000 0
437 CFD 07-1 Construction Total 0 208,439 758,534 549,016 575,713 27,713
CFD 06-1 Annex Construction
Personnel 0 0 0 0 0 0
Operations 158,833 0 0 0 0 0
Capital 3,048 0 0 0 0 0
438 CFD 06-1 Annex Const. Total 161,881 0 0 0 0 0
CFD 13-01
Personnel 0 0 0 0 0 0
Operations 218,103 221,457 287,204 0 0 0
Capital 0 0 0 0 0 0
440 CFD 13-01 Total 218,103 221,457 287,204 0 0 0
CFD 14-01 Debt Service
Personnel 0 0 0 0 0 0
Operations 836,392 1,615,132 1,475,994 1,443,175 1,443,175 1,443,175
Capital 0 0 0 0 0 0
441 CFD 14-01 Debt Service Total 836,392 1,615,132 1,475,994 1,443,175 1,443,175 1,443,175
Special Tax B
Personnel 0 0 0 0 0 0
Operations 3,427,578 3,477,116 3,573,713 3,690,600 4,072,500 4,154,000
Capital 0 0 0 0 0 0
442 Special Tax B Total 3,427,578 3,477,116 3,573,713 3,690,600 4,072,500 4,154,000
CFD 14-01 Construction
Personnel 0 0 0 0 0 0
Operations 132,533 205,637 20,100 2,150 2,150 2,150
Capital 198 3,791,461 3,633,055 3,070,694 9,842,000 0
443 CFD 14-01 Construction 132,730 3,997,097 3,653,154 3,072,844 9,844,150 2,150
TUSTIN LANDSCAPE
LIGHTING DISTRICT
&
STREET LIGHTING
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 151
EXPENDITURE S UMMARY
LIGHTING LANDSCAPE DISTRICT
STREET LIGHTING
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Tustin LLD, Special District
Personnel 0 0 0 0 0 0
Operations 1,484,075 1,056,423 1,096,963 1,120,000 1,220,000 1,220,000
Capital 0 0 0 0 0 0
141 Tustin LLD Total 1,484,075 1,056,423 1,096,963 1,120,000 1,220,000 1,220,000
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Tustin SL-Capital
Personnel 0 0 0 0 0 0
Operations 618,387 587,224 589,174 571,000 459,000 459,000
Capital 172 0 1,328,456 0 0 0
618,559 587,224 1,917,631 571,000 459,000 459,000
Tustin SL - Non-Dept
Personnel 0 0 0 0 0 0
Operations 963 1,415 1,463 1,500 501,500 501,500
Capital 0 0 0 0 0 0
963 1,415 1,463 1,500 501,500 501,500
Tustin SL
Personnel 0 0 0 0 0 0
Operations 619,349 588,639 590,638 572,500 960,500 960,500
Capital 172 0 1,328,456 0 0 0
142 Tustin SL Total 619,521 588,639 1,919,094 572,500 960,500 960,500
WATER ENTERPRISE
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 153
WATER ENTERPRISE
ORGANIZATIONAL CHART
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 154
BILLING
DESCRIPTION:
The City of Tustin’s Water Enterprise services approximately 14,100 customers. The Finance Department is
responsible for Water Billing. Administrative functions of the Water Utility include customer service inquiries,
rate analysis, meter reading, customer billings, cash management, financial analysis, and liaison to field
operations in construction of major capital improvements, infrastructure and ongoing operational maintenance.
TASKS:
1. Read customer meters;
2. Prepare customer invoices from automated meter reading equipment;
3. Perform cash applications and accounts receivable;
4. Respond to customer service orders;
5. Prepare and monitor work orders for field operations concerning meter repair, leaks, turn-on and turn-
offs;
6. Prepare water management reports;
7. Analyze Pass-Through charge in accordance with the 2010 Water Rate Increase
8. Implement and promote a water conservation program.
ADMINISTRATION
DESCRIPTION:
The Administration Division coordinates and provides direction to all Water Services operations. This Division
provides customer service, administrative support, research and analysis of current and proposed legislation
to ensure benefit, safety and convenience to the community and general public.
TASKS:
1. Ensure compliance with all health and safety standards for water quality.
2. Coordinate the design and construction of water capital improvement program projects.
3. Provide responsive customer service.
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 155
DISTRIBUTION
DESCRIPTION:
Install, maintain, repair and upgrade the water distribution system, along with monitoring water quality and
providing customer service.
TASKS:
1. Ensure compliance with all health and safety standards for water quality.
2. Operate and maintain the water distribution system.
3. Coordinate the design and construction of water capital improvement program projects.
4. Perform preventive maintenance to minimize water loss and service interruptions to City water customers.
5. Provide responsive customer service.
6. Review City, developer and outside agency project plans for compliance with Water Division standards.
7. Conduct staff safety training and Department of Health Services certification programs.
MAIN STREET WATER FACILITY
DESCRIPTION:
The Main Street Water Facility, consists of two groundwater production wells, reverse osmosis and ion
exchange treatment plants, a water storage reservoir and booster pump station. The two treatment plants
remove nitrate-contaminates from the groundwater produced at this facility. The water is treated and blended
to produce drinking water that complies with all State and Federal Safe Drinking Water standards.
TASKS:
1. Ensure compliance with all health and safety standards for water quality.
2. Maximize water production to reduce dependence on imported water supplies.
3. Ensure compliance with the Regional Water Quality Control Board [RWQCB] National Pollution Discharge
Elimination System [NPDES] permit requirements.
17TH STREET DESALTER
DESCRIPTION:
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.
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 156
TASKS:
1. Ensure compliance with all health and safety standards for water quality.
2. Maximize water production to reduce dependence on imported water supplies.
3. Ensure compliance with the Regional Water Quality Control Board [RWQCB] National Pollution Discharge
Elimination System [NPDES] permit requirements.
IMPORTED WATER
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:
1. Maximize local water production to reduce dependence on imported water supplies.
2. Utilize cost-effective purchased imported water supplies to ensure adequate retail supplies.
GROUNDWATER
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:
1. Produce competitively priced, high quality water meeting all health and safety standards for water quality.
2. Operate water production facilities utilizing the most cost-effective methods and practices that public safety
and water demand requirements allow.
3. Perform maintenance to minimize service interruptions and the loss of groundwater production and
imported water supplies.
4. Coordinate the design and construction of capital improvement program projects.
5. Coordinate operation of water facilities with contractors during construction activities.
6. 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.
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 157
EXPENDITURE S UMMARY
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Water, Service Billing
Personnel 615,060 681,460 704,742 958,420 991,700 1,056,200
Operations 6,014,330 2,173,595 1,554,007 1,850,300 1,897,300 1,897,300
Capital 806 12,904 2,318 50,000 50,000 50,000
6,630,196 2,867,959 2,261,066 2,858,720 2,939,000 3,003,500
Water, Administration
Personnel 677,550 706,298 782,763 981,600 913,900 831,800
Operations 2,678,914 2,551,275 1,904,300 2,621,005 2,790,330 2,627,350
Capital 0 0 0 0 0 0
3,356,463 3,257,573 2,687,062 3,602,605 3,704,230 3,459,150
Water, Administration
Personnel 0 0 0 0 0 0
Operations 1,702,465 1,675,789 1,762,551 1,300,000 1,800,000 1,800,000
Capital 0 0 0 0 0 0
1,702,465 1,675,789 1,762,551 1,300,000 1,800,000 1,800,000
Water Distribution
Personnel 1,009,405 1,077,076 1,144,995 1,227,358 1,293,900 1,359,100
Operations 139,680 146,782 180,024 165,805 150,200 150,200
Capital 0 0 152,126 0 0 0
1,149,085 1,223,858 1,477,144 1,393,163 1,444,100 1,509,300
Main Street Facilities
Personnel 172,333 185,970 139,025 187,200 180,000 191,900
Operations 639,620 562,504 361,512 79,395 92,800 92,800
Capital 0 0 0 0 0 0
811,953 748,473 500,537 266,595 272,800 284,700
17th Street Desalter
Personnel 327,217 337,060 360,981 235,300 247,000 258,400
Operations 1,027,106 1,401,407 1,344,706 1,123,402 1,684,700 1,908,700
Capital 0 0 0 0 0 0
1,354,323 1,738,467 1,705,687 1,358,702 1,931,700 2,167,100
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 158
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Imported Water
Personnel 63,388 73,077 69,318 96,100 101,800 107,500
Operations 2,215,701 1,480,487 1,727,653 1,987,200 1,120,000 1,120,000
Capital 0 0 0 0 0 0
2,279,089 1,553,564 1,796,971 2,083,300 1,221,800 1,227,500
Water Production
Personnel 102,360 113,404 239,076 229,600 268,200 281,300
Operations 2,435,157 3,285,642 4,153,387 4,230,110 4,940,400 5,232,400
Capital 0 0 0 0 0 0
2,537,517 3,399,047 4,392,463 4,459,710 5,208,600 5,513,700
Water Utility Fund Total
Personnel 2,967,312 3,174,345 3,440,900 3,915,578 3,996,500 4,086,200
Operations 16,852,973 13,277,480 12,988,140 13,357,217 14,475,730 14,828,750
Capital 806 12,904 154,443 50,000 50,000 50,000
300 Water Utility Fund Total 19,821,091 16,464,730 16,583,484 17,322,795 18,522,230 18,964,950
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 159
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Water Capital Fund
Personnel 0 0 0 0 0 0
Operations 341,598 672,466 1,252,567 630,880 700,000 700,000
Capital (51,412)580 1,115,110 2,500,000 5,098,762 1,500,000
301 Water Capital Fund Total 290,185 673,046 2,367,677 3,130,880 5,798,762 2,200,000
2011 Water Revenue Bond Fund
Personnel 0 0 0 0 0 0
Operations 274,076 2,274,463 4,306,089 0 0 0
Capital Outlay 80,081 0 0 0 282,000 0
305 2011 Water Bond Fund Total 354,157 2,274,463 4,306,089 0 282,000 0
2013 Water Revenue Bond Fund
Personnel 0 0 0 0 0 0
Operations 9,689 10,629 8,951 0 0 0
Capital Outlay 0 0 1,619,522 3,768,039 9,326,498 0
306 2013 Water Bond Fund Total 9,689 10,629 1,628,472 3,768,039 9,326,498 0
SPECIAL REVENUE FUNDS
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 162
COMMUNITY DEVELOPMENT BLOCK GRANTS
DESCRIPTION:
The federal Housing and Community Act of 1974, as amended, created the Community Development Block
Grant (CDBG) program to return federal funds to local communities for the purpose of developing viable urban
communities by providing adequate housing and a suitable living environment and by expanding economic
opportunities, specifically for low and moderate income persons. Grants are awarded to communities to
implement a wide range of community development activities directed toward neighborhood revitalization,
economic development, and the provision of improved community facilities and services.
EXPENDITURE SUMMARY
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
CDBG Admin
Personnel 152,622 162,859 127,544 254,200 249,700 266,500
Operations 296,054 198,033 184,069 286,345 351,345 256,345
Capital 0 0 0 0 0 0
448,676 360,892 311,613 540,545 601,045 522,845
CDBG Admin, Job Creation / Incentive
Personnel 0 0 0 0 0 0
Operations 50,000 0 0 0 0 0
Capital 0 0 0 0 0 0
50,000 0 0 0 0 0
CDBG Capital
Personnel 0 0 0 0 0 0
Operations 0 0 0 0 0 0
Capital 80,423 133,562 259,115 917,564 454,000 0
80,423 133,562 259,115 917,564 454,000 0
CDBG Total
Personnel 152,622 162,859 127,544 254,200 249,700 266,500
Operations 346,054 198,033 184,069 286,345 351,345 256,345
Capital 80,423 133,562 259,115 917,564 454,000 0
120 CDBG Total 579,099 494,454 570,729 1,458,109 1,055,045 522,845
CITY OF TUSTIN
2015-17 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 163
CABLE PEG FEES
DESCRIPTION:
This Fund is used to account for Public, Educational, and Government (PEG) fees collected from cable
providers (Cox and Time Warner) in the City. The funds in this Fund is restricted to PEG-TV related equipment
expenditures.
EXPENDITURE S UMMARY
SOUTH COAST AIR QUALITY MANAGEMENT
DISTRICT FUND
DESCRIPTION:
This fund is used to account for funds received from South Coast Air Quality Management District to be used
for reducing pollution.
EXPENDITURE S UMMARY
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Cable PEG Fees
Personnel 0 0 0 0 0 0
Operations 14,526 513,292 0 50,000 50,000 50,000
Capital 0 0 0 0 0 0
129 Cable PEG Fees Total 14,526 513,292 0 50,000 50,000 50,000
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
SCAQMD, Non-Departmental
Personnel 0 0 0 0 0 0
Operations 153 172 159 100,000 100,000 100,000
Capital 0 198,000 0 0 0 0
133 SCAQMD Total 153 198,172 159 100,000 100,000 100,000
CITY OF TUSTIN
2015-17 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 164
ASSET FORFEITURE FUND
DESCRIPTION:
This fund is used to account for monies received from the Federal government that are used for special law
enforcement purchases.
EXPENDITURE SUMMARY
SUPPLEMENTAL LAW ENFORCEMENT FUND
DESCRIPTION:
This law was established under Government Code Section 30061 enacted by AB3229, Chapter 134, of the
1996 Statues and is appropriation from the State Budget for the “Citizen Option for Public Safety Program.”
These funds can only be used for police front line municipal activities that provide police services to the City in
prevention of drug abuse, crime prevention, and community awareness programs.
EXPENDITURE SUMMARY
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Suppl Law Enforcement, CIP
Personnel 105,821 102,348 112,452 118,500 133,800 140,500
Operations 0 0 0 0 0 0
Capital 1,790 11,055 127,408 17,139 0 0
136 Suppl Law Total 107,611 113,403 239,859 135,639 133,800 140,500
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Asset Forfeit, Non-Dept.
Personnel 0 0 0 0 0 0
Operations 351,514 27 2,989 0 0 0
Capital 0 0 0 0 0 0
134 Asset Forfeit Total 351,514 27 2,989 0 0 0
CITY OF TUSTIN
2015-17 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 165
MEASURE M/M2 FUNDS
DESCRIPTION:
This fund is used to account for monies received from the County for street projects.
EXPENDITURE S UMMARY
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Measure M - Non-Dept
Personnel 0 0 0 0 0 0
Operations 481 526 22 0 0 0
Capital 0 0 0 0 0 0
481 526 22 0 0 0
Measure M - Capital
Personnel 0 0 0 0 0 0
Operations 0 0 0 0 0 0
Capital 0 637,403 74,325 0 0 0
0 637,403 74,325 0 0 0
Measure M
Personnel 0 0 0 0 0 0
Operations 481 526 22 0 0 0
Capital 0 637,403 74,325 0 0 0
138 Measure M Total 481 637,929 74,347 0 0 0
Measure M2 - Non-Dept
Personnel 0 0 0 0 0 0
Operations 95,427 105,230 293,886 39,000 40,000 40,000
Capital 0 0 0 0 0 0
95,427 105,230 293,886 39,000 40,000 40,000
Measure M2 - Capital
Personnel 0 0 0 0 0 0
Operations 114,508 225,286 207,958 53,444 0 0
Capital 2,469,488 699,365 6,627,023 1,680,781 5,060,969 160,000
2,583,996 924,651 6,834,980 1,734,225 5,060,969 160,000
Measure M2
Personnel 0 0 0 0 0 0
Operations 209,935 330,516 501,843 92,444 40,000 40,000
Capital 2,469,488 699,365 6,627,023 1,680,781 5,060,969 160,000
139 Measure M2 Total 2,679,423 1,029,881 7,128,866 1,773,225 5,100,969 200,000
CITY OF TUSTIN
2015-17 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 166
GAS TAX FUND
DESCRIPTION:
This fund accounts for revenues and expenditures apportioned under the Street and Highways code of the
State of California. Expenditures may be made for any street-related purposed allowable under the Code.
EXPENDITURE SUMMARY
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Gas Tax, Non-Dept
Personnel 0 0 0 0 0 0
Operations 3,740 4,151 3,696 4,000 4,000 4,000
Capital 0 0 0 0 0 0
3,740 4,151 3,696 4,000 4,000 4,000
Gas Tax, CIP
Personnel 139,094 143,579 157,743 248,000 323,800 271,400
Operations 1,466,993 1,344,930 1,235,343 599,135 1,372,780 1,322,780
Capital 36,063 209,510 130,919 1,468,945 1,400,000 0
1,642,149 1,698,020 1,524,005 2,316,080 3,096,580 1,594,180
Gas Tax Total
Personnel 139,094 143,579 157,743 248,000 323,800 271,400
Operations 1,470,733 1,349,081 1,239,038 603,135 1,376,780 1,326,780
Capital 36,063 209,510 130,919 1,468,945 1,400,000 0
130 Gas Tax Total 1,645,889 1,702,170 1,527,700 2,320,080 3,100,580 1,598,180
CITY OF TUSTIN
2015-17 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 167
PARK ACQUISITION & DEVELOPMENT FUND
DESCRIPTION:
This fund is used to account for fees received from developers to develop the City’s park system.
EXPENDITURE S UMMARY
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Park Dev
Personnel 0 0 0 0 0 0
Operations 495,967 243,058 77,584 11,831 22,164 22,164
Capital 79,257 320,597 199,133 835,097 1,905,000 0
575,225 563,654 276,717 846,928 1,927,164 22,164
Park Dev, CIP
Personnel 0 0 0 0 0 0
Operations 495,967 243,058 77,584 11,831 22,164 22,164
Capital 79,257 320,597 199,133 835,097 1,905,000 0
131 Park Dev Total 575,225 563,654 276,717 846,928 1,927,164 22,164
Legacy Park, CIP
Personnel 0 0 0 0 0 0
Operations 3,499 4,039 2,462 0 0 0
Capital 202,035 504,572 3,629,490 1,268,738 114,650 0
205,533 508,611 3,631,953 1,268,738 114,650 0
Park Dev Tustin Legacy, CIP
Personnel 0 0 0 0 0 0
Operations 3,499 4,039 2,462 0 0 0
Capital 202,035 504,572 3,629,490 1,268,738 114,650 0
132 Park Dev Tustin Legacy Total 205,533 508,611 3,631,953 1,268,738 114,650 0
CITY OF TUSTIN
2015-17 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 168
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Workers Comp, Self Insurance
Personnel 0 0 0 0 0 0
`Operations 1,559,074 1,011,952 1,171,121 969,735 1,100,110 1,143,299
Capital 120 538 3,484 5,000 5,000 5,000
181 Workers Comp Total 1,559,194 1,012,490 1,174,605 974,735 1,105,110 1,148,299
Liability, Self Insurance
Personnel 0 0 0 0 0 0
Operations 320 34 171 100 0 0
Capital 0 0 0 0 0 0
320 34 171 100 0 0
Personnel 0 0 0 0 0 0
Operations 821,057 760,209 2,254,976 1,087,687 1,259,624 1,254,418
Capital 0 0 0 0 0 0
821,057 760,209 2,254,976 1,087,687 1,259,624 1,254,418
Personnel 0 0 0 0 0 0
Operations 821,377 760,243 2,255,147 1,087,787 1,259,624 1,254,418
Capital 0 0 0 0 0 0
182 Liability Total 821,377 760,243 2,255,147 1,087,787 1,259,624 1,254,418
Unemployment, Self Insurance
Personnel 0 0 0 0 0 0
Operations 17,876 10,619 3,700 15,600 25,000 25,000
Capital 0 0 0 0 0 0
183 Unemployment 17,876 10,619 3,700 15,600 25,000 25,000
Personnel 0 0 0 0 0 0
Operations 3,017 2,081 1,542 0 0 1,500
Capital 1,563,567 2,454,048 2,408,943 714,476 1,527,550 727,000
184 Equip. Replacement Total 1,566,584 2,456,129 2,410,484 714,476 1,527,550 728,500
Equipment Replacement
INTERNAL SERVICE FUNDS
EXPENDITURE SUMMARY
CITY OF TUSTIN
2015-17 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 169
BACKBONE & LAND HELD FOR RESALE FUNDS
EXPENDITURE S UMMARY
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Oblg Reimb Frm Successor Agncy
Personnel 0 0 0 0 0 0
Operations 1,339 1,528 1,324 600 1,986,216 0
Capital 0 0 0 0 0 0
186 Oblg Reimb Frm Successor Agncy Total1,339 1,528 1,324 600 1,986,216 0
Backbone Fee Fund
Personnel 0 0 0 0 0 0
Operations 37,701 174,712 160,734 0 21,147 21,147
Capital 44,545 602,338 920,899 10,375,000 21,555,988 6,000,000
187 Backbone Fee Fund Total 82,246 777,050 1,081,633 10,375,000 21,577,135 6,021,147
Land Held for Resale
Personnel 660,426 660,426 0 3,300,000 3,300,000 3,300,000
Operations 44,655,766 26,515,512 16,308,330 23,455,501 5,099,706 7,343,106
Capital 95,678 3,624,423 3,886,317 7,615,805 19,068,844 6,000,000
189 Land Held for Resale Total 45,411,870 30,800,361 20,194,647 34,371,306 27,468,550 16,643,106
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 170
ROAD MAINTENANCE & REHAB FUNDS
EXPENDITURE SUMMARY
SOLID WASTE FUNDS
EXPENDITURE SUMMARY
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Road Maint & Rehab
Personnel 0 0 0 0 0 0
Operations 0 0 0 0 0 0
Capital 0 0 0 135,000 2,675,000 0
140 Road Maint & Rehab 0 0 0 135,000 2,675,000 0
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Solid Waste
Personnel 0 0 0 44,930 133,400 143,500
Operations 0 0 0 20,000 80,000 80,000
Capital 0 0 0 0 0 0
171 Solid Waste Total 0 0 0 64,930 213,400 223,500
CITY OF TUSTIN
2015-17 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 171
SPECIAL EVENTS FUNDS
EXPENDITURE S UMMARY
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Special Events
Personnel 0 0 70,432 93,200 13,500 13,500
`Operations 0 0 320,235 305,653 370,053 370,053
Capital 0 0 0 0 0 0
180 Special Events Total 0 0 390,668 398,853 383,553 383,553
INFORMATION TECHNOLOGY
(INTERNAL SERVICE FUND)
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 173
DESCRIPTION:
The Information Technology Division provides research, planning, development, support and evaluation of
Citywide technology systems, including data, voice, telephone systems, radio, and technology infrastructure.
It provides maintenance for current hardware/software platforms in use by the City, update and application
support.
TASKS:
1. Manage all hardware and software utilized by the City;
2. Administer annual lease/maintenance agreements for hardware and software;
3. Provide programming support for systems as needed;
4. Evaluate the effectiveness of out-sourced computer services;
5. Maintain, support and upgrade servers, workstations, peripheral computer equipment, software, phones,
audiovisual equipment on a Citywide basis;
6. Develop and implement software solutions to enhance operational efficiency.
EXPENDITURE S UMMARY
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Information Technology
Personnel 355,547 372,001 387,793 670,800 702,800 730,500
Operations 962,878 935,505 1,040,778 1,686,424 1,551,300 1,803,300
Capital 244,860 280,769 416,936 1,461,917 1,340,000 880,000
185 Info. Technology Total 1,563,285 1,588,274 1,845,507 3,819,141 3,594,100 3,413,800
HOUSING AUTHORITY
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 175
EXPENDITURE S UMMARY
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
Tustin Housing Authority
Personnel 220,136 237,139 287,498 317,300 334,300 352,600
Operations 72,359 124,705 129,306 935,487 1,088,345 1,168,345
Capital 0 0 0 0 0 0
575 Tustin Housing Authority Total 292,495 361,844 416,804 1,252,787 1,422,645 1,520,945
CAPITAL IMPROVEMENT
PROGRAM
CITY OF TUSTIN
2019-21 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 177
CIP
EXPENDITURE S UMMARY
Note: The complete Capital Improvement Program is a separate document. The seven-year Capital
Improvement Program document identified future projects and cost estimates that allow staff to properly plan
for future capital improvements throughout the City.
MCAS 2010 TAX ALLOCATION BONDS
EXPENDITURE S UMMARY
Note: The MCAS 2010 TABs was issued by the former Redevelopment Agency for capital projects at Tustin
Legacy. Recently, the California Department of Finance issued the City a “Finding of Completion” which freed
up the City’s ability to use these funds for capital projects.
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
CIP, CIP
Personnel 0 0 0 0 0 0
Operations 17,783 3,566 166,110 115,077 0 0
Capital 3,262,371 5,570,583 7,952,516 4,118,926 7,469,650 2,825,000
200 CIP Total 3,280,154 5,574,150 8,118,626 4,234,003 7,469,650 2,825,000
Expenditure Summary 15/16 16/17 17/18 18/19 19/20 20/21
Actual Actual Actual Projected Proposed Proposed
MCAS 2010 TABs
Personnel 111,531 120,644 128,279 127,200 133,100 139,600
Operations 581,435 430,580 56,637 0 101,690 101,690
Capital 10,175,955 4,386,407 3,775,349 9,987,182 1,482,913 0
561 MCAS 2010 TABs Total 10,868,920 4,937,631 3,960,265 10,114,382 1,717,703 241,290